TAC Strategic Advisory Group Status Report for TAC Tom Duerr, Deputy VP Technical Activities, 8 January 2015 MEMBERS Tom Duerr, Chair Dan DeLaurentis Jim Guglielmo Basil Hassan Tony Gross Neal Pfeiffer Mark Whorton

Outline SAG Charter Current TAC Questions Q 1: Co-sponsored Conferences Q2: $20k Investment 2

SAG Charter MISSION  Rapidly deliver actionable recommendations grounded in the AIAA Strategic Plan to the VP Technical, to solve key TAC questions and issues. VISION  Strategic, innovative, objective advice, unconstrained by prior practice. MEMBERSHIP  Members serve at the discretion of the VP Technical. The Deputy VP Technical serves as the chair. PROCEDURES  The SAG reports only to the VP Technical. Follow-on communications or actions will be at the VP’s discretion.  Recommendations must trace to and demonstrably advance the objectives in the current AIAA Strategic Plan. 3

Current TAC Issues Should AIAA continue to co-sponsor conferences? How should TAC invest $20k from the Digital Avionics TC? How can AIAA increase the number of awards nominations? How can AIAA revitalize the Space Forum? How can AIAA maintain legacy conference identity in the Forums? How can TAC get feedback from the committees on what they feel they have lost and/or gained in regards to the Forums? How should AIAA identify and track observables for entry of new topics/people in our meetings? 4

Q 1: Co-Sponsored Conferences Issue: Multiple problems with executing co-sponsored conferences Approach: Brainstorm potential benefits & necessary constraints, rank benefits and weight associated constraints 5

Q 1: Co-Sponsored Conferences – Findings Issue: Multiple problems with executing co-sponsored conferences Approach: Brainstorm potential benefits & necessary constraints, rank benefits and weight associated constraints Findings:  Strategic benefits are possible: 1.Develop and expand our community 2.Strengthen our existing community  BUT process conditions must be met to realize strategic benefits: –Deliberate target community for expansion –Coordinate pre-, trans-, and post-event marketing to targeted community –Co-locate the co-sponsored event with an AIAA Forum –Establish long-term partnership with the targeted community/organization/society –Staff manage coordination with the targeted community/organization/society for continuity Conclusion: A revised co-sponsorship program meeting the necessary conditions would be comparable to the “Partner” co-organizer option 6

Options for Support of AIAA Forums Revised 2 October 2014 CO-ORGANIZER: Organization that jointly organizes with AIAA a conference on a rotating basis PARTNER: Organization that helps organize technical sessions at an AIAA forum. SUPPORTER: Organization that helps promote an AIAA forum to their membership. Current co-sponsored conferences put AIAA in “Supporter” role relative to other organizations No strategic benefit to AIAA 7

Q2: How to Invest $20k from the Digital Avionics TC Challenge: Recommend investments promoting strategic objectives Approach: Brainstorm ideas, rank ideas, synthesize conclusion Recommendation: Solicit, select, and fund TC/PC proposals for pilot “web events”  Pilot objectives – measure attendee demographics, satisfaction, and lessons learned inform future AIAA developments –NOT concerned with business model or revenue  Event may be seminar, workshop, specialist mini-conference, course,… –No AIAA proceedings or published papers for the pilot –Must not compete with a Forum  Proposals to cover concept, implementation, cost; seek at least one proposal per Technical Group  Winners to implement and run the event, TAC to fund out-of-pocket costs 8 Potential strategic benefits: expand community, strengthen existing community