Strategic Plan

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#1: Growing the ANREP leadership.

• Goal: Increase the internal leadership capacity of ANREP.

• Specific actions to implement in the next few years:
• State champions will conduct meeting of membership and interested individuals to identify key NR (Natural resource) issues and leadership for those issues.
• State champions will participate as members of state JCEP.
• Development of a mentoring system for leadership positions, committees and new members. (State champions could be the link for the latter; provide initial training)
• Provide leadership/management training to Executive Board and Committee/Group leaders.
• Provide leadership training assistance for ANREP members.
• Encourage multiple leadership roles; i.e. short term working/interest groups, ad hoc committees, etc.
• Asset mapping membership skills to bring people into leadership niches.
• Develop a system of rotational leadership and provide written institutional memory of conference planning, state champions, committees, leadership job descriptions, important due dates, etc.
• Encourage development of state chapters in every state.
• Results and Milestones:
• Mentoring system established.
• State Champions hold membership meetings in home state.
• Develop baseline and track expanded leadership.
• Provide leadership development.

#2: ANREP will grow its membership without losing its identity.

• Goal 1: Clarify who we in ANREP are and what we value as a professional organization.
• Specific actions to implement in the next few years:
• Revisit Article II of the by-laws to ensure they follow the SMART Goal model.
• Results and Milestones:
• Clear understanding of ANREP's purpose and values; with endorsement of full membership.
• Resources needed:
• Existing materials used (brochures, by-laws).
• Review and monitoring process:
• Board and membership will have opportunities to view and react to each draft.
• Goal 2: Spread the word to other organizations that share our vision and values.
• Specific actions to implement in the next few years:
• Develop marketing strategies using ANREP values as the core.
• Initiate dialogue with CDA and CDS to identify shared values.
• Development of promotional video describing ANREP.
• Results and Milestones:
• Increased membership by an as yet undetermined percentage.
• Increased "buy-in" by membership.
• Improved ability by members to address critical issues.
  

#3: ANREP will respond to emerging disciplinary issues.

• Goal: ANREP develops mechanisms by which to identify, clarify, and prioritize natural resource issues and disseminate this information in an efficient and effective manner.
• Concerns: Issues that are emerging and issues that are unexpected (e.g. September 11): need to prepare for both events.
• Specific actions to implement in the next few years:
• Develop an emerging issues on-line information center accessible through ANREP web site. Information center will provide up-to-date information on natural resource issues, policy, and research, using materials submitted by the membership. Identify emerging NR issues.
• Prioritize issues recognizing these will change.
• Separate issues by state, region, national.
• Determine information gaps; begin filling gaps.
• Information will be updated weekly, and archived for continued access.
• Responsibility and roles:
• Development of a Critical Issues Information ad hoc committee, responsible for gathering information and identification of information gaps. (Committee to be formed at ANREP National Conference June 2002?)
• Volunteer from the membership (ad hoc committee chair?) will maintain the web site for a determined time period (one year or 6 months).
• Review and monitoring process:
• Monitoring will be on going and reported by Critical issues Information committee to the Executive Board.
• Effectiveness and use of web site will be reviewed during ANREP annual strategic planning meeting.

# 4: ANREP will engage and involve its membership.

• Goal: ANREP membership will be actively involved in the activities of the association that is contributory to the mission and goals.
• All committees fully staffed, functioning and communicating with the general membership.
• Executive committee and committee chairs.
• 95% of members will renew their membership each year. Membership chair & executive director.
• 20% will be fulfilling a committee assignment. Committee chairs.
• All new or delinquent members will be contacted directly by a knowledgeable ANREP member to engage them in committee or leadership opportunities. State champions and regional representatives, President in letter to new members.
• Program to educate all members about opportunities and foundations of ANREP. (Send talking points, explanation of committee responsibilities to all members.) Membership chair.
• Develop a mentorship program for all new members and update database to reflect disciplines of all members. 50% of new members in a year will have an interaction with an existing member. Create Mentorship Committee, starting with a chair.
• 75% of membership will attend biannual conference. Executive director.
• Track what number of conference attendees become members within 3 months after the conference. Executive director

#5: Satisfying ANREP membership goals while maintaining its diversity.

• Goal 1: Synthesize what the key membership goals are for ANREP, and from this determine strategies to satisfy member goals.
• Specific actions to implement in the next few years:
• Utilize membership assets and desires to assist with the organization to further these goals (encourage members to act on their desired goals)
• Develop a reassessment process of membership goals that could be implemented every 3-5 years
• Goal 2: Encourage members to venture inside and outside strong disciplinary boundaries
• Specific actions to implement in the next few years:
• Provide networking opportunities at national and regional conferences, including both formal and informal arrangements.
• Provide professional development opportunities for the membership; workshops, multidiscipline led field trips, pre-conference sessions, etc., with offerings listed on web site.
• Encourage sharing of program ideas between the States; provide a venue where we can learn from each other, such as interactive web sites, archived newsletter articles, ANREP and NREM flagship programs that lead to interaction. Perhaps a subject based approach.
• Address funding burden of membership travel to professional meetings such as JCEP, PILD, etc.
• Solidify the benefits of membership (over non-membership): i.e. professional networking, political status of ANREP, opportunity to present work at a professional meeting, etc.
• Celebrate accomplishments on a regular basis.
• Allow for discipline association meetings during conference.
  

#6: Increasing ANREP's influence of NR Extension program budgets and directions at local, state, regional, national, and international levels

• Goal 1: Identify and enlist support from external stakeholders/clientele to influence Administration.
• Specific actions to implement in the next few years:
• Develop impact statements by major subject matter (forest resources, wildlife, environmental education, etc.)
• Create a committee with responsibilities over this action.
• Develop a database accessible on the Internet that is searchable and printable, for high impact NR Extension programs
• Expand relationships with key partners (Forest Service, Fish and Wildlife, National Parks, EPA, etc.).
• Goal 2: Continue to effectively align with political structures (JCEP, ECOP, Galaxy, etc.) to maintain momentum
• Specific actions to implement in the next few years:
• Encourage membership involvement with these organizations; help to support membership attendance at meetings, with possible financial aid (?).
• Clearly define to membership ANREP's role with regards to these organizations; develop an informational fact sheet detailing how these relationships operate.