View From HQ - 2010/09

156 MODEL AVIATION
Building on the information gleaned from
the SWOT process, the Objectives of the 2010
Strategic Long Range Plan and Key Result
Areas were developed.
Objectives of the 2010 Strategic Long
Range Plan
Volunteer-governed organizations, such as
the AMA, need a plan to guide them in
focusing on long-term goals for the
advancement of the organization. The very
survival of any organization is dependent
upon strong, focused leadership deciding the
course and actions of the organization.
Conveying this road map of the future to the
membership, staff, and the public is the
purpose of the 2010 SLRP. An essential tool
in seeking support for the organization in all
aspects of fundraising is being able to
communicate our future directions and goals.
Key Result Areas
Five key areas of focus were identified
early in the process as a result of a
membership survey conducted in 2007 and
the deliberations of the Executive Council.
Not ranked in any order, they are:
• Education
• Marketing
• Government
• Membership
• Flying Sites
Environmental Snapshot
The economic environment facing the
AMA, the nation, and the world changed
dramatically during the development of the
2010 SLRP and will continue to fluctuate
during the execution of this plan. Therefore
this document must remain flexible to
accommodate this changing environment.
General
• The Academy has been in a declining
membership trend since its all-time high of
173,000 members in 2002 to a membership of
142,000 in 2009.
• The Federal Aviation Administration’s rulemaking
efforts regarding small unmanned
aircraft systems’ (sUAS) impact on the model
aviation community is unknown at this time.
Executive Director Jim Cherry
Awareness of model aviation at fullscale
air shows has increased.
View From HQ
• Even the awareness of model aviation with
the proliferation of low-cost, entry-level
electric aircraft into the modeling community
has not resulted in an increase in membership.
• Loss of flying sites continues to be the main
concern of the membership.
Targets:
• Identifying the true target audience market
has been elusive.
• Although marketing programs continue to be
successful with seniors, other targeted
audiences, especially the youth group, have
not translated into an increase in youth
membership.
• Local governments (county and city) have
been receptive to flying programs on public
property when presented at national and state
events.
• Awareness of model aviation at full-scale air
shows has increased.
I will continue with more of the SLRP in
my next column.
For some of the members, the flying season of
2010 will be winding down in the next month
or so; for others the temperature will be a little
more comfortable at the flying site as fall and
winter will approach.
An important aspect of this part of the
AMA year is its annual officer elections. In a
few weeks you will receive your 2011 dues
invoice. Included is a ballot to vote for the
position of AMA president and for your
district vice president if you live in Districts I,
V, X, or IX. I encourage you to become an
informed voter and participate in the election
process. MA
In the spirit of flight.
ast month, readers of “View From HQ”
will remember, I began presenting the
newly adopted Strategic Long Range
Plan (SLRP). I covered the introduction,
including the executive summary and why the
SLRP was developed.
The next section of the SLRP presented
the AMA Mission statement. This is on page 5
of MA, and for the sake of space, not
reprinted here.
In developing a realistic SLRP, one has to
take a hard look at the strengths, weaknesses,
and opportunities of the organization and
threats to it. In planning exercises, this is
known as SWOT.
I’ll continue this month’s installment of
the SLRP with the SWOT of AMA.
Strengths, Weaknesses, Opportunities, and
Threats
Recognizing the strengths, weaknesses,
opportunities, and threats of the Academy is
key in planning for its future. Building on its
strengths, recognizing and correcting the
weaknesses, as well as expanding on its
opportunities, will ensure an efficient use of
the Academy’s resources in achieving both its
vision and mission statements.
Identifying the potential threats that exist
in the ever-changing world of the modeling
community will aid in the Academy being
prepared to be either active or reactive when
necessary.
L
Jim Cherry
Executive Director
[email protected]
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