ASCI, one of the first member-based organizations of its kind and has won widespread reputation in the field. The quality and success of its varied activities plus the strong connection to a growing community of artists and scientists, provides a sound and logical basis for strategies, that can help move ASCI into its next phase of organizational growth. ASCI's a classical case of an organization, that has been built by its founder from scratch. One can see them gradually grow into a stage, that marks the end of the pioneer-phase and the entering of the structuring phase. This involves a.o. the (re-)definition of strategic goals, (re-)structuring of organizational processes and the (re-)adjustment of administrative procedures to the new situation.

This plan is focussing on the improved infrastructure of ASCI's organiziation and its portfolio of expertise by implementing the following strategies:

1)     improved positioning at the intersection of art & science & technology

2)     increased application of ASCI's expertise and resources to facilitate & market art-sci projects

3)     improved marketing and membership development

4)     establishing of financial management standards matching application requirements for
        funds and grants from federal, state and foundation sources.

- The establishment of an integrated computer-based administration system is an important step to implement ASCI's reorganization and will provide for an efficient administrative basis for future development. The successful implementation of the other four steps of the strategic plan will ultimately depend on the efficiency of this administrative infrastructure, freeing staff resources for marketing and project-assistance. The concept for this integration has been laid down in an Info-Flow-Chart.

- This reorganization will take away a significant amount of administrative workload from the director, Cynthia Pannucci, and staff. It will allow for her to engage in reaching out personally to improve and extend ties with the artistic and scientific community and thus increase the visibility of ASCI on a national and international level.

- Particular attention needs to be directed to membership development with a specific focus on utilizing the website as an effective marketing tool. This is important in terms of providing ASCI with a predictable and stable source of income. But also because the members as a network form a significant pool of resources that can be tapped for ASCI's activities and services.

- The ultimate goal of the strategic plan is to strengthen ASCI's position at the burgeoning intersections of art & science & technology as a unique organization, building on its twelve years of experience and expertise and a well-established network of individual and institutional members. Particular emphasis will be laid on connecting humanitarian and ecological issues with future ASCI projects.

*With this strategic plan as an important asset of ASCI for a successful grant application, funding for implementation of an integrated computer- & net-based administration system and a number of strategic projects, such as the ArtSci-INDEX, has been provided by a generous grant of the Rockefeller Foundation.

© Axel Fussi / May 2000 - The development of this strategic plan has been part of the curriculum assignments at ICCM International Center for Culture & Management - Salzburg / Austria