2026 AGU ELECTIONS
Sabine Stanley
AGU Board of Directors
Director III
Bio
Vice Provost for Graduate and Professional Education and Bloomberg Distinguished Professor , Johns Hopkins University, Baltimore, MD, USA
AGU embraces the global community and welcomes leaders representing various identities, voices and perspectives. List any identities, voices and perspectives you would bring, including but not limited to nationality, regional representations, racial and ethnic backgrounds, and anything else you feel comfortable sharing.
I have worked as a professor and completed my education in both Canada and the United States. I was the first generation in my family to go to college. I am deeply committed to improving justice, equity, diversity, and inclusion in academia and science.
Volunteer experience that you feel relates to this position:
I've been honored to serve in a range of volunteer leadership positions at AGU over the past 13 years including serving as Vice-Chair of the Council, Chair of the Meetings Committee, President of the Study of the Earth's Deep Interior Focus Group, Editor of Journal of Geophysical Research: Planets, and a member of the Leadership Development and Governance Committee. I've also served as department chair and now serve as the Vice Provost for Graduate and Professional Education at Johns Hopkins University.
Q&A
AGU’s Board of Directors is responsible for the governance, fiduciary and reputational health of the organization and handles its business affairs. The primary role of an AGU Board director is to partner with the other Board members and staff to lead the organization.
Board members work together with other volunteer leaders and staff to play a key role in implementing AGU’s strategic plan.
How do you imagine the global science ecosystem of the future, and how should AGU steward and empower its community to strengthen the organization and ensure lasting impact?
What must we begin doing today to prepare for that future?
What skills, experiences, and perspective would you bring to the Board in service to AGU’s mission?
The global science ecosystem of the future requires openness, equitable access to opportunities, and decision-making grounded in sound data and meaningful stakeholder engagement. Achieving this vision requires acknowledging current challenges: threats to scientific integrity and fact-based reasoning exist not only in the United States but across many nations, with impacts that may reverberate for generations. We must engage stakeholders worldwide to develop collaborative strategies that advance our shared goals while respecting regional contexts and needs. AGU's global community represents a strategic advantage. We could systematically identify places where innovative solutions have succeeded and develop frameworks to scale these innovations for broader impact. AGU's convening power remains essential. Our meetings and publications bring scientists together and communicate discoveries to broader audiences. However, maintaining relevance requires agility and evolution in our business models and programming approaches. We should consider strengthening global partnerships, evaluating and adapting our business models to ensure long-term sustainability, amplifying our advocacy for science-based policy, and building pathways for early-career scientists to engage meaningfully with AGU.
The range of volunteer roles I have held at AGU has given me a comprehensive understanding of AGU's multifaceted portfolio and strategic objectives. I am prepared to bring the varied perspectives of stakeholders across these domains to inform Board governance. In addition, my three years as Vice Provost for Graduate and Professional Education at my institution have sharpened essential competencies in crisis management, strategic planning, leadership development, financial stewardship, and risk assessment—skills directly transferable to Board service.