Presentation at the APS Leadership Convocation APS ... · Presentation at the APS Leadership Convocation. APS Strategic Plan. UPDATE. February 23, 2013. Kate Kirby. Executive Officer

Presentation at the APS Leadership Convocation

APS Strategic PlanUPDATE

February 23, 2013Kate KirbyExecutive OfficerAmerican Physical Society

APS Strategic Plan

Necessity for Developing a Strategic Plan•Communicate a broad vision for the Society;•Make decisions regarding resource allocation;•Ensure financial stability and sustainability of our core mission

Value of the Strategic Planning Process

•Step back and look at the big picture;•Identify opportunities that we need to take advantage of;•Look at how the external world is changing and how this will affect APS;•Create a sense of common purpose and focus across the organization;•Energize the staff, society leadership & volunteers

APS Strategic Plan

Strategic Plan ‐ 2011• Internally driven, with support of the Presidential Line;• Extensive involvement of the Executive Board, APS Staff, and facilitated by a consultant;

• Plan focusing on the next 5 years

Strategic Plan ‐ 2012• February, Executive Board Meeting – a final draft of the plan accepted

• March – presentation of the plan to the Council• April – Roll‐out of the plan to Unit Leaders at Convocation• May – Roll‐out of the plan to APS members• June – December – Appointment of/Meetings of Task Forces

APS Strategic PlanGOALS & OBJECTIVES

GOAL ONE: To Better Serve the Members• Objective #1: Communications – Improve communication between members, units, governance, committees and APS Staff.

• Objective #2: Membership – Broaden the APS membership to be more inclusive and diverse.

• Objective #3: International Engagement –Attract and serve increased numbers of international members.


GOAL TWO: To Better Serve the Physics Community• Objective #1: Dissemination of Physics – Provide the physics community platforms with which to communicate the knowledge of physics.

• Objective #2: Advocacy and Strategic Alliances –Serve as the principal voice for physics to policy makers at all levels.

• Objective #3: Education & Diversity – Be a leading voice in physics education and diversity programs, creating and partnering in models that can be replicated by other scientific societies.


GOAL THREE: To Better Serve Society• Objective #1: Physics Information and Public Policy – Be the unbiased authoritative source of physics information.

• Objective #2: Outreach – Increase public appreciation of and excitement about physics and its importance to society.

• Objective #3: STEM Education – Provide innovative programs that enhance student physics education for the 21st Century.


GOAL FOUR: To Increase Organizational Excellence• Objective #1: Organization – Become “One APS” –a unified organization that shares a common vision & purpose.

• Objective #2: Financial Stability – Build financial stability across the entire APS, including developing new revenue streams & maintaining a robust business model for publication.

• Objective #3: Development – Undertake efforts to build a comprehensive development strategy that includes a strong annual giving program, fundraising for targeted activities & preparation for a major development campaign.

APS Strategic PlanImplementation

Strategic Plan is largely aspirational

• From Strategic Plan conclusion:… an evolving implementation plan to fulfill the strategic goals and objectives will be developed by the APS leadership, assisted as necessary by the Task Forces and committees of APS members. and APS units and APS Staff

• Updates provided in APS News underthe banner: APS – Moving Physics Forward

• Implementation Information: on APS Strategic Plan website: (www.aps.org/about/strategy/index.cfm)


What we are doing both as APS Staff and involving APS members to meet the Goals and Objectives?

1. Establishing Task Forces

2. Budgeting for Strategic initiatives

3. Undertaking staff initiatives


CHARGE TO THE DEVELOPMENT TASK FORCE1. Examine the strategic goals, current development activities and financial

realities of the APS and propose a comprehensive set of development activities to meet these goals and financial realities.

2. Examine the development activities of other science-oriented nonprofits and identity best practices relevant to the APS.

Malcolm Beasley (Chair) Stanford University

Robert Birgeneau UC, Berkeley

James Bray GE Global Research

Cherry Murray Harvard University

Ray Orbach University of Texas, Austin

Kate Kirby APS Exec Officer

Joe Serene APS Treasurer/Publisher

Darlene Logan APS Development Director

Gary Bjorklund Consultant to T.F.


Brad Conrad (Chair) Appalachian State University

Greg Meisner GM Global Research

Amber Stuver LIGO, Louisiana State Univ.

Tom Baer Stanford University

Megan Comins Cornell University

Cynthia Aku‐Leh Iscience

Jesus Pando DePaul University

Heather Galloway Texas State University

APS Staff Kate Kirby, Trish Lettieri, Crystal Bailey

CHARGE TO THE EARLY CAREER TASK FORCE…Identify opportunities for APS to serve more effectively physicists in the early stages of their careers. …The objective is to help early‐career physicists take their place in the physics enterprise, to facilitate stronger connections of this group to the APS physics community, and to encourage greater engagement of these members as volunteers.


CHARGE TO THE OPEN ACCESS TASK FORCEOpen Access is a complicated issue and poses significant challenges to the current APS publishing enterprise. It is an existential issue for the APS since it impacts the APS mission to advance and diffuse the knowledge of physics as well as the current financial model for the entire organization.

ACTIONS:1. Ensure that APS is well‐positioned to thrive in an OA environment2. Develop a compelling narrative, principles and “talking points” to

articulate the APS position3. Identify, create, coordinate opportunities to communicate to

leaders in government, agencies, science policy makers, publishers, physics community, a set of recommendations on key OA issues

MEMBERS:3 Operating Officers, Presidential Line, Michael Lubell


Additional Task Forces to be created:

•Re‐imagining Meetings – Spring, 2013

•Communications – Spring, 2013

•International Engagement – Fall, 2013

•Industrial Physics – Winter, 2013


Budgetary Challenges

• APS Finances are in good shape• APS journals regarded as first-rate; institutional

subscriptions are stable• Reserves fully recovered from the financial crisis of 2008

• Uncertain times – instability re: Open Access• Whatever happens on OA, hopefully will be gradual• Whatever US govt. decides to do on OA – only affects 1/3 of

APS published papers• Carefully monitoring the situation

• Exploring new revenue sources; development to play a larger role

• Budget work over next 6 months will make room for strategic initiatives

APS Digital Strategy Project

• Better communication with members• Becoming an authoritative source of physics information• Communicating excitement of physics to the public• Branding & marketing APS more effectively – increasing

visibility• Serving and engaging member communities with

information and networking tools (international, students, early-career, industrial)

An effective digital strategy is key to fulfilling most of the Goals and Objectives of the Strategic Plan:


• APS websites across organization have grown organically• Social media likewise• Need a plan to keep these digital channels coordinated –

losing opportunities if we don’t• Website content needs to be responsive to mobile

platforms• Content should be searchable across entire organization• Cumbersome sign-ons to multiple systems (member vs.

journal)• ….. (favorite pet peeve!)

Currently:


• Highlight APS as a modern organization

• Create increasing value for members and the community

• Expand the reach of user engagement

• Position APS as a relevant and vibrant hub of discussion in physics

APS IT Departments teamed with consultants to aid in the development of a Digital Strategy (Final Report presented January 2013)

APS needs a society-wide Digital Strategy to serve as a framework for all digital communication, based on a User-Centric Focus and a “One APS” perspective


• Web site strategy (all APS sites)• Mobile strategy• Social media strategy

Components of the plan include:

Implementation Challenges:

• Integrating the technical infrastructure• Establishing society‐wide standards for social media, mobile web, cross‐web navigation, etc.

• IT staff limitations: time, resources (hardware, software)• Project prioritization during the technical consolidation


• Showcase “One APS”Increase awareness of APS products and services

• Expand the Reach of the APS Digital ExperienceUse social media and mobile offerings to draw new users into the APS experience

• Optimize the Ease of Engagement with All APS Digital OfferingsImprove the organization and usability of all existing web sites, and provide better integration between web sites

• Present a Clear and Consistent APS Brand

Digital Strategy Goals:

APS Strategic PlanInternal Implementation ‐ Examples

GOAL ONE: To Better Serve the Members

OBJECTIVE ACTION

Communications: Improvecommunications between members, units, governance, committees and APS staff

Expand Unit Convocation to become a “Leadership Convocation” that includes unit leaders, Executive Board and Committee Chairs

Direct mail & HTML email advertising of APS Meetings

Membership: Broaden APS membership to be more inclusive & diverse

Include Chairs of CSWP and COM on APS Nominating Committee and the Committee on Committees.

Membership: Increase the visibility of APS prizes and awards and recognition of recipients

Enhance the Prize & Awards ceremony and reception; inviting press; need involvement of units


GOAL ONE: To Better Serve the Members

OBJECTIVE ACTION

International Engagement: ‐ Attract andserve increased numbers of international members

•International network of “Friends of the APS” and sponsorship of local events

•Meeting content on the web: posting invited talks; video recording plenary sessions

GOAL TWO: To Better Serve the Physics Community

OBJECTIVE ACTION

Dissemination of Physics: ‐ Provide the physics community platforms with which to communicate the knowledge of physics

Workshops at APS meetings to provide media and communication skills for physicists to help in conveying value of physics in daily life.



OBJECTIVE ACTION

Education & Diversity: ‐ Be a leading voice in physics education and diversity programs…

Continue PhysTEC program to train more high school physics teachersand partner with ACS as it launches a parallel initiative to PhysTEC in chemistry teacher education

Develop APS Bridge Program to increase number of underrepresented minoritystudents who receive Physics PhD.s



OBJECTIVE ACTION

Education & Diversity: ‐ Be a leading voice in physics education and diversity programs…

Provide organizational infrastructure for Conferences for Undergraduate Womenin Physics

APS Webinar series to provide information on careers and education


GOAL THREE: To Better Serve Society

OBJECTIVE ACTION

Outreach:‐ Increase public appreciation of and excitement about physics…

Implement an experimental, 3‐year outreach mini‐grant program

STEM Education: ‐ Provide innovative programs that enhance student physics education…

Pilot program initiated to team physicists and teachers of high school physics


GOAL FOUR: To Increase Organizational Excellence

OBJECTIVE ACTION

Organization: ‐ Become “One APS” – a unified organization that shares a common vision and purpose.

Form a Digital Strategy Task Force to develop common, overarching strategy for all APS electronic products

Financial Stability: ‐ Build financial stability across the entire APS…

APS assume responsibility for all publication circulation & fulfillment , and consortia sales & marketing

Documents

Presentation at the APS Leadership Convocation APS ... · Presentation at the APS Leadership Convocation. APS Strategic Plan. UPDATE. February 23, 2013. Kate Kirby. Executive Officer