In 2004 the SSSA Board Developed a Strategic Plan which was approved in 2005. View of the Society at that time was that "S-1 members support streamlining the Board and streamlining the decision process. Much frustration over the difficulty of conducting society business due to the inertia of the decision process."

In 2005, the SSSA and ASA Boards were restructured to be streamlined. The inertia is gone. SSSA has a quick response Board; regular Conference calls and email votes. The B&F and other committees have been restructured to be directly accountable to the Board.

I. The Management Entity
The Management Entity for the Tri-societies is being formed (create a 501c3). We do not have a name agreed to by the 3 Executive Committees. Drafting guidelines for selecting societies to join: financial and budgetary guidelines, evaluation of compatibility, what would qualify for full membership versus associate member societies. The Exec. Board has met with other societies, with at least one society eager to join our coalition.

II. Strategic Plan
SSSA approved a long-term Strategic Plan in 2005 but the other 2 societies did not. A Board retreat was held to assist each society in developing a strategic plan and since our 5 year plan is already about 90% completed, SSSA is also developing a new strategic plan to be approved in 2007.
The new Strategic Plan was posted in the S-1 Newsletter and on the SSSA website.

Goal A: SSSA will be the indispensable resource for enhanced programs and services to its members. (1) Improve graduate/early career recruitment and involvement, and develop more tailored programs and services. (2) Improve SSSA's website as a relevant, valuable benefit to members. (3) Increase value, benefits and marketing to better attract international members.

Goal B: SSSA will be the resource for enhanced programs and services to practicing soil scientists and associated professionals. (1) Increase value and benefits for practitioners. (2) Develop a comprehensive outreach program. (3) Develop active training and educational programs, and soil science certification exams.

BoD passed a motion at the November 12 Board meeting to form a Task Force to address Goal B, Strategy B1, and B3 with focus on soil science certification. Chair and members are being solicited.

Goal C: SSSA will be recognized as the most powerful advocate for soil science. (1) Organize a strategy session to develop plans for incorporating soil science into university curriculums. (2) Contact NASULGC to establish a strategy session to address the decline in soil science positions in academia. (3) Develop and design K-12 curriculum resources.

BoD passed a motion during October 4 conference call to form a Task Force to address Goal C, Strategies C1 and C2 John Havlin will Chair the Education Task Force and members are being solicited.

Goal D: SSSA will be financially secure and capable to carry out its strategic direction and vision. (1) Develop broad based endowment funds in support of education, advocacy and outreach. (2) Leverage the Smithsonian exhibit to support endowment efforts. (3) Increase non-dues income from SSSA's programs and services. (4) Increase grant, foundation and contract support for SSSA initiatives.

Goal E: SSSA will partner in a coalition of scientific societies to advance sustainability. (1) Develop plans for holding "independent" joint meetings with other societies. (2) Pursue forming a coalition of National Resource Societies. (3) Pursue development of joint publications with other societies. (4) Continue to reshape SSSA's infrastructure and facilities to be more inviting to a coalition of societies.

BoD passed a motion at the November 12 Board meeting to form a Task Force jointly with ASA and CSSA Boards to address Goal E, Strategy E1 with focus on implementing changes to how the annual meetings are held. Two members from SSSA are solicited.

Goal F: SSSA will be known for its innovative infrastructure that advances and sustains its success. (1) Develop a leadership development and succession planning program. (2) Reevaluate the divisional representation on the Board and restructuring the nomination procedures. (3) Review the Board's oversight of the strategic plan. (4) In conjunction with ASA and CSSA, implement a management entity and insure it supports implementation of the strategic plan.

III. Other Items

A. WCSS
Had 2133 registered with 2636 papers presented. Lower turnout than expected especially by SSSA scientist. We were in the black financially with about $40K profit.

B. Editor-in-Chief Report
Publications are pretty healthy. We are losing library subscriptions as are most all journals.
Taking measures to decrease cost, such as we are doing our own in-house publication of journals. The journal format has changed which saves about 1 page per article.

Open Access:
Currently, society publications (pdf) cannot be posted on websites for 18 months. If Lieberman bill passes, any research conducted with federal funds will be immediate open access.

C. Meetings

2008 we are going to Houston instead of Chicago who double-booked us. We are now subcontracting to Conference Direct to arrange meetings for us at better rates and they have access to a wider range of cities.

2009 we are going to Pittsburgh.