Charting the Course for the American Fisheries Society: 2025-2029 Draft Strategic Plan

The Strategic Plan Committee includes: Julie DeFilippi‐Simpson, John Jackson, Steve, Midway, Fielding Montgomery, Margaret Murphy, MJ Oubre, Christian Waters, and Kaylyn Zipp

AFS STRATEGIC PLAN COMMITTEE

The Strategic Plan Committee developed the 2025–2029 draft AFS Strategic Plan with the goal of making the document more useful for AFS unit leadership when developing their annual plans of work while also helping committees and members focus and align their activities to the Society’s mission and goals. The emphasis of the draft Plan is to outline Goals and Strategies to help AFS move forward over the next 5 years. The Committee reviewed the previous Strategic Plans, ensuring to capture major salient points from those plans. The Committee also strove to appropriately represent the current and future direction of AFS within this time of uncertainty. Building on the most recent two plans, this draft Plan is more concise and emphasizes metrics to report for each of the plan’s Goals and Strategies. Additionally, the draft Plan describes the AFS and Unit Missions, the Society’s Vision, areas where AFS operations and business models must adapt to change, and guidance for implementing the plan within each AFS unit.

The draft Plan has been reviewed by the Governing Board, which voted unanimously to distribute the document to the membership for review. The document is available for review on the AFS website (see below). If you have comments about the draft Plan, please submit them to Julie DeFilippi Simpson ([email protected]) by July 30, 2025. After the comment period, the Plan will be updated as appropriate and presented to the Governing Board for its final approval. If approved by the Governing Board, the Plan will be presented for approval by the full membership at the Annual AFS Business Meeting in San Antonio on August 13, 2025. Acceptance of this Plan requires at least 50 active members voting (to achieve a quorum) and the vote will be determined by simple majority. If approved by the membership, this Strategic Plan will guide Society operations through 2029.

AFS 5-Year Strategic Plan, 2025-2029

AFS Mission:

To improve the conservation and sustainability of fishery resources and aquatic ecosystems by advancing fisheries and aquatic science and promoting the development of fisheries professionals.

2025–2029 Vision:

The American Fisheries Society (AFS or Society) strives to be a global society for all fisheries disciplines and will be focused on providing the best information to advance fisheries knowledge. AFS will continue as the leader in providing science-based fisheries information to decision-makers and offering professional development and networking opportunities to all fisheries professionals. AFS will continue to recruit, develop, and foster a diverse, vibrant community of members and partners.

Background

Established in 1870, AFS is the world’s oldest and among the most prominent professional fisheries organizations, representing approximately 6,500 members worldwide. For over 150 years, AFS has served fisheries professionals, advanced quality science, and promoted wise stewardship of fisheries and aquatic resources. Successful international leadership in fisheries science, policy, and management does not simply happen; it results from carefully crafted action plans by the Society’s membership. This document will guide the Society, its units, leaders, and staff in fulfilling our mission and measuring our collective progress through 2029.

This Strategic Plan builds on previous plans by updating objectives and strategies and incorporating key performance indicators (KPIs) as a critical component of strategic planning. It is meant to be used annually to shape the president’s plan of work, the director’s plan of work, and each unit’s action plans. These revisions enhance the plan’s usefulness as a planning document and framework for tracking and reporting accomplishments. Presidents and unit leaders should clearly state how their objectives align with the Strategic Plan. The Strategic Plan Committee recommends the establishment of a Strategic Plan Implementation Committee to be charged with monitoring and reporting the progress of KPIs annually. This committee will be a resource for units and provide guidance for creating, following, and monitoring annual action plans.

The implementation of this Strategic Plan recognizes that the fisheries profession, like other scientific and technical disciplines, faces an ever-changing suite of new challenges, including climate change, shifting governmental frameworks, insufficient funding, increased globalization and urbanization pressures, and changing workforce dynamics. 

We acknowledge that AFS is a sum of its parts and that units serve specific functions in this effort. Our objectives can only be achieved through the combined efforts of all units and members.

Objectives

Objective 1: Promote fisheries conservation with science‐based research, aquaculture practices, and effective resource management.

• Strategies
  • Foster partnerships and relationships with other natural resource professionals and scientific organizations to effectively expand our voices to achieve common goals.
  • Communicate the power of fisheries science to inform effective management and policy and the value of aquatic habitat and fisheries disciplines.
• KPI 1.1
  • Host or support activities that increase science-based conservation through interactions with AFS members, fisheries professionals who are not members, government policymakers, non‐governmental leaders, tribal groups, other professional societies, private industry, the general public, and others.
• KPI 1.2
  • Promote fisheries conservation through annual meetings, scientific publications, workshops, professional standards, science communication, networking, and outreach.

Objective 2: Provide effective governance at all levels of AFS.

• Strategies
  • Assure recruitment, retention, and leadership development into the future by enhancing member participation and experience at all levels of AFS.
  • Communicate opportunities for members to get involved, gain leadership experience, and influence the future direction of AFS.
  • Furnish and maintain an accessible centralized unit reporting system with uniform protocols for long-term collaboration and assessment, preserving the legacy of AFS.
  • Provide effective communication within and among all unit levels to ensure consistent information exchange among all members.
  • Ensure short- and long-term AFS financial sustainability through sensible budget and operational management.
• KPI 2.1
  • Ensure clear and timely communication with members and partners to amplify AFS’s vision and goals and ensure transparent activities and decisions.
• KPI 2.2
  • Conduct business expediently, following AFS Procedures, including, but not limited to, holding structured meetings and elections; regularly reviewing governing documents; regular standardized reporting on business operations; and sharing and recording unit activities.
• KPI 2.3
  • Communicate the value of AFS membership at all levels to increase the percentage of unit members who are AFS members.
• KPI 2.4
  • Continue regular communication with unit leaders and facilitate feedback from units.
• KPI 2.5
  • Develop a balanced annual operating budget and ensure responsible oversight of operations, financial assets, revenues, and expenses. Coordinate with the AFS Financial Planning and Procedures Committee to prepare a financial sustainability plan while fulfilling the Society’s vision and mission.

Objective 3: Foster a respectful and welcoming environment within AFS to broaden participation and enhance representation among fisheries professionals.

• Strategies
  • Promote a respectful and safe environment within AFS and all affiliated events to actively strengthen the community within the society.
  • Use varied communication pathways, strategies, and techniques to engage a diverse range of audiences, and to ensure clear and impactful messaging across all sectors of the fisheries professionals’ community.
  • Recognize, honor, and engage in continual reciprocal discourse with culturally and/or historically affected communities.
  • Prioritize member safety by expanding and integrating transparent discourse and safety policies and procedures in accordance with the Ethics and Professional Conduct Committee and applicable Society standards.
• KPI 3.1
  • Establish, implement, and maintain safety standards through periodic review and expansion of safety protocols and protections (e.g., the AFS Code of Conduct) to ensure consistent and due processes across all levels, prioritizing all members’ long-term safety and retention.
• KPI 3.2
  • Develop and enhance spaces that welcome and support all members to provide additional opportunities for engagement with existing expertise within the organization.

Objective 4: Provide professional development opportunities to members.

• Strategies
  • Encourage employers to support continued staff development through participation in AFS activities that address identified areas of need.
  • Assist colleges and universities in promoting robust academic programs in fisheries sciences, natural resource management, and related disciplines to ensure the recruitment of fisheries professionals that meet the needs of employers.
  • Provide professional development opportunities using innovative methods to reach the broadest possible audience. 
  • Continue to offer training in skills that potential employers have identified as critical and provide additional opportunities to develop new skills.
• KPI 4.1
  • Provide all members with opportunities for networking, collaboration, professional development, and mentoring (e.g., # of events, # of online interactions, # of meeting participants).
• KPI 4.2
  • Provide valuable opportunities for student unit members to engage, grow, develop professional relationships, and contribute to broader AFS initiatives.
• KPI 4.3
  • Increase the number of AFS professional certifications by modernizing the current program to increase relevancy and reflect the integration of diverse fisheries disciplines.

AFS Composition – Who We Are

“The whole is more than the sum of its parts.” – Aristotle

AFS comprises multiple organizational levels that work together to fulfill its mission. Roles vary according to geography, topics of interest, or administrative responsibilities.  These are briefly outlined below.

Members: Actively participate in the AFS organization as a positive steward and follow the AFS Code of Conduct at all unit levels.

Student Subunits: Coordinate information exchange, outreach, and aquatic stewardship for students within academic institution(s) and/or small geographic regions. Priorities include member support, increasing student awareness of the profession, and maintaining liaison roles representing member needs to Chapters.

Chapters: Coordinate information exchange, outreach, and aquatic stewardship within defined geographic regions. Priorities include coordinating with local, provincial, state, and tribal governments and non-government organizations, as well as communicating and advocating Chapter needs to Divisions.

Divisions: Complement Chapter activities related to information exchange, outreach, aquatic stewardship, member support, and governance at a regional level across national boundaries. Divisions also maintain liaison roles with regional resource stakeholders and communicate and advocate for Chapter needs to AFS leadership.

Sections: Coordinate member activities with similar disciplinary and topical interests by stimulating information exchange and outreach related to those interests. Sections also share expertise with AFS leadership, members, and others as appropriate for the specific Section. Communicate and advocate for Section needs to AFS Leadership.

AFS Staff/Committees: Assist AFS Units and officers as requested while providing essential business and administrative services such as member and staff support, annual meeting planning, journal and book publication, continuing education, communications, financial administration and oversight, and policy development.

AFS Governance: The Officers and Governing Board provide structure and guidance for unit activities and operations. AFS Governance assists staff in overseeing the variety of programs and services offered by the Society, provides regular communications on fisheries and Societal issues to members at all levels, and promotes continuous positive societal growth through annual initiatives and special projects.

Implementing the Strategic Plan

Each AFS unit is responsible for annually addressing the strategic plan. Annual action plans at the unit level are integral to implementing the 5-year Strategic Plan. Action plans provide the framework to evaluate progress toward objectives and adapt strategies. The newly established Strategic Plan Implementation Committee will be available to guide and assist units as they create and monitor annual action plans.

Annual Planning

Annual action planning is a component of strategic planning that occurs multiple times within a single strategic plan cycle. An annual action plan outlines specific, short-term steps to be taken within that year to achieve strategic goals. Longer-term strategies are translated into concrete, actionable tasks by assigning responsibilities, deadlines, and resources for each action. Essential components include objectives, strategies, projects, targets and metrics, and a retrospective. Annual action planning ensures that day-to-day activities are aligned with broader organizational goals and provides a framework for tracking progress, making adjustments, and ensuring accountability throughout the year.

KPI implementation

A Key Performance Indicator (KPI) is a measurable target that tracks progress toward a goal or objective. For all the KPIs listed above, each unit should evaluate whether the activity is currently being done and, if so, assess its quality/impact. 

Each unit shall identify the KPIs they will address. Then quantify the metric to measure success for that year in their annual plan. This quantification is done by determining the current number of each type of activity and then establishing future goals and timelines. Here is an example of how a unit might address KPI 1.2 in their annual action plan.

KPI 1.2: Promote fisheries conservation through annual meetings, scientific publications, workshops, professional standards, science communication, networking, and outreach.

Current status: One (1) networking activity/year

Goal: Hold two (2) networking activities/year

KPI in unit action plan: Double the number of networking activities/year.

This evaluation should be done annually, and goals should be updated in the unit’s action plan. The number of activities and impact/quality will be reported annually in the unit report to the Society. The Strategic Plan Implementation Committee is available to assist units in setting and evaluating KPIs.

Glossary

Advocate: actively promote or defend a specific cause, idea, or group. It can refer to a person who takes this action.

AFS Codes of Conduct: 

• AFS Professional Code of Conduct: A member of the American Fisheries Society (AFS) has an obligation to perform their duties in an ethical manner. First and foremost, on joining the AFS, a member accepts the responsibility to serve and manage aquatic resources for the benefit of those resources and of the public, based on the best scientific data, as specified by the Society’s “North American Fisheries Policy” (see Fisheries 21[3]:26-29). They act ethically in their relationships with the general public and with their employers, employees, peers, fellow AFS members, and associates, and they follow the tenets of the Society’s Equal Opportunity Policy[1]. They strive to preserve and enhance the fisheries profession, to provide a diverse, inclusive and welcoming environment, and to encourage these behaviors in others. All members must adhere to the “Standard of Professional Conduct” as herein established.¹
• AFS Meetings Code of Conduct: American Fisheries Society (AFS) meetings are among the most respected scientific meetings of fisheries professionals in the natural resource scientific community. AFS values the diversity of views, expertise, opinions, backgrounds, and experiences reflected among all attendees, and is committed to providing a safe, productive, and welcoming environment for all meeting participants and AFS staff. All participants, including, but not limited to, attendees, speakers, volunteers, exhibitors, staff, service providers, and others, are expected to abide by this Meetings Code of Conduct. This Code of Conduct applies to all AFS meeting-related events, including those sponsored by organizations other than AFS but held in conjunction with AFS events, in public or private facilities.¹

AFS members: Individuals who have paid dues to the American Fisheries Society for the current period and have access to all member benefits. They have the opportunity to actively participate in the AFS organization, contribute to the community of fisheries professionals as positive stewards, and follow the AFS Code of Conduct.

AFS Units: Units are subcomponents of the American Fisheries Society. This includes  Divisions, Chapters, Student Subunits, and topic-based Sections.

Annual Action Plan: A one-year document outlining specific short-term tasks and objectives a particular group will accomplish to achieve the AFS objectives and strategies.

Effective Governance: Governing AFS affairs using transparent, accountable, equitable, participatory, and efficient practices to ensure the achievement of objectives and KPIs while balancing member needs.

Evaluate: To assess or determine the value, significance, or performance of something, typically through a systematic process that emphasizes quantifiable metrics.

Fisheries Professional: A fisheries professional is an individual trained and engaged in the management, conservation, research, education, communication, outreach, and sustainable use of fisheries and aquatic resources and generally works across various disciplines to address challenges related to fish populations, habitats, and the people who rely on them. 

Goal: A broad statement describing a desired future condition or achievement without being specific about how much and when.²

Key performance indicator (KPI): A statistical measure of an organization’s performance in a particular area. A KPI could measure an organization’s financial performance or how it is holding up against consumer requirements.²

Metric: Metrics are quantitative or qualitative tools that describe progress from a baseline (i.e., an increase in the number of vessels).³ A standard for measurement.²

Mission: An organization’s purpose.²

Objective: A target or goal to be achieved.²

Retrospective: An exercise where a group gets together and asks what’s going well, what’s not, and what can be improved moving forward. A retrospective occurs at the end of one project phase and the beginning of another (e.g., the transition from one action plan to another).

Safety: Measures and practices designed to ensure physical, emotional, and psychological well-being of AFS members.

Strategy: Describes how an objective will be achieved, and may or may not include quantifiable aspects. 

Strategic Plan: A guiding document that outlines the strategies, goals, and metrics to be used by an organization to achieve progress towards its envisioned future within a specific time frame.

Vision: An overarching statement of how an organization wants to be, an ideal state of being at a future point.²

Glossary References

1. American Fisheries Society
2. Quality Glossary of Terms, Acronyms & Definitions | ASQ | ASQ
3. Quality Management and Continuous Improvement Tools | NOAA Fisheries