All the goals below reflect agreed on priorities for AIC, and the order in which they are listed in the strategic plan does not indicate a greater or lesser level of importance.<\/p>\n
As a professional membership organization defined by the tax code 501(c)(6), AIC\u2019s primary function is to serve its membership. Conservation professionals form the core of AIC and significantly influence its direction, goals, and activities. AIC members serve in specialty groups and networks, on committees and task forces, and elect AIC\u2019s board, in addition to providing ideas for AIC leadership to consider for improving AIC and advancing the field. AIC members also contribute content for workshops, the annual meeting, and publications. In support of its members, for whom AIC exists, AIC will continue to enhance membership benefits and services.<\/em><\/p>\n \u2022\u00a0 Continue to increase membership through pro-active retention and recruitment efforts and broadening AIC\u2019s membership base, with the knowledge that outreach to young conservators and related professionals is increasingly important as the profession matures and changes, and as the needs of cultural heritage also change.<\/p>\n \u2022\u00a0 Review and implement approved revisions of AIC membership categories, including names of categories, terminology, requirements for peer-reviewed membership, application process, and requirements for professional designation maintenance.<\/p>\n \u2022\u00a0 Support the Membership Designations Working Group to assess options, engage in discussions with members, and make recommendations to the AIC board of directors.<\/p>\n \u2022\u00a0 Determine how to incorporate collection care specialists into AIC\u2019s structure.<\/p>\n \u2022\u00a0 Once the categories and requirements are member approved and implemented, evaluate and refine new requirements.<\/p>\n \u2022\u00a0 Support the process for the creation of AIC networks from specialty groups, committees, or new groups. Encourage all groups to evaluate their current charge and goals, leadership documents, and structure and to aim for operational consistency, where realistically feasible.<\/p>\n \u2022\u00a0 Encourage a progression in membership through Fellow designation and deepen incentives for maintaining professional designations.<\/p>\n \u2022\u00a0 Guided by the recommendations in the 2018 report produced by the Equity & Inclusion Working Group and subsequent activities of the Equity & Inclusion Committee, address equity and inclusion in the conservation profession.<\/p>\n \u2022\u00a0 Consolidate constituent data sources to aid in membership recruitment and retention while also improving access to online resources.<\/p>\n \u2022\u00a0 Continue to refine and enhance communications with members regarding AIC and FAIC activities by assessing each tool\/method and how each can be used most effectively.<\/p>\n \u2022\u00a0 Continue to explore benefits programs that will aid AIC members.<\/p>\n \u2022\u00a0 Enhance member engagement by incorporating online platforms, like Higher Logic, by fostering member-to-member communication both nationally and internationally.<\/p>\n With no indication that federal and state support will increase in the coming years, AIC will continue to devote as many additional resources as possible to strategic legislative advocacy and outreach efforts. \u00a0The goal is to support the work of AIC members as well as to ensure the long-term care of the world\u2019s cultural heritage.<\/em><\/p>\n Position AIC and FAIC, according to our strengths, in national and international emergency response efforts for cultural heritage. Continue to work in cooperation with other international, national, and state emergency response organizations and funding agencies to address emergency preparedness and response issues.<\/p>\n \u2022\u00a0 Continue to strengthen collaborative relationships with allied organizations to increase stature in the arts and humanities community.<\/p>\n \u2022\u00a0 Participate in national efforts to shape policy and programs that strengthen conservation of cultural heritage.<\/p>\n \u2022\u00a0 Continue to inform members of congressional actions that threaten funding for the arts and culture and provide alerts (templates for letters, etc.) for action to be taken on a variety of platforms.<\/p>\n \u2022\u00a0 Continue to encourage members to attend American Alliance for Museums, National Humanities Alliance, and Americans for Arts Advocacy Days and provide support as needed.<\/p>\n \u2022\u00a0 Continue to promote the new (as of 2018) logo, tagline, and messaging to increase the impact of communications and outreach.<\/p>\n \u2022\u00a0 Promote the value of AIC peer-reviewed membership internally and externally by articulating and disseminating what it means to be a conservation professional.<\/p>\n \u2022\u00a0 Continue to develop outreach activities for allied professionals and the public of all ages, through K-12 programming and other means, and encourage and support member participation in outreach activities.<\/p>\n \u2022\u00a0 Provide AIC members with additional materials and messaging to conduct outreach as part of a campaign about what it means to be a professional conservator.<\/p>\n \u2022\u00a0 In conjunction with FAIC, advocate for the field with the goal of garnering increased awareness and support in the private sector.<\/p>\n <\/p>\n The AIC, working with the FAIC Professional Development program, will review the educational opportunities available within the field and work toward developing, expanding, and supporting such opportunities.\u00a0 The AIC and FAIC will continue to refine and expand their professional development programs to serve AIC members and to attract other professionals involved in the care of cultural heritage.\u00a0 Also see separate FAIC Strategic Plan for Professional Development.<\/em><\/p>\n \u2022\u00a0 Continue ongoing evaluation of current continuing educational opportunities, such as the AIC Annual Meeting; evaluate needs for additional programs; and develop, implement, and support programs that enable members to remain informed of recent advances in the care of cultural heritage.<\/p>\n \u2022\u00a0 Work with FAIC to provide quality conservation education opportunities nationally with an emphasis on mid-level professional development.<\/p>\n \u2022\u00a0 Develop and support high quality training methods utilizing advanced educational tools and pedagogy to broaden accessibility to participants in a cost-effective manner, such as webinars to communicate new conservation ideas and techniques.<\/p>\n \u2022\u00a0 Create a plan for a leadership initiative in collaboration with FAIC. Identify and provide leadership training, and build resources, for career advancement and to strengthen our voice in the arts and humanities communities.<\/p>\n \u2022\u00a0 Continue to develop partnerships, leveraging resources to achieve maximum impact of education programming through collaborations with other organizations and institutions.<\/p>\n As the profession of conservation evolves, the AIC <\/em>Code of Ethics, <\/em>Guidelines for Practice, and<\/em> Commentaries to the Guidelines for Practice become increasingly important documents for the profession of conservation and the broader cultural community.\u00a0 Establishing standards that both define and guide the field of conservation encourages professional growth and assures a major role for conservators in efforts to preserve cultural material.<\/em><\/p>\n \u2022\u00a0 Create a task force to review and provide to the AIC board recommendations for revisions to the Guidelines for Practice<\/em> and Commentaries<\/em>, including responses to the recommendations made in the \u201cCharting the Digital Landscape\u201d initiative. \u00a0<\/u><\/p>\n \u2022\u00a0 Heighten awareness of environmental sustainability in all conservation practices.<\/p>\n \u2022\u00a0 Develop position statements, as necessary, to reinforce AIC\u2019s mission and goals as they relate to issues impacting the field and provide these position statements to the public, allied professionals, and decision-makers.<\/p>\n High quality AIC print and electronic resources are critical to effectively serve AIC\u2019s membership, in addition to the broader conservation community, allied professionals, and the general public.\u00a0 AIC will continue to improve its information resources through regular review and adherence to policies that provide consistency, assure quality, and maintain standards.<\/em><\/p>\n \u2022\u00a0 Continue to create, enhance, and maintain electronic and print information resources to serve an international conservation community, allied professionals, and the public.<\/p>\n \u2022\u00a0 Collaborate with FAIC to continue to improve the Connecting to Collections Care (C2C Care) Online Community to provide collection care programming for allied professionals and to increase networking opportunities among conservators and allied professionals.<\/p>\n \u2022\u00a0 Support the publishing efforts of the specialty groups with advice and coordination as requested.<\/p>\n \u2022\u00a0 Promote AIC activities through development and outreach resources, including social media, and in conjunction with FAIC.<\/p>\n \u2022\u00a0 Support FAIC efforts to develop and maintain CoOL.<\/p>\n \u2022\u00a0 Utilize Higher Logic to improve access to and awareness of existing AIC and FAIC resources and publications.<\/p>\n \u2022\u00a0 Promote the translation of JAIC abstracts in a variety of languages.<\/p>\n \u2022\u00a0 Promote language publishing services or mentor matching for international scholars who wish to publish in JAIC.<\/p>\n AIC needs a robust financial base to effectively serve its membership and will continue to collaborate with FAIC to ensure continued fiscal stability and growth.\u00a0 \u00a0<\/em><\/p>\n \u2022\u00a0 Continue to develop additional AIC revenue sources, including through marketing activities for additional sponsorships, advertising, and publication sales. These steps will be coordinated with the FAIC sponsorship development initiative.<\/p>\n \u2022\u00a0 Continue to review effectiveness of the annual meeting structure and costs as the external and internal environment changes. Assess options to be considered for meetings four to ten years in the future, including how to capitalize on AIC\u2019s 50th<\/sup> Annual Meeting (2022).<\/p>\n \u2022\u00a0\u00a0Develop tools and marketing methodologies that will aid in the retention and\/or increase of the membership base.<\/span><\/p>\n \u2022\u00a0 Continue to update the Fiscal Policies and Procedures Manual as necessary.<\/p>\n","protected":false},"excerpt":{"rendered":" All the goals below reflect agreed on priorities for AIC, and the order in which they are listed in the strategic plan does not indicate a greater or lesser level of importance. Goal I Enhance Member Services As a professional membership organization defined by the tax code 501(c)(6), AIC\u2019s primary function is to serve its […]<\/p>\n","protected":false},"author":9,"featured_media":0,"parent":364,"menu_order":0,"comment_status":"open","ping_status":"closed","template":"","meta":{"footnotes":""},"class_list":["post-369","page","type-page","status-publish","hentry"],"_links":{"self":[{"href":"https:\/\/resources.culturalheritage.org\/comment\/wp-json\/wp\/v2\/pages\/369","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/resources.culturalheritage.org\/comment\/wp-json\/wp\/v2\/pages"}],"about":[{"href":"https:\/\/resources.culturalheritage.org\/comment\/wp-json\/wp\/v2\/types\/page"}],"author":[{"embeddable":true,"href":"https:\/\/resources.culturalheritage.org\/comment\/wp-json\/wp\/v2\/users\/9"}],"replies":[{"embeddable":true,"href":"https:\/\/resources.culturalheritage.org\/comment\/wp-json\/wp\/v2\/comments?post=369"}],"version-history":[{"count":0,"href":"https:\/\/resources.culturalheritage.org\/comment\/wp-json\/wp\/v2\/pages\/369\/revisions"}],"up":[{"embeddable":true,"href":"https:\/\/resources.culturalheritage.org\/comment\/wp-json\/wp\/v2\/pages\/364"}],"wp:attachment":[{"href":"https:\/\/resources.culturalheritage.org\/comment\/wp-json\/wp\/v2\/media?parent=369"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}Strategies<\/strong><\/h3>\n
\n<\/h2>\n
Goal II<\/u><\/strong><\/h1>\n
Advocate for the Field<\/strong><\/h2>\n
Strategies<\/strong><\/h3>\n
\nGoal III\u00a0 <\/u><\/strong><\/h1>\n
Provide Educational Opportunities to Advance the Field of Conservation\u00a0 <\/strong><\/h2>\n
Strategies<\/strong><\/h3>\n
\nGoal IV<\/u><\/strong><\/h1>\n
Develop and Promote Professional Standards for Members<\/strong><\/h2>\n
Strategies<\/strong><\/h3>\n
\nGoal V<\/u><\/strong><\/h1>\n
Increase AIC Information Resources<\/strong><\/h2>\n
Strategies<\/strong><\/h3>\n
\nGoal VI<\/u><\/strong><\/h1>\n
Maintain the Fiscal Health of the Organization<\/strong><\/h2>\n
Strategies<\/strong><\/h3>\n