Purpose and Strategic Plan

 
Three-Year Strategic Plan
(Effective FY 2009-2010 through FY 2011-2012, adopted by the Board on July 17, 2009)
 
Purpose
Maximize the geoprofessions’ importance and value to the marketplace.
 
ASFE will accomplish this purpose by helping geoprofessional firms achieve recognized excellence in business and professional practice, and through advocacy, education, and collaboration.
 
Geoprofessional Firms
Geoprofessional firms provide geotechnical, geologic, environmental, construction materials engineering and testing, and related professional services.
 
Values
  • Professionalism
  • Responsiveness
  • Openness and trust
  • Business focus
  • Enjoyable relationships
 
Context
  • Marginalization and commoditization have surpassed loss prevention as the most critical business issues challenging the welfare and survival of the geoprofessions.
  • ASFE must respond to, and reflect, this change in the business environment to remain highly valuable to its members and maintain its unique position in the market.
  • Loss prevention remains important and is a key defensive component of the organization’s business practices focus.
  • Addressing marginalization and commoditization will require a strong, proactive offense.
 
Vision

 

When Strategic Plan Is Achieved
Without New Strategic Direction
  • Membership growth
  • More resources for ASFE and for members
  • Enhanced relevancy and life span of ASFE
  • Increased influence in the profession
  • Recognition of ASFE as an important resource
  • Improved morale and self-image for members
  • Improved external image of ASFE and the geoprofessions
  • Better profession
  • Stagnant, legacy-only organization
  • Lose members
  • Die slow death
  • Worse marginalization and commoditization

 
Three-Year Strategic Goal
We have enthusiastically embraced our new purpose and implemented necessary organizational changes. We have engaged allied organizations and clients, and our membership is growing.
 
Elements
(to Achieve Vision and Strategic Goal by Spring 2012)
 
Embrace New Purpose
  • The membership is highly enthusiastic about and promotes the new purpose and strategic direction.
  • We have institutionalized a process to use the Strategic Plan as a key driver of the organization.
  • We have ongoing communication with member firms and annually solicit their feedback on the value of the organization.
  • We have evaluated use of the ASFE name and made necessary changes, and are promoting the new purpose and brand identity.
Organizational Alignment
  • We have reviewed ASFE’s structure from top to bottom to align operations with the new purpose.
  • We have evaluated and made recommendations for adjusting the current committee structure so that committee resources and focus are consistent with the new purpose.
  • A task force including past presidents has reviewed ASFE management and administration and made recommendations.
  • We have reviewed ASFE “stuff” and programs for alignment with new purpose.
Membership
  • We have improved our membership relations and communication.
  • We are gaining a better understanding of our membership’s profile and are tracking and evaluating their committee activities, meeting attendance, involvement, and resource usage.
  • We are employing a membership recruitment strategy that incorporates our new purpose and achieves the desired member profile and growth rate for continued success.
Allied and Client Organizations
  • We have engaged allied organizations that believe in and can help us achieve our purpose.
  • We are educating and influencing clients individually and via their organizations.
  • We are applying communications tools to engage allied organizations and clients.

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