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...
TABLE OF CONTENTS
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
OVERVIEW
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 decision‐
making 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
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 Plant science for a better world.
Purpose
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 We believe in:
Values
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
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
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
LONG‐RANGE GOALS & STRATEGIES
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
⇒ 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
⇒ 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
⇒ 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).
STRATEGIC ASSUMPTIONS
CSSA Long-Range Strategic Planning Report ~ March 2010 ~ Page 10
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
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 email vote on
June 4, 2010)
CSSA Long-Range Strategic Planning Report ~ March 2010 ~ Page 12