APS Continuous Strategic Planning

1
APS Continuous Strategic Planning

• January 2006

2
Four obligations of Leadership
3
(1.) Ensure that you have a common stream of
information from members
4
(2.) Provide a coherent stream of information
back to members
5
(3.) bridge gap between member view of the world
and view held by leaders
6
(4.) understand that in the voluntary nature of
the society, members choose to participate
because they perceive it is in their own interest
to do so.
7
Three keys to sustaining APS success

• Reputation for value (portfolio of good stuff)
• Enjoyable culture (trust, good communication,
  fun)
• Nimble (able to quickly seize opportunities

8
Why continuous strategic planning?

• Realize the full potential of APS
• Focus our efforts and resources
• Adapt and change more frequently
• Provide template for decision making
• Meet member expectations
• To survive!

9
Objective of strategic planning

• Provide clear vision and goals
• Tool to coordinate and focus efforts
• Increase chances of success
• Get the right people doing the right tasks

10
Roles
11
Council

• Set vision
• Consider major trends and issues
• Approve goals and priorities
• Participate in planning process
• Set policy
• Monitor progress

12
Executive Committee

• Coordinate overall planning
• Communicate
• Charge committees, boards, and staff
• Consider short-term opportunities
• Initiate ad hoc initiatives
• Monitor on-going input from membership
• Bring issues to Council

13
Committees and Boards

• Receive charge from Exec and Council
• Work with staff to formulate strategies
• Report progress on strategies
• Recommend changes to strategic plan

14
Staff

• Work with committees to formulate strategies
• Execute strategies
• Facilitate information gathering
• Monitor financial objectives
• Facilitate planning

15
Financial Advisory Committee

• Create financial strategic plan
• Draft budget
• Communicate
• Monitor progress

16
Continuous planning is more than just the
Strategic Plan -
17
Current APS Strategic Plan (04)

• Vision
• The APS will be a diverse global community of
  scientists that
• strengthens the science and practice of plant
  pathology
• provides credible and beneficial information
  related to plant health
• advocates and participates in the exchange of
  knowledge with the public, policy makers, and the
  larger scientific community
• and promotes and provides opportunities for
  scientific communication, career preparation, and
  professional development for its members.

18
GOAL 1. PROMOTE HIGHEST QUALITY RESEARCH AND
PROFESSIONAL STANDARDS.

• Objective 1A. Develop, implement, and
  continuously reassess annual meeting strategy.
• Objective 1B. Monitor the quality and success of
  APS journals and APS Press through surveys,
  industry indicators, and market analyses, and
  establish and support policies and procedures
  that enhance the value and competitiveness of
  these publications to ensure their future
  success.
• Objective 1C. Recognize and support Divisions.
• Objective 1 D. Utilize interdisciplinary
  strengths offered by the Plant Management Network
  to promote the broad accessibility of plant
  pathology information
• Objective 1 E. Maximize opportunities for plant
  pathology to compete for resources

19
GOAL 2. MAINTAIN A STRONG, PROACTIVE AND UNITED
PROFESSIONAL ORGANIZATION.

• Objective 2A. Broaden the membership base by
  providing new and innovative options that add
  value to the membership, as well as more
  opportunities for involvement at the annual
  meeting, for students, members of industry,
  international scientists, members of sister
  societies, those who are working in plant
  pathology but who have non-plant pathology
  backgrounds, and others with interests in or ties
  to plant pathology.
• Objective 2B. Examine and refine the governance
  and organizational structure to optimize
  effectiveness and to increase opportunities for
  member involvement.
• Objective 2C. Promote a culture of continual
  strategic and financial planning to assure a
  dynamic, flexible and responsive organizational
  structure that is financially sound and proactive
  in management.
• Objective 2 D. Proactively identify
  nontraditional areas and audiences of science
  outside for programs, publications, and workshops.

20
GOAL 3. BE THE PREMIERE RESOURCE FOR PLANT HEALTH
INFORMATION AND KNOWLEDGE DISSEMINATION.

• Objective 3A. Be the foremost Internet resource
  for all aspects of plant health.
• Objective 3B. Develop new opportunities at annual
  meetings and year around for meaningful
  interaction and information exchange among
  members, affiliates, and the public.
• Objective 3C. Establish a clearinghouse to foster
  international cooperation.
• Objective 3D. Be the foremost print and
  electronics resource for all aspects of plant
  health.
• Objective 3E. Develop e-communities for topics of
  common interest.

21
GOAL 4. FOSTER PROFESSIONAL GROWTH AND
DEVELOPMENT.

• Objective 4A. Develop and conduct opportunities
  for networking to foster professional growth and
  development for members.
• Objective 4B. Develop and conduct opportunities
  for continuing education.
• Objective 4C. Engage Early Career scientists into
  the profession of plant health.
• Objective 4D. Promote a culture of effective and
  meaningful scientific and society volunteerism.
• Objective 4E. Develop and execute a comprehensive
  awards and honors program that encourages and
  recognizes excellence in member contributions to
  plant pathology and APS.

22
GOAL 5. PROMOTE UNDERSTANDING AND INCREASE
AWARENESS OF PLANT PATHOLOGY AND THE PRACTICE OF
PLANT PATHOLOGY .

• Objective 5A. Identify and monitor emerging
  national and international issues and
  opportunities affecting policies and funding for
  plant pathology and plant health, and provide APS
  with information, advice and counsel regarding
  these issues.
• Objective 5B. Provide timely (proactive as well
  as reactive) and credible science-based
  information to national and international policy
  and funding organizations and institutions that
  are engaged in defining critical issues, drafting
  position statements, making recommendations, and
  regulating and funding policies affecting plant
  health sciences.
• Objective 5C. Increase awareness of agriculture
  by developing education research and promoting
  opportunities, independently and/or in
  cooperation with other scientific groups, to
  present fundamental positive messages about
  science, using examples from plant pathology.
• Objective 5D. Develop a strategic umbrella to
  promote and fund plant health programs.
• Objective 5E. Continue to develop an image for
  plant pathology as a vital and important
  profession and promote understanding of the
  contributions and roles of plant pathologists in
  science, agriculture, the environment, and
  society.
• Objective 5F. Promote understanding of plant
  pathology among allied sciences.

23
There are various versions of the Strategic Plan

• Plan with more detail
• Plan with responsibilities
• Plan with progress updates
• Plan with current strategies

24
Sample w/detail

• GOAL 1. STRENGTHEN THE SCIENCE AND PRACTICE OF
  PLANT PATHOLOGY.
• Objective 1A. Develop and implement an annual
  meeting strategy.
• Target(s) an annual meeting that provides
  science-based education and information for all
  member segments
• Strategies
• Restructure the annual meeting program to provide
  a scientifically balanced compartmentalized
  program and as a means to identify opportunities
  for workshops, on-line symposia etc. throughout
  the year.
• Timeline 1999-2003
• Assignment Program Committee and Section chairs,
  staff
• Utilize the member database for planning,
  developing, and evaluating the annual meeting
  program.
• Timeline 2000-ongoing
• Assignment Program Committee and Section chairs,
  staff

25
Sample w/responsibilities

• GOAL 1. PROMOTE HIGHEST QUALITY RESEARCH AND
  PROFESSIONAL STANDARDS.
• Objective 1A. Develop, implement, and
  continuously reassess annual meeting strategy.
• Responsibility Meetings Board, Ad Hoc Centennial
  Comm.
• Objective 1B. Monitor the quality and success of
  APS journals and APS Press through surveys,
  industry indicators, and market analyses, and
  establish and support policies and procedures
  that enhance the value and competitiveness of
  these publications to ensure their future
  success.
• Responsibility Publications Board, APS Press, Ad
  Hoc Journals Comm., Ad Hoc New Products Comm.,
  Financial Advisory Comm.,
• Objective 1C. Recognize and strengthen
  Divisional meetings.
• Responsibility Council, Executive Comm.,
  Councilors Forum
• Objective 1 D. Utilize interdisciplinary
  strengths offered by the Plant Management Network
  to promote the broad accessibility of plant
  pathology information
• Responsibility PMN Board, Office of Electronic
  Communications, staff
• Objective 1 E. Maximize opportunities to
  integrate resources relevant to the science and
  practice of plant pathology
• Responsibility Public Policy Board, Council,
  Executive Comm.

26
Sample w/updates

• GOAL 1. PROMOTE HIGHEST QUALITY RESEARCH AND
  PROFESSIONAL STANDARDS.
• Objective 1A. Develop, implement, and
  continuously reassess annual meeting strategy.
• Responsibility Scientific Programs Board, Ad Hoc
  Centennial Committee
• Ad Hoc Centennial Committee
• The committee met by conference call in February
  2005 and has a meeting scheduled in Austin in
  August 2005.
• Project leaders have been identified for program
  events, displays, products, and publicity items
  for the 2008 meeting.
• Planning continues to be coordinated with the
  Scientific Programs Board (Erin Rosskopf) and
  with the ICPP 2008 (Lodovica Gullino).
• Planning will be coordinated with the APS
  President for 2008 (Ray Martyn).
• Scientific Programs Board
• The entire annual meeting schedule was revised in
  order to put more emphasis on the poster session
  and allow more time for networking opportunities
  in response to member survey requests.
• Costly and ineffective socials were removed from
  the schedule for the annual meeting.
• Established Round-up sessions to be included in
  the contributed papers sessions in an attempt to
  increase attendance

27
Sample w/priorities

• GOAL 1.  PROMOTE HIGHEST QUALITY RESEARCH AND
  PROFESSIONAL STANDARDS. 
• Objective 1A.  Develop, implement, and
  continuously reassess annual meeting strategy.
• Responsibility Meetings Board, Ad Hoc Centennial
  Comm.
• 03 Current Priority increase attendance at
  Annual Meetings
• 04 Potential Priority build programming to
  attract additional audiences
• Objective 1B.  Monitor the quality and success of
  APS journals and APS Press through surveys,
  industry indicators, and market analyses, and
  establish and support policies and procedures
  that enhance the value and competitiveness of
  these publications to ensure their future
  success.
• Responsibility Publications Board, APS Press, Ad
  Hoc Journals Comm., Ad Hoc New Products Comm.,
  Financial Advisory Comm.,
• 03 Current Priority maintain library journal
  subscriptions
• 03 Current Priority maintain individual member
  journal subscriptions
• 03 Current Priority build PMN income
• Other current activity Ad Hoc Journals Committee
  creating strategy
• 04 Potential Priority increase efforts to build
  value of journals, promote availability

28
The Priorities in Plant Pathology document,
created for the science of plant pathology, is an
important reference.
29
Agendas for Council, Exec/Fac, and the Leadership
Forum strive to be strategic
30
Examples

• Council Agenda
• FOCUS TOPIC I Finances and strategic financial
  planning. Mock, Stromberg
• FOCUS TOPIC II. How to Win Friends and Influence
  People Strategies for Effectively Communicating
  our Science to the Public
• FOCUS TOPIC III Status, Prospects, and Strategic
  Vision for APS Publications
• Leadership Forum
• First Focus Topic Building a strategic
  partnership with Industry
• Second Focus Topic APSs strategic objectives in
  public affairs and education

31
Communications Updates

• It is necessary for Council, Committees, Boards,
  and Staff to remain aware of activity across the
  organization

32
Current Priorities Update

• APS Priorities for 2005
• (Overarching priority is a secure future for APS)
• 1)   Complete the work of the ad hoc committee on
  Plant Pathology priorities. Use the information
  to inform the APS continuous strategic planning
  effort, and the activities of the PPB, so that
  APS remains important to the discipline and the
  profession.
• - Website developed at www.apsnet.org/members/visi
  on/ with link to full report and discussion area
  for comments on executive summary. Handout
  provided in Austin to encourage member
  participation. Article also published in August
  2005 issue of Phytopathology News.
• - PPB working on developing priorities for FY06,
  reviewing report to ensure inclusion of critical
  components into their efforts. Priority list to
  be developed by February 2006.
• 2)   Complete the work of the two ad hoc journals
  committees. Assume all initiatives complete for
  this priority?
• a)   Get recommendations from Shaners Journals
  Issues Committee and charge EICs and Pub Board
  to address issues of quality, content and impact
  factor.
• -  Shaner Committee completed and recommendations
  received by Council
• -  Named Ad Hoc Comm. to examine editorial niches
  of Phytopathology. Survey completed and
  recommendations to be presented in Austin
• b)   Get recommendations from Andrews Journal
  Operations Workgroup and come to resolution
  about the issue of open access.
• -  Policy for open access for APS journals
  approved
• -  Agreement approved with Univ. Wisconsin to
  scan journal back issues
• -  Recommendations for investment in aggregator
  service for all journals to be made in Austin

33

• Surveys
• Focus Groups
• Open Meetings

34
Governance

• The APS governance model continues to evolve

35
Current APS Organizational Chart
Council

Exec. V.P.
Executive
Councilors Forum
Secretary (1)
Treas. (1)
VP
Past Pres.
Pres.
Pres. Elect
ICAL
JCAL
Division Councilors (6)
SCAL
Meetings
Committees
Publications
PD (1)
MPMI (1)
Phyto (1)
Phyto News (1)
APS Press (1)
PHP
PHI
Reps. to Societies (28)
Elect Com.
Public Policy
Intl Prgms.
Pub.Aff. Ed.
Foundation
Industrial Rel.
Sci Prog
Council
Council members (elected)
Council members (appointed)
Editors -in-chief
Committees
Offices, Directors
Boards
April 2001
Council members (ex-officio)
36
Strategic Financial plan

• Long-term planning facilitates major changes over
  several fiscal years

37
(No Transcript)
38
Leadership Forum

• This meeting of the broader leadership of APS
  allows discussion of major strategic issues.

39
Strategies and Monitoring Program
40
(No Transcript)
41
Tecker motion process rather than traditional
Roberts Rules motion
42

• Identify the mega issue question
• Prepare background information
• Conduct dialogue on informing the issue
• Dialogue on identifying choices
• Dialogue on evaluation choices
• Determine areas of consensus or information
  needed to reach decision in the future
• Identify actions, intent, accountability
• Craft a motion
• Deliberate and decide motion

43
06 Current Priorities

• APS Priorities for 2006 Consistent with Strategic
  Plan
• (Overarching priority is a secure future for APS)
• Promote highest quality research and professional
  standards (Goal 1)
• 1)   Move Plant Management Network to a position
  of greater financial stability
• a)   Reduce the relative importance of USDA in
  the PMN financial model but maintain
  communications. Concentrate on universities and
  private sector groups instead. PMN staff to
  encourage university partners to put their
  Extension/outreach materials on PMN
• b)   Increase revenue build in value
• 2) Ad hoc committee to report on editorial niche
  of Phytopathology action on recommendations
• 3) Pub Board to strategically focus on
  press/journal issues and closely monitor rapidly
  evolving communications media identify new
  sources of revenue to replace traditional print
  sources open access to boost impact factor
  electronic consolidator (Atypon) for
  cross-referencing back issues online (UW
  project)
• 4) Build annual meeting programming to attract
  additional audiences
• a)   SPB to develop programming that will attract
  allied groups (e.g., microbial ecologists)
• - pursue other emerging topics similar to Soybean
  Rust Symposium (focused, topical, smaller or
  regional meetings)
• - explore collaboration with AACC on joint
  symposium on cereals
• b)   SPB to determine how to better market to
  non-traditional groups in order to make short
  courses/workshops possible
• 5) Continue evolution of governance to be more
  effective and representative
• a) Launch new position of Pub Board chair as
  separate from editor positions and longer term
  appointment for overall strategic planning
• b) Develop strategic advisory board for PMN to
  serve as visionary group for the future of PMN
  - first item whether to develop a new online
  journal in tropical agriculture

44
06 Priorities contd

• Maintain a strong, proactive and united
  professional organization (Goal 2)
• 6)   Work to implement key aspects of the
  strategic financial plan refine 5-year
  projections on rolling-horizon basis
• a)   Are the different cost centers finding the
  target figures achievable?
• i)   How can/should we assess progress? (i.e.,
  develop an evaluation plan)
• ii)  Determine what needs to be done to insure
  success of the plan assuming the decline of
  individual journal subscriptions
• plan for new sources of revenue services and
  products 
• iii) Distribute fixed costs by undertaking
  business management of another appropriate
  scientific society
• 7) Work to make sure APS addresses membership
  needs members see relevance
• i)  In the future, emeritus members, private
  sector members and intl members will be the most
  likely growth areas for APS. Develop plans for
  visibly meeting their needs.
• -  Asian initiative, possible collaboration with
  international interests of AACC
• - Second soybean rust symposium and similar
  meetings 
• ii) PPB to monitor and continue to advocate for
  streamlined permit regulations limiting movement
  of pathogens advocate for crop biosecurity
  issues funding for basic/applied plant pathology
• iii) Appoint ad hoc committee to study issue of
  culture collections of plant pathogens
• 8) Create useful and profitable new products
  and services
• - Specialized meetings (Soybean Rust)
• - Grant for meetings on National Plant disease
  Recovery System
• - Additional content added to
  PMN

45
06 Priorities contd 2

• Be the premiere resource for plant health
  information and knowledge dissemination (Goal 3)
• 9) Create strategies for increasing value and
  participation of intl membership
• - Open discussions with
  international societies and members as to
  possible initiatives
• 10) OPAE working with staff and OEC to
  consider user-friendly website for public with
  information on plant diseases, topical issues
  (analogy is CDC website for human diseases)
• Foster professional growth and development (Goal
  4)
• 11)   Increase participation in APS from key
  segments (biotechnology, industry, etc.)
• -  Consider Biotechnology committee recharge
  and rename Biotech Impact assessment?
• - PMN staff to work with industry representative
  to implement ideas/recommendations of industry
  travel report and Council leadership
  forum(Austin)
• 12) - i) Early career professionals and
  students. Approximately 20 of APS members are
  students or post-docs. Develop reasons for them
  to remain engaged with APS so they become
  lifelong members.
• -  Increase support given
• -  Actively engage these members in APS
  committees and activities
• - Encourage programming of interest to
  undergraduates and encourage them to attend
  meetings
• ii) Emeriti - a growing segment within the
  society. Many are deeply committed to APS.
  Develop strategies for engaging their expertise. 
• Councilor's Forum has selected this segment as
  their next review target group
• iii) Develop strategies for expanding the
  numbers of those who consider APS to be their
  second society (i.e., develop programming that
  appeals to specific groups like microbial
  ecologists and explore joint memberships with
  sister societies.)

46
06 Priorities contd 3

• Promote understanding and increase awareness of
  plant pathology and the practice of plant
  pathology (Goal 5)
• 13)   Continue to build alliances and
  interactions with sister societies
• a)   Become more strategic and goal-oriented in
  our alliances
• - look at Asian opportunities
• - maintain close communications with TriSocieties
  but also explore other opportunities such as
  links with ASPB and Ecological Society of America
• Develop strategic plans for effectively
  communicating to the public develop closer
  coordination between efforts of OPAE and PPB
• Ad hoc committee to study present and future of
  the profession of plant pathology to complement
  work of Priorities (Loper) committee with respect
  to issues such as graduate student recruiting and
  education disciplinary balance employment
  opportunities in industry and academia