ASID New England Strategic Plan 2014-16

THE ASID WHY STATEMENT: ASID advances the profession and communicates the impact of interior design to enhance the human experience.

CORE VALUES AND STRATEGIC GUIDEPOSTS:

ASID New England STRATEGIC PLAN FY2014–2016

ASID leads collaboration with those working to promote the value of interior design.

ASID prepares its members to excel in a dynamic and evolving profession competing in a global marketplace.

ASID advances the profession by generating, collecting and disseminating applied knowledge.

©Copyright American Society of Interior Designers, 2014. All rights reserved.

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Core GOAL 1: BE THE CORE OF THE DESIGN NETWORK. Demonstrate the value of the ASID network to all stakeholders so that ASID is recognized as the industry leader.

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Objective 1.

Objective 2.

Objective 3.

Collaborate across disciplines, organizations and institutions on topics related to globalization, social responsibility/design’s impact on the human experience and new business models.

Create meaningful opportunities (physical and virtual) that connect stakeholders with one another and with ASID.

Collect and share information with our network.

Metric 1.

Metric 1.

Implement the new website within one month after delivery to chapter.

Develop and deliver Sponsorship program to membership by October 15, 2014

Evaluate Newsletter opportunities, select and implement by end of 1st quarter.

Provide pool of candidates for ASID Think Tank to National by end of 1st quarter 2015.

Metric 2.

Identify pool of education partners in the New England area and establish a focus group to develop student events with emphasis on expanded industry knowledge, e.g. establish an interior design business, Is my business successful 101.

Metric 3.

Establish an Emerging Professionals committee that will develop and implement a networking plan for 2015.

Metric 3.

Identify community service projects that would benefit from Interior Design services and connect them with our members.

Identify a pool of candidates for the ASID “think tank” and provide them to National.

Strategy2.

Identify opportunities to partner with education providers to create events that will expand the knowledge of our student communities regarding ASID..

Host meetings that enable ASID to present its strengths to new audiences while learning what these audiences need from the Society. Target three to four cities to pilot these meetings and evaluate outcomes.

Identify and collaborate with complementary organizations that will expand the program opportunities for our members, e.g. NARI..

Create opportunities for members to participate in community service projects.

Tactics include:

• Create focus groups/think tanks of our membership to ascertain priorities for programming.

• Obtain criteria from National for “think tank” members. Call for volunteers that meet those criteria.

• Bring together student and educator audiences from design schools in our region to discuss student and educator needs as well as to present ASID offerings.

• Create networking opportunities with emerging and mid-career professionals at regional design firms to understand how ASID can engage them, meet their needs and to share the new ASID direction.

Metric 2.

Metric 3.

Develop a strategic communications methodology including newsletter (printed and electronic), eblast method and schedule, social media by November 20, 2014

Strategy1.

Strategy1.

Strategy3.

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Metric 2.

Develop programs that expand and promote collaboration of all disciplines, based on data gathered nationally and regionally.

Strategy2.

Metric 1.

Develop calendar for 2014/2015 year by August 31st 2014.

Strategy3.

Tactics include: • •

• • •

Incoming board outlines complete calendar year for programs and events by August 31st.

Create an IP sponsorship program that is comprehensive and offers alternatives for supporting the local chapter.

Promote ASID National Emerging Professional program, Go Pro. Identify a panel of experts and develop a Pop-up ASID event during Boston Design Week.

Implement an annual event in Rhode Island, New Hampshire, Vermont and Maine.

Strategy1.

Identify and implement a communication system that facilitates web support, e-blasts, newsletters (printed and online), social media updates.

Strategy2.

Identify and deliver content pertinent to our members; both local and national

Tactics include: • •

• •

Implement the new website provided by National Evaluate newsletter, eblast, marketing systems that are available today. Choose one and implement it.

Create a communications schedule for updating members on upcoming events and activities.

Share content from National and local sources on social media.

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Expand GOAL 2: EXPAND KNOWLEDGE. Create, collect and distribute high-value information that establishes ASID as the foremost resource for interior design knowledge.

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Objective 1.

Objective 2.

Objective 3.

Broaden the technological expertise of ASID members.

Establish a long-term research agenda.

Disseminate applied research findings and design solutions.

Metric 1.

Metric 1.

Metric 1.

Host a Houzz event, an Auto Desk event and an SEO event for our chapter; all to be scheduled and completed by September 30, 2015.

Create a standard survey for presentations and events that will gather pertinent data from all attendees and implement with the Business Conference event in 2014.

Metric 2.

Metric 2.

Publish an article in the Winter newsletter describing the National Transform Grant and how members can apply to receive it.

Strategy1.

Strategy1.

Strategy1.

Identify technology tools that can improve our ability to inform our membership and run our chapter.

Support and communicate National’s long term research agenda.

Promote National’s education agenda to our membership.

Strategy2.

Strategy2.

Strategy2.

Identify and provide classes/workshops on innovative technology that can help our members to improve their businesses.

Gather regional data to identify the programs and events that will support all of our Chapter’s members.

Involve student population in dissemination of research findings and design solutions.

Tactics include: •

Tactics include: •

• • •

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Research business tools available and present classes on these tools to our members, e.g. sketchup, estimating.

Host a basic technology event for members with student involvement in designing the curriculum.

Incorporate a technology column in the Design Community newsletter.

Create a forum to engage students working on their thesis, allowing them to collaborate with practicing professionals.

Tactics include: •

• •

Create a standard survey for presentations and events that will gather pertinent data from all attendees.

Promote the National Transform Grant Reach out to our membership and our community to identify topics/areas of research that they feel are pertinent and provide data to National.

• • •

•

•

Develop a “primer” on how to use the new website and distribute to our members.

Create bulleted lists of research available and include in newsletters, eblasts, and relevant events.

Identify research experts available to our chapter.

Visit student chapters to present ASID research findings and stimulate relevant discussion to build on research findings.

Develop events focused on discussion of research findings from National and invite local experts and students to serve on panels.

Identify ways to share research findings with nondesign firms to communicate benefits of effective design

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Deliver GOAL 3: DEVELOP THE PRACTICE. Deliver resources that help designers expand their practices.

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Objective 1.

Objective 2.

Execute a marketing, communications and advocacy plan that promotes the value of interior design and expands opportunities to practice.

Deliver business development education that members will value.

Metric 1.

Establish a Government Liaison for ASIDNE to monitor and advise ASID members on upcoming legislation that impacts Interior Design, e.g. Fire Prevention Codes

Strategy1.

Increase understanding, within targeted consumer markets, of the value of interior design.

Strategy2.

Advance codes development in the Commonwealth of MA, e.g. Fire Prevention Codes.

Strategy3.

Advance MA state legislative proposals that expand practice opportunities.

Tactics include: • Continue collaboration with MIDC in advancing the MA state legislative proposals.

• Event that focuses on the financial, health and other aspects of sustainable design & LEED certification.

• Develop relationships with local magazines and other media, encouraging them to develop articles that highlight designers and research that communicates the value of interior design.

• Develop outreach to local communities that provides tangible benefits of interior design, e.g. rehab of Boys & Girls Club areas • Encourage members to participate in local code development

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Metric 1.

Expand and grow the Business Conference with courses that include a student track in 2014

Metric 2.

Offer the Host Accelerate Studio event in the New England area in 2016.

Metric 3.

Host the Chapter Leadership Conference Boston showcasing the Boston Design community, July 2015.

Metric 4.

Offer the STEP workshop to the Design community at least once during the 2014 – 2015 year.

Strategy1.

Offer business development education based on member needs.

Strategy2.

Continue business collaboration among members.

Tactics include: • Host Accelerate Studio events on business development strategies, aimed at the business owner in the Boston area.

• Grow the business conference and expand it to include business education in addition to the design education.

• Create a student track at the Business conference that includes how to get and keep a job, strategies for starting and running a business.

• Create a business to business mentoring program.

• Continue to offer the STEP workshop to the Design Community.

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Performance GOAL 4: CREATE A PERFORMANCE-ORIENTED ORGANIZATION. Design and implement a leadership culture that increases organizational performance and results in the optimization of human resources.

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Objective 1.

Objective 2.

Objective 3.

Assess the effectiveness of the organization and take steps to improve performance at all three levels — board, staff and chapters.

Secure long-term organizational viability.

Improve organizational infrastructure and address barriers to implementing strategies and tactics. Devote appropriate resources to deliver highly functioning systems and processes.

Metric 1.

Metric 1.

Metric 1.

Conduct Industry Partner Focus group to identify how our chapter can improve the relationship and benefit with our designers.

Metric 2.

Research options for office location and develop a recommendation to be presented to the board by January 2015.

Metric 3.

Develop, document and implement a performance review process for the Chapter Administrator.

Metric 4.

Research current credit card processes and make a recommendation to the board by December 2014.

Create a clear and specific message for students informing of the educational, leadership and career opportunities provided by ASID and present to students at the annual board visits to the colleges and universities in 2015.

Metric 2.

Establish a board meeting schedule for the year and offer IP’s the opportunity to host a board meeting in there showroom. – October 2014

Metric 3.

Establish a viable membership committee by November 2014.

Establish a viable communications committee by November 2014.

Metric 2.

Develop, document and implement a communications plan that includes chapter policies regarding communication to membership, newsletter publication processes, e-newsletter communications, website usage, and advancement of social media.

(This is an ongoing task that will be completed over the year as more information is available from National.)

Metric 4.

Develop a strategic membership retention and recruitment plan for 2015.

Metric 5.

Develop and document a methodology for implementing the strategic plan and budgeting process.

Metric 6.

Develop an IP sponsorship program and introduce to our IP’s on October 15, 2014.

Metric 7.

Develop and implement a methodology of storing data pertinent to the board and making it easily updateable and accessible to board members – February 2015

Metric 8.

. Develop binder/e-binders for all board positions documenting key information for that position, e.g. process for developing a budget for the finance director. – Initial documentation to be created and accessible by 3-2015 with updates occurring throughout the year as needed.

Continues PAGE 16

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Objective 1. (continued)

Objective 2.

Strategy1 (Organization).

Strategy1.

(Organization). Conduct a comprehensive evaluation of the Chapter’s existing programs and services to assess their benefit to our local ASID members.

Objective 3.

(continued)

Strategy1.

Conduct recruitment campaigns that increase membership and customers in target markets: named designers, emerging professionals and mid-career professionals at large firms, students in design programs, and designers at small firms with mixed practices.

Implement the new website and any other organizational modifications from National, e.g.

Chapter Toolkit.

•

Implement a leadership development program that expands the number and capacity of the ASID leadership pool.

Deliver value that enhances member experiences. Communicate more effectively to members and prospects about the value of ASID products and services.

Strategy4 (Chapters).

Strategy3.

Strategy2 (Staff).

Implement a process to effectively manage and evaluate performance of Chapter Administrator

Strategy3 (Volunteers).

Assess and improve the overall effectiveness of ASIDNE; annually reassessing our chapter‘s performance and implement necessary training.

Tactics include: •

•

•

•

(Organization) Member specific town hall meetings / develop and conduct a meaningful survey that will gather results from every event / develop strategy to engage students and transition them from school to professional practice.

(Staff) Determine office location, needs of users and hours of operation / develop chapter administrator task list based on ASID 2.0 / implement a meaningful performance review process / review current processes, fix where broken, e.g. credit card payments system (Volunteers) Implement the leadership program when available from National / Rotate committee chairs to keep committees fresh / publish committees and names thanking them for their service / Facilitate virtual meeting opportunities / target students early for leadership roles / create a shadow program for students to follow a board member to learn position / increase committee sizes across the board.

(Chapter) Establish a way to collect member feedback and ideas / gather, evaluate and disseminate post event evaluations / identify other associations that we can partner with, e.g. EMNARI

Strategy2.

Create a model to achieve non-dues revenue goals.

Tactics include: •

• •

•

• •

•

•

•

• PAGE 18

(continued)

Tactics include: •

• •

•

Implement the ASIDNE.org website provided

by National Determine the best company to provide a newsletter for ASIDNE Establish a standard membership survey to be administered after each event.

Develop comprehensive and accessible repository of online tools and resources available to our members Establish a better method/process for distributing information to our members in a timely and compelling manner.

Create a clear and specific message for students informing of the educational, leadership and career opportunities provided by ASID. Hold board meetings at schools in conjunction with student design clubs.

Create closer relationships w/ local shelter publications to promote ASID 2.0 and the value we bring to the table as a chapter with the goal of recruiting new members.

Establish and support a Membership Committee lead by the Membership Director to develop recruitment and retention campaigns / events / ideas.

Publicize all events before and after with metrics to build interest.

Define a budget development process that includes key people with the goal of developing realistic budgets.

Develop and implement a sponsorship package for our IPs with the goal of providing them with all of our sponsorship opportunities so they can make educated decisions about their advertising budgets.

Establish an advisory board of past presidents with, at minimum an annual meeting to provide history, suggestions and direction to the incoming board.

Develop binder/e-binders for all board positions documenting key information for that position, e.g. process for developing a budget for the finance director.

Define non-dues revenue streams and develop methods to attain required revenues PAGE 19