Coming out of the covid years and looking at all of the changes taking place in meeting styles and the challenges faced by our members, the 2022 Board of Directors undertook a series of guided strategic planning sessions to see what might need to evolve or change in our IFVP life. Those meetings led us to new mission and vision statements, as well as six initiatives and six committees that we will be working on/with through the next year. They are listed below.
As we look for new board members for 2023, I'd encourage you to look over these and see if something calls to you. I know that for me the call to create a 501c3 nonprofit (which became the Institute) and to connect with universities (which we did with Montclair) were a draw from previous strategic plans. This current plan asks us to focus on member benefit and to give strong attention to our international role.
We also could use help in roles like treasurer and secretary, as well as help with our web work (we have a developer but we need people who are tech saavy to work with them and do routine updating and maintenance on the website).
Do you have a vision that aligns with ours? Consider nominating yourself or those you know for the current round of board nominations!
We serve IFVP members.
Our members are:
- In-house employees
As an international organization, IFVP energizes authentic connections for a generous global community of visual practitioners by enhancing professional and learning development through collaboration and valuable resources.
We are committed to energizing authentic connections for a generous global community of visual practitioners by enhancing professional and learning development through collaboration and valuable resources.
Initiative 1: To develop personas for our membership that allow us to consider the needs of hobbyists, solo entrepreneurs, practitioners in visual agencies, practitioners in large corporations. We also want to create personas for those who do or could use our services.
Initiative 2: To create value propositions for each persona and to begin to work towards building those into our organizational life.
Initiative 3: To develop a membership campaign based on those value propositions.
Initiative 4: To create a communication plan to support the membership campaign and ongoing information to the various publics we have identified.
Initiative 5: To consider ways to strengthen our regional representation
Initiative 6: To consider how we structure our Board of Directors, committeess and part time staff.
Committee 1: Governance
Committee 2: Membership
Committee 3: Communication
Committee 4: Finance
Committee 5: Org Structure
Committee 6: Executive Operations