American Geological Institute Strategic Plan

Planning for the 21st Century in a Time of Change

MISSION

The American Geological Institute (AGI), founded in 1948, serves the geosciences by

PURPOSE

The American Geological Institute exists to serve the interests of its Member Societies and the geoscience community, and to advance the science and profession across the full breadth of the Earth sciences. The role of AGI is to provide products and services, which no single Member Society can effectively undertake, that are crucial to the long-term health of the profession. AGI seeks to educate and increase the awareness of governments, academia, the media, and the general public, including students, about the contributions the geosciences and geoscientists make to our society and the environment in which we live.

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FOREWORD

The American Geological Institute was established in 1948 as a federation of geoscience societies and associations. The need for a federation to provide a collective voice and action was important then; it is imperative now, as the Institute and the earth-science professions and, for that matter, all of science and society face a world of rapid and far-reaching changes. In the early years of the 21st century, these changes define opportunities and challenges to the Institute, the Member Societies, and the geoscience professions.

AGI and the Member Societies must continue their commitment to advance and apply the earth sciences to ensure a successful relationship between people and the Earth, its environments, and its resources. The Institute must meet this fundamental commitment in the dual context of substantial change and its role as a coordinator and an umbrella organization. The critical posture of AGI should be to listen, learn, help, anticipate, and when appropriate, lead as societal and scientific changes confront the geosciences. Such is the spirit of this Strategic Plan.

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THE ELEMENTS OF CHANGE

Globalization. Geoscience issues are international in scope. Although AGI is primarily a national entity, certain concerns and endeavors, as well as a significant portion of the membership of many of the Member Societies, are international. The increasing international dependencies with respect to energy and mineral resources, as well as water and the environment, are impacting our Member Societies and the makeup of their memberships. The Institute must accommodate to this change and facilitate the globalization of the geoscience community.

Global Security has emerged as an issue of major concern for society in the 21st century. Geoscientists have a critical role to play in assessing the distribution and supply of natural resources, as well as the global distribution of natural hazards. The geosciences form a key foundation for knowledge required to assist countries in protecting public health, safety and infrastructure.

Population growth and aspirations for improved quality of life worldwide will continue to increase pressure and demand on the Earth for expanded land use, additional resource development, clean water supplies, and further environmental conservation. Citizens must be aware of the environmental impact of society's requirements for access to these natural resources and the need to minimize and mitigate future impacts. There will always be competing uses and approaches from which to choose, and geoscientists can provide the necessary information and appropriate science-based guidance.

Systems-level approaches to geoscience are replacing historic specialization and fragmentation of the profession. Few earth processes operate independently, given the linkages and feedbacks between earth, atmospheric, biologic and hydrologic systems. Our approach to our science and our training of young scientists must reflect the interconnectedness of earth systems. Geoscience and geotechnical-engineering societies have the opportunity, indeed the necessity, to band together and provide leadership. AGI should address the impediments that specialization represents while continuing to build a diverse membership to aid in this goal. AGI should help build bridges between specialists and multi-disciplinary teams on problems and issues that require deep understanding of different disciplines.

Globalization of information technology has made an immense amount of data and literature available to the global scientific community on a real-time basis through the World Wide Web. A trend of open access to data will improve science around the world. AGI has roles not only in making published data available, such as through GeoRef, but also in developing better methods of data archiving and facilitating improved access to critical geoscience data, including data acquired by the private sector.

Applications of science to matters of public health, safety and welfare increasingly require direct input from geoscientists. Geoscience input will be judged less by colleagues and more by other professionals and the lay public. In many instances, evaluation of geologic input will be judged by a legal yardstick. It may be anticipated that the individual geoscientist will be exposed to responsibilities and liabilities in which the abilities of organizations to set standards, certify ability, and represent a constituency will be highly valued. AGI should be prepared to support and represent the will of the profession in such matters as expressed through the Member Societies. Such support and representation may take the form of, but not be limited to, advancement of legal standing of the profession, reconciliation of practice standards, and coordination at the interfaces with other professions.

Development of predictive models and methods is a growing need for the analysis of complex geoscience data and processes in order to make reliable predictions of societal importance, such as the location and distribution of mineral resources, safety of a nuclear site, assessment of earthquake and landslide risk, or the environmental consequences of proposed actions. The information and technology revolution of the past several decades is putting a wide array of new and advanced sensors and tools in the hands of geoscientists. We now have the ability to monitor and model active systems in real time. Over the past decade we have come to recognize that developing predictive models of complex geoscience systems requires an integrated systems approach; in many cases there is not one simple answer but ranges of outcomes with associated risks and uncertainties. The tools we need include include models, simulations, probability evaluations and risk analyses. AGI should encourage these educational and training approaches that are essential for professional performance by current and future geoscientists.

Employment opportunities for geoscientists will always be changing. Employment issues will continue to be of critical interest to the profession. AGI, with Member Societies composed of students, educators and employers, is a focal point for monitoring and projecting employment trends and career opportunities, as well as providing a link between what is taught and skills required for employment. Geoscientists will continue to be in demand by the energy, mineral and environmental sectors. There is a continuing demand for science educators, including earth-science teachers, at the K-12 level. There will be opportunities to increase the diversity of the geoscience population, attracting traditionally under-represented groups to the geosciences. In addition, university geoscience programs should expand the focus on broad scientific and technical areas emphasizing integrative work, and providing new geoscience graduates with a broad range of skills that are directly transferable to a number of employment fields including finance, law and public policy.

Public education related to geoscience and its application will be increasingly important in raising the science literacy of all people. Education at the K-12 levels should contain a balanced and realistic earth science component across all grade levels. Earth science education should reflect changes in our knowledge, awareness, priorities, responsibilities and opportunities in the world around us. Curriculum programs should be continually enhanced to provide students with the understanding necessary to make appropriate decisions to address the challenges of the 21st century. The earth sciences must improve their efforts to educate the public about the importance of geoscience to their daily lives.

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VISION AND OPPORTUNITIES

In light of the trends and forces of change, AGI seeks to define the specific areas in which it must adapt and develop opportunities for making significant contributions based on its position as an umbrella organization in the geoscience community. The aim of AGI is to continue to provide products and services crucial to the long-term health of the geoscience profession that no single Member Society can effectively produce. For the foreseeable future the focus of this role is in the following areas:

Enhancing the strengths of Member Societies in their primary missions, recognizing that the strength of the whole depends on the strength of the individual Member Societies.

Disseminating geoscience information through a variety of electronic and print media; and creating large, accessible databases vital to geoscience professionals in geoscience literature, geoscience data and geoscience career information.

Strengthening the earth science education system by contributing to the long-term viability of the earth science educational system at all levels, by promoting improved training of K-12 earth science teachers, by improving scientific literacy of the general population, and by encouraging the development of an adequate supply of talented geoscientists for the future of the profession.

Analyzing and communicating the impact of government actions and policies on the geosciences to our Member Societies, and providing critically compiled scientific information to national decision-makers to ensure improved federal policies and regulations.

Providing a clear strong voice for the consensus of the geoscience profession in matters critical to the mutually beneficial relationship between the geosciences and society.

Increasing the awareness of the general public of contributions made by the geosciences to the well-being of society in basic research, education, development of natural resources, maintenance of clean water and public health, preservation of the environment, and monitoring of natural hazards.

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GOALS AND STRATEGIES

To accomplish AGI's mission and purpose in the 21st century and to realize its vision, this Strategic Plan establishes a set of goals that represent the position the Institute should occupy in the geoscience community and actions it should undertake to best serve the needs of the Member Societies.

INFORMATION SERVICES

Mission To be a leader in providing the broad scope of information services required to support the increasingly diverse array of geoscience research and business applications to meet the changing needs of the geoscience community and nation.

Trends The demand for high-quality, easily accessible and affordable geoscience databases, data sets and interoperability thereof will continue to grow as the pace of geoscience activities quickens. The need for critically compiled information is expanding not only in traditional geoscience research but in legal and regulatory areas as well. The demand for selective, specialized databases is growing in proportion to the increase in information becoming available from both the public and private sectors.

GeoRef Goals and Strategies

• Sustain and enhance the comprehensiveness, quality, and reputation of GeoRef as the authoritative reference database in the geosciences.

• Continue to improve the accessibility to and affordability of GeoRef to all users through extensive utilization of electronic media, and as appropriate include aggregates of electronic journals.

• Continue to diversify the sources of information available to GeoRef and appropriately expand its content and international scope.

• Implement geographic information system capability within GeoRef to enhance targeted regional searches.

• Develop additional specialized bibliographic databases and services, similar to the Groundwater and Soil Contamination Database, Cold Regions Bibliography, and specialized cataloging, such as that done for the Digital Library for Earth Science Education (DLESE).

• Continue to facilitate and enhance on-request access to geoscience documents through document delivery services.

Geoscience Data Preservation and Access Through Geoinformatics Goals and Strategies

• Assist in preservation and improving accessibility and use of the large volumes of invaluable geoscience data, including access to private sector data, to the geoscience public; facilitate integration of new and existing data; and work to enhance online metadata catalogs of such data.

• Work with state and federal governments and the private sector to enhance existing repository facilities and assist in the development of new facilities as opportunities arise.

• Integrate efforts in data preservation and archiving with the new cyberinfrastructure being developed by the Geosciences Network (GEON), a major new NSF Information Technology Research (ITR) program.

• Establish a Geoscience Data and Geoinformatics Committee that will ensure a community-wide participation and voice within the Geoinformatics effort to address scientific as well as non-research issues.

• Facilitate the participation of all partners in the Geoinformatics endeavor, especially bringing industry data and researchers into the system, and promote within the geoscience community and public at large the concepts and benefits of a Geoinformatics system.

PUBLICATION AND COMMUNICATIONS

Mission  To serve and communicate with Member Societies and the geoscience profession at large, promote education, inform the general public of the importance of the geosciences in daily life and the role geoscientists play in meeting societal needs, and educate policy makers.

Trends  Technologies for preparing and distributing publications are changing rapidly, as are methods of using information. Expansion of electronic communication will place new demands on publishers and narrow the gap between printed publications and other means of disseminating information. As more people, especially geoscientists, have access to electronic information through such tools as the World Wide Web, approaches used to gather and assimilate information are evolving. Users are demanding the ability to flip through electronic information at least as quickly as they currently scan a newspaper in search of interesting headlines. A major challenge for AGI will be determining how to offer services and recover costs to produce publications, databases and other information electronically and yet provide the service at minimal cost to users. Meeting this challenge will require creative market research, use of communication specialists, and effective marketing execution.

Goals and Strategies

• Continue to improve Geotimes as the pre-eminent news magazine of the geosciences. Increase the subscriber base and enhance advertising to make Geotimes economically self-sufficient.

• Craft an appropriate array of paper and electronic publications with the guidance of and an editorial policy aligned with the needs of the Member Societies and the purpose and mission of the Institute.

• Enhance marketing skills and distribution strategies as key components of publication planning and policy decisions. Marketing implies market research, cost analysis, planning and market-sensitive responsiveness to publication sales. Anticipating customer needs and anticipating advances in information technology should be incorporated in these activities.

• Collaborate with Member Societies to produce publications and provide information services most needed by the geoscience profession but not produced by Member Societies. Explore the option of becoming a distributor of published geoscience documents for Member Societies and from a variety of sources for more cost-effective wide distribution of selective titles.

• Continue to investigate and pursue electronic publication and electronic access as a means of reaching the public and serving the geoscience professions more effectively. Support efforts of Member Societies to develop content-based electronic aggregates of not-for-profit society journals.

• Ensure that a broad range of relevant new materials are routinely added to AGI's web site and home page in a timely fashion, such as Government Affairs notices on activities of congressional committees.

EDUCATION

Mission  To lead national collaborative efforts to improve, expand, and promote earth science education, particularly at the K-12 level in our public schools.

Trends  The emergence of the National Science Education Standards in the mid-1990s that include earth science content at all grade levels provides an opportunity to educate students and the public about the Earth including critical environmental and resource issues. AGI and the Member Societies are well positioned to take advantage of this opportunity to include earth science in the educational experience of all students and citizens through the development of relevant materials, modern approaches to instruction, and the use of appropriate technology.

Goals and Strategies

• Ensure that earth science education is recognized as an essential component in scientific literacy and that earth science content is included and taught throughout the K-12 curriculum and assessed at the appropriate levels.

• Monitor national progress of K-12 earth science education initiatives and threats to earth science education on a state-by-state basis, and disseminate this information to the geoscience community and science educators.

• Promote the further use and adoptions of the middle school and high school curricula Investigating Earth Systems and EarthComm, and increase professional development opportunities for teachers to facilitate adoption of the curricula.

• Develop and implement scientifically rigorous high school laboratory-based earth science curriculum materials that address state and national science standards.

• Continue to promote training in inquiry-based earth science education for K-12 teachers, and especially for those new to earth science teaching.

• Provide college and university departments with up-to-date information on the variety of career opportunities for geoscience degrees, both traditional career paths with the geosciences, but also alternative career pathways which build upon basic geoscience knowledge and problem-solving skills, such as information technology, business law, policy, teaching in the earth sciences at the secondary level, and even medicine. Geoscience education at the undergraduate level should strive to emphasize how flexible, adaptable and relevant geoscience training is to many non-geoscience career paths.

• Encourage further professional development programs for faculty engaged in undergraduate and graduate education to ensure that geoscience programs stay up-to-date with the changes in the geosciences and advances in scientific technologies.

• Assist Member Societies with the development and promotion of web-based or other appropriate continuing education programs for professional geoscientists in all facets of the earth sciences.

• Maintain awareness of major changes in geoscience employment opportunities and assist Member Societies in the development of educational programs for geoscientists facing career change transitions.

OUTREACH

Mission  To coordinate with Member Societies, Corporate Associates and government agencies to increase understanding of the value of the earth sciences among the public, including students and policymakers.

Trends  Increased awareness of environmental challenges and continuing demand for Earth resources provide the geosciences with an unparalleled opportunity to enhance public understanding of the Earth and its processes. Although the public recognizes the key role that energy, mineral and water resources play in a modern industrial society, few people understand the actual availability of these resources, their finiteness, and the economic and environmental consequences that must be weighed in their development and use. Furthermore, the public has limited understanding of the perils of natural hazards and the opportunities for mitigating hazards with sound geoscience information.

Goals and Strategies

• Continue to encourage all geoscientists to engage in earth science education and outreach by sharing their knowledge and enthusiasm for earth science with the public through Earth Science World throughout the year and by participation in Earth Science Week each October.

• Work with Member Societies to increase development of multimedia materials directed at bringing the excitement and relevance of the earth sciences to the public.

• Improve the scientific and, specifically, the earth-science literacy of the general public through a variety of activities and products. Monitor and counter positions that are anti-science or anti-reason as they arise.

• Bring more and accurate geoscience information to the displays and exhibits at national and state parks by working with Member Societies and government agencies.

• Inform the geoscience community of developments in other science and engineering fields that will affect the education and practice of geoscientists. Just as the geoscience community needs continual monitoring of government activities, it also needs continual monitoring of new activities in science and technology in general and the implications of those developments on opportunities in geoscience careers.

• Engage in a long-term, persistent campaign, in collaboration with Member Societies, to educate the public about careers in geoscience and the contributions geoscientists make to society.

GOVERNMENT AFFAIRS

Mission  To work actively with Member Societies, Congress, federal agencies, and state and local government to bring improved science into the decision-making process of public policy and to serve as a focused voice for the shared policy interests of the geoscience profession.

Trends  We have entered an era of constrained federal and state budgets in which geoscience programs must compete to demonstrate superior public value. At the same time, Congress faces decisions on increasingly technical issues upon which geoscience data and expertise bear. There is a tremendous opportunity and need for greater involvement of geoscientists in the policymaking process. AGI should play a key role in facilitating the involvement of its Member Societies and their membership to increase their awareness of national and state government decisions impacting the geosciences.

Goals and Strategies

• Maintain tracking of key legislative issues on behalf of the Member Societies by enhancing government affairs activities.

• Carefully select policy issues of most critical and immediate concern and ensure balance among the interests of various and diverse constituents; maintain directly-involved ownership among Member Societies by keeping the responsibility of funding and advising in their hands through the AGI Government Affairs Advisory Committee.

• Expand capabilities to disseminate information on government activities to the Member Societies on a timely basis, primarily through electronic media. Work with Member Societies to improve opportunities to reach their full membership.

• Create forums and workshops to familiarize Member Society members with the policy arena and to provide for in-depth analysis of major issues among the Member Societies, including the preparation and dissemination of position papers to policy-makers.

• Maintain substantive and frequent communication with Member Societies to build consensus on key concerns and issues, constantly build and sustain trust and confidence, avoid unproductive fractionation or duplication of effort, and establish a collaboration and cooperation with Member Societies to yield a single clear voice wherever possible.

• Facilitate and support Member Society contacts with appropriate government entities on specific issues of interest.

• Sustain and encourage the Congressional Science Fellowship Program to ensure a cadre of policy-involved geoscientists from all levels of the profession.

• Encourage internships through Member Society support to provide geoscience students with an opportunity to develop policy interests and see first-hand how science and policy interface.

• Facilitate the development of policy courses in geoscience departments to engage earth science students while they develop their professional paths.

• Build and maintain effective networks between AGI and professional geoscientists with policy-level staff members of congressional committees and executive agencies; network with other scientific and professional organizations to share resources and broaden the geoscience community's message.

HUMAN RESOURCES

Mission  To provide in-depth human-resources information and programs that meet the emerging professional career needs of Member Societies professional geoscientists and students.

Trends  Employment opportunities will continue to become more diverse, even if employment does not increase significantly in total numbers. In the future, geoscientists will tend to work for more than one organization in their professional careers. This trend will put an emphasis on career self-management, entrepreneurship and initiative, as well as technical excellence, as criteria for success. Versatility and flexibility will be important attributes for long-term viability in geoscience careers, as many geoscientists will change disciplines and may find work in foreign countries.

Goals and Strategies

• Serve as a major clearinghouse for information on the geoscience work force trends, as well as career pathways in the geosciences and career guidance, by continuing to develop and provide a variety of geoscience human-resources and career databases, including databases on university geoscience enrollment, degrees granted, employment opportunities, continuing education, career management and future employment trends.

• Assess the need for other databases important to geoscience educators and employers, and expand the spectrum in both print and electronic media, including the Directory of Geoscience Departments, Guide to Geoscience Departments, and Professional Career Pathways.

• Be an advocate for Member Societies and all geoscientists on critical issues affecting work, life-long education, careers, professional development, and the image and perception of the geoscience profession by the general public.

• Develop and distribute information on the scope and nature of the geoscience profession through a variety of media outlets directed at students.

• Continue to promote and encourage diversity and the expansion of opportunities for historically under-represented groups in the geosciences at every level.

ENVIRONMENTAL AFFAIRS

Mission  To convey information to geoscience professionals, government agencies and the public that increases their understanding of the relationships between societal needs and impacts on the environment.

Trends  Demands on Earth's resources are increasing with population growth and the need to raise standards of living around the world. These demands are accompanied by environmental concerns that will need to be resolved optimally to balance social, economic and environmental needs. The public's understanding has not kept pace with their awareness of environmental issues such as the quality of air, water, and food resources, as well as access to energy. Employment opportunities in the environmental fields dealing with the investigation and remediation of hazardous waste and other environmental contaminants have been strong and are likely to remain strong for the foreseeable future. Professional geoscientists are needed to provide sound science to mitigate and prevent environmental problems.

Goals and Strategies

• Collaborate with Member Societies and other organizations to publish and distribute documents, such as the Environmental Awareness Series, that effectively inform the general public and decision makers about the role of geosciences in all aspects of environmental issues.

• Participate in programs to develop environmental geoscience educational materials for the K-12 and college-level non-science student.

• Explore new ways, including non-print media, to market and leverage the environmental geoscience content contained in the Environmental Awareness series and other AGI printed products.

• Develop stronger marketing strategies for expanding the reach of the Environmental Awareness series of publications, such as expanding the base of "Publishing Partners" and "Distribution Partners" so as to make the Environmental Awareness series fully self-supporting.

• Educate the public about the effects and consequences of natural hazards, such as earthquakes, volcanoes, landslides, floods, coastal storms and erosion, and subsidence.

• Contribute regular articles on environmental issues to Geotimes and make them available to Member Societies for reprinting in their periodicals.

ETHICS

Mission  To work with Member Societies to develop codes of ethics and with geoscience educators to develop new means of teaching ethics to geoscience students.

Trends  Personal ethics is an area of increasing importance throughout the sciences and business sector. Geoscientists should have an on-going awareness and insight into ethical situations that can be confronted throughout the geoscience profession. Because personal ethics in business, education, and governmental agencies are increasingly important, AGI, along with Member Societies, should provide a leadership role in developing ethics as an integral part of the training of geoscientists and as a continuing focus of professional development.

Goals and Strategies

• Work with individual Member Societies to develop or strengthen their organization's code of ethics.

• Work with the educational community at all levels to ensure that ethics are taught as part of a formal geoscience educational program and continued professional development programs.

• Strive, along with efforts by Member Societies, to highlight ethical issues and work to develop better means of teaching ethics and developing codes of ethical conduct in the practice of the profession.

INTERNATIONAL ACTIVITIES

Mission  To review, on an ongoing basis, AGI activities from a global perspective and search for appropriate ways to support the needs of Member Societies and the geoscience community worldwide.

Trends  Earth science has become distinctly international over the past decades to serve the growing demands of the world population and to solve the problems of adequate access to minerals, water and energy, and problems of the environment. Many of the AGI Member Societies have significant international membership. Improved communication among professional societies and geoscientists worldwide is essential.

Goals and Strategies

• Explore appropriate mechanisms for affiliation with international geoscience entities whose structures and missions are similar to AGI's.

• Provide timely communication about professional and natural-resource development, natural hazards, research concepts and needs, data availability, and professional services in the international arena.

• Continue to monitor the international market for development of specialized databases for marketing of GeoRef, and AGI and Member-Society publications.

• Increase partnerships with non-North American national agencies to broaden the depth of coverage in GeoRef and other AGI-sponsored databases, thereby serving the international geoscience community, as well as enhancing service to our Member Societies.

• Continue and expand efforts to inform the geoscience community about international policy issues, such as global climate change, protection of fresh water sources and trends in energy use and production.

• Play a more active role in leading international geoscience organizations.

ORGANIZATION, LEADERSHIP & STAFFING

Mission  To maximize the involvement and contributions of AGI's staff and to work effectively with the Member Societies and the geoscience community in order to realize the high purpose of the AGI mission.

Trends  In the 1990s, the Institute's membership essentially doubled, and the diversity of individuals represented by the staff and volunteers grew. Increased Member Society participation in the Institute's affairs has significantly broadened AGI's scientific scope and base, resulting in expanding support and interest in a number of new Institute programs and initiatives. In order to address these new opportunities, AGI has recruited a cadre of outstanding staff professionals with the scientific and business skills to ensure successful execution of programs. Through successful development and execution of programs, AGI has achieved a new level of programs and financial viability entering the 21st century. The Institute must continue to increase the diversity of appropriately qualified individuals to serve on its staff, Executive Committee and advisory committees. There is an increasing need for teamwork and effective communication across and within the AGI family to ensure successful fulfillment of the AGI mission, both domestically and internationally.

Goals and Strategies

• Maintain an organizational structure and personnel to ensure the staff perpetuate the expertise, attitude, and incentives to allow AGI to successfully carry out its mission.

• Continue to expand AGI membership through affiliation of national and international geosocieties, as well as corporate and academic associates whose needs and scientific interests are compatible with the Institute's mission.

• Never lose emphasis on AGI's role as leader of a federation of its Member Societies.

• Strive to increase Member Society participation in and support for AGI programs to address the needs of the geoscience community, and particularly encourage the opportunities for internships for student members.

• Identify and actively pursue new program opportunities in an entrepreneurial but risk sensitive fashion with clear market goals and strategies.

• Actively seek Member Society participation in joint programs through the Member Society Council, AGI Leadership Forum, and other venues.

• Ensure diversity in AGI operations by seeking geoscientists among under-represented populations to serve on AGI's staff, leadership positions, and committees.

• Maintain and operate AGI in an open and participatory fashion that ensures the Institute's staff, executive leadership, advisory committees, and Member Societies full opportunities to shape development of AGI's future vision.

• Continue to develop incentives to attract and retain quality staff members, and assess performance of staff on a regular basis.

FINANCIAL RESOURCES

Mission  To acquire needed revenues and to diversify revenue streams accruing to the AGI to enable the Institute to provide the services and products necessary to fulfill its responsibilities to the geoscience community and its Member Societies.

Trends  Traditional sources of support for AGI and its programs are considerable but have become constrained by restructuring and economization. Greater efforts must be made to leverage and collectivize funds, to pursue outsourcing opportunities, and to collaboratively develop targeted proposals.

Goals and Strategies

• Maintain Member Society dues as a small but vital component of AGI's operating funds. For certain programs, specifically government affairs, financial support directly from Member Societies is critical as a means of thorough and direct involvement.

• Seek outside grants, contracts and contributions to support AGI activities. Particular effort must be made to match appropriate AGI roles to funding sources.

• Continue to diversify sources of revenue from products and services and from granting and contracting entities.

• As any healthy enterprise should do, operate not only in the black but work toward building a reserve equal to at least one-half year's expenditures. AGI is near to securing such a goal in reserves and should maintain an appropriate level cash-reserve fund. Avoid using the cash reserve for programmatic purposes however attractive the cause.

• Continue to develop and expand the role of the AGI Foundation as a principal source of endowment and programmatic funds.

• Develop endowments for sustaining programs, such as the William J. Fisher Congressional Science Fellowship Endowment within the AGI Foundation, to a level that will support one or more AGI Congressional Science Fellows annually from the earnings in perpetuity.

• Ensure that directors and staff of AGI consider and pursue market and revenue opportunities in every phase of activity in an effort to make all programs self-sufficient.

• Pursue, where appropriate and advantageous, joint proposals with Member Societies and other related groups, and encourage the Member Societies to bring such opportunities to AGI.

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IMPLEMENTING THE PLAN

With adoption of this Strategic Plan by AGI and the Member Societies, the next step is implementation. But planning must be ongoing, for the process of planning is, in many ways, more important than the Plan itself. Implementation must be through the joint efforts of the Executive Committee of the Institute, the AGI Foundation, the Member Society Council, the Executive Director and staff, and the Institute's Advisory Committees. When improved skills are needed, they should be developed, or contracted for, and when special expertise is needed, counsel should be sought through the Advisory Committees. All healthy and effective organizations build the necessary financial and human resources to thrive; AGI should do no less.

This Strategic Plan concentrates on goals and strategies; subsequent operational plans should establish objectives, priorities, methods, schedules and the commitment of resources. Flexibility is necessary to cope with change as not all forces or consequences can be predicted. As such, this Strategic Plan ought to be revisited and revised on an appropriate schedule, and it should serve as a regular reminder to the AGI staff of the goals and objectives of their stakeholders.

At a time when change is accelerating and the consequence of change is profound, geoscientists and their professional societies need to define those areas that can be most effectively addressed by a single voice and collaboration. AGI must always hold paramount its role in supporting, strengthening, and working collectively with its Member Societies and the entire geoscience enterprise. Over a half-century ago, AGI was established for this purpose and for the common and collective good of geoscientists. The Strategic Plan should help the Institute to continue its historical role and meet needs in a changing, challenging future.

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COMMITTEE ON THE STRATEGIC PLAN

The Strategic Plan Update relied heavily on the 1995 Strategic Plan and recognizes this committee for its fine work: William L. Fisher, Chair, Charles G. Groat, John D. Haun, Robert R. Jordan, Philip E. Lamoreaux, Naomi Oreskes, Jonathan G. Price, Lisa A. Rossbacher, Stephen H. Stow and Kenneth L. Wantland.

On March 12, 2002, the AGI Past Presidents Council recommended that the Strategic Plan be updated. The Committee on the Strategic Plan Update was commissioned by 2002 AGI President, Stephen M. Stanley, and approved by the Executive Committee. The Strategic Plan was reviewed and accepted by the AGI Executive Committee and AGI Member Society Council in May 2003.

 

Committee on the Strategic Plan Update

Russell G. Slayback, Chair, Leggette, Brashears & Graham

Samuel S. Adams, Lincoln, New Hampshire

Charlotte R. M. Derkson, Stanford University

Murray W. Hitzman, Colorado School of Mines

Susan M. Landon, Thomasson Partners Associates

Walter S. Lynn, Houston, Texas

Suzanne B. O'Connell, Wesleyan University

Edward C. Roy, Jr., Trinity University

John C. Steinmetz, Indiana Geological Survey

David A. Stephenson, S. S. Papadopulos & Associates

Lawrence P. Wilding, Texas A & M University

Mary Lou Zoback, U. S. Geological Survey

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