1.  The mission and vision of the NWA needs to be reviewed and possibly re-crafted to account for the growing importance to the private sector and broadcasters in operational meteorology. We need to decide where the Association should be in 2005 and beyond, in terms of reputation, focus and effort. The current Strategic Plan to be updated is attached. Any input from members is welcome at anytime.

2.  The organization was addressed with the revised bylaws that were passed in 1999. A thoughtful evaluation of their suitability for the future is needed. Should there be a change in the officer/councilor mix? Should a chat room be established for officers and councilors to hold deliberations on the important issues that arise each year?

3.  Presently, the NWA operates out of the Executive Director's home. This is a mutually beneficial arrangement, but will it be a hindrance in the future? Should a "building fund" be established so that when Kevin Lavin retires, permanent quarters can be established?

4.  The NWA's role in training needs to be explored. Presently, we have the National Meeting and a few Regional Workshops. Where should we go in the future? Do we want to imitate the AMS or should we explore new techniques? A new "electronic journal was initiated in 2000. Should this effort be expanded? For instance, it could be required that all poster presentations be posted on the internet. The NWA's entry into the information age should be mapped out carefully.

5.  In services, we need to address how we can best serve the needs of the private sector and the broadcasters. Also, we need to explore how we can gear our programs toward "educated lay people" (i.e., Emergency Managers and K-12 teachers). What should be the NWA's relationship with the AMS, the AGU, and similar organizations?

6.  The Strategic Planning Committee should have a teleconference at least once a year before the Annual NWA meeting to discuss ideas and revamp the web page. The meeting could then be summarized and presented at the 2000 annual meeting. 

7.  The committee should interact with other NWA committees to propose ideas for increasing membership, having other branches of the operational community included in NWA activities (e.g., at the annual meeting), mapping out training activities, and also evaluating the new Electronic Journal and the future of the National Weather Digest. 

8.  Per point number 3 above, the committee needs to have a strategy for surviving in the post-Kevin Lavin period. We need to map out a transition period to set in when Kevin decides to step down, decide whether we need to rent an office, and help Kevin find an assistant who might be groomed to eventually take his place upon retirement.

Return to Strategic Planning Committee Page