About

5. Member Participation

GOAL: Improve U.S. Aerospace and Defense Infrastructure and Retain U.S. Industrial Base Capability

In 2012, AIA made significant progress improving membership participation, enhancing membership services, and strengthening the organization. 

Under the Membership Value Assessment conducted in 2012, AIA undertook the most comprehensive survey of its members in the organization’s history – the survey evaluated AIA’s work under AIA councils, committees and working groups, its full range of activities and events in support of the membership, and its overall policy advocacy efforts.  Based on that analysis, AIA will implement a variety of steps in 2013 to better serve the membership and the mission of AIA.

Grow and Retain Membership, Increase Member Participation, Improve Value, and Generate New Revenue from Meetings and Events

In 2012, AIA continued its unprecedented membership growth, adding more than 89 Full and Associate members to its membership – the highest in AIA’s 94 year history.  A strong recruitment effort will continue in 2013.  We also witnessed continued record turnouts for our Board of Governors and Supplier Management Council meetings – we sold out both our Spring and Fall Board of Governors and Membership Meetings, and our Winter and Summer Supplier Management Council Meetings. 

In 2013, we will improve AIA’s value to members – especially through its councils, committees and working groups – by increasing productivity, utilizing resources efficiently, and developing staff.  AIA will also generate new revenue from AIA’s meetings and events.

Expand Advocacy, Leverage Media Assets and Opportunities

In 2011 and 2012, AIA responded to the budget environment in Washington by creating the Second to None campaign to educate the public and elected officials on the importance of the aerospace and defense industry to our economy and national security.  AIA will continue to build on those efforts in 2013, as sequestration budget cuts could negatively impact our industry across all sectors.  AIA will expand on media outreach efforts and refocus the research program to provide top notch support to thought leadership on policy recommendations for our industry.

Enhance Productivity and Improve Infrastructure

We will also ensure that AIA provides maximum value to members by increasing our productivity, using our personnel and other resources more efficiently and continuing to develop our staff and upgrade our infrastructure.

Target 13: Increase membership base, improve membership retention, and enhance member satisfaction		Full Members. Maintain a retention rate of 90% and generate new non-prorated revenue of $300K from full member dues and additional revenue opportunities Achieve a non-prorated dues revenue target from non-prorated Full Membership dues of $62.5K per quarter Associate Members.  Maintain a retention rate of 90% and generate new non-prorated revenue of $100K from associate member dues Achieve a non-prorated dues revenue target of $33K per Supplier Management Council Meeting Develop new revenue stream through publication of a (hardcopy and digital) a comprehensive Membership Resource Guide, on-line buyers guide, and through website advertising
Target 14: Enhance AIA’s advocacy to key audiences		Maintain AIA leadership voice in media related to budget issues Advance AIA’s policy objectives using multiple communications tools Develop reports and data that support the industry’s broad advocacy efforts Broaden utilization of social media vehicles as an essential delivery tool in the broader set of communications tools leveraged for the ongoing S2N campaign and its successor, Stop Sequestration Implement AIA brand re-fresh – web sites, collateral, etc.
Target 15: Improve AIA’s value to members – especially through its councils, committees and working groups – by increasing productivity, utilizing resources efficiently, and developing staff		Successfully hire an Assistant Vice President for Industrial Base Policy and an Assistant Vice President for Acquisition Policy Integrate the National Security and Acquisition Policy divisions to create a single cohesive division that is proactive and responsive to the Membership’s needs Explore if a telecommuting policy could be adopted for AIA Meet with AIA divisions bi-monthly during division staff meetings to update them/obtain feedback on administrative/HR related issues Work with real estate broker to explore options for AIA office lease Review staff level compensation structure against the market Explore accounting software options for greater cost control/alert options Explore greater usage of AIA corporate credit card for regular vendors to increase the rewards generated by the credit card and to reduce number of checks being processed
Target 16: Increase AIA’s meeting and event fees by 15 percent and reduce expenses by ten percent		Implement new budget and approval process for all AIA in-person meetings Based on the MVA, institute best practices for the management of councils, committees and working groups (CCWGs), regularly evaluate their goals, objectives and work products