American Chemical Society
Draft Strategic Plan for 2008 and Beyond
Vision: Improving
people’s lives through the transforming power of chemistry
Mission: To
advance the broader chemistry enterprise and its practitioners for the benefit
of Earth and its people
Core Values:
•
Passion for chemistry in the broadest sense
•
Research
•
Education
•
Innovation
•
Solutions for today’s and tomorrow’s challenges
•
Focus on members
•
Service to members
•
Volunteer contributions
•
Professionalism
•
Integrity and transparency
•
High standards of quality and excellence
•
Diversity and inclusion
•
Diverse community of highly-skilled chemical
professionals
•
Advancing chemistry as a global multidisciplinary
science
External Trends
Globalization:
There is rapid globalization of the science and technology
enterprise, including the growing importance of
Increasing use of virtual collaboration worldwide.
Chemistry as a
Discipline and Career:
Declining quality of pre-college education is a growing
issue, compromised by the scarcity of qualified teachers.
Availability of sufficient research funding and better ways
of distributing it is a growing challenge.
There is a growing perception among undergraduate students that
chemistry may not be a viable career choice. The number of American students
studying chemistry, especially graduate study is decreasing.
Younger scientists are more selective in joining
professional societies.
Scientists trained in related disciplines view chemistry as
a set of tools rather than as a central discipline of science.
Chemistry is increasingly taught and practiced in a number
of interdisciplinary sciences.
There is instability in the patterns of foreign student
enrollment and subsequent career choices following graduation.
Increasing job insecurity.
Large segments of the
The Image of
Chemistry:
There is a lack of public appreciation of the past efforts
of chemists and less understanding of the value they bring to improving
everyday life.
Legislation and
Governmental:
There is a continuing decline in government funding for
basic research in the physical sciences
The government is increasing its role in providing “free”
information.
There are efforts by governments and research funding agencies to push primary publishers towards a different business model.
Impact of Technology:
Web search engines and free-to-user resources have become
major tools in the research process.
Technology will continue to change how all organizations
function and how people communicate (e.g., the emerging technologies, including
social architecture software).
There is increased growth of “open access” and use of new
technology.
Young scientists embrace a web-based culture and
contemporary electronic technologies.
More virtual activity, affecting in-person meetings,
education and interactions.
Technology has enabled customization.
It has enabled people to associate without associations.
Social and Society
Changes:
There is a change in the nature of how people volunteer due
to increasing time pressures and constraints on flexibility.
Mega Issues
Organizational
Capacity:
•
How does the ACS Board measure successes?
•
How can ACS better focus and balance its attention and
resources among key priorities?
Globalization:
•
How does the Society deal with international and
globalization challenges?
Financial:
•
What will ACS need to do to sustain financial success
in the future?
•
How can ACS deal with business risks and threats facing
two major net revenue producing divisions (CAS and Pubs)?
Value to Members:
•
What will be ACS’s future value proposition as a
professional society for engagement of our members (in an environment in which
affiliation options are increasing and evolving)?
•
How can ACS become more attractive as a professional
society to younger, interdisciplinary and international scientists?
•
How can ACS increase appeal of chemical science to
youth, especially minority and under-represented students?
Public Policy:
•
How can ACS enhance its effectiveness and influence in
public policy changes in the interest of science and our members (e.g.,
education, research funding, and competitiveness)?
Infrastructure:
•
How can ACS assure that we have more effective
governance and staff structure and process to meet the challenges of the
future?
Technology:
•
How can ACS leverage technology to transform ACS
and its service to members and the chemistry enterprise?
Goal 1: ACS will be
the indispensable professional and information resource for our members and
other chemistry related practitioners.
Milestones/Metrics
A. CAS and ACS Publications net
contribution
B. CAS and ACS Publications revenues
from new products
C. Web users, domestic / international
D: Web conversion
E. Web links out to other information
F. Jobs posted on
G. Successful matches on
H. Number of Members
I. Member retention rate
J. New members
K. Members by age
L. Attendees at physical meetings
M. Attendees at non-traditional
meetings, including virtual meetings
N. Creation of new focused interest
groups
O: Viability and growth of affinity
groups
Strategies
1A: Execute and revise as needed the web
presence initiative
1B: Utilize the web presence initiative
to create the comprehensive high school teacher
resources tool
1C: Create an annual innovation fund for
Society programs to guarantee ACS’ unique and
indispensable nature
1D: Develop and execute a comprehensive
program to engage the global chemical community
1E: Fund and execute the Communications
Strategy
1F: Develop a long-term financial plan
defining acceptable risk levels that ensures sustainable
ACS funding
1G: Develop a quarterly “dashboard”
report for the Board utilizing agreed-upon performance
indicators across Society
functions
1H. Enhance member value by offering a
suite of learning and development courses (proposed
by staff
Goal 2: ACS will be the most
effective global scientific community to engage members and other scientific
professionals to advance science education, research, knowledge, interaction
and collaboration
Milestones/Metrics
A. Annual increased attendance at teacher workshops
B: Establish state based LANS for educational
advocacy
C. Annual increase in the use of
science curriculum resources
D. Annual increase in the number of
schools having an ACS-approved program
E. Annual increase in papers, poster and symposia
F. Annual increase in attendance at
meetings
G. Annual increase in PRF grant applications
H. Annual increase government funding for research
I. Annual increase in the use of CAS and PUBS
information via the web
J. Annual increase in Journal Impact Factors
K. Annual growth in CAS databases
L. Annual growth in global use of
social networking software
Strategies
2A: Establish Thematic Programming at
meetings to increase awareness of major emerging
science areas related to global
challenges
2B: Develop a strategy to encourage
research in key opportunity areas addressing world
challenges
2C: Accelerate the launch of Journals
concentrating on serving the subjects at the intersection
of chemistry and other sciences
2D: Expand opportunities for on-line
collaboration
2E: Develop strategic plan for the
Education Division that is aligned with the new ACS strategic
plan
Goal 3: ACS will be a global leader in engaging the world’s
scientific professionals in collaboration to address, through chemistry, the
challenges facing our world.
Milestones/Metrics
A. Number and type of meetings (that
promote collaborations)
B. Number and type of co-sponsorships (that promote
collaborations)
C. ACS GCI activities (that promote collaborations)
D. Web programming (that promotes
collaborations)
E. Technical Divisions (activities that promote
collaborations)
F. Participants and attendees (in activities that
promote collaborations)
G. Amount of non-ACS financial support
received for activities (that promote collaborations)
H. Develop incentives to encourage
collaboration (e.g., a prize to recognize progress in
achieving solutions to world
challenges)
I. Positive perception that progress is being made in promoting
collaboration to address the
world’s challenges by members and
external collaborators
Strategies
3A-E: Identify and clearly articulate
chemistry’s input in addressing world challenges:
3A: Convene a high-level meeting of
thought leaders
3B: Identify and engage partnerships
with key collaborators – prioritize list
3C: Gain consensus with collaborators
on key tactics to achieve goal
3D: Leverage collaborators into other
ACS goals
3E: Position the 2008 Green Chemistry
& Engineering Conference and summer school
to focus on chemistry’s role in
addressing world challenge
3F: Develop proposals to international
foundations to provide ongoing funding to achieve progress in applying
chemistry to the world’s challenges
3G: Leverage ACS tools to support
initiatives addressing, through chemistry, challenges facing our world
3H: Either alone or in cooperation with
the RSC and other Chemistry related membership organizations, establish
separate endowments to promote research to address the top 3 major challenges
faced by the world – Water, Energy (PRF already exists), and Global Warming
Goal 4: ACS will be a leader in
communicating the nature and value of chemistry and related sciences
Milestones/Metrics
A. Annually measure the potential
audience reached through media coverage of ACS programs,
publications, and other events
B. Seek to compare same information as
(A) from other scientific societies/groups related to
chemistry
C. Monitor the implementation of the
ACS strategic communication plan
D. Survey the public perception of
chemistry and compare the results with previous surveys
E. Track hits on ACS website (or sites) related to
desired audience
F. Monitor the growth in both number
and size of high school chemistry clubs and Student
Affiliates Chapters
Strategies
4A: After determining success in 2007,
fund the ACS strategic Communications Plan in 2008 and following years
4B: Measure the perception of chemistry
by key segments of the public; legislators and legislative staff, K-12
teachers, and students
4C: Train members to be spokespersons to
the public on the value of chemistry
4D: Identify and bring to the attention
of the media stories with human interest which communicate the value of
chemistry
4F: Develop and post chemistry-centered
video presentations and encourage others to do so
4E: Enhance the number and effectiveness
of messages which increase the awareness ACS members have about ACS activities
4G: Measure and work to improve the
perception of ACS by key segments of the public, including chemistry students
and legislators
4H: Engage ACS members in refining,
evaluating, testing new messages and brand materials
Goal 5: ACS will be the premier
advocacy organization for members and the profession
Milestones/Metrics
A. Local Legislative Visits
B. State Legislative Visits
C. Federal Legislative Visits
D. Staff training
E. Local-to-local training
F. Contacts re: K-12 STEM education
G. Establishment of STRONG stances on relevant policy
issues and making it part of our Web Presence
H. Advocacy actions in support of employment issues
I. Advocacy actions in support of Immigration issues
Strategies
5A: Expand the role of the congressional
fellows (e.g., number, salary and
responsibilities)
5B: Increase contacts with members of
Congress (e.g., meet the new officers reception)
5C: Target advocacy and collaboration
with other scientific organizations (e.g., American
Competitiveness Initiative, Rising
Above the Gathering Storm)
5D: Enhance advocacy for support of
chemistry (e.g., federal, state and local/ with training)
5E: Open-ended advocacy of concerns of
members (e.g., surveys, effects of globalization,
employment, academic/industrial,
immigration and diversity)
5E: Open-ended advocacy of concerns of
members (e.g., surveys, effects of globalization,
employment, academic/industrial,
immigration and diversity)
5F: In keeping with charter and vision
make strong policy statements on key societal
issues (e.g., global warming,
intelligent design, alternative fuels)
Goal 6: ACS will be a financially
sustainable organization that serves our members, chemistry and related
sciences
Milestones/Metrics
A. Compliance with existing financial
guidelines tracked annually
B. Planning for a Financial Planning Conference in 2008
to reassess ACS financial position and
Board guidelines
C. Growth of aggregate Society Program
costs
D. Compliance with recommendations from
Governing Board for Publications with regard to the
Society’s publishing operations and
information services
E. Diversification of the Society’s
revenues with the launch of 2-3 new ventures/acquisitions
(consistent with Society’s Vision)
over the next 3-5 years
F. Monitoring of existing and new/recently launched
ventures
G. For the period 2009-2013, and annually thereafter,
high-level five-year financial projections
with accompanying risk assessment
Strategies
6A: Monitor compliance with existing
financial guidelines annually
6B: Convene a Financial Planning
Conference in 2008 to reassess the ACS financial position
and Board guidelines
6C: Board and B&F to monitor growth
of Society Program costs, i.e., decisions will take into account PRAG recommendations, new funding requests,
and requests for annual budget increases
·
Ensure
that new program funding request process and the PRAG process are modified to
reflect the Society’s goals (2008)
·
For
those programs not scheduled for PRAG review in any given year, the cognizant
oversight committees shall be asked to conduct a self-assessment and report
results to B&F on the alignment with the Society’s goals of programs under
their purview
·
Develop
a short form for self-assessment (’07 for 2008) of programs by cognizant
committees
6D: Review and act on recommendations
from Governing Board for Publishing with regard to Society’s publishing
operations and information services
6E: Diversify the Society’s revenues
with the launch of 2-3 new ventures/acquisitions over the next 3-5 years
(assumption: consistent with Society’s mission) and monitor existing and
new/recently launched ventures
·
Monitor
Performance of ChemInsight vs. approved BP
·
Launch
new venture in 2008 [in development]
6F: For the period 2008-2012, and
annually thereafter, develop high-level five-year financial projections with
accompanying risk assessment
6G: Develop a fundraising strategy
specifically focused on supporting step-out and mission-critical ongoing
strategic programs
6H: Increase the capacity of ACS to
establish alternative revenue streams from 1 to 2 every three years to 2 or
more every year