Business Plan

Approved by Council May 21, 2013

The Geological Association of Canada commenced long-term business planning in 2008 with the approval of its first five-year plan; the objective being to provide a long term framework for annual operational planning. In the next business plan period of 2013-18, GAC faces many of the same challenges and opportunities that dominated the previous planning period, plus new issues emanating from continuing change in its operating environment. The principal challenges that GAC now faces are; how to maximize its’ contribution to earth science, how to maintain the association as a vibrant and healthy organization and how to do this in the face of continuing economic and demographic change.

Vision: GAC’s vision is to be a multidisciplinary scientific society that leads the entire scope of the geosciences in Canada; that fosters the development of world class geoscience research; and that promotes the wise use of geoscience in public, professional and academic life.

Strategic Outcomes

Outcomes are proposed that over the long term lead to realization of the GAC vision

Long Term Outcomes (after 2018):

•    GAC is viewed as representing the Canadian earth science community in the key thematic areas of hard and soft rock geology, geochemistry, economic geology, environmental geoscience and hydrology

•    Geoscience researchers actively compete for GAC recognition.

•    GAC  publications are viewed as an authoritative voice of geoscience researchers.

Short and Intermediate Term Outcomes (2013 -  2018):

•    GAC is recognized as a key partner in advancing geoscience research

•    GAC supported materials are widely used in the formulation of public geoscience policy

•    GAC is viewed as representing the Canadian geoscience community in key traditional thematic areas of hard-rock and soft-rock geology.

Business goals

In order to advance the strategic vision and outcomes of GAC, the organization commits to achieving certain measureable business goals.

1.    Advance GAC’s contribution to Earth Sciences
a.    Continue to develop GAC as an organization with broad appeal to student and professional geoscientists in all disciplines of earth science and in all areas of Canada (Metric: increase membership in traditional disciplines by 2015; increased membership in non-traditional disciplines by 2018) 
b.    Strengthen the Annual General Meeting (AGM) as a leading forum for the presentation and discussion of national and international earth science (Metric: increased registration at AGM by international scientists)
c.    Continue to develop GAC publications, particularly Geoscience Canada as leading contributions to knowledge (Metric: Geoscience Canada achieves achieve a Thompson Reuters Impact Factor of 1 by 2018.  If appropriate, GAC book publications become entirely digital by 2018)
d.    Enhance student development through continued investment in scholarship and student development programs, especially programs that promote student involvement in the resource and environmental sectors (Metric: Increased number of opportunities for students to participate; increased number of joint GAC-industry student programs; increased number of students participating in GAC programs)
e.    Improve communications with industry and continue to build on programs that promote student involvement in the resource and environmental sectors (Metric: increased sponsorship, increased membership)

2.    Strengthen GAC’s Governance and Management
a.    Ensure continued financial viability (Metric: Over the next five years , GAC maintains at least an average balanced budget.
b.    Increase participation of sections and divisions (Metric: Enhanced involvement of Sections and Divisions in GAC activities, e.g. AGMs; revival of moribund Sections and Divisions in longer term) 
c.    Improve GAC’s organizational capacity, for example through investment in new information technology and human resources (Metric: IT and website systems are maintained and kept up to date)
d.    Improve GAC governance through strengthening the ability of headquarters to manage GAC affairs, possibly through the addition of an executive director, and through improvements to Council’s structure  (Metric: Prepare budget requirements and job description for executive director position and implement if financial circumstances permit)

3.    Enhance GAC’s leadership role in the Canadian geoscience community
a.    Lead collaborative efforts aimed at providing a common voice for Canadian Earth Sciences, including participation in the Canadian Federation of Earth Sciences  (Metric: increased collaboration by other Canadian specialist societies in joint activities)
b.    Continue to provide professional development opportunities for Canadian geoscientists, (Metric: maintain number of short courses, field trips and professional development opportunities sponsored by GAC)
c.    Increase public awareness of outstanding geoscience achievements recognized through GAC’s system of medals and awards (Metric: mention of award winners in mainstream and digital media)
d.    Maintain outreach activities and public awareness of geoscience (Metric: maintain number of activities)
e.    Contribute to public, media and government understanding of critical earth science issues (Metric: Increased contact requesting GAC input into public policy questions  by public geoscience organizations)

GAC will meet its goals and objectives through continued development and enhancement of its existing outputs and activities

-    GAC Annual meeting symposia, special sessions, short courses and field trips
-    Book publications, Geoscience Canada and Geolog
-    News Releases
-    Lecture Tours
-    Nuna Conferences
-    Public outreach materials
-    Public lectures
-    Newsletters
-    Educational programs

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