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Notes from the SCAR President, number 26 (19 July 2010)
SCAR Strategic Plan – Part 3
Colleagues,
The process of revising the draft Strategic Plan has begun in order to provide a next draft for our meetings in just two weeks. However, to encourage continued input and consideration of the draft Plan, I provide this and one more Note covering the final sections of the draft Plan (Rev. 4.1). The comments to date have been extremely useful and will result in a major revision and focusing of the document. In particular, superlatives will be greatly reduced; generic statements minimized; current status and re-caps of history will be condensed, deleted or moved to footnotes and appendices; and overall the document will be much more forward looking. In this next draft the document will be significantly reduced in length (closer to the original goal of 12 to 15 pages) and the text made more concise. The guiding questions provided in these Notes will be summarized and provided for discussions of the Strategic Plan during the biennial meetings to encourage input and further comment as we move to a final, consensus document.
In this note, the Capacity, Building, Education, and Training; Communications; and Organization sections are dealt with.
Capacity Building, Education, and Training - SCAR is dedicated to developing the capacity of all of its members to ensure that each has the ability to achieve their potential. SCAR has a special interest in assisting students, early career scientists, and underrepresented groups in polar science and new or emerging national Antarctic programs. SCAR promotes and facilitates the incorporation of Antarctic science into all levels of education. To enable all in the SCAR family to participate in, contribute to and benefit from SCAR's activities, SCAR works to enhance the research capacity of all of its members through programs such as fellowships, awards, visiting professors, and outreach. This mission has become more important as SCAR membership has increased in recent years and it has been enhanced recently by its partnering with the Association of Early Polar Career Scientists (APECS).
Guiding Questions:
- Is this aspect of the SCAR mission given adequate attention? How important do you see this aspect of the SCAR mission?
- Are the funds provided adequate to accomplish the goals and in concert with the importance of these activities?
- Are the current activities in this area effective? How might they be made more effective?
- Is the mix of activities appropriate? What other activities, programs, or efforts might be implemented?
- Should external funds be pursued to support these efforts? Do you know potential sources of external funds for CBET?
- Are there more effective ways to partner with APECS?
Communications - SCAR strives to effectively communicate internally and externally with its many stakeholders. SCAR is committed to the utilization of the latest technology to ensure timely and frequent contact with its various constituencies. SCAR recognizes and appreciates the international, cultural, and linguistic diversity of the community it serves as an organizational strength.
Guiding Questions:
- Is current SCAR communication adequate and effective? If not, how can this be improved?
- Are there technologies SCAR is not making good use of? What are they?
- Is the current mix of communication tools – newsletters, emails, website, etc. adequate? What aspects could be improved?
- Is the SCAR website useful to you? If not, how can it be improved?
- How can SCAR improve communication with and thus participation by National Committees?
- What additional things can SCAR do to facilitate your communication internal in your country?
- Does SCAR effectively communicate its science to a broad and non-scientific audience? How can that be improved?
Organization - SCAR is a non-governmental, interdisciplinary scientific body of the International Council of Science (ICSU) and a charity. As a registered charity, SCAR operates under a Memorandum of Association and Rules of Procedure. The SCAR Executive Committee serves as the Board of Directors of the charity. SCAR accomplishes it works through a number of subsidiary bodies including Action, Expert, and Program Planning Groups; Standing Scientific Groups and Committees; Scientific Research Programs; Delegates Committees, and an Executive Committee. Final decision-making authority resides with the members' Delegates by unanimous consent and the Executive Committee is empowered to act on behalf of the Delegates. The business of SCAR is conducted at biennial meetings that include subsidiary body meetings, scientific group business meetings, an Open Science Conference, and the Delegates meeting. SCAR science is proposed and planned by Program Planning groups, managed by Standing Scientific Groups, and organized as Scientific Research Programs. Scientific quality is maintained through regular, rigorous internal and external review. Scientific decision-making is informed by workshops, symposia, standing scientific groups and programs, and the scientific community. SCAR subsidiary body leadership is selected by a combination of elections and appointments. The administrative functions and external relations of SCAR are administered by the full-time Secretariat staff and Standing Committees organized around each facet of SCAR's mission (i.e, advice, finances, education and outreach, etc.). The organizational structure adopted in response to the review of SCAR has proven beneficial and no major structural or procedural changes are expected while minor adjustments will be made to improve efficiency, inclusiveness, and responsiveness. Independent, external review of the organization is conducted at regular intervals.
Guiding Questions:
- Is the current overall structure of SCAR operating efficiently? If not, how could it be improved?
- Is the SCAR subsidiary body structure effective? Are the Rules of Procedure clear and workable? Does it need restructuring?
- Are there better models for organizational structure? If so, what are they?
- Are the SSGs functioning well? Is the disciplinary umbrella for each SSG appropriate?
- Do SCAR subsidiary bodies cover all important aspects of Antarctic science? Which are not covered, and should they be?
- Are the SRPs functioning well? How might they be improved?
- Are the Secretariat and ExCom properly exercising their authority?
- Are there ways to invigorate and involve the Delegates level committees? If so, what are they?
- Can efficiencies be realized by reducing the number of groups and committees,? If so which ones could be eliminated or combined?
- Is the process adequate to ensure turn-over and renewal of programs and activities on a regular basis?
Given the short time to the biennial meetings, I will end this Note here. I want to once again re-enforce the importance of participation in this strategic planning process. In some ways the p[process is as important as the final document as it gives us an occasion to think about who we are as an organization and where we are going. It is also a time for re-dedicating ourselves to our partnerships and to those things we cherish most about working in Antarctica. I hope that everyone takes this opportunity to provide the best advice and thinking as we plan for the future.
Chuck Kennicutt
President of SCAR
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