Strategic Planning Subcommittee Strategic Goals

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Strategic Planning SubcommitteeStrategic Goals

• Subcommittee Members
• Alan Bass
• Rick Briscoe
• Kristy Bruse
• Derek Leishman
• Ian MacKenzie
• Hugo Vargas
• Rob Wallis
• Jean-Pierre Valentin
• Clarissa Wilson
• new members

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Strategic Planning SubcommitteeOriginal Charge

• Charge develop an ever-green strategic plan for
  the Society inclusive of vision statement,
  mission statement, short-term and long-term
  strategic goals, objectives and tactical work
  paths.
• Completed SWAT Analysis
• Completed Executive Summary of SWAT
• Identified Long-term Goals
• Mega issues of the long-term goals

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Strategic Planning SubcommitteeStrategic Goals

1. Develop and implement an overarching multifaceted
   strategy to assure that the Society is sustained
   over the long term future
2. Develop and implement a long range strategy to
   assure that the Society and its membership remain
   on the cutting edge and is viewed worldwide as a
   resource of subject matter experts in the field
   of safety pharmacology
3. Develop and implement a long range strategy to
   provide programming, resources and services that
   are valuable, relevant and important to the
   present and future membership of the safety
   pharmacology Society
4. Develop and implement a long range strategy to
   assure the growth of the safety pharmacology
   Society in alignment with the strategic goals of
   the Society and within the limits of Societys
   resources

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Strategic Goal 1

• Develop and implement an overarching multifaceted
  strategy to assure that the Society is sustained
  over the long term future
• Can the present business model under which the
  Society operates sustain the Society over its
  long term future?
• If the answer is no, than will it be important
  (imperative) that a business model be devised to
  assure the long term future?
• Should the Society remain independent, affiliate
  with another Society (e.g. SOT, EuroTox, JSOT) or
  join a Federation (e.g. FASEB) to assure that the
  important societal role served by the safety
  pharmacology is sustained over the long term
  future?

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Strategic Goal 2

• Develop and implement a long range strategy to
  assure that the Society and its membership remain
  on the cutting edge and is viewed worldwide as a
  resource of subject matter experts in the field
  of safety pharmacology
• In what ways can the Society utilize current
  communication technologies to facilitate the
  exchange of information?
• Website 2.0, wikipedia/facebook-like media,
  webinars, etc. new approaches needed for current
  next generation of SPS members?
• In what ways can the Society serve as a voice in
  advising and contributing to important issues
  influencing the field of safety pharmacology?
• In what ways can the Society facilitate the
  advancement of science and the use of emerging
  molecular and other technologies in the conduct
  of studies in safety pharmacology?

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Strategic Goal 3

• Develop and implement a long range strategy to
  provide programming, resources and services that
  are valuable, relevant and important to the
  present and future membership of the safety
  pharmacology Society
• What are the resources and services considered
  valuable, relevant and important to the present
  and future members?
• Having identified these, how can the Society
  serve to provide these resources and services to
  its present and future membership?

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Strategic Goal 4

• Develop and implement a long range strategy to
  assure the growth of the Safety Pharmacology
  Society in alignment with the strategic goals of
  the Society and within the limits of Societys
  resources
• Is the goal of growing the Society consistent
  with the goal of sustaining a long term future?
• If the answer is yes, are there limits to the
  long range plans to grow the Society as a result
  of the Societys resources
• If the answer is yes, are these limitations
  acceptable to growing the Society or do they need
  to be overcome in supporting the societies growth.