appendix - richland ls spr final report - april 2019*as approved by the acs board of directors,...

APPENDIX - Richland LS SPR Final Report - April 2019

1. ACS2019 StrategicPlan2. StrategicPlanningWorksheets 3. GlossaryofStrategicPlanningTerms 4. ACSEightChangeDrivers 5. RICHLANDLSPre-Work Compilation (PG Appendices E-L)6. Proposed StrategiesBrainstorm Results & Vote Tallies7. Project Plan Template8. Richland LS Survey Top Findings Report(PG Appendix M)

*As Approved by the ACS Board of Directors, 11/30/2018 A-1

Section 1 (Original PG Appendix A)

ACS 2019 Strategic Plan*

ACS is a congressionally chartered not-for-profit 501(c)3 scientific society. The Society is committed to being a strong and sustainable organization, maintaining adequate financial resources and adhering to financial stewardship principles that will ensure its ability to accomplish the ACS goals today and into the future.

VISION Improving people’s lives through the transforming power of chemistry

MISSION Advancing the broader chemistry enterprise and its practitioners for the benefit of Earth and its people

CORE VALUES In everything we do, we are committed to the following core values:

Passion for Chemistry and the Global Chemistry EnterpriseWe believe in the power of chemistry and the chemical enterprise to provide solutions tothe world’s most pressing problems. We promote the health of the chemical enterpriseby supporting investments in education, training, entrepreneurship, research, andinnovation.

Focus on MembersWe provide programs, products, services, and experiences that make ACSindispensable to the success of our members and others in the global chemistryenterprise. Celebrating and recognizing the achievements and contributions of ACSmembers is crucial to the Society’s member-value proposition.

Professionalism, Safety, and EthicsWe support and promote the safe, ethical, responsible, and sustainable practice ofchemistry coupled with professional behavior and technical competence. We recognizea responsibility to safeguard the health of the planet through chemical stewardship.

Diversity, Inclusion, and RespectWe believe in the strength of diversity in all its forms, because inclusion of and respectfor diverse people, experiences, and ideas leads to superior solutions to worldchallenges and advances chemistry as a global, multidisciplinary science.


GOALS

ACS will marshal its unique resources to:

1. Provide Information SolutionsDeliver indispensable chemistry-related information solutions to address globalchallenges and other issues facing the world’s scientific community.

2. Empower Members and Member CommunitiesProvide access to opportunities, resources, skills training, and networks to empower ourmembers and member communities to thrive in the global economy.

3. Support Excellence in EducationFoster the development of innovative, relevant, and effective chemistry and chemistry-related education.

4. Communicate Chemistry's ValueCommunicate — to the public and to policymakers — the vital role of chemicalprofessionals and chemistry in addressing the world’s challenges.


Goal 1: Provide Information Solutions Deliver indispensable chemistry-related information solutions to address global challenges and other issues facing the world’s scientific community. ACS will be the most trusted source of chemistry-related information solutions. The Society will provide products and services including high-quality publications, curated databases, and scientific conferences that advance the practice of chemistry and related sciences. Through customer collaborations, transformative technologies, and industry best practices, ACS will leverage its information products and services to offer the most authoritative and indispensable knowledge-based solutions for chemical professionals addressing the world’s challenges.

Challenges & Opportunities • Globalization of the chemistry enterprise continues, with chemistry-related professionals

increasingly located in emerging markets. Information exchange through online and mobileplatforms and social networking technologies is increasingly supplementing traditionalmedia and in-person networking. These trends provide ACS with an opportunity to diversifyits information offerings with knowledge-based solutions embedded in customers’immediate work environments. Doing so will require us to recruit and train a globalworkforce designed to support the national and transnational activities of ACS membersand customers.

• Open Access publishing mandates by research funders, legislatures, and academicinstitutions are growing in number and influence, as is coordination among advocates forOpen Science. This challenge provides the opportunity for ACS to shape policies andpractices to protect the integrity of the peer-reviewed scientific research literature, and toestablish partnerships to help mitigate the business risk to the ACS as the transition toopen access unfolds.

• Open information sources in the sciences, including chemistry, are increasing. Curation ofcontent is growing in importance, as scientists seek ways to manage and mine expandingsources of disparate information. This provides the opportunity for ACS, particularly CAS,to develop innovative information solutions, including strategic partnership with customersand others.

• Customers’ expectation of more personalized offerings from organizations is growing, as isthe technology that enables such personalization. Predictive analytics enabled by machinelearning and AI (artificial intelligence) technology and supported by semantic ontologies israpidly emerging in the scientific information research space. These trends offer thepotential for ACS to improve its understanding of customer/user behaviors and preferencesand to tailor new information solutions, as well as to refine and adapt current ACS productand service offerings.

• Cybersecurity threats to the collection, distribution, and protection of information areincreasing. This creates the opportunity for ACS to support and participate in technologyinitiatives to develop novel, secure, and user-friendly IP and privacy safeguards, and toengage with industry partners in enforcement actions against detected infringement.


Goal 2: Empower Members and Member Communities Provide access to opportunities, resources, skills training, and networks to empower our members and member communities to thrive in the global economy. ACS will develop and provide resources to enable chemistry-related professionals to succeed in the global scientific enterprise. The Society will support members in their quest for technical competence, a strong ethics and safety culture, and professional advancement. ACS will also help members form and maintain communities worldwide — both traditional, established communities as well as limited-lifetime, self-organizing communities — as they work to collaboratively address the major chemistry-related problems of our time.

Challenges & Opportunities • Decline in Paid Regular Members: High rates of attrition continue to affect membership

organizations.• Industry Membership Drop-off: Whereas membership was once bolstered by members’

industry affiliations, the changing nature of the chemistry enterprise has led to a significantdecline in industry participation.

• Aging and Changing Membership: By 2020 ‘Boomers’ in the workforce will have turnedover by 20% to make ‘Millennials’ the largest working generation in both the U.S. andchemistry enterprise. Millennials value experiences, spend relatively more on experientialconsumption, demand new modes of learning, content consumption, technology, anincreased desire for personalization, meaningful engagement, and other such generationalnuances.

• Globalization: A surging foreign-born, student population earning STEM degrees in theU.S., a potential increase in the global firms immigrating more foreign-born researchers tothe U.S., and continued globalization of science will demand cross-national collaboration,professional migration, and industry supply chains.

• Evolution of the [Chemistry] Enterprise: Technology (such as automation) and increasinginterdisciplinarity are two factors changing the types and roles of chemists, fields of studiesand jobs within the chemistry enterprise giving rise to new needs, skills, and networksrequired by members and practitioners.

• Employers: Employers of chemists are increasingly diverse, smaller, and more service-oriented (for example, contract testing labs or analytical services versus research orinnovation-focused companies).

• Volunteers: Constraints on volunteers (including greater job demands, less time given byemployers for volunteer activities, and expectations of 24/7 connectivity) warrant new toolsand support to facilitate volunteers’ work and grow their ranks.

• Alliances: ACS alliances to advance mutual goals—including with ACS technical divisions,local sections, international chapters, and peer societies—are increasing in importance.


Goal 3: Support Excellence in Education Foster the development of innovative, relevant, and effective chemistry and chemistry-related education. ACS will support reforms and initiatives that result in highly effective chemistry education, safer laboratory practices, and the preparation of technically competent, ethical, and competitive chemists ready to address global challenges. Through formal and informal educational resources, instruction, and mentorship, ACS and its members will encourage principles of safety and ethics throughout pre-college, undergraduate, graduate, and post-graduate education. The Society will promote the development and dissemination of evidence-based practices in chemistry education and professional development to foster a scientifically literate citizenry and ensure a highly qualified chemical workforce.

Challenges & Opportunities • As the STEM community seeks to address systemic challenges in educational reform, the

chemistry community can be a key partner, pursuing collaborations that involve otherSTEM disciplines and organizations, along with experts in education and social science.

• In a rapidly changing educational and professional development landscape, chemistryeducators need assistance in developing relevant courses, measuring skills, usingtechnology effectively, assessing learning, and preparing students for a global workforce.

• As chemistry becomes more interdisciplinary, subject mastery is redefined, and the use ofstandards and competencies expands, science and engineering practices along withenhanced professional skills instruction need to be incorporated into chemistry programsand assessed.

• As educational programs work to build a culture of safety, resources for implementingeffective practices and guidelines in classrooms and laboratories are needed.

• With the expansion of research on mentoring and career development, research-basedpractices need to be utilized across the educational and career levels.

• Efforts to prepare and support K-12 teachers and higher education faculty can beenhanced by high quality professional development and mentoring in a chemistry context.

• Increased access to online educational programs and resources is requiring a change inthe way that information is delivered, experiences are facilitated, and learning is assessed.

• With the growing political and social unrest, global efforts are needed to promote theimportance of STEM education and encourage strategic investments.

• ACS is positioned to serve as a resource for addressing issues in science and technologyeducation through a multitude of education, public policy, and outreach activities.

• Despite increasing awareness of the importance of having an active safety culture in theworkplace, some practitioners may see safety as interfering with success.


Goal 4: Communicate Chemistry's Value Communicate — to the public and to policymakers — the vital role of chemical professionals and chemistry in addressing the world’s challenges. ACS will lead in communicating the value of chemistry. The Society will also encourage and support the active participation of members in public outreach efforts by providing training, connections, venues, and other assistance. In collaboration with other professional organizations ACS will advocate for support for science, engineering, innovation, and chemical stewardship. Through its advocacy efforts, the Society will encourage the creation and retention of chemistry-related jobs.

Challenges & Opportunities In the information age, an overwhelmed public often fails to understand the extent of

chemistry’s positive impact on people’s lives and accepts inaccurate sound bites or opinion as fact.

Enhancing public science appreciation and literacy is difficult and expensive to measureand achieve.

Expanding partnerships with other groups involved in improving public appreciation ofscience and engineering present an opportunity for greater impact.

• Scientists, engineers, and others can be encouraged to lead in communicating howchemistry can solve global challenges and improve people’s lives.

• Global economic and government budget constraints impact research output, demand andmobility.

Increasing politicization of science could negatively impact U.S. government support ofscience policy, scientific research and scientific education.

As the world’s population increases, natural resources are under pressure, exacerbated byclimate change. Chemical sciences and engineering are increasingly central to solving global challenges in energy, environment, water, health and food.

Declining trust in formerly respected institutions presents an opportunity for trustedproviders of scientific information and solutions to play a larger role.

Terms used above:

VISION

Vision statement expresses the desired future state when the Society has achieved its mission. A vision is concise, inspiring, motivating, energizing, core values-oriented, and futuristic by tapping into what we wish the future would be.

MISSION

Mission statement asserts the Society’s and its subunits’ purpose and reason for existing as the ACS in terms of who it is, what difference it will make, what it will do, and how it will do it. It is short, clear, easily understood, and believed in by the members.

CORE VALUES


Core Values are the underlying, fundamental, deeply ingrained beliefs of the Society that guide how all ACS staff and volunteers act and conduct their work to fulfill the ACS mission and vision. Core Values are the essence of the Society’s identity, support the vision, define the ACS culture, and reflect what drives ACS work.

GOALS

Goals are broad, ambitious outcome statements or directional themes to be achieved to advance the ACS vision and mission. These outcome statements serve as guides for the choice of specific objectives and strategies for ACS staff and volunteers of the Society.

CHALLENGES

Challenges are the identified internal weaknesses of the Society and external threats to ACS or its subunits from the Environmental Scan (EScan) of the landscape external to the Society unit in question that need to be considered in formulating goals and objectives.

OPPORTUNITIES

Opportunities are possibilities identified when the Society or its subunits do an EScan of the external landscape and finds these favorable to achieving the ACS mission and goals.

Strategic Planning Retreat Participant Guide

Copyright 2017 American Chemical Society All rights reserved B-1

Section 2 (Original APPENDIX B)

Strategic Planning Worksheets:

Step 1: Define the Anchors

Vision:

Mission:

Core values:

Step 2: Identify External Trends (STEP)

Social Technological

Economic Political

Step 3: Describe Challenges and Opportunities (TOWS)

Threats Opportunities

Weaknesses Strengths



Strategic Planning Worksheets

Step 4: Identify and Prioritize Goals

Goal Impact Resource

o H-M-L H-M-L

o H-M-L H-M-L

o H-M-L H-M-L

o H-M-L H-M-L

o H-M-L H-M-L

o H-M-L H-M-L

o H-M-L H-M-L

Probable Impact




Step 5: Identify Strategies

Priority Goal Strategies

Step 6: Identify Measurements

Priority Goal Measurements


Implementation Plan -- Turning Ideas into Action: Kickoff Date:

Goal , Strategy ____

Target completion date

Team Lead

Team composition

[Established by (date)]

Tasks identified, whom responsible, and when due

Task Whom When

Ways to maintain focus

B-4Copyright 2018 American Chemical Society All rights reserved

Potential barriers/obstacles

Ways to overcome barriers


Support/resource needs

Management/Accountability Plan

Measures/Measurement


Section 3 (Original PG APPENDIX C) Glossary of ACS Strategic Planning Terms*

Action Plans detail the specific actions that must be taken to achieve stated goals and objectives. These identify the goal/project, project team, milestones, barriers, ways to overcome obstacles, measures, tasks, assignments, and resources needed to implement the plan.

Barriers are obstacles encountered while carrying out strategies and action plans, which can impede the progress of achieving goals.

Benchmarking compares performance in external organizations with that of the ACS.

Challenges are the identified internal weaknesses of the Society and external threats to ACS or its subunits from the Environmental Scan (EScan) of the landscape external to the Society unit in question that need to be considered in formulating goals and objectives.

Change Drivers are indicators of fundamental driving forces showing where important change is, or could be, happening that will impact strategic planning over the next 5 to 10 years. They are developed from research and Environmental Scanning (EScan) and provide context for grassroots group EScanning.

Core Values are the underlying, fundamental, deeply ingrained beliefs of the Society that guide how all ACS staff and volunteers act and conduct their work to fulfill the ACS mission and vision. Core Values are the essence of the Society’s identity, support the vision, define the ACS culture, and reflect what drives ACS work.

Critical Flaws are organizational weaknesses that, unless addressed, will prevent or seriously impede goal attainment.

Critical Success Factors (CSFs) are essential activities or key areas in which the Society must excel to achieve its stated mission and goals.

Enablers are the strengths and opportunities identified in the SWOT (Strengths, Weaknesses, Opportunities, Threats) analysis that can be leveraged to structure action plan or strategy for achieving goals/objectives.

Environment Scanning (EScan) is a tool for identifying trends in the environment external to the Society that will have major impact on achievement of the ACS vision and mission. In EScan, ACS addresses these factors through structured brainstorming in four categories– Social, Technological, Economic, and Political (STEP). The results of the EScan process are utilized in the SWOT analysis.

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Futures Research is the study of hypothesizing about alternative long term futures and the various perspectives that underlie them.

Goals are broad, ambitious outcome statements or directional themes to be achieved to advance the ACS vision and mission. These outcome statements serve as guides for the choice of specific objectives and strategies for ACS staff and volunteers of the Society.

Guiding Principles are precepts that establish fundamental standards to guide some organizations in what is desirable and help determine the correctness of its actions. Guiding Principles are more explicit than Core Values and are meant to govern actions.

Measures are the indicators we use to track progress over time toward goal and objective achievement. Measures serve as a way of quantifiably reporting performance vs. strategic plan objectives or strategies. Using a Performance Measurement Model, we can measure (in order of increasing complexity and resource requirement for measurement):

o Inputs – what resources did we applyo Activities – what did we doo Outputs – what did we produceo Outcomes – what effects did we haveo Impacts – what differences did it make relevant to the goal or objective.

Mission statement asserts the Society’s and its subunits’ purpose and reason for existing as the ACS in terms of who it is, what difference it will make, what it will do, and how it will do it. It is short, clear, easily understood, and believed in by the members.

Objectives explain how goals will be accomplished by describing what achievements must be completed by a specified time for goal attainment.

Opportunities are possibilities identified when the Society or its subunits do an EScan of the external landscape and finds these favorable to achieving the ACS mission and goals.

Performance Management is the process of ensuring that the Society’s strategic goals and objectives are met in an efficient and effective way.

Performance Metrics measure the Society’s activities and performance to determine the progress being made in achieving the stated goals and objectives (or strategies).

Scenario Planning is a forecasting model that the Society uses to guide long-‐term planning.

SMART is a mnemonic for how to develop good goal/objective and goal/strategy combinations. These should be Specific, Measureable, Achievable (with available resources), Relevant (to the vision and mission), and Time-‐bound.

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STEP is a mnemonic for the four categories (Social, Technological, Economic, Political) assessed in scanning the external environment (EScan).

Strategic Management is the continuous monitoring, analysis and assessment of the ACS Strategic Plan through strategic performance feedback for appropriate decision-‐making to achieve mission and goals.

Strategic Planning is a disciplined, creative process for determining how to take the Society from where it is today to where we want to be in the future.

Strategies are the short-‐term (1 to 1-‐1/2 year) initiatives or projects used to achieve goals.

Strategy is high-‐level plan that articulates how ACS can achieve its vision and mission.

Strengths are the internal strengths of the ACS and subunits of the Society. In strategic planning, the plan builds on these strengths.

SWOT (TOWS) is a mnemonic (Strengths, Weaknesses, Opportunities, Threats) referring to an external (Opportunities and Threats from EScan) and internal (Strengths and Weaknesses) analysis tool used by the Society. This identifies the Enablers (Strengths and Opportunities) and the Challenges (Weaknesses and Threats) in strategic planning.

Tactics are the short range (1 year or less) tools used to reach the objectives and articulate specifically how goals are going to be accomplished.

Threats are those key emerging external trends that challenge the Society and its subunits in attaining the vision and mission.

Vision statement expresses the desired future state when the Society has achieved its mission. A vision is concise, inspiring, motivating, energizing, core values-‐oriented, and futuristic by tapping into what we wish the future would be.

Weaknesses are the internal weaknesses of the ACS and volunteer units of the Society. In strategic planning, the plan should directly address any weaknesses viewed as critical flaws.

*Developed by the Committee on Planning, Strategic Planning Process Working Group, 2016

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Section 4 (Original PG APPENDIX D) The Eight ACS Change Drivers

Conferences and Events Reimagined Conferences and events need to adapt the meeting experience to embrace new modes of learning, improve the personalization of meeting programs, and create new opportunities for meaningful engagement—especially to attract Millennials.

New Models of Information Delivery and Discovery Digitization of information has swelled the amount of scientific information generated. The rise of new digital tools for sharing and searching information are changing how science is conducted and how information is shared.

Chemistry’s Interdisciplinary Future Chemistry has been highly successful in its embrace of interdisciplinarity, and is developing deeper links to fields like energy, climate change research, agriculture, and advanced materials.

Automating Chemistry Advanced analytics and artificial intelligence (AI) systems are increasingly capable of automating lab work, synthesizing research literature, and creating complex computational molecular models—all far more productively than human researchers.

Greening Chemistry The chemical industry is positioning itself as innovative and proactive when it comes to environmental issues, by developing non-hazardous or climate-friendly alternatives to conventional chemical ingredients.

Chemistry’s Changing Workforce The chemistry workforce is facing potentially significant change and disruption as demographics shift, diversity increases, and the continuing rise of automation makes itself felt. At the same time, uncertainty about immigration could spark a brain drain as foreign students return to their home countries or never arrive in the US.

D-1

Globalization of Chemistry The center of balance of global science is gradually moving from the Atlantic to the Pacific Rim, as Asian science continues to grow in scale and sophistication. Asia is funding a growing portion of the world’s R&D, driven by economic growth and rising technological aspiration.

American Chemical Renaissance Fracking has helped turn the US back into a global energy superpower and transformed it into a low-cost petrochemicals producer. This has triggered a wave of new investment in chemical-production facilities, with significant new capacity coming online over the next few years.

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SECTION 5 - RICHLAND LS PRE-WORK COMPILATION PG APPENDIX E - RICHLAND LOCAL SECTION STAKEHOLDERS

Categories Pre-Work Input Students • Students (10)

• Students at all levels but particularly undergrads and grad students,and pipelines K-12

• Students in the local section area• Undergraduate and graduate students in our area (the future

workforce)LS Members • Local section members (2)

• Members• Members of the Richland Local Section (2)• Richland Local Section members (2)• Those who might be less active on a national level in ACS• Richland Local Section members• Richland LS members (2)

Tri-Cities/PNNL Chem-related professionals

• PNNL• PNNL Chemists and staff• Professional Chemists (PNNL and other Hanford chemists)• Chemists and chemical-related professionals at other companies in

Tri-Cities• Chemists and chemical-related professionals at PNNL• Chemistry colleagues• academic chemists (scientists and engineers)• Retired Chemists• industrial chemists• Early career chemists and chemical engineers• Chemists in the local community

Community • the community at large• The community at large including K-12 teachers and students• The general public as supporters and beneficiaries of advances in

chemistryIndividuals • Janet Bryant

• Anna Cavinato• Ram Devanathan

Diversity Groups • Diversity groups to expand the pipelineVolunteers • Volunteers

E-1

SECTION 5 - RICHLAND LS PRE-WORK COMPILATIONPG APPENDIX F -PROPOSED RICHLAND LOCAL SECTION VISION STATEMENT

Categories Pre-Work Input A. Community Emphasis 1. Advancing local community through science and education

2. Demystifying chemistry for colleagues and the community.3. Develop the chemistry workforce and increase local awareness

of chemistry4. Improving our local communities through chemistry outreach

and education5. Improving the community through knowledge of the chemical

enterprise6. Promoting awareness and chemistry knowledge in the local

community.7. Raising the profile of the chemical enterprise and demonstrating

its value within the Local Section areaB. ACS Vision 8. Contributing to the overall ACS vision of transforming the world

through the power of chemistryC. Advance Chemistry 9. Advancing chemistry in pursuit of the good lifeD. Catalyze Opportunities 10. Catalyzing relevant chemistry opportunities for members and

our communities.E. Networking/Disseminati

ng 11. Be a local hub for professional networking and dissemination of

chemical knowledge.F. Solution 12. Being part of the solution, not the precipitate.

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SECTION 5 - RICHLAND LS PRE-WORK COMPILATIONPG APPENDIX G- RICHLAND LOCAL SECTION PROPOSED MISSION STATEMENT

Categories Pre-Work Input A. Advance Chemistry 1. Advancing chemistry in the broadest manner by promoting the

science, encouraging students and demonstrating chemistry's valueto the public at large

2. Advancing the chemical sciences in the Columbia Basin.3. Advancing the chemistry enterprise, its practitioners, and educating

the next generation and the public about the the benefits ofchemistry

4. Educate and collaborate to advance chemistry for the benefit ofearth and its people

5. Provide stewardship for the advancement of chemistry knowledge inthe local community.

6. Support chemistry appreciation and learning for students, chemists,and the broader community.

B. Community Emphasis 7. Advocate for community involvement and expansion in the chemical expansion through outreach

8. Arising awareness of chemistry across the broader generalcommunity through proper dissemination of chemical knowledge aswell as through stimulation and promotion of scientific interests ofthe community

9. Disseminate chemical knowledge, support career growth ofmembers, train students and conduct chemistry outreach to thepublic

10. Simulating local community involvement towards advancement ofsociety

11. Connecting chemists in our communities through networking,professional development, and outreach and educationopportunities.

12. The mission of the Richland LS is to promote and support the localchemical enterprise and its practitioners.

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SECTION 5 - RICHLAND LS PRE-WORK COMPILATION PG APPENDIX H -RICHLAND LOCAL SECTION PROPOSED GOAL STATEMENTS

Categories Pre-Work Input A. Education Outreach 1. Create programs to bring chemistry-related education to the

community2. Education - support Chemistry education at the GK-12 and

college level.3. Outreach - Communicate the wonder of chemistry and science

to the public (especially students of all ages and minorities)4. Promote chemistry and the ACS at local community events.5. Provide easily accessible, interactive educational materials that

any member can access to share their passion for chemistrywith our communities.

6. Support community education on chemistry's impacts to theperson and to the world.

7. Support excellence in Chemistry education.8. Support excellence in education9. Support excellence in education10. Support K-12 chemistry education outreach.11. Contribute to youth involvement in the chemical enterprise

through sponsorship and outreach12. Encourage local students to aspire to careers in the chemical

sciences.B. Communicate 13. Communicate – to the public and to legislators – the vital role

of chemical Professionals and chemistry in addressing thecountry's and the region's challenges

14. Communicate chemistry value15. Communicate chemistry's value to policymakers and the public16. Deliver chemistry information through the website,

newsletters and local seminars to members and the public17. Develop methods to bridge the gap of scientific

communication between the community and chemistryprofessionals

18. Enable the communication and teaching of innovative,relevant, and effective chemistry and chemistry-relatedinformation

19. Engage the local community by informing them of the valueprovided to society by chemistry

20. Grow the awareness of the vital role of chemistry among thepublic and the policy makers.

21. Members can describe the unique role that the Local Sectionprovides as a complement to national ACS.

C. Empower Members 22. Empower LS members' growth in the chemistry profession. 23. Empower members and member communities24. Empower Members and Member Communities

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25. Empower members and member communities (Provide accessto information, networking opportunities and resources tomembers in the local section)

26. Provide access to opportunities, resources, skills training, andnetworks to empower our members and member communitiesto thrive in their regional communities

D. Member Value Proposition 27. Provide content and activities that benefit the section and its members.

28. Provide training for members to advance in their career andrecognize their accomplishments through awards

E. Membership Growth 29. Expand enrolment in the local ACS of early career staff and students

30. Grow our section's membership by 10%.

F. Member Engagement 31. Increase member participation as volunteers and event attendees.G. Encourage Inclusivity Encourage inclusivity within the chemical enterprise (Increase the

participation of all people, including under-represented groups and the general public, in chemistry and chemistry-related education)

H. Establish Student Chapters Establish an ACS student chapter in each of at least three of the collegiate-level institutions around the Tri-Cities and Yakima Valley

I. Education Outreach Motivate the younger generation in chemistry J. Coordinate with LSs Coordinate an activity with one or two other local chapters within

Washington, Oregon or Idaho K. Networking Networking - Facilitate networking between section members -

whether that be between students and chemistry professionals or between chemistry professionals working in different chemical disciplines. Provide information on career growth opportunities.

L. Promote Advancement of Women

Promote the advancement of women in the chemical enterprise.

M. Provide Information Solutions

Provide Information Solutions

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Categories

SECTION 5 - RICHLAND LS PRE-WORK COMPILATION

PG APPENDIX I - RICHLAND LS STRENGTHS

Volunteer Strength • A core group of talented and tireless volunteers • Core group of experienced and energetic volunteers• Involvement• Passionate volunteers• Volunteering and outreach• Volunteers• We have few, but dedicated volunteers - including an increasing

number of younger, early-career members!• Enthusiasm!• Experience• experience and knowledge

Community Outreach • Community involvement• K-12 outreach on making chemistry fun (not scary)• Presence in local community• strong outreach

Leadership • Leadership (2)• Organizational capabilities• People with excellent leadership and organizational skills• Active and dedicated board members• Strong and cohesive leadership

Assets • High concentration of PhD chemists• We have excellent assets within our geographic boundaries (e.g.,

national laboratory, colleges and universities, community colleges,industry).

• Connection to national laboratory• Broad demographics to draw from (students to retirees)

Activity Portfolio • Extensive portfolio of recurring activities• very good slate of activities• We have active and creative programming.

New Committees • Enthusiasm for and participation in new committees (WCC and GAC)• Women Chemist's Committee/Diversity Committee

Student Chapter • participation and support of the EOU student chapter• Strong student member chapters

Retention • Membership retentionFiscal Strength • Fiscal strengthEarly Career Involvement • increased younger members involvement ACS Support • ACS national presenceVolunteer Support • Stable workforce that is supportive of volunteers

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SECTION 5 - RICHLAND LS PRE-WORK COMPILATION PG APPENDIX J -RICHLAND LOCAL SECTION WEAKNESSES

Categories (lack of) Pre-Work Input Digital/Social Media Presence • Digital presence (including website and social media)

• Minimal social media presence• Social media• Social outreach/website• Visibility• visibility - no social media presence• We don't always get the word out about our events with much

lead time - we are getting better though.• Weak to nonexistent social media outreach and archaic website• Website• Website needs to improve

Member Engagement • Limited member participation• low response from members• member engagement• Member sustainability• Attendance• Need to recruit volunteers outside core group• Not a lot of member participation as volunteers or event

attendees (percentage wise).• Too little involvement from the greater section members

Involvement with Others • closer participation with other local events/societies• Excellent participation in networking activities but less

engagement from members in leadership activities• Inattention to industries other than Hanford/PNNL-based

chemistry• low participation from WSU and CBC

Geographic Challenges • Section members are scattered over a large geographical area• We have "holes" in our representation geographically (e.g., some

hot spots of activity, and a lot of potential elsewhere).Awareness • awareness

• Best kept secret in our communitiesRetention • member retention

• Transitioning student members (or incoming young professionals)into active members in the local section

Strategic Plan • No explicitly stated guiding principles that can be used toprioritize activities or requests

• No insight into what might get more people to participateCommunication • Lack of communication/slow communicationOutreach • OutreachSEED Participation • Losing SEED participationValue Proposition • limited value proposition for those not directly involved in

leadershipYounger Members • Small community of younger members (35 years and younger)

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SECTION 5 - RICHLAND LS PRE-WORK COMPILATIONPG APPENDIX K -CRITICAL SUCCESS FACTORS

Categories Member Engagement • Empower Members

• Finding ways to involve young volunteers• Identifying dedicated members in educational institutions who will

shepherd student chapters• Increase membership involvement in activities• Increase membership participation by at least 50% in every activity• increased member involvement• larger number of volunteers to spread work• Promote membership to the WCC• Provide more points of engagement for member involvement (either

leadership-level or as participants in events).Outreach • Community involvement

• Connection with other sections in region• Continue supporting K-graduate student education support• Hold regular seminars for the community on chemistry topics of broad

interest• Local community involvement• Outreach and website appearance

Leadership Succession • Continuity of leadership pipeline • Increase pipeline of future leaders• Recruit/expand next generation leadership in the LS• Turnover of leadership

Value Proposition • Demonstrate value to all members • Develop programming that is most relevant to our members.• Networking and career development activities

Communication • Communicate more clearly to our members about what it is that weprovide.

• Improve communicationDigital Presence • Social media involvement

• Update website consistent with modern standardsFundraising • Fundraising beyond the Regional Meeting hosting once a decade

• fundraising to continue to serve the Columbia BasinRecruitment/Retention • Growing the membership

• Recruit/Retain younger chemistsAwareness • awareness/outreach from othersStrategic Plan • Long-term planningStrong WCC/YCC • Strong WCC and YCCStudent Engagement • Engage students in society activitiesVisibility • increased visibility

K-1

SECTION 5 - RICHLAND LS PRE-WORK COMPILATIONPG APPENDIX L - BARRIERS TO SUCCESS

Categories (lack of) Pre-Work Input

Volunteer Strength • limited number of volunteers• Burnout of the active volunteer crew• Low member engagement beyond core group of volunteers• Volunteer burnout• identifying members in the educational institutions who will

commit• Volunteer compartmentalization and time constraints• Volunteers that don't follow through on commitments• Limited volunteers to take on desired activities/objectives

Member Engagement • Lack of attendance at local section meetings• most people don't want to participate• Lower participation of younger generations in professional

societies in general• Need more member involvement in leadership roles (getting

better though).• Mobile population• Member apathy• membership lack of interest

Geographic Challenges • Building and sustaining relationships with less active geographiclocations in our Section.

• Extended territory which makes reaching Yakima and Walla Walladifficult

• Large geographic area of membership• large geographical area• Slightly fragmented section geographically

Digital/Social Media Presence • Lack of social media presence • Lack of social media/outreach to promote ACS membership• use of social media to reach out to members

Chemistry Value Perception • Possibly mixed perception of chemistry's value in the local community

Communication • Communication (maybe we aren't reaching our members aboutwho/what we are via our newsletters, website, and newspaperannouncements).

Focus • Lack of focusFundraising • limited fundraisingPNNL Focus • Attachment to national laboratoryAge Demographics • Age gap in membersRecognition • recognition of efforts in the work placeResources • Time and MoneyVisibility • Lack of visibility

L-1

SECTION 6 - PROPOSED STRATEGIES BRAINSTORM RESULTS & VOTE TALLIES

VOTING RESULTS FOR STRATEGIES: (Highlights = statements for which strategy statements were written during retreat). See Flip Chart PDFs (immediately following) for details of non-selected goal/strategies.

Goal 1: Strategy # Totals

1 29

2 29 3 19 4 11


1 36 2 20 3 19

4 15


1 33 2 20 3 16 4 13

5 4 6 3 7 1


Implementation Plan -- Turning Ideas into Action: Kickoff Date:

Goal , Strategy ____

Target completion date

Team Lead

Team composition

[Established by (date)]

Tasks identified, whom responsible,and when due

Task Whom When

Ways to maintain focus

Section 7 - Project Plan Template

Potential barriers/obstacles

Ways to overcome barriers

Support/resource needs

Management/Accountability Plan

Measures/Measurement

1

SECTION 8 (Original PG APPENDIX M)

Richland Local Section Survey 2019 Annotated Questionnaire Report

Prepared by: ACS Research & Decision Support March 21, 2019

Background: The Richland Local section of the American Chemical Society was formed in 1948. The section celebrated its 60th anniversary on November 8, 2008.

Geographically, the Section covers southeastern Washington and northeastern Oregon. It is primarily an agricultural area, with a few universities and specialty chemical companies sprinkled in. The primary employers for chemists and other scientists are the Pacific Northwest National Laboratory (PNNL), and other government contractors providing services for DOE's Hanford Site.

Answers to this survey will provide direction for the Section’s upcoming strategic planning meeting on issues of concern to members of the section.

Method: Online Survey Target Audience: Richland Local Section Members In Field: March 5, 2019 through March 15th, 2019 (67 responded to the survey and 496 were sent the survey) Response Rate: 13.5% Margin of error: + 11.15%

• • More than half (54%) of Richland Local Section members have been members of the Local Richland

section for greater than ten years. However, they predominately gauge their involvement as ‘nottoo involved’ (63%).

• ‘Representing the field to the public’ (69%-importance) is the function deemed most important tothe Richland Local Section. And about 60% gauge the section satisfactory in this area.

• The section performs best in the areas of: ‘representing the field within the industry or discipline’(70%-importance) and ‘providing awards or recognition for excellence in the field’ (70%-importance). Though, only around half of section members deemed each of these functionsimportant.

Methodology

Richland Local Section Survey 2019 Executive Summary

2

• ‘Providing training/professional development specific to the field’ (37%-satisfied) was an area thatthe section struggled with doing a satisfactory job, but fortunately it is an area that sectionmembers consider the least important (44%-important).

• Asked to rank order their top three categories for which they would like to see resources allocated,‘opportunities for an exchange of technical information (meetings, symposium)’ and ‘networkingopportunities’ were ranked “1” and “2”, respectively. Likewise, alongside ‘representing the field tothe public’ (69%- importance) , ‘providing networking opportunities’ (66%- importance) and‘opportunities for an exchange of technical information’ (65%-importance) were all seen by sectionmembers to be the most important functions offered by the section.

• Looking to the future, section members were asked to rank order the top three activities that theRichland Local Section should continue, ranked “1” is ‘outreach to the community” and “2” is“support for chemistry students in advancing their careers

• Attendance of section members at a technical symposia co-sponsored by the Richland Local Sectionat an ACS Regional Meeting in the future is not guaranteed. About half indicate that they ‘might ormight not attend’ (49%).

3

Are you a member of the Richland Local Section of the American Chemical Society?

Eight out of ten respondents to this survey are Richland Local Section members of the American Chemical Society.

Member of Richland Local Section of the American Chemical Society (n=67)

4

Approximately how long have you been a member of the Richland Local Section? A slight majority (54%) have been members for greater than ten years. And nearly half (46%) have been members for under ten years.

Length of Richland Local Section Membership (n=56)

5

How would you rate your level of involvement in the Richland Local Section in the past year? Even though more than half have been members of the Richland Local Section for greater than ten years, they predominately gauge their level of involvement as ‘not too involved’/’not at all involved’ (63%).

Level of Involvement in Richland Local Section in Past Year (n=56)

6

What limits your involvement in the Richland Local Section? Please, select all that apply.

• I'm not sure at the present time.

• Nuclear Chemistry and Catalysis • Job opportunities in the chemical enterprise

Communicating your brand Scientific writing Program development for community outreach Communication with local and above government

• Collaboration with industry.

• Maybe topics unique to our Section (e.g., nuclear, environmental related).

• Science relevant to the Columbia basin • Chemical Forensics

Holistic Research (Applied Chemistry that could pertain to undergraduate understanding, or resources available to learn the basics of the material presented quickly)

• Topics that cross disciplinary lines are always interesting. For example, chemistry associated with archeology, astronomy; integration of artificial intelligence with "molecules by design"; etc.

• Data science in chemistry Materials and chemical discovery Advanced materials for quantum computing Polymeric precursors for additive manufacturing

• na

• Chemistry in the Pacific Northwest

7

What would you like the Richland Local Section to do that would interest you and encourage you to become more involved?

• Give certificates of appreciation or awards to individuals who volunteer their time. These tokens of appreciation can motivate volunteers to participate even more.

• I don't know at this time. • I like the events where you combine outreach with an activity. I greatly enjoyed the verification

talk + glass event at The Glass Punty. • Be involved in chemistry and not social or business. • N/A • ?? • Have events geared towards integrating people new to the field into networks with more

experienced members. As an undergraduate student, I'm not sure where to start • not interested • I think the Richland Section does, and has done, a very good job of bringing in speakers that

cover the diversity of science in our section. I also like the outreach to students and occasional other professional societies for shared meetings and/or social events. My lack of involvement this past year is just a matter of time available, not a negative toward the Section's activities.

• I am not sure that I have a good answer to this question. • NA • I do enjoy the outreach program for the scouts and students that Steve Krogsrud puts on every

3rd year, and I do plan to continue my involvement there. I also enjoy the summer picnic when I am able to attend. I really enjoy the tours of factories that use chemistry and wish we had more of these. I used to attend the lectures presented by ACS but noticed reduced attendance lately. I am involved in STEM like me! and wish ACS would become more involved in this program.

• I am 76 and no longer involved in much chemistry or education. I do try to attend meetings in which friends are involved or some old Hanford topics may be discussed. I have a tendency to be an introvert and avoid joining things which has become more dominate as I got older. I believe in the local section of the AACS and believe they are doing a lot of good things and their connection with the Eastern Oregon University is great.

• Nothing. They cannot insert more time into the day. • My research has developed in areas away from core chemistry so that, while I maintain my

membership in ACS, I spend my time with a different professional society with local section. • I don't participate in the local ACS section because my schedule is already jammed, through no

fault of the local ACS. • ACS Local Section boards have historically been either academic-heavy or industrial-heavy.

Richland's tends to be more industrial, but academic with Northern Oregon. It would be nice if the section would reach out to all of the academic institutions in the section for representation and activities.

• I don't have any good ideas. Evening events are really challenging, and weekends are worse. Lunchtime events might work.

• The section could try to broaden its reach a little--seems like it is mostly run by people from the EED directorate of PNNL. Maybe reach out to people from other directorates, or WSU-TC, or local

8

industry. I think it would help if meetings were held at a regular time and place and were publicized better. I feel like I don't ever hear about any meetings until after they have happened.

• I will need to try to manage that for myself. :) • i am good • Don't know. • Nothing right now • yes • Nothing. They are doing great! • The Women's Chemists Committee has had several events that were interesting to me. It is just

challenging to balance work and family interests and try to do anything else. • I try to be involved when I can make the time available. However, I think talks by local chemists

can be very interesting. I am always surprised by the wide ranging and interesting areas of research performed by local members

• Not much - I hear about the programs and they sound great and useful and productive. I just simply have other things that are a higher priority, and there is nothing the ACS can do to change that

• If there were things I could do to help, on a remote basis, or if you could put the meetings online, that would be really helpful, especially during the winter months when the drive to Richland can be more challenging.

• Perhaps a member mixer at one of the local wineries. Otherwise I am familiar with the things that are done but I do not current have the bandwidth to participate.

• Senior chemist activity? • More tours of facilities, like ATI (off Kingsgate), Framatome (if allowed), any types of local testing

labs. • Local talks and social outings. • no thoughts at the moment • Tours of businesses (plants, factories, etc.) that demonstrate chemistry at work. I'll bet there is

chemistry to learn at the Lamb-Weston plant, for instance -- everything from food chemistry and product quality testing to waste water treatment and monitoring.

• I think the programs are great especially the "field trips". • Issue the newsletter more often • Not sure what The Locals interest are or how to get involved • Unsure • It is really my problem. I think Richland section does a great job. At least that is my impression

from the notifications and mails that I receive.

9

How important to you are the following functions offered by the Richland Local Section? (0-10 scale)

‘Representing the field to the public’ (69%) was the function gauged important by the greatest proportion of Richland Local Section members. Less than half report ‘providing training/professional development specific to the field’ (44%) and ‘providing awards or recognition for excellence in the field’ (49%), as an important function of the Richland Local Section.

34%

28%

36%

30%

22%

26%

31%

38%

17%

39%

22%

23%

Provide opportunities for an exchange of technicalinformation (meetings, symposiums, etc.)

Provide networking opportunities

Represent the field within the industry ordiscipline

Represent the field to the public

Provide training/professional developmentspecific to the field

Provide awards or recognition for excellence in thefield

Importance of Functions Offeredby Richland Local Section

7-8 Very Important (9-10)

Total Importance

(7-10 Rating)

65%

Mean Rating

44%

66%

53%

69%

49%

5

5

4

5

4

4

10

How would you rate the Richland Local Section performance on each of the following? (0-10 scale)

According to the greatest proportion of Richland Local Section members, the section’s best performance are in the areas of ‘representing the field within the industry or discipline’ (70%) and ‘providing awards or recognition for excellence in the field’ (70%). The section struggled the most with performance in the area of ‘providing training/professional development specific to the field’ (37%).

34%

28%

28%

27%

14%

39%

31%

38%

42%

33%

23%

31%

Provide opportunities for an exchange of technicalinformation (meetings, symposiums, etc.)

Provide networking opportunities

Represent the field within the industry ordiscipline

Represent the field to the public

Provide training/professional development specificto the field

Provide awards or recognition for excellence in thefield

Richland Local Section Performance

7-8 Very Satisfied (9-10)

Total Satisfied

(7-10 Rating)

65%

Mean Rating

37% 4

5

66% 5

70% 6

60% 6

70% 5

11

Please rank order your top three categories for which you would like to see more resources available (e.g., networking, information, etc.)? (For example, a category you drag and drop first in the box to the right of the list of categories is the category that you most want to see more resources available. The second item that you drag and drop into the box to the right is the next category that you would like to see resources available, and so on. You must only select three categories and place them in the box for ranking.)

Out of the resource categories that Richland local section members were asked to rank, ‘opportunities for an exchange of technical information was ranked a ‘1’ by more section members than the other categories. This is the category they would most want to see resources available.

Categories Base (n=48) %/# Providing Ranking

Rank

Opportunities for an exchange of technical information (meetings, symposium)

(n=15) 31%

#1

Networking opportunities (n=18) 38%

#2

Representing the field to the public (n=14) 29%

#3

12

Please rank order the top three activities for which you consider most important for the Richland Local Section to continue. (For example, an activity that you drag and drop first in the box to the right of the list of activities is the activity that is most important to the Richland Local Section. The second item that you drag and drop into the box to the right is the next category that you would consider important and so on. You must only select three categories and place them in the box for ranking.)

Out of the activities that the Richland local section members were asked to rank, ‘outreach to the Community for chemistry education’ was ranked a ‘1’ by more section members than the other activities. This is the activity they would consider most important to continue.

Activities Base (n=48) %/# Providing Ranking

Rank

Outreach to the Community for chemistry education

(n=16) 33%

#1

Support for chemistry students in advancing their careers (e.g., SEED)

(n=17) 35%

#2

Outreach to the Community for chemistry education

(n=11) 23%

#3

13

In your own words, what is the single most important activity that the Richland Local Section could develop to help better serve its members?

• I'm not sure at this point. • Networking events are very important. Otherwise, it can be very difficult to interact with people

outside your own groups. • Publicity development • Exchange of information. • Help members understand the unique role that the Richland Section plays versus the national ACS.

I think it would help people understand how the Section isn't a duplication of national efforts, but a unique entity to support local members and students, and to promote chemistry in our communities.

• Community outreach • Helping aspiring chemists enter into the field • Foster a continuing emphasis on learning by technical speakers, symposia, etc. • I don't have a good answer to this question • NA • Be visible in the community and be recognized as local hub to promote and sustain the chemical

enterprise. • Always reach out to members to let them know what opportunities are available for them • "Build a sense of interest in other chemists around us (Richland Section area) by inviting them to

present to the group what they do as a chemist in our society. • Perhaps we could find a nice venue and have a quarterly meeting where 3 or 4 of us talk about

what we do, and answer questions from the audience. • This could lead to Lab tours in places where they are not restricted." • "More programs that show how chemistry is playing a part in the local community - local research

projects, chemistry in agriculture. wine chemistry, high school chemistry programs, • forensic chemistry, local environmental chemistry - water programs." • "I don't have any major suggestions. The Richland Section already does a pretty good job in

executing its charter. • Probably really should focus on engaging the younger generation of chemists in the area and trying

to get them involved in ACS governance." • Foster support system for career advancement and communication of field to the public for local

chemists. • Reach out to all the chemistry faculty at academic institutions in the section (not just Tri-Cities and

Northern Oregon). • Support students and networking. • Engage the local community of professional chemists and chemistry students and get them

involved in section meetings and activities.

14

• Increase the interaction (and being recognized) within the community. • Not sure • Networking • Membership drives/engagement activities. • Provide more networking opportunities outside of Richland and LaGrande • Continue STEM education activities to encourage the next generation. • Continue to provide a venue for technical exchange and networking • Developing programs for student engagement would be enjoyable, like camps or educational

assistance, as well as ramping up excitement for the chemistry field in youth in regards to mentorships, apprenticeships/internships, etc. This is integral to be able to relate chemistry knowledge to the interesting jobs that one might have in the chemical field.

• "Senior members activity • " • This is hard; it's like we have a solution (the local ACS section) in search of a problem (a nebulous,

hard to define concept that is not already covered via an existing mechanism). • More opportunities for members to interact, even just in social settings or informal seminars or

talks. Try to engage all the professionals, not just PNNL • Have meetings closer in to town rather than at PNL. • Increase publicity for activities and achievements of the Section and its members. • Mentoring • more frequent tour speakers at local meetings • Continue to support STEM in the community • Unsure • Connect student members with mentors.

15

Which of the following would be most beneficial to improve local section activities? Select all that apply.

A majority of section members say that ‘connections to industry’ (66%) and ‘more networking resources’ (54%) would be most beneficial to improve local section activities.

Most Beneficial to Improve Local Section Activities (n=116)

16

If offered, how likely would you be to attend technical symposia sponsored or co-sponsored by the Richland Local Section at an ACS Regional Meeting in the future? Select one.

About half report that they ‘might or might not attend’ (49%) technical symposia sponsored or co-sponsored by the Richland Local Section at an ACS Regional Meeting in the future.

Likelihood of Attending Technical Symposia at a an ACS Regional Meeting (n=49)

17

What specific topics would you like for the Richland Local Section to focus on for technical programming at upcoming meetings, conferences or symposia? (Please, provide as much detail as possible.)

• I'm not sure at the present time. • Nuclear Chemistry and Catalysis • Job opportunities in the chemical enterprise

Communicating your brand Scientific writing Program development for community outreach Communication with local and above government

• Collaboration with industry. • Maybe topics unique to our Section (e.g., nuclear, environmental related). • Science relevant to the Columbia basin • Chemical Forensics

Holistic Research (Applied Chemistry that could pertain to undergraduate understanding, or resources available to learn the basics of the material presented quickly)

• Topics that cross disciplinary lines are always interesting. For example, chemistry associated with archeology, astronomy; integration of artificial intelligence with "molecules by design"; etc.

• Data science in chemistry Materials and chemical discovery Advanced materials for quantum computing Polymeric precursors for additive manufacturing

• na • Chemistry in the Pacific Northwest • At local meetings and informal atmosphere, have a chance to hear about what other

chemists in our group are doing. It would be nice to have refreshments, and just be able to chat with the presenters after the presentation. Maybe 3 or 4 presenters / meeting with 10 minute presentation and 5 minutes of questions. Call the meetings "Chemists in the community" and invite the public to come and here about what chemists do for us.

• Battery/energy science Biochemical advances for treating different medical disorders New analytical chemistry technologies Small reactor technology - NUSCALE 4th Generation Reactor Technology

• Molten Salt Reactor chemistry. • Participation by the local section in regional events is best suited to either local issues,

such as Hanford clean up or agriculture, or for local student participation. Most other scientific developments are better communicated in subject-topical symposia at national or international events rather than grouped by geographical local of the research.

18

• Anything that would lead to undergraduate Hispanic and Native students accessing employment or graduate studies.

• Technically relevant topics including clean energy, fuels/biofuels/bioproducts, Hanford site-relevant chemistry

• Biological chemistry, chemical biology, contributions of chemistry to metabolomics and proteomics, chemistry in national security

• Green energy Community outreach especially re climate change

• None right now • NA • I donâ€™t have an opinion. • As a now-retired chemist, I'd like to see more career resources offered to help the

next generation understand both the technical and business sides of chemistry. I support continuing our diversity outreach K-12 and beyond to build the pipeline of scientists/engineers across our geographic service area We need a social media presence; we're the best kept secret in our areas

• There are a wide variety of topical areas ranging from PNNL and university research, local wine science, industry. People outside the area are always interested topics from our area such as Hanford, wine, etc.

• I think there is a real need for an emphasis to be put on safety - regulations, hazardous waste, personal protection, etc. This is something our area community colleges really struggle with. Green chemistry alternatives, especially in learning laboratories, are so important. I would love to see what people are doing to make things more green!

• Due to the area anything nuclear or radiochemistry related. • n/a • Hanford chemistry. Challenges of handling legacy radioactive waste. Analytical

chemistry. History of Hanford, and a look towards the future of the area: green energy topics.

• I have found that technical meetings tend to draw few attendees. 30-40 y ago, we would have 20 or so attendees at an ACS meeting; if I arranged for a special technical topic the attendance would drop to less than 10. General interest topics that were non-technical that the entire family could enjoy always drew a large crowd. Not sure now though. Most societies seem to be losing members.

• Chemistry of Hanford current activities: Analytical work to be conducted at vit plant. QA of vit plant product. Chemical technology of tank waste removal. Chemistry of cleanup systems (groundwater treatment, groundwater surveillance (and findings thereof), cleanup of soil in-place. We used to have touring speakers from National that spoke on "fun" topics of general interest. Program-in-a-box is a poor substitute, in my opinion.

• . • No input

19

• I really enjoyed the Hanford History event at the Reach last week and would love to see some more technically related programming in regards to Hanford operations, cleanup challenges, and history.

• Unsure • Green chemistry • dsfasd

20

When the Richland Local Section contacts you, how would you most prefer to be contacted. Select all that apply.

Virtually all (94%) prefer contact with the Richland Local Section via email.

Contact Preference (n=68)

21

Other, Please Specify:

• Text • Cell phone text of next meeting date • Text cell phone

Please indicate your current primary employment status.

Two-thirds (63%) of Richland local section members are employed fulltime.

Employment Status (n=62)

22

In what sector is your current or most recent primary employment?

Seven out of ten (70%) work for government.

Employment (n=56)

23

What is your current or most recent work specialty? Select one.

Local section members are from disparate work specialties.

Current or Most Recent Work Specialty (n=56)

24

Other chemical science, please specify:

• nuclear chemistry

• Applied • • Nuclear

chemistry • Fuel Chemistry • Science policy • Nuclear / radiochemistry • Radiochemistry • Biofuels • • combination of chemical engrg and materials --

> corrosion • Health &

Safety • geochemistry • Catalysis •

Other non-chemistry, please specify:

• Other non-chemistry, please specify: - Text

• Project Management of multidisciplinary efforts

• Forestry and silviculture • Management

25

Are you...? Two-thirds of the Richland Local Section indicate that they are male.

Gender (n=60)

26

What is your age?

The greatest proportion (40%) of Richland Local Section Members responding to the survey are between 45-64 years of age.

Age (n=59)

27

If you have any other comments or suggestions for the Richland Local Section, please provide them below.

• I hope the retreat is productive, though I have concerns about the cost (as listed in the budget). Planning for future directions / goals is a hard, nebulous task to define and address.

• na • Richland is an overall good ACS section, please don't get me wrong. It's frustrating

living in an area isolated from where all of the activities seem to be. I'm a little place-bound where I am, so making it to Tri-Cities and Northern Oregon is difficult. I was very active in my previous local section (Councilor for 5 years), but have been unsuccessful plugging in here.

• Review organizations in the area such as "STEM like me" and look for opportunities where our members could make a difference in the community and encourage young students to consider chemistry as a career. Recommend those organizations and ask our members if they would be willing to be contacted by the organization, or would like to volunteer. At our meetings invite our members to describe their experience volunteering in the community to help others understand chemistry.

• I would really like to see the Richland Section grow and thrive--it just seems difficult to get involved and I feel like I never hear about the meetings and activities.

• Emails exclusive to specific events would bring clarity to the messages, and would

help me know what events are happening when • Maybe we should plan on at least one science cafe a year at outer regions to engage

members, e.g. Moses Lake, Yakima, etc. • Promotion of competence and high quality work is more valuable than promotion of

diversity. Outreach to youth to encourage participation in STEM fields should be directed to all interested youth, not only to targeted groups such as girls, Native Americans, or low income.

• It seems like a well-run section that serves well the interests of the faculty, students and professionals in the region.

• NA • Thank you for all you do! • Glad to see the expansion of the Executive Committee to include so many diverse

chemists. Applaud the LaGrande Student Member Chapter on its successes; would like to find a way to clone to our other 3 potential Student Member Chapters at CBC, Yakima and Walla Walla Community Colleges The new Local WCC is doing marvelous projects and having great promotion in the Richland Community in particular

appendix - richland ls spr final report - april 2019*as approved by the acs board of directors,...

Documents