On Planned Growth
The Aeronautical Repair Station Association (ARSA) formed because of a request from ten repair stations to use the Federal Aviation Administration (FAA) Form 8130-3 for Department of Commerce (DOC) export purposes (instead of having to fill out a DOC form). The association’s original board and staff were dedicated to regulatory compliance issues. ARSA became known to the FAA and the European Aviation Safety Agency because of comments to dockets and suggestions for improvement to rules and bilateral agreements. Involvement in long-range issues such as legislative defense or public relations was not contemplated during the first fifteen years of ARSA’s existence.
However, during the last ten years, ARSA’s brand of substantive knowledge and work has been visited upon the Congress, the international civil aviation community and the media. Most measures have been taken on an as-needed basis and in a reactive manner. While the results are that the association now provides its members and the industry with a multitude of services for an affordable price, the current response methodology is not the most efficient or effective way to run the organization. Since more members and industry support equates to a better return on investment for the association and its supporters, more comprehensive proactive measures are necessary. Additionally, the more successful the association becomes the more it is expected to achieve.
To do more without overtaxing the membership, the association’s board directed the creation of Vision 20/20—a strategic plan for future services and accomplishments. While ARSA has had strategic plans in the past, this one will be fully available to members when approved by the board. The ability to perform more services while realigning priorities to meet long-term goals is the result of maturation. The association is not only here to stay, it is planning success in a measured and reportable manner. Since the plan will have definitive metrics to track and report, the success or failure will be obvious, ensuring adjustments can be made rapidly and effectively.
During the development of the strategic plan, it became clear that the association could not and would not be all things to all people. ARSA’s focus has to be on enabling good government for the business success of the independent civil aviation maintenance industry. That recognition does not eliminate the key roles played by the original design and production approval holders (those pesky “OEMS”), the operators and other maintenance providers. ARSA will continue to question the agencies and the industry on the proper role of regulations and the association’s knowledge will be provided to the legislators and media with vigor. The point of getting older is to do things wiser and with less waste—a good plan is part of that endeavor.