Antarctic Science and Policy Advice in a Changing World Strategic Plan 2011-2016

Antarctic Science and

Policy Advice in a Changing World

Strategic Plan 2011-2016

The Foundations

SCAR values the legacies of those that have gone before, applies lessons learnt from past experiences,

and capitalizes on the foundations built over the organization’s history.

“The loftiest edifices need the deepest foundations.”George Santayana (1863-1952)

Strategic Vision and Mission

VISION: A world where the science of Antarctica benefits all, excellence in science is valued and

scientific knowledge informs policy making.

MISSION: To be the leading non-governmental, international facilitator and advocate of research in

and from Antarctica, to provide objective and authoritative scientific advice, and to bring emerging

issues to the attention of policy makers.

“In strategy it is important to see distant things as if they were close and to take a distanced view of close things.”

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The Strategic Plan

• To foster a sense of dedication and commitment in SCAR members and the community it serves to

ensure realization of the organization’s vision, mission and goals.

• To guide collective decision-making about priorities and resource allocation.

“In strategy it is important to see distant things as if they were close and to take a distanced view of close things.”

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Why Antarctic Science? Why Now?

• The Antarctic region is a matchless “natural laboratory” for vital scientific research which is

important in its own right and impossible to achieve elsewhere on the planet.

• The study of Antarctica and its role in the global Earth system has never been more important as the

region is experiencing dramatic changes that have global implications.

“Excellence encourages one about life generally; it shows the spiritual wealth of the world.”

T.S. Eliot (1888 – 1965)

• Encourage excellence in Antarctic research by developing transformational scientific programs

that address issues of regional and global importance.

• Scan the horizon to identify evolving issues and emerging frontiers in Antarctic science.

• Explore the inclusion of the human and social sciences.

• Reward excellence through recognition.

Scientific Leadership


T.S. Eliot (1888 – 1965)

• Provide opportunities to present the latest research results, exchange up-to-the-minute

scientific findings, and promote cross- and interdisciplinary communication.

• Promote an interdisciplinary philosophy and eliminating barriers to cross-fertilization of ideas.

Scientific Leadership


T.S. Eliot (1888 – 1965)

Interdisciplinary Earth System Science

• Understanding the Earth system, its components, connections and feedbacks is a major endeavor

of contemporary Antarctic science and a focus of SCAR research.

• Scientific frontiers often lie at the interfaces between disciplines requiring interdisciplinary

approaches to advance knowledge.

• Promote an interdisciplinary philosophy that eliminates barriers to cross-fertilization of ideas.


T.S. Eliot (1888 – 1965)

Emerging Frontiers

• Antarctica and Global Climate

• Deciphering Paleoclimate

• Organisms, Ecosystems and Biodiversity

• Ice Sheet Dynamics and Sub-ice Environments

• The Poles as a Vantage Point

• Observing Systems


T.S. Eliot (1888 – 1965)

Southern Ocean Observing System

Scientific Research Programs

SALEATHENA

ICESTAREG-ICESTAR

2004-2010

ACE

AGCS

2004-2012

EBA

2005-2013

2010 -2014

AAA

2013- 2021(?)

AntECO

AntETR

Figs & photos: J. Gutt & W. Dimmler, Marum/AWI, J. Turner et al., G. Chapelle

PACE

SERCESOOS

ISMASS

PROGRAMS

Scientific Advice

• Provide objective and independent scientific advice to the Antarctic Treaty System and other

organizations on issues affecting the conservation and management of Antarctica.

• Identify issues emerging from greater scientific understanding of the region and bring them to the

attention of policy makers.

“Wise people listen to advice.”Proverbs 12:15

• Provide objective, independent and authoritative scientific advice by partnering with other Antarctic

Treaty advisory bodies.

• Expand SCAR’s advisory sphere-of-influence on global issues to other audiences.

• Affiliation with organizations with complementary interests to address global issues.

“Wise people listen to advice.” Proverbs 12:15

Scientific Advice

Partnerships

• Partnerships with organizations with complementary skills, technologies and interests.

• SCAR partners with ICSU bodies, advisory bodies to the Antarctic Treaty System, organizations with

a polar mission, and global programs with polar interests.

• Partnerships to provide scientific advice, expand the advisory sphere-of-influence, develop

capacity, and promote cooperation with Arctic counterparts.

“Friendship is essentially a partnership.”Aristotle (384-322 BC)

Partnerships

Elements of the Antarctic Treaty

System

Scientific Bodies of ICSU

Capacity Building, Education And Training

• Develop scientific capacity in its Members, emerging National Antarctic programs, and

students and early career scientists.

• Promote and facilitate the incorporation of Antarctic science in education at all levels and

communicate scientific information about the Antarctic region to the public.

“The turning point… was when I really realized that you can do it yourself.”

Timothy Blixseth (1950- present)

• Encourage and support emerging national Antarctic programs participation.

• Recruit countries that have not traditionally participated in Antarctic research.

• Inform the public and the media of the importance of the knowledge gained by the study of Antarctica

and the Southern Ocean.

• Update the Capacity Building, Education, and Training Plan.

Capacity Building, Education And Training



Martha T. Muse Prize



2009 - Steven Chown

2010 - Helen Fricker

Data and Information Management

• Promote free and unrestricted access of data and information regarding the Antarctic region.

• Become a portal to data repositories of Antarctic scientific data and information.

“It is a capital mistake to theorize before one has data.”Arthur Conan Doyle (1859-1930)

Communications

• Timely and frequent contact with various communities and entities.

• Inform the public and the media of the importance of the Antarctic region

• Communicate SCAR’s mission, relevance and accomplishments

• Increase public understanding of the benefits of Antarctic science

• Communicate the importance of Antarctic science to those that fund science.

• Improve SCAR’s Web presence.

“Communication works for those who work at it.”John Powell (1960 – present)

•Provide opportunities to present the latest research results, exchange up-to-the-minute

scientific findings, and promote cross- and interdisciplinary communication.

•National Committees - important partners in improving communication with the Antarctic

scientific community.

•Improving the visibility of Antarctic science.

•Update the Communications Plan.

“Communication works for those who work at it.”John Powell (1960 – present)

Communications

Organization and Management

• Committed to continuous improvement in the effectiveness, efficiency and flexibility in the

structure, procedures and practices of the organization.

• Encourage the widest participation in decision-making.

“The achievements of an organization are the results of the combined effort of each individual.”

Vince Lombardi (1913 – 1970)

Michael Sparrow Renuka Badhe Rosemary Nash

Executive Director Executive Officer Administrative Assistant

Resources

• Match available funds with the demands for resources while maintaining a healthy and vibrant

organization.

• Adherence to the highest accounting and ethical standards in all of its dealings.

• Leverage by volunteer time and the in-kind support provided by its Members.

• Create a Development Council

“Literature was formerly an art and finance a trade; today it is the reverse”

Joseph Roux (1725-1793)

Momentum and Continuity

• The strategic plan sets SCAR on an ambitious path for the next six years.

• Preserve and build on the legacies of the IPY 2007-2008.

• The next decade will be a critical time for SCAR as voluntary enterprises and organizations face

significant cost pressures.

• SCAR must carefully choose its priorities in a context of budgetary constraints.

“(SCAR) acquires momentum as (SCAR) advances.”modified from Virgil (70BC-19BC)

Strategic Goals

• Transition to a new generation of transformative Scientific Research Programs.

• Facilitate the establishment of a Southern Ocean Observing System Secretariat.

• Institute a “Scanning the Horizon” assessment of future directions and emerging frontiers in

Antarctic science.

“What is not started today is never finished tomorrow.”Johann Wolfgang von Goethe (1749-1832)

• Expand SCAR’s role in providing objective and independent scientific advice to the Antarctic

Treaty Parties and other organizations on issues affecting the conservation and management of

Antarctica and global issues such as climate change.

• Enhance existing and develop new partnerships with ICSU bodies, advisory bodies to the Antarctic

Treaty System, organizations with a polar mission, and global programs with polar interests.

Strategic Goals


• Promote unrestricted access to Antarctic data and information through open and accessible archiving practices and become a portal to data repositories.

• Update the SCAR Capacity Building, Education and Training Plan and the SCAR Communication Plan.

• Enhance SCAR’s web presence, improve communication with National Committees, and

advance the visibility of Antarctic science.

Strategic Goals


SCAR is an organization of members and those that

choose to lead and volunteer.

The future of SCAR will be determined by the depth and breadth of your

participation!

THANK YOU FOR YOUR ATTENTION!!

QUESTIONS???

Documents

Antarctic Science and Policy Advice in a Changing World Strategic Plan 2011-2016