THINKING & PLANNING
STRATEGICALLY
In August 2009, the Geo-Institute of
ASCE met to come to consensus on
what will constitute its success in
the future.
This is that direction...
G-I’s Long-Range Strategic Plan ~ October 2010 ~ Page 1
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
G-I’s Long-Range Strategic Plan ~ October 2010 ~ Page 2
OVERVIEW
On August 14, 2009, a strategic planning group consisting of Board members, Board
committee chairs, and senior staff of the Geo-Institute of ASCE (G-I) 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. In
July 2010, the G-I Board of Governors held a one-day strategic planning session in
Chicago with chairs of Board-level committees or their designees, several other G-I
members active in Institute activities, and G-I s staff to review and update priorities
established at the August 2009 meeting.
This planning document defines G-I’s clear strategic direction as established in the
August 2009 and July 2010 meetings. It represents the planning groups’ consensus on
what will constitute the Institute’s future success. It answers the following two
fundamental strategic questions:
1. Why will G-I exist in the future? Its reason being and core purpose.
2. Where is G-I 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 lead G-I strategically. 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 G-I’s future strategic decision-
making and ongoing operational work.
Strategic Focus:
Organizational strategic focus or intent is very important. One of the challenges that G-I
faces is the fact that there is more it can do for members and key stakeholders than it
has resources to accomplish. The temptation to do everything can often lead a not-for-
profit organization to try to be all things to all people. Planning strategically is the
counter to the all-things syndrome. It is about identifying a limited number of goals that
G-I must undertake to move successfully into the future.
Strategic Approach/Philosophy:
The approach in defining the strategic direction was not to identify what the G-I wants
to continue doing today (its current operational plan). Rather, the team determined
what the Institute is not doing today but 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 the strategic plan from the 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 what member are seeing in their real world.
G-I’s Long-Range Strategic Plan ~ October 2010 ~ Page 3
Updating the Strategic Plan:
A strategic plan can only stay current and relevant if G-I insures 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:
1) change the strategic plan anytime it needs to be changed based on sound
reasoning and assessment; and
2) update the plan regularly on an ongoing basis.
This version of the G-I strategic plan represents the October 2010 update, developed
based upon the July 2010 strategic planning meeting, as approved by the G-I Board of
Governors
G-I’s Long-Range Strategic Plan ~ October 2010 ~ Page 4
Long-Range Strategic Planning Horizon (10 to 30 Year Envisioned Future)
A 10 to 30 year planning horizon was employed to establish a core ideology and 10 to
30 year envisioned future for the G-I as a basis for development of the strategic plan.
Core Ideology/Mission clarifies what must be preserved in an environment of rapid and
unpredictable change. Core ideology consists of G-I’s core values and core purpose.
The core purpose describes G-I’s very 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 G-I
and its efforts over a long period of time?
G-I’s Core To advance the geo-professional community.
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 G-I and its members.
Core values are so fundamental that they seldom change — if at all. They define the
behavior required in order for the organization to achieve its core purpose. Core values
are so deep-seated and valid that G-I would preserve the core values even if it were
admonished for having these values.
G-I’s Core Ethical behavior
Values
Inclusiveness
Innovation
Responsiveness to members’ needs
Service to the profession and society
Sustainability
Technical excellence
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 G-I’s vision statement) that stretches beyond
G-I’s current three to five year goals. Because it is “audacious” it represents a significant
challenge and its achievement will require G-I 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 a hard work to accomplish. The goal should stimulate leadership activity,
commitment and participation beyond G-I’s present leadership. It helps to set the
direction for the succession of future three to five year strategic plans. G-I can only
G-I’s Long-Range Strategic Plan ~ October 2010 ~ Page 5
manage one B.A.G. at a time.
G-I’s B.A.G.
G-I will be the leading professional society in
meeting the needs of the geotechnical community
A vivid description shows what G-I and the geotechnical community will look like
when it successfully completes its Big Audacious Goal. The following description helps
to clarify what is intended by the goal and provide measureable achievements
(milestones).
Membership and membership retention are increasing.
The number of organizational members will be double what is was in 2010
Membership will be significantly more diverse (e.g., age, gender, race, language,
etc).
There will be more G-I student members and GSOs.
Membership involvement and volunteerism in G-I is increasing at all levels.
Younger members will be more involved in volunteer society activities
Members feel increased value and support from G-I’s effective advocacy efforts.
Annual meeting attendees have increased by 100% from 2009 levels.
Attendance growth will be primarily among younger members and
practicing engineers.
G-I will have a world class website.
The institute will have significantly increased and diversified its sources of
revenue.
The will be an increase in staff resources and G-I sponsored programs
G-I will offer a variety of continuing education programs, including webinars,
for members and the Geo community.
There will be a new certification program in place (e.g., for lab technicians,
paraprofessional).
All professionals in the geotechnical community will be members in G-I.
G-I will support sustainability internally and externally.
G-I’s Long-Range Strategic Plan ~ October 2010 ~ Page 6
Strategic 3 to 5 Year Goals
The following represents G-I’s goals that encompass its three- to five-year direction.
These goals are outcome-oriented statements that lead G-I towards its envisioned
future. These goals are not in any order of priority. All of the goals will need to be
accomplished, if the G-I is to fully achieve its three- to five-year quest.
In 2014:
Goal A. G-I will be its members’ indispensable resource for
professional and technical knowledge, education, and
services.
Goal B. G-I will be a proactive force for increasing the
diversity of its membership and the geo-profession.
Goal C. G-I will improve the understanding, recognition, and
appreciation of the geo-profession.
Goal D. G-I will be a leader in developing collaborative
relationships to advance the profession.
Goal E. G-I will be financially secure and stable in order to
achieve its mission and goals.
G-I’s Long-Range Strategic Plan ~ October 2010 ~ Page 7
LONG-RANGE GOALS & STRATEGIES
Strategies indicate how G-I 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 in importance of when they should be undertaken
(implementation timing). The three ratings include:
High: Work on this strategy must be undertaken in the next program/fiscal year.
Medium: Work on this strategy should be undertaken in the next program/fiscal year if at all
possible.
Low: Work on this strategy can wait until a subsequent program/fiscal year if necessary.
Milestones are used to determine the overall progress toward a goal. They indicate how
close G-I is to achieving a goal as it executes the individual strategies for each goal. The
milestones measure goal achievement, not strategy achievement.
Goal A: G-I will be its members’ indispensable resource for professional and technical
knowledge, education, and services.
Strategies:
A1. (High) Upgrade G-I’s website to include:
delivery of technical publications;
job and resume postings for members only;
technical forums; and
G-I news announcements.
A2. (High) Develop and improve online continuing education offerings
A3. (High) Enhance local G-I chapter activities, including:
creating new G-I chapters
fostering collaboration among existing G-I chapters
developing chapter-oriented programs and activities
A4. ( Medium) Improve G-I’s Annual Geo-Congress and specialty conferences.
A5. ( Medium) Improve non-online courses, through:
branding existing ASCE courses (G-I logo); and
developing new courses.
A6. (Low ) Improve G-I’s publications (journals and non-journals).
G-I’s Long-Range Strategic Plan ~ October 2010 ~ Page 8
A7.
Milestones:
An increase in:
website “hits”.
G-I chapters and chapter activities
attendance at the annual Geo-Congress.
membership and membership retention.
international members.
student members.
value and relevancy (ROI) to members.
favorable membership feedback.
the use of technology to provide program to members.
new courses
Continuous improvement in:
the website and its use of technology (e.g. social networking, streaming
videos).
G-I chapter engagement in G-I activities
publications.
Conference programs and attendee satisfaction.
online short courses.
member satisfaction.
Goal B: G-I will be a proactive force for increasing the diversity of the membership
and the geo-profession.
Strategies
B1. (High) Encourage that Graduate Student Organization (GSO) members and G-I
student members enroll as associate members of ASCE and members of the G-I
upon graduation.
B2. (High) Increase the number of GSO’s.
B3. (High) Increase the number of student members in the G-I
B4. (High) Increase participation by younger members in volunteer activities
G-I’s Long-Range Strategic Plan ~ October 2010 ~ Page 9
B5. (High) Increase attendance by student and younger members at the annual Geo
Congress and other conferences
B6. (Medium) Continue to identify and recruit members of diverse backgrounds to
serve on committees and leadership positions.
B7. (Medium) Develop connections between Geo-professionals and students/GSO’s.
Milestones:
An increase in:
ASCE associate members and G-I members.
G-I student members
the number of GSO’s.
younger members on G-I committees and task forces
membership diversity by all measures
The existence of:
connections between Geo-professionals and students/GSO’s,
members of diverse backgrounds serving on committees and in leadership
positions.
Goal C: G-I will improve the understanding and recognition of the geo-profession.
Strategies
C1. (High) Increase the visibility of the G-I website (to Internet search engines).
C2. (High) Collaborate with ASFE, AGP, AGI, and other geo-professional
organizations about raising the visibility and appreciation of geo-professionals.
C3. (Medium) Enhance the G-I website with information that is oriented to the
general public.
C4. (Medium) Develop promotional materials about careers in geotechnical
engineering.
C5. (Low) Proactively cultivate the dissemination of geotechnical information to
media outlets.
Milestones:
An increase in:
recognition and understanding of the profession
G-I’s Long-Range Strategic Plan ~ October 2010 ~ Page 10
younger and international members.
visibility of the G-I website.
hits on the website by both members and the public.
favorable feedback on the website.
public contact with the website.
G-I website information that is oriented to the general public.
media contacts requesting information from the G-I.
dissemination of geotechnical information to media outlets.
The existence of:
promotional materials on careers in geotechnical engineering.
Goal D: G-I will be a leader in developing collaborative relationships to advance and
unify the profession.
Strategies
D1. (High) Improve our ties with Geo-clients (ASDSO, USBR, COE, DOTS).
D2. (Medium) Investigate potential partnerships with Geo -family (USUCGER,
ADSC, DFI, ASFE, PDCA, AEG).
D3. (Medium) Improve collaborations with other Institutes.
D4. (Low) Improve collaborations with Geo-friends (MOUs with AEG, ARMA,
EEGS, GSA, GMA, IGS, NAGS).
Milestones
An increase in:
ties with Geo-clients.
collaborations with other Institutes.
collaborations with Geo-friends.
G-I influence within the Geo-Community.
collaborative win/win activities with partners.
G-I’s image, reputation and brand.
requests for information and input from the Geo-family.
benefits offered to G-I members as a result of collaborative relationships with
partners.
G-I’s Long-Range Strategic Plan ~ October 2010 ~ Page 11
Goal E: G-I will be financially secure and stable in order to achieve its mission and
goals.
Strategies
E1. (High) Revise G-I budgeting procedures to eliminate annual surpluses.
E2. (High) Increase organizational membership.
E3. (High) Provide new webinars and short courses.
E4. (High) Develop strategies to reduce conference-related costs and increase
conference-related income.
E5. (Medium) Increase the solicitation of voluntary contributions.
E6. (Medium) Increase G-I membership from traditional and non-traditional groups.
E7. (Medium) Create new revenue-producing publications and increase sales of
existing publications
Milestones
An increase in:
dues revenue
non-dues revenue.
non-member revenue.
the diversity and continuity of G-I’s income stream.
G-I’s Long-Range Strategic Plan ~ October 2010 ~ Page 12
STRATEGIC ASSUMPTIONS
The following are G-I’s ten-year assumptions concerning the key external trends,
challenges or issues that will impact the geotechnical profession as well as G-I in the
future. They may represent future opportunities or threats.
Financial Trends:
1. Globalization and domestic economic conditions will continue to influence every aspect of the
geo-community (e.g., business, research, education funding).
2. There will be more funding to address U.S. infrastructure rehabilitation.
3. Interest in and funding for energy, climate change and sustainability initiatives will increase.
4. Worldwide E-commerce and communication will continue to rapidly grow.
Governmental Issues:
5. Government intervention via stimulus money or funding will be based on prescribed
standards for conducting geotechnical evaluations.
6. Technological innovations will have increased impact on Geo-policy making at all levels.
7. It is more important than ever that governmental policy decisions that impact the geo-
community are made with the appropriate professional/technical input.
Profession Trends and Challenges:
8. The educational system in the US (K-12) can do a better job of preparing students for scientific
and engineering careers.
9. The globalization of engineering services is increasing.
10. The aging baby boomers and the resulting generation gap are starting to have its impact on the
profession. Where will the next Geo-engineers come from?
11. The commoditization of geotechnical engineering services is increasing.
12. There is a need to raise the level of required education at the college level of geo-profesionals
(like ASCE Policy 465).
G-I’s Long-Range Strategic Plan ~ October 2010 ~ Page 13
13. The importance of the geotechnical engineer’s role in design-build will be elevated.
14. The fragmentation of the profession will continue.
Profession’s Image, Reputation and Brand:
15. The image of the Civil Engineer is not as well known and strong as it used to be.
16. There is a need to raise public awareness of the value of the geo-engineering profession.
Competition to the Profession:
17. There is increasing competition from structural engineers and more out-sourcing of traditional
engineering services.
18. Competition is undercutting the profession’s fees and undercharging for professional
engineering services.
Mega issues are overriding issues of strategic importance that cut across multiple
outcome areas. They address key issues that G-I must answer, illuminating choices it
must make and the challenges that need to be overcome to better serve its members,
fulfill its purpose, cause or mission and to successfully move into the future. The
planning group developed the following mega issues.
Strategic
1. What is G-I’s role outside the USA?
2. How can the Institute be better aware of trends in environmental, technological and global
issues to be ahead of the curve?
3. What could the G-I do to assist its members through financially tougher times and economic
difficulties of our members?
Financial:
4. Is the publication of a practitioner’s journal relevant and economically feasible?
Changes in the Profession:
5. How will G-I assist in defining the future role of a geotechnical engineer?
6. What can G-I do to better unify the profession?
G-I’s Long-Range Strategic Plan ~ October 2010 ~ Page 14
Membership and ROI
7. How can the G-I enhance its role and reputation as the leading purveyor of technical
information for the geotechnical field (e.g., in the face of increasing competition, new
continuing education offerings)?
8. How can the Institute enhance the value and relevance of the G-I to its members and retain
their loyalty?
9. How does the G-I encourage and support recruitment, training and professional development
of future geotechnical engineers, including those from underserved populations?
10. How can the G-I implement the use of electronic communication tools to improve
communications with members and appeal to younger members (Facebook, Twitter, etc.)?
11. How can the G-I increase student and younger members’ involvement in the Institute?
12. How can the G-I improve G-I conferences?
13. What could the G-I do to get more companies to join?
14. What does the Institute need to do to ensure that its technical publications, and in particular
journals, are of the absolute highest quality?
Competition
15. How does the G-I deal with increasing competition from other organizations (e.g., DFI, ADSC,
PDCA, DFI and ADSC) in areas of professional development resources and revenues?
Reputation, Image, Brand
16. How can the Institute increase it image, reputation and “brand”?
Governmental
17. How does the Institute deal with the issues of duplication of advocacy efforts with affiliates?
18. How can the G-I communicate with other entities that may not be in the geo-community, but
should have G-I input to make good decisions?
G-I’s Long-Range Strategic Plan ~ October 2010 ~ Page 15
G-I’s Long-Range Strategic Plan ~ October 2010 ~ Page 16