AIAA Strategic Plan: Merri Sanchez RLC August 10, 2011 Portland, OR

AIAA Core Values Excellence  We expect nothing less than perfection in all we do. The critical consequences of our work and the impact to society at large drive our passion for overcoming risk. Community  We bring together a diverse community to collaborate and share information and insights among pioneers, practitioners, future generations, staff and partners to enable personal, professional, and business growth. Leadership  We lead the global aerospace community into the future with visionary inspiration and the talent of our membership. Knowledge  Our profession requires lifelong learning, and knowledge that is wide and deep. We must inspire future generations to continue the quest for broad and profound understanding. Integrity  We conduct all activities honestly, truthfully, and ethically. We treat everyone with dignity and respect. 2

AIAA Strategic Plan The AIAA 2011–2015 Strategic Plan consists of:  The vision, mission, and strategic imperatives of the Institute  The strategic goals of the Institute for the next five years  The specific action plans to be implemented in each of the Institute’s product and service areas to accomplish these strategic goals Strategic Plan “Owned” by the President-Elect and Institute Development Committee 3

AIAA Vision AIAA’s vision is to be the shaping, dynamic force in the aerospace profession – the forum for innovation, technical excellence, and global leadership 4

AIAA Mission AIAA’s mission is to address the professional needs and interests of the past, current, and future aerospace workforce and to advance the state of aerospace science, engineering, technology, operations, and policy to benefit our global society In support of our vision and mission, the Institute pursues four core goals that create substantial value for our members and for society:  To advance the aerospace profession and the community it supports  To sustain and strengthen the profession  To stimulate progress in the state of the art of aerospace science and technology  To serve as an advocate for the profession 5

Strategic Imperatives Sustain a Robust Aerospace Workforce and Develop Next-Generation Professionals Improve Aerospace Energy Efficiency and Advance New Energy Technologies Advance Technologies to Monitor and Reduce Environmental Impacts 6

Strategic Goals: Membership Increase membership by approximately 20% (with a goal of 34,000 by 2014). Reduce professional member attrition, from more than 20% per year now to no more than 10% per year by Actively engage prospective college graduates to provide a seamless transition to membership as young professionals; increase our student-to-professional member conversion rate from 40% to 60%. Increase the participation of under-represented groups (young professionals, women, minorities) in our membership until it reflects industry demographics (while we continue to lead the efforts to improve these industry demographics):  Increase women members (from 8% to 15%);  Increase young professionals (from 18% to 20%)  Increase minority membership (Hispanic, Asian, African-American, Native American). Increase the number of actively engaged members to over 50% of the total, up from about a third today. Expand our roster of corporate members by 51%, from 93 companies today to 140 or more by

Strategic Goals: Technical Increase attendance at our technical events by more than 5-10% annually Initiate and grow at least two major technical forums during the next three years in emerging areas of interest Leverage our conferences as the primary platform to expand our focus on increased cross engagement of technical and program committees with local sections, student chapters, standards committees, and public policy initiatives. Achieve an average of two annual engagements for each TC and PC. 8

Strategic Goals: Publications Emphasize energy efficiency, new energy technologies, and reduced environmental impact in AIAA publications. Use the Library of Flight series and AIAA Education Series as platforms to promote and enhance workforce development. Launch at least one new electronic information product outside of the conventional concepts of electronic journals and books. Increase our margin, as well as customer value, by establishing custom-bundled packages, introducing new production technologies, and increasing engineering textbook market share by 50%. Increase the percentage of book margin from international markets, establishing a global presence through translation and emerging market pricing. Retire print versions of journals by 2015, moving to electronic only journals and realizing significant increases in margin by preserving or increasing online subscribers. Increase value by reducing the time to publication for both journals and books. Sustain growth of the books product line without compromising quality by actively soliciting new quality authors. Target for eight new authors by 2014, with emphasis on strategic topics and global outreach. 9

Strategic Goals: Education Increase the average number of professional development students per class by 38% (to 18 in 2014). Expand coursework offerings by partnering with other organizations. Maintain the number of AIAA members who are industry-based Program Evaluators for ABET, Inc. above 30% of the total number of AIAA evaluators. Increase student membership by roughly 28% (to 9,000 by 2014). Increase student member participation in section activities, conferences, and design/paper competitions by 40%. Increase interaction between educator associates and aerospace professionals by providing innovative programs such as “Ask an Engineer” and “Engineers as Educators.” Develop new partnerships with targeted strategic organizations to inspire K–12 teachers and students to promote Science, Technology, Engineering, and Math (STEM) education. Significantly expand the local recognition of teachers throughout the educational system for efforts contributing to a stronger aerospace workforce. 10

Strategic Goals: International Activities Accomplish at least five annual activities with international partners Continue to form new international partnerships with bilateral or multilateral cooperative agreements at a rate of at least one annually. Bring the international component to AIAA goals for other areas:  Grow professional and student international membership by 20% (to 8,000).  Increase international corporate membership by 100% (to 28).  Stimulate Region VII (non-U.S.) activities resulting in professional and student membership growth.  Increase international participation in technical committees and program committees.  Increase international recognition through award and Associate Fellow/Fellow nominations. Target growth in AIAA’s currently underrepresented international aerospace communities, specifically including Argentina, Brazil, China, Eastern Europe, India, Japan, Korea, and Russia. 11

Strategic Goals: Public Policy Lead at least one major study of an industry-wide issue each year.  Disseminate findings and recommendations to government and industry decision makers. Assure meaningful media coverage. Sponsor at least eight public policy events every year Enhance the Institute’s Congressional Visits Day program, building participation to 300 members by 2013, including annual representation from at least 70% of sections, and 50% of TCs and PCs. Achieve participation of more than 65% of U.S. sections in the “August is for Aerospace” home district event by Hold annual public policy colloquia in each of AIAA’s six U.S. regions. 12

Strategic Plans: Standards Increase membership participation in AIAA standards activities by 25%, in part by establishing closer ties with each technical committee. Initiate at least three new standards projects over the next five years, with special emphasis on standards for emerging areas such as commercial space and unmanned aerial systems. Assess our viability in areas with other existing major standards development organizations. Operate at break-even or better budget impact by

Strategic Goals: Finances Maintain Institute operations on a self-sustaining cost-centric basis each year as begun in 2010 (i.e., maintain a balanced budget). Fund enhanced programs and services as they are approved to address a greater number of members and to assist in meeting membership goals. Stimulate innovation and fund key strategic initiatives that support the growth and sustainment of the Institute’s vision and mission. Develop and maintain formal financial policies and procedures to keep the Institute on a sound financial basis and to guide the future use of any surplus endowment resources. 14