Strategic Plan 2020-2022 - To assure a healthy and sustainable world through soils - Soil Science Society of America
←
→
Page content transcription
If your browser does not render page correctly, please read the page content below
Strategic Plan
2020—2022
V is io n
To assure a healthy and sustainable
world through soils.
Mis s io n
To advance knowledge and appreciation
of soils as a foundation of life.
S S S A Va l u e s
Adherence to scientific, professional, and ethical standards
Pursuit, dissemination, and application of knowledge
Professional development and education
Collaborative and engaged membership
Diversity, equity, and inclusion of people and perspectives
Service to society through sustainability
S h a r e d G r a n d C h a lle n g e :
A S A -C S S A -S S S A :
Drive soil – plant – water – environment systems
solutions for healthy people on a healthy planet in
a rapidly changing climate.
S S S A St r at e g i e s
Diversity and inclusiveness: Promote a climate of
diversity and inclusiveness across SSSA to enhance the creativity and
innovation of our members, and impact of soil science.
Promotion and influence: Inform and educate public and
private sector practicing professionals, policymakers, and influencers.
Engagement: Increase connections with other scientific groups,
businesses, and nongovernmental organizations to create transdisciplinary
solutions to societal challenges.
Member services and professional
development: Attract, support, develop, and retain members.
Education: Promote soil science as a critical component of STEM
disciplines.
Publications: Leverage partnerships, marketing, and engagement
strategies to improve the reach and impact of our publications and science.
Enhancing services: Provide services that are focused on soil
science to connect public and private sectors with SSSA.
• This is business development to provide services to external organizations.
S S S A-Sp e c i f i c Ob j e c t i v e s Engagement: Engage influencers to share the importance of soils to society and to the planet. Inclusion and diversity: Increase the representation, participation, recognition, and leadership opportunities of under-represented scientists in SSSA. Meeting partnerships: Expand the influence and impact of soil science through collaborations with other scientific and professional societies. Placement and recognition: Expand placement of SSSA members into decision-making roles within emerging and traditional positions of influence, funding agencies and foundations. Education: Increase educational opportunities in soil science. Leadership: Increase leadership and involvement in emerging soil science topics. Publications: Improve journal performance and evaluation criteria. Career development: Launch and grow comprehensive, career-spanning mentoring, educational and professional development programs (footnote: career advocacy for soil science professionals). Membership needs and services: Improve membership service offerings and engagement. Meeting experiences: Enhance the experience of soil scientists convening in diverse venues. Grand Challenge - Build a movement: Work jointly to create or support at least 6 collaborations or partnerships with other organizations for implementing shared grand challenge.
Cr o s s -S o c i e t y
Ob j e c t i v e s
ASA | CSSA | SSSA
Inclusion and diversity – Launch 2 new initiatives to increase
recognition and participation of under-represented individuals.
Broaden external engagement by securing
collaboration, partnership or participation from 10 nontraditional stakeholder
groups and increase number of groups in each current stakeholder category
by 50%.
Publications – Position publications to embrace open science
by enhancing marketing and editorial processes to increase publications
exposure by 2−3%, journal usage by 3−4%, and ensuring that each ACS journal
is considered a “top tier” journal in its respective discipline.
St r at e g i c Pl a nni ng
A pp r o a c h
The SSSA organizational strategic plan was developed to set
priorities and strengthen SSSA internally and externally. This
plan was developed to be implemented and reviewed over a
three-year period with input from members, elected Board
representatives, organizational partners, and results from research
into operational landscape trends. The SSSA membership base
is critical to the future of the society. The full membership base
(5,906 members) was invited to participate in the development
and review of the strategic plan. External partners, collaborators
and key stakeholders were also invited to provide input into this
plan to provide a diversity of perspectives on creating impact and
connectivity to the latest advances in soil science.
This strategic plan framework is focused on delivering enhanced
inclusivity and diversity, translation of soil science into actions
and enhanced financial security of the society. All elements of
this plan are intended to set strong direction for the organization,
while creating shared ownership for internal and external analysis,
review and enhancement opportunities.
B a c k g r o u nd
& Di a g no s i s
We have entered a new Anthropocene era There is an increased corporate awareness
of geologic time where human activities have and investment in sustainable supply chains. The
breached the equilibria of global ecosystem corporate awareness has resulted in a rapid increase
boundaries, causing soil, air, and water quality in corporate social responsibility reporting that
degradation, and changes in atmospheric has been driven by shareholder risk management
composition due to elevated greenhouse gas expectations (Figure 1). The awareness and
emissions. This has increased extreme, sometimes reporting have increased the need for corporate-
catastrophic weather events linked to global climate level sustainability metrics to track sustainability
change. At the same time, the quantity of water and product traceability across several agricultural
and biodiversity on Earth are threatened. Climate and environmental corporate sectors.
change modelers inform us that we may only have
In turn, the need for metrics has resulted in
a decade to reverse this trend or face increasing
increased private funding and public-private
global biophysical and social calamity.
partnerships for development and establishment
Improving cropping systems – enhancing the of sustainable soil, nutrient, water, and biological
environment – and improving human health hinge management systems (Figure 2). Rigorous
upon soils that are being impacted by climate scientific leadership has been under-represented
change. Development of climate-friendly cropping within these partnerships – which presents
systems that promote soil carbon sequestration and an opportunity for broader engagement and
biodiversity are two partial solutions to improving leadership from SSSA.
greenhouse gas balance, nutrient use, soil health
and soil productivity, water infiltration and storage
capacity. Soil security has been linked to human
security; soil health has been linked to human
health. Current soil-crop systems are not adequately
reversing our path. Incremental changes are
inadequate. Dramatic and bold steps are required.
Figure 1: Corporate social responsibility reporting (by percentage) across
S&Pcompanies 2011–2018.
• Most major partnerships are at least 50%
composed of industry members, giving SSSA
the opportunity to be a leading scientific voice
• Major partnerships span the international,
national, and regional domains, providing
Global Harvest Initiative
Global Harvest Initiative (GHI) is a private-sector policy
opportunity for engagement at various levels voice for productivity growth throughout the agricultural
value chain to sustainably meet the demands of a
growing world. Works in the USand internationally.
Figure 2: Major partnerships working to address supply chain sustainability concerns.
General social and political awareness of the graduates are expected to fill only 60% of those
importance of soil to society is still marginally positions (Figure 3). Enhanced educational
low, but improving. SSSA development of K-12 resources across the K-12 and higher education
soil science resources and higher education spectrum could help to build long-term awareness
support represent opportunities to help improve and job needs for soil to society into the future.
understanding and long-term awareness of the The SSSA is challenged to refresh and re-energize
importance of soil to society. Further, there is these efforts to elevate the social awareness of
a projected need for 58,000 jobs in agriculture soils in society so that everyone regards soil as
and environmental sciences through 2021, but critically important as air and water.
Key Takeaways
1. Supply and demand for STEM Grads is specific to
individual disciplines
2. Ag graduates have been in short supply in recent
years and are projected to remain in short supply
3. Biosystems Engineering and Agronomy are the
only ag majors with starting salaries comparable
to those of the top earning STEM majors
Figure 3: STEMgraduates by year and starting salaries of selected science majors.
Soil science education includes soil chemistry and imaging technologies, big data handling
and mineralogy, soil physics, soil fertility and and analysis, soil health assessment and
nutrient management, genesis, morphology and transdisciplinary knowledge and capabilities.
classification, soil biology and soil ecology, and
This need comes at a time when cutbacks to
soil and land use management. Most students
many academic soil-related programs have made
in soil science are well-positioned to work in
it increasingly difficult to educate students with
the Critical Zone or “Earth’s outer skin”; the
comprehensive soil science knowledge. These
“environment where rock, soil, water, air, and
academic programs need to be rebuilt with state-
living organisms interact and shape the Earth’s
of-the-art foci. There have been and will continue
surface” (http://criticalzone.org). It is essential to
to be opportunities for amplifying soil science
train next-generation soil scientists that possess
in allied disciplines such as environmental, geo-
advanced knowledge and skills in digital sensing
and bio-sciences.
A major limitation for soil scientists to create together with our long-term and established
solutions to the above global and local threats for partner societies, and in specialized conferences –
ecosystem functioning and resource quality is in all these different ways we attract colleagues with
caused by insufficient funding opportunities. In new and stimulating impulses and build on existing
addition, the few existing funding opportunities are and growing expertise of our members.
offered in particular program areas with defined
Several opportunities and challenges surround
requirements, instead of opening up paths for
the potential for extended impact of SSSA.
creative solutions and discoveries in a more flexible
Increased collaborative action, a great need for
setting. Increase of thematic flexibility as well as fast
scientific leadership in sustainability, enhanced
turn-around of proposal review and the opportunity
communications, and immediate challenges
for revisions would tremendously increase the
in agriculture needing research comprise
efficiency and success rate of scientists applying for
opportunities to extend the impact of SSSA across
research support and initiating the projects.
agricultural and non-agricultural sectors (Table 1).
We as SSSA members have a variety of However, challenges exist due to a societal
opportunities for emphasizing and communicating disconnect with science and agriculture. The SSSA
the importance of soils under the above broader generally has under-invested in creating wide-
scope. Enhancing soil science and attracting spread, public awareness and understanding of
new members with new views and expertise is the importance of soils, the impacts of member
not limited by the ways in which we convene. As research and the need for scientific translation
members, we can choose meeting separately, across the food, fuel and fiber supply chain systems.
Oppor tunities Challenges
Increased Collaborative Action Disconnect with Agriculture
Additional engagement and partnership suggested almost unanimously The expanding gap between farmers and the rest of society continues
— industry/brands, commodity organizations, NGO’s, other multi- to impact expectations within our food systems
stakeholder groups, etc.
Scientific Voice in Sustainability Communication of Scientific Research
Given consumer pressures, lack of implementation-based knowledge, Scientific research is viewed as too nuanced, contradictory at times,
fact that many commercial organizations are still struggling, and not readily applicable to the industry or stored in silos. Better
partnership opportunities communication of the “so what” is needed
Review Messaging/Presence Agriculture as a Career
Right platforms? Social media presence appropriate? Right conferences Many young people don’t understand the unique and exciting careers
and trade show presence? that can be built in agriculture today and tomorrow
Big Challenges in Agriculture Need Research/Scientific Solutions Problem or Solution to Climate Change?
Long list! Society doesn’t understand if modern agriculture is the problem or the
solution to climate change
Awareness and Understanding
Very few people outside of SSSA membership are aware of who we are
and the role we play in the food systems.
Table 1: Opportunities and challenges in extending impact of the Soil Science Society of America.
To realize the full potential of SSSA to empower and overcoming challenges – SSSA must enhance
scientists, educators, and practitioners in its sustainable, competitive advantage, adjust its
developing, disseminating, and applying soils- model for operational and financial security and
based and agronomic solutions to feed and increase stakeholder engagement (Figure 4).
sustain the world – capitalizing on opportunities
Strategic Bets to Place Potential Future State
Identify Your Sustainable/Competitive Advantage
Identify the unique role(s) SSSA plays in the current and future state
of agronomy, crop science, soil science and environmental science.
The opportunities are bigger than the current role as an association of
scientists with limited stakeholder awareness, relevance and value to
other industry sectors
Adjust Your Business Model
Develop a clear, concise and comprehensive business plan that
evolves your structure, value capture, function and strategic
alliances to bring your sustainable competitive advantage to life,
while leveraging your core competencies and staying true to your
membership, mission and values
Increase Stakeholder Engagement
Develop and execute a clear, concise and comprehensive engagement
and partnership plan while establishing SSSA as a more relevant
thought leader in shaping and addressing the critical issues of our
time — climate change, farm resilience, soil health, water quality and
quantity, etc. This involves more than words. It will require internal
assessments of resource allocations, competencies and deliverables.
Figure 4: Strategic bets to realize the full potential of SSSAto empower scientists, educators, and practitioners
in developing, disseminating, and applying soil-based and agronomic solutions to feed and sustain the world.
Facilitating the purpose of our science will The SSSA, in collaboration with the Crop
generate multiple positive feedback loops to Science Society of America and the American
the benefit of SSSA. Applications of our work Society of Agronomy, will leverage our strengths
will generate additional research questions and toward the shared grand challenge. The grand
funding opportunities. Raising the visibility of challenge captures the essence of our discipline
our impact will enthuse current members, attract in our ability to utilize the connections between
additional members and Certified Professional the water-soil-plant-atmosphere continuum
Soil Scientists, help recruit additional students, to both enhance resilience, and mitigate the
and enhance our profile with our stakeholders. environmental stressors, while highlighting
An updated business model will ensure future the strong connection to human health. The
financial stability. tagline reflects our commitment to an externally
focused, collaborative effort to help address
issues of great social importance.S S S A St r at e g i c
Vi s i o n
and recommendations for impact
ASA Strategic Plan CSSA Strategic Plan SSSA Strategic Plan
Board led, member input
Grand Challenge Task Force
ASF Plan Connect with Boards
Recommendations to the Boards
Partnerships
Internal and external organizations Cross-society Objectives
Partnerships
Grand Challenge
Governance Implementation
Accounting Partnerships
ACSESS Staff
Certifiation
Communications
Education
IT/Operations
Meetings
Membership
Science Policy
Expected Outcomes
Internal External
Focus on strategic intent Recognition and connectivity
Inclusivity and diversity Awareness and recognition
Culture of innovation Influence (policy, industry, conservation, public)
Member/certified professional energy Impacts to ag/environmental outcomes
Organizational design — new functions Partnerships/collaborations
Leadership development and strong governance Science literacy
New entities to support functions Broader support for science and development
Business stability — financial security
Figure 5. Schematic of the Tri-Societies’ Strategic Plan structure and expected outcomes.A p p e nd i x A
Strategic planning process and timeline
Plan Development Process
J
F
M
A
M
J
J
A
S
O
N
D
J
F
M
A
M
J
Inputs
• Summary slide deck on vision/expected outcomes
• June flip chart meeting notes
• Mission, Vision, Values document
• Landscape analysis document
• Discussion Board topic links
• Individual comments from Board members
• ACSESS Resource requirementsA p p e nd i x B
Soil Science Society of America Board members contributing to this strategic plan:
Ole Wendroth, SSSA President, University of Kentucky
William L. Pan, SSSA Past President, Washington State University
April Ulery, SSSA President-Elect, New Mexico State University
Eric C. Brevik, Education and Practicing Professionals Group SSSA Board Rep., Dickinson State University
David E. Clay, Agricultural Soil and Food Systems Group SSSA Board Rep., South Dakota State University
Aaron L.M. Daigh, Early Career Members SSSA Board Rep.—2017−2019, North Dakota State University
Samira Daroub, Fundamental Soil Science Group SSSA Board Rep., University of Florida
Richard P. Dick, SSSA Past President—2019, Ohio State University
Gregory K. Evanylo, Soil and Ecosystem Processes Group SSSA Board Rep., Virginia Tech
Alan J. Franzluebbers, Agricultural Soil and Food Systems Group SSSA Board Rep., USDA-ARS
Elizabeth C. Gillispie, Early Career Members SSSA Board Rep., West Richland, WA
John H. Grove, Agricultural Soil and Food Systems Group SSSA Board Rep., University of Kentucky
Carrie A.M. Laboski, Agricultural Soil and Food Systems Group SSSA Board Rep., Univ. of Wisconsin-Madison
Rachelle E. LaCroix, Graduate Student Representative, Cornell University
Cristine L.S. Morgan, Fundamental Soil Sci. Group SSSA Board Rep.—2017−2019, Soil Health Inst., Morrisonville, NC
Laurel F. Mueller, Certified Professional Soil Sci. SSSA Board Rep., Soil Services Company, Inc., Forksville, PA
Rachel K. Owen, Graduate Student Representative—2018−2019, Horizon Ag Consulting LLC, Jefferson City, MO
Matthew L. Polizzotto, Soil and Ecosystem Processes Group SSSA Board Rep., University of Oregon-Eugene
Craig Rasmussen, Fundamental Soil Science Group SSSA Board Rep., University of Arizona
Michael L. Thompson, Fundamental Soil Science Group SSSA Board Rep., Iowa State University
Nicholas J. Goeser, Chief Executive Officer (Member, ex officio)
Seth Murray, ASF Board of Trustees Chair (Member, ex officio)
David Myrold, SSSA Editor-in-Chief (Member, ex officio)
Ron Turco, SSSA Program Planning Officer (Member, ex officio)
Soil Science Society of America
5585 Guilford Rd, Madison, WI 53711
www.soils.orgYou can also read
