Strategic Plan 2024 – 2028

Our Mission, Vision, and Core Principles

As part of the strategic planning process IMAA staff and board members reviewed the organization’s vision, mission, and core principles and determined that the organization lacked a clear vision, mission statement, and principles to guide our work.

IMAA board members and staff worked with Ivy + Dean through in-person discussions and surveys to define the vision we have for our work and the future of the organization and sector, how we will achieve that, and the principles that will guide our approach.

To read out mission, vision, and core principles, see our About IMAA page.

Our Priorities

1. Building Capacity and Sustainability in the Sector
2. Setting Best Practices for the Media Arts Sector
3. Striving to be an Anti-Oppressive and Equity-Based Organization
4. Deepening our Connection and Building Trust with the Media Arts
   Community

Our Goals

1. IMAA will advocate for, and assist in developing sector sustainability by continuing our communications, research projects, resource-sharing initiatives, and other projects.
   • By January 2025, IMAA will create a member-informed advocacy framework that outlines clear goals and objectives that will be operationalized and renewed annually.
   • By December 2026, IMAA members will report increased administrative and governance knowledge and skills, which will contribute to increased sustainability and capacity for their organizations.
   • By February 2028, IMAA will pilot an expanded membership structure.
2. IMAA will set the standard for good workplace conditions throughout the media arts sector by focusing on building capacity and sustainability.
   • By February 2025, IMAA will publish currently in-place HR and operational resources to help build organizational capacity and sustainability in the media arts sector.
   • By January 2026, IMAA will create a framework for the annual review of the IMAA Fee Schedule.
   • By December 2026, IMAA will complete a feasibility study for expanding research capacity to assess whether the organization can find funding for increasing research work.
   • By September 2028, 80% of IMAA staff and board members will report an improved understanding of their roles, the organization’s HR practices, and operational functions.
3. IMAA will work towards operating within anti-oppression, disability justice, and anti-racist frameworks for all work between team, board members and membership.
   • Increase the sector’s awareness of IMAA’s commitments to anti-oppression, equity, and justice and provide opportunities for members to grow in their understanding of anti-oppression and anti-racist frameworks.
   • By March 2027, 80% of IMAA’s EDI Committee members will perceive the committee’s work as having legitimacy and recognition within the Board of Directors and membership.
4. IMAA will strive to meaningfully understand the issues that affect the Media Arts sector and increase communications with all cultural workers in order to deepen relationships and build trust throughout the sector.
   • By December 2026, 70% of IMAA board and Staff members will report understanding and using consistent messaging when explaining IMAA’s role within the media arts sector.
   • By December 2027, at least 5 member organizations will report having deepened their engagement with IMAA.