THINKING & PLANNING STRATEGICALLY

Transcription

1 THINKING & PLANNING STRATEGICALLY In early March 2010, the Crop Science Society of America met to come to consensus on what will constitute its success in the future. This is that direction...

2 T ABLE O F C ONTENTS Overview... Page 3 10 to 30 Year Long Range Strategic Planning Horizon Core Ideology (Purpose & Values)... Page 5 Big Audacious Goal... Page 6 Three to Five Year Strategic Planning Horizon Five Year Strategic Goals... Page 7 Strategic Goals, Strategies and Milestones... Page 8 Strategic Assumptions External Assumptions... Page 12 Mega/Internal Strategic Issues... Page 13 CSSA Long-Range Strategic Planning Report ~ March 2010 ~ Page 2

3 O VERVIEW On March 11, 2010, a strategic planning group consisting of Board members and senior staff of the Crop Science Society of America (CSSA) met to update its long range strategic direction. Bud Crouch, a principal partner of Tecker Consultants, LLC and president of Innovations Plus led the group through the planning process. This planning document defines CSSA s clear strategic direction. It is the planning group s consensus on what will constitute the Organization s future success. It answers the following two fundamental strategic questions: 1. Why will CSSA exist in the future? Its reason for being and core purpose. 2. Where is CSSA going? Its future direction and goals. Planning Strategically: The existence of this strategic direction and its successful implementation signals the leadership team s desire to move CSSA forward. Developing a strategic direction is not a one time event, but an ongoing commitment and process. The strategic direction represents a compass that will be used to guide and focus CSSA s future decisionmaking and ongoing operational work. Strategic Focus: Organizational strategic focus or intent is very important. One of the challenges faced by CSSA is its limited resources to accomplish all that it desires. It is about identifying a limited number of goals that CSSA must undertake to move successfully into the future. Strategic Approach/Philosophy: The team determined what the organization must engage in to be successful in the future. This strategic direction is not about business as usual it is about the change needed to stay relevant! This separates a strategic plan from an operational plan. Both are important. The strategic direction is a constant reminder, as the leadership team oversees the development of the annual operational plan, of what must be changed to stay relevant to its members. Updating the Strategic Plan: A strategic plan is current and relevant only if CSSA ensures that the plan is updated. It is the leadership team s working document. Therefore, the governing body has both the right and the responsibility to review it on a regular basis and change the strategic plan anytime it needs. CSSA Long-Range Strategic Planning Report ~ March 2010 ~ Page 3

4 Long Range Strategic Planning Horizon (10 to 30 Year Envisioned Future) A 10 to 30 year planning horizon was developed that follows CSSA s core ideology for the future. Core Ideology/Mission clarifies what must be preserved in an environment of escalating and unpredictable change. The core ideology consists of CSSA s core values and core purpose. The core purpose describes CSSA s reason for being or existing why the organization will or should exist into the future (10 to 30 years). What would be lost if it ceased to exist? What sense of purpose will motivate members to dedicate their creative energies to CSSA and its efforts over a long period of time? CSSA s Core Purpose Plant science for a better world. Core values are a small set of timeless, guiding principles that do not require external justification. They only have intrinsic value and importance to CSSA. Core values are so fundamental that they seldom change if at all. They define the behavior required for the organization to achieve its core purpose. Core values are so deep seated and valid that CSSA would preserve these core values even if it were admonished for having them. Core Purpose CSSA s Core Values We believe in: Solving Problems through Science Excellence in Science Scholarship Service to Society Collegiality Education Environmental Stewardship The 10 to 15 year envisioned future consists of a single, big audacious goal (B.A.G.) or Vision. The B.A.G/vision is a goal (that is CSSA s vision statement) that stretches beyond CSSA s current three to five year goals. Because it is audacious it represents a significant challenge and its achievement will require CSSA to move outside of its comfort zone. It is clear and compelling to all members. It has a clear finish line which will take both time and hard work to accomplish. The goal should stimulate leadership activity, commitment, and participation beyond CSSA s present leadership. It helps to CSSA Long-Range Strategic Planning Report ~ March 2010 ~ Page 4

5 set the direction for the succession of future three to five year strategic plans. CSSA s B.A.G. CSSA will be a proactive leader in influencing plant science policy and creating cooperative partnerships to advance our science. A vivid description shows what CSSA will look like when it successfully completes its Big Audacious Goal. The following description helps to clarify what is intended by the goal and provides measureable indicators of achievement (milestones). In ten years, the profession of Crop Science will have: increased funding for research. more relevance in education (K 12) and as a career opportunity. In ten years, CSSA will: be the primary source of leading edge programs, publications, meetings, and knowledge for its members, the general public and education audiences (K 12/life). represent a larger and more diverse membership pool and CSSA communities will be considered professionally fulfilling and enjoyable. be a powerful advocate for our science through greater engagement in influencing policy, developing policy positions and significantly increasing the number and impact of our published policy papers. have increased competitive research and educational funding opportunities for its members. actively advance greater key stakeholder awareness of the importance of crop science to human nutrition, health, prosperity, and security. have increased collaborative relationships with other groups. CSSA Long-Range Strategic Planning Report ~ March 2010 ~ Page 5

6 Strategic 3 to 5 Year Goals The following represents CSSA s goals that encompass its three to five year direction. These goals are outcome oriented statements that lead CSSA toward its envisioned future. These goals are not in any order of priority. All of the goals will need to be accomplished if CSSA is to fully achieve its three to five year quest. In 2014: Goal A. CSSA will be the primary resource for leading edge programs, publications, meetings, and knowledge for its members. (Value proposition) Goal B. CSSA will be the powerful advocate for our science. (Influence) Goal C. CSSA will actively advance greater key stakeholder awareness of the importance of crop science to human nutrition, health, prosperity, and security.(outreach) Goal D. CSSA will develop collaborative relationships with other groups. (Collaboration) CSSA Long-Range Strategic Planning Report ~ March 2010 ~ Page 6

7 L ONG R ANGE G OALS & S TRATEGIES Strategies indicate how CSSA will organize, focus and expend its resources and actions to maximize its effectiveness and efficiency in achieving its three to five year goals. The strategies must be reviewed and updated on an annual basis. The strategies were rated relative to the timing of implementation. The three ratings are: High: This strategy will be worked on during the next program/fiscal year. Medium: This strategy will be worked on during the next program/fiscal year, if possible. Low: This strategy will be worked on during a subsequent program/fiscal year, if necessary. Milestones are used to determine the overall progress toward a goal. They indicate how close CSSA is to achieving a goal as it executes the individual strategies for each goal. The milestones measure goal achievement, not strategy achievement. Goal A: CSSA will be the primary resource for leading edge programs, publications, meetings, and knowledge for its members and potential members. (Value proposition) Strategies: A1. (High) Add more international institutions as subscribers to our journals. A2. (High) Enhance and expand electronic availability of content and information. A3. (High) Increase the scientific impact of Crop Science (eg, publishing policy papers, high profile symposia and review papers, possibly folding PGJ back into CS, increasing papers from food and nutritional community, etc.) A4. (High) Incorporate virtual posters into national meeting. A5. (Medium) Host special topic meetings, (e.g., food safety, kernel rot, parasite plants). A6. (Medium) Increase graduate student involvement in CSSA and its meetings. A7. (High) Recruit and engage more CSSA members working in industry. Indicators of Achievement: An increase in: membership and membership retention (especially international and younger members). CSSA Long-Range Strategic Planning Report ~ March 2010 ~ Page 7

8 Non dues revenue. impact factor of society journals. quality and diversity of papers published in society journals. content and information available electronically. member satisfaction. the number of graduate students at meetings and as retained members. CSSA members working in industry. The existence of: special topic meetings. the publish on demand business. virtual posters. Goal B: CSSA will be the powerful advocate for our science. (Influence) Strategies B1. (High) Increase competitive grant funding from federal agencies for Crop Science Research in program areas that are of concern to Society members. B2. (High) Engage in more face to face personal contacts with the under secretary of Ag, NIFA, NSF, and DOE, OSTP and Congress. B3. (High) Invite NIFA/NSF and other agencies to attend CSSA meetings for: grant writing workshops at annual meetings and town hall meetings, and focused session discussions/review panels B4. (High) Develop strategies to get PIs (of competitive grants) to attend CSSA meetings (e.g., work with NSF, USDA). B5. (High) Develop Society policy positions on hot issues. B6. (Low) Develop an accreditation process for crop science programs at universities. Indictors of Achievement: An increase in: federal grant funding. CSSA resources (human and financial) allocated to advocacy efforts. CSSA Long-Range Strategic Planning Report ~ March 2010 ~ Page 8

9 face to face meetings with key government stakeholders. collaborative partnerships and relationships with other organizations. governmental representatives at CSSA meetings. The existence of: position papers on issues in Crop Science. an accreditation process. Goal C: CSSA will actively advance greater key stakeholder awareness of the importance of crop science to human health, prosperity, and security. (Outreach) Strategies C1. (High) Increase the Golden Opportunity Scholars program by increasing endowment support for the program and broadening the background of student participants (outside traditional Agronomy, Crops, Soils majors and outside US). C2. (Medium) Develop an informational outreach program, including press releases/media information on Plant Science for a Better World for the public and journalists. C3. (Medium) Develop K 12 web based learning modules for teachers to promote crop science and related science issues. C4. (Medium) Increase awareness of crop science as a career choice (e.g., guidance/career counselors), including opportunities to assist the education departments in marketing crop science as a career. C5. (Medium) Develop sources of funding for all of the strategies listed under Goal C, including grants. C6. (Low) Develop continuing educational materials for professionals (e.g., turf management for certified professionals) Indicators of Achievement: An increase in: student enrollment and student members. students participating in and funding for the Golden Opportunity Scholars program. awareness of crop science as a career choice. The existence of: K 12 educational information and materials. CSSA Long-Range Strategic Planning Report ~ March 2010 ~ Page 9

10 an informational outreach program. funding for all of the above activities listed under Goal C. continuing educational units for certified professionals. Goal D: CSSA will develop collaborative relationships with other groups. (Collaboration) Strategies D1. (High) Develop contact lists and host workshops for NSF (e.g., BREAD) and USDA (e.g., AFRI) programs at the annual meeting. D2. (High) Develop and maintain collaborative relationships with ASA and SSSA by: creating a taskforce to talk about synergies and unified activities, and identifying joint income streams such as online offerings (e.g., online educational offerings of interest like turf management). develop turf certification. D3. (Medium) Develop collaborative activities with other organizations (e.g., PAG, ASTA and the Agricultural Education associations). D4. (Low) Seek alternative, non dues revenue opportunities to provide services for allied organizations (e.g., meetings, management services, publications services). D5. (Low) Host joint meetings with cross disciplinary organizations. Indicators of Achievement An increase in: successful strategic partnerships, unified/collaborative activities, including collaborative relationships with ASA, PAG, ASTA, Ag Ed association, etc.. NSF and USDA grant program workshops hosted by CSSA. new revenue streams. The existence of: a taskforce to identify and review opportunities for collaborative activities. an increase in collaborations, synergies, and non dues revenue streams such as online offerings (e.g., classes of interest like turf). S TRATEGIC A SSUMPTIONS CSSA Long-Range Strategic Planning Report ~ March 2010 ~ Page 10

11 The respondents identified the following assumptions about the most significant external conditions, trends and major forces, that they believe will impact CSSA in the future (the next five years). Financial: 1. There will be a continued reduction in available funds provided through experiment stations. 2. University departments will continue to decline with further constriction/restructuring of academic departments. Crop Science Profession: 3. Plant breeding will be performed more by private companies than by public programs; academic institutions will increasingly provide supporting roles in breeding efforts, including breeding education. 4. There will be continued reductions in academic positions at Land Grant Universities. Crop Science: 5. The future is bright for the industry given the increasing need for food, feed, fiber and fuel as the world population increases. 6. The USDA will place more emphasis on organic and natural foods. 7. Farms, including family farms, will grow in size with fewer operators and fewer people that can be influenced by our members. 8. Information will be extended to producers by more internet based technologies and less by face to face meetings or print media. 9. The need for plant science knowledge, particularly in the plant germplasm, breeding, and genetics/genomics areas will continue to grow, both domestically and internationally. 10. Improving yield in emerging countries will become increasingly important. 11. The use of genomics and transgenic technologies will accelerate. Public Awareness: 13. Many people will continue to believe that agriculture is bad for the environment, bad for society, and bad for individuals. Environment: 12. Science based solutions can help address many of our current challenges, especially environmental issues. 13. There will be global shortages of water and P, K, and N with increasing prices for nutrients. CSSA Long-Range Strategic Planning Report ~ March 2010 ~ Page 11

12 Mega issues are overriding issues of strategic importance that cut across multiple goal or outcome areas. They address key strategic questions that CSSA must answer, illuminating choices that the organization must make, and challenges that need to be overcome to better serve its members, fulfill its purpose or mission, and to successfully move into the future. Strategic How can the Society broaden its base and expand diversity while maintaining its core membership? How can the Society broaden internationally? This is where the growth is. Financial How do we protect basic revenue centers with wise investments that are broader in impact? How do we respond proactively to offset the likely decreasing membership from Land Grant Universities? This not only affects financial capital, but also affects human capital in the form of leadership and ideas. Are there other sources of revenue that we are not tapping into that align with our core business and mission? Membership Benefits and Return on Investments: How do we ensure relevance and value for current members and customers, as well as non traditional members (e.g., industry, consultants, and internationals)? How do we change the lack of perceived professional benefits to membership? Competition: How do we deal with the competition from smaller, specialized societies? What will CSSA need to do to improve the competiveness of its journal? Government Communication, Education and Advocacy: How do we identify issues and proactively influence policy? How do we promote CSSA to K 12 and undergraduate students? How do we get industry involved? Reputation, Image, and Brand: How do we better communicate our image and reputation? Key Stakeholders: How do we continue to reach and invite others to participate in CSSA? How do we better collaborate with others? Collaboration used to take place in meetings, but now with the internet there are many other means to collaborate and meet. As funding becomes tighter, the internet becomes both a cost and a benefit to one of our most important revenue streams meetings. It will also be a threat to our publications. Volunteerism: What do we do about the inability of society members to contribute time as volunteer leaders? (This Strategic Plan was approved by the CSSA Board of Directors via an vote on June 4, 2010) CSSA Long-Range Strategic Planning Report ~ March 2010 ~ Page 12