Strategic Plan

As adopted by the ESA Governing Board in November 2002 and amended in May 2003, the Society's strategic plan is:

Strategic Goal 1 - ESA will serve all entomological specialties through its structure and primary media including periodicals, programs/meetings, and web sites, and will encourage diverse viewpoints. This will be accomplished by:

1. Understanding member and other stakeholder needs,

2. Promoting effective communication within the Society,

3. Creating an atmosphere that welcomes and supports human diversity,

4. Recruiting and retaining members,

5. Ensuring that the Society structure reflects the interests of its members, and

6. Fostering professional and personal development through networking.

Strategic Goal 2 - ESA will lead the science of entomology, both domestically and internationally, through education, scientific exchange, and formulation of public policy. This will be accomplished by:

A.                 Producing high-quality periodicals that include reliable, timely, and scientifically significant research, information, and thought in the field of entomology,

B.                 Conducting substantive and well-planned meetings at the national and branch levels,

C.                 Recognizing and rewarding entomologists for their individual and group professional achievements in or contributions to the science,

D.                 Setting the standard for ethics and ethical conduct within the profession of entomology,

E.                 Encouraging the international exchange of entomological information and expertise and the cooperation with other scientific societies,

F.                  Providing timely information on current entomological topics involving entomological perspectives to the media and policy makers, and

G.                 Encouraging the certification of entomologists and those in affiliated fields.

Strategic Goal 3 - ESA will manage its resources to ensure its future existence and viability. This will be accomplished by:

A.                 Electing talented Officers and Governing Board members who provide responsible fiduciary leadership,

B.                 Ensuring a viable and appropriately staffed committee structure that provides input to the Governing Board, interfaces with the general membership, and reports on accomplishments,

C.                 Maximizing electronic dissemination of job information, meeting programs, periodicals, and other communication with members,

D.                 Pursuing new revenue sources as well as maintaining viable current ones,

E.                 Attracting sponsors to enhance offerings and to underwrite the cost of running the Society,

F.                  Annually balancing revenue and expenses to prevent deficit spending, and ensuring that adequate financial reserves are developed and maintained as a contingency and that these reserves are properly invested,

G.                 Funding only those initiatives that are within the core functions of the Society, and

H.                 Maintaining a quality staff at Headquarters.