NEWS FROM NATIONAL.

CIM Vision 2000

In 1995, at the National conference in Halifax, the National Board of Directors began the necessary task of review and renewal in order to ensure that the Institute would enter the next century as a progressive organization. It was understood that such a renewal would likely require constitutional changes.

In 1996, at the National conference in Edmonton, a "Vision 2000" proposal was presented and unanimously approved by the Board. As a result, a Vision 2000 committee was established. The mandate of the committee was "to determine the most effective ways and means of implementing the established National Vision".

Early in 1997, the committee began the process of consultation with the Branches. A questionnaire was prepared which enabled every Branch to comment on each component of the proposed changes. Once the responses were compiled and summarized, an action plan was developed to implement the Vision for 2000.

Some of the first changes were made in the Education portfolio. A policy was adopted which would move the Institute, over a five-year period, away from the high costs of maintaining core courses; and eventually to become fully equivalency-based.

Implementation of a Vision 2000 required a culture change within the Institute. Prior to the Vision 2000 exercise, it was customary for the National Board to expend extensive energy to compile ideas and recommend changes which, in many cases, were never implemented by the Branches. There was no unifying strategy and no strong national voice to promote CIM.

Vision 2000 restructured the National Board. The number of Directors on the Board were reduced, but communications between the Branches and the Board were strengthened by including the Regional Presidents on the Board.

Membership services, and the benefits relating to the needs, values and expectations of the members were emphasized. Efforts to expand tangible benefits and services were pursued. At the same time the Institute began to look for ways and means to provide external services to business, industry and governments.

Finally, a well-defined marketing plan was developed, with clear objectives which were designed to gain the support of the Branches for a phased-in

implementation.

Vision 2000 and Beyond

Vision 2000 laid the foundation for renewal and restructure. In the Spring issue of this magazine, Jim Peacock the National President mentioned that a new session of strategic planning was necessary to "move our Institute forward into the new millennium". Here are some areas being considered.

* A policy and/or program that recognizes efforts to upgrade personal skills.

* A policy and process that gives the Institute more publicity by responding to local and national management issues in the media.

* Making the National Website a dynamic and interactive tool. This would include keeping the information current and accurate, as well as providing a facility for feedback from the members and the public in general.