AIPG Strategic Plan

 AIPG STRATEGIC PLAN
Revised
July 13, 2009

Introduction

The American Institute of Professional Geologists (AIPG) and the profession of geology have changed since the founding of the organization in 1963. The profession has seen the growth of the disciplines of hydrogeology, environmental geology, and water resources in addition to the continued importance of the petroleum and resources industries. With these changes has come state licensure, and the appropriate shift in AIPG’s focus to one of advocacy and professional development. The purpose of state licensure is to protect the public, whereas a primary purpose of AIPG is to advocate for geologists and the profession of geology. The foundation of AIPG’s advocacy and professional development efforts is competency, integrity and ethics, and the CPG credential continues to be an important element of AIPG’s Mission. That Mission, however, has become more broadly based as the profession has diversified.

The 2009 revisions to the Strategic Plan reflect these changes within the Institute. The primary objective to fulfil our Vision and Mission is to provide value to our members. The secondary objectives also are important and will be realized through successful implementation of providing value.

Specific Actions, described in the 2001 Strategic Plan, have been maintained, but moved to the appendices for ease of Strategic Plan review.

In order to keep pace with the profession, the Strategic Plan shall be reviewed in its entirety no less frequently than every five years and a new draft of the Plan shall be developed by and approved by the Executive Committee as a result of that review.

The Vision

Geologists will value the American Institute of Professional Geologists (AIPG) as the preferred Association that provides leadership, support, and opportunities for career development and professional success of its members.

The Mission

The mission of the American Institute of Professional Geologists (AIPG) is to be an effective advocate for the profession of geology and to serve its members through activities and programs that support continuing professional development and promote high standards of ethical conduct.

Strategic Objectives

Provide value to members by:

1. providing advocacy
2. providing certification
3. strengthening sections to meet local needs
4. providing and supporting education of the public

Meet AIPG business and monetary goals by:

1. increasing membership
2. diversifying sources of and increasing revenue

Provide Value To Members

Goals:

• Provide demonstrable value to members through opportunities for continuing education, including annual meetings and seminars.
• Work jointly with the AIPG Foundation to ensure growth of financial resources necessary to support development and expansion of a distance learning program.
• Seek new opportunities to provide value to members.

Objective 1: Providing Advocacy

Goals:

• Promote the profession of geology to the general public, elected officials as well as other decision-making individuals or organizations.
• Advocate for the inclusion of the profession of geology and geologists in applicable local, state, and federal legislation.
• Intervene as appropriate with regulatory boards and agencies on behalf of individual geologists as requested.

Objective 2: Providing Certification

Goal:

• Continue to certify geologists based on their demonstration of competence, integrity, and ethical conduct.

Objective 3: Strengthening Sections to Meet Local Needs

Goals:

• AIPG National President to communicate annually to AIPG Section Presidents that each Section has a responsibility to have at least one member attend the Annual Meeting to provide information on the Section’s activities.
• Strengthen the Sections.
• Encourage Section members to be more active at the National level.

Actions:

• Actively recruit new leaders from the membership.


• Work with the officers and key members in weak Sections to help improve status quo and find leadership.
  • Executive Committee or National officers visit weak Sections.
  • Formulate a leader identification program aimed at finding persons interested and enthusiastic about jump-starting a Section.
  • Develop a Section meeting guide book with program ideas and material sources.
  • Set up web sites for weak Sections as a way to help them get active.
     
• Consider virtual meetings / web-based meetings, such as chat rooms, blogs, and message boards.
  • Ask for volunteers to research and help develop such a system.
     
• Conduct membership drives with incentive or rewards for successful Sections.
  • National Membership Committee to develop a membership drive program for implementation every five years.
     
• Highlight strong or growing Sections on a special page within TPG.
  • Have a Section officer fill out a questionnaire regarding the history, traditions, programs of that Section include photographs of interest and website info.

Objective 4: Providing and Supporting Public Education

Goals:

• Raise the general public’s awareness of geology and geologists, and the services we provide to maintain and improve their standard of living.
• Work jointly with the AIPG Foundation to ensure growth of financial resources necessary to support public education and advocacy.

Meet AIPG Business and Monetary Goals by

Objective 1. Increasing Membership

Goals:

• Increase total membership each year.
• Maintain total number of CPGs.
• Grow Student Chapters.

Actions:

• Promote membership growth at the Section level.
  • AIPG National officer to send letter to each AIPG Section President and Membership Committee Chair setting out expectations, suggestions, and encouragements for them to promote recruitment.
  • Membership drive with incentives for winning Sections
  • Appeal to each existing member through e-mails, TPG and telephone network to be responsible for recruiting one new member each year.
  • National officers or Executive Director visit struggling Sections.
     
• Broaden the base of membership to include non-traditional geologists and geoscientists.
  • Consider name change to American Institute of Professional Geoscientists.
  • Consider redefining CPG qualifications to address the diversification of the profession.
     
• Increase the visibility and attractiveness of AIPG.
  • Advertise in publications of other organizations.
  • Improve the Annual Meeting to attract larger numbers of members.
  • Promote use of seal and display of logo and promotional items.
     
• Acquire or merge with other professional organizations making AIPG the surviving organization.


• Use other competing organizations (professional and licensing boards) as a source of new members.
  • Attend National Meetings of other organizations and set up AIPG booths.
  • Promote the unique role of AIPG as a complement to other memberships in technical-based organizations.
  • Obtain membership lists and rosters of registered professional geologists from organizations and state boards and produce mass mailings or other communications.
     
• Avoid loss of existing members.
  • Communicate through e-mails.
  • Send TPG electronically in several transmissions to make more frequent contact with the sections.
  • Review procedures for dropping non-renewals and late paying members. Ensure that we are sending the right messages to those who are not responding to initial dues statements.
  • Send letters to new student members encouraging them to maintain their membership; allow them to pay for multiple years in advance.
     
• Encourage former members to return.
  • Find out why members leave AIPG by sending letter of inquiry or have Section officers call.
  • Encourage Sections to contact National for assistance and to request assistance when needed.

Grow Student Chapters

Actions:

• Identify within each Section one or two universities where Student Chapters could be successful and attempt to establish them.
  • AIPG National Vice President to include inquiry about universities and student chapters in contacts with sections.
  • Have Advisory Board Representatives and officers each responsible for at least one Student Chapter contact and attempted kickoff meeting each year.
  • Work with established geology clubs or other student groups.
  • Encourage sections to sponsor at least one student member from each Student Chapter in their Section.
     
• Award student officers of active Student Chapters (e.g., paperweight or plaque and picture in TPG).


• Send a letter to each student member that explains the benefits of membership in AIPG.


• Promote job search and placement services through networking of members.


• Develop a special section on website for student issues, and those wanting to post their resumes.


• Profile Student Chapters in TPG.

Objective 2. Diversifying Sources of and Increasing Revenue

Goals:

• Increase percentage of non-dues income each year.

Actions:

• Promote continuing education opportunities and distance learning as a source of revenue.
  • Add revenue generating continuing education programs/courses annually.
  • Increase the number of persons participating in an AIPG continuing education program each year.
  • Have a continuing education program that is self-sufficient and profitable.
  • Advertise AIPG conferences in applicable trade publications (e.g., petroleum and well logging classes in AAPG Explorer, landslide class in AEG publication, water resources or remediation-related classes in NGWA publications).
     
• Increase revenue from advertising and sponsorship of TPG.
  • Solicit suppliers, vendors and corporations for advertising in TPG.
  • Contact suppliers, vendors and corporations for sponsorships of meetings and programs.
     
• Seek grants and donations.
  • Identify programs where government grants or private foundation funds could be used.
     
• Use Annual Meetings and seminars as revenue sources.
  • Develop a strong, consistent Annual Meeting through National involvement with higher expectations, an enticing locale, large sponsorships and high attendance.
     
• Advertise services and merchandise that can be sold profitably by AIPG.


• Seek and evaluate potential new revenue-generating services.

Appendix

Implementation

• A copy of the Strategic Plan shall be provided to each member of the Executive Committee at its first meeting following the Annual Meeting each year.
• The Executive Director is primarily responsible for administering the Strategic Plan, but actual implementation will require volunteers from the membership.
• The National President is responsible for establishing agendas and priorities and specific goals that are commensurate with the Strategic Plan and for leading and working with the various committees, officers, and staff in seeing that goals are being achieved and that actions are occurring in accordance with the Strategic Plan.
• The Executive Director along with the President, immediate Past-President and President-Elect shall review the Strategic Plan as deemed necessary and recommend adjustments to the plan as appropriate.
• The President should provide a report on the progress of implementation of the Strategic Plan to the Executive Committee at its meeting during each Annual Meeting.

The Strategic Plan committee: Chairman Mike Lawless, CPG-09224, Chuck Drake, CPG-11179, Bob Gaddis, CPG-07848, Adam Heft, CPG-10265, David Rhode, CPG-08558, Dan St. Germain, CPG-07858, and Bill Siok, CPG-04773.