Strategic Plan Update on Activities IASLC Board of Directors

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1 Strategic Plan Update on Activities IASLC Board of Directors

2 IASLC Strategic Plan Scope of this document This document: 1) Summarizes the strategic planning activities and results started by the IASLC in June 2017 with the support of the advisory firm Methodos. 2) Defines IASLC Position Statement and s.

3 IASLC Strategic Plan IASLC Position Statement IASLC aspires to be recognized by its stakeholders as: The premier global Society for education in Thoracic Malignancies for all relevant stakeholders. A world leader in Thoracic Malignancies research, based on its effectiveness in the initiation, conduct and support of research, and in the evaluation and dissemination of its results. A truly global and inclusive society that delivers the best, customized value and experience to its members and other stakeholders. A worldwide leading authority in Thoracic Malignancies, recognized as the preferred partner for other organizations and policy makers.

4 IASLC Organizational & Leadership Transformation Motion Permanent Strategic Committee A permanent Strategic Committee is instituted to supervise the achievement of the strategic goals and report to the BOD about its implementation, and periodically review the Strategic Plan (annually or more frequently when necessary) The Strategic Committee reports to the IASLC BOD and is chaired by the IASLC President The IASLC Managing Director shall be the staff liaison of the Strategic Committee Composition of the Strategic Committee: BOD Representatives (4) Executive Committee & CEO Committee Chairs Managing Director & Staff Directors (including JTO Managing Director)

5 IASLC Strategic Plan s 1. Broaden the Society s educational offerings and audience 2. Seek to answer major research questions in thoracic malignancies with a global impact 3. Develop a valuable and long term Membership 4. Expand the global presence of the Society 5. Accomplish a balanced distribution of revenues between different categories of funding sources 6. Develop a modern and efficient organizational and governance structure 7. Foster effective interactions between the Society s key opinion leaders and policy makers, healthcare providers and patients 8. Promote mutually beneficial collaborations with other Societies and research organizations

6 IASLC Strategic Plan s 1. Broaden the Educational Offerings and Audience Broaden the Society s educational offerings and audience by (a) innovating the way of producing and delivering education (creatively utilizing digital technology and partnerships), (b) developing new content/formats to support the Society s Membership Development and Research Programs and (c) expand in new geographies and constituencies to support the Society's International Development Program. Educational Program

7 IASLC Strategic Plan s 2. Seek to Answer Major Research Questions in Thoracic Malignancies with a Global Impact Seek to answer major research questions in thoracic malignancies with a global impact, by supporting IASLC (including via the IASLC Foundation) and third-party research projects (including the promotion of research partnerships) on the basis of (a) the Society s research priorities, (b) clear Intellectual Property Rights (IPR) co-ownership agreements, when appropriate, (c) results communication/dissemination policies aligned with the Society s interests and (d) a systematic evaluation of research results, including monitoring and follow-up activities. Research Program

8 IASLC Strategic Plan s 3. Develop Value in Long Term Membership Develop value in long term Membership by (a) providing the best customized value, (b) raising the perceived value of the membership for current, past and potential members and (c) creating and nurturing an effective environment for collaboration, research and knowledge-sharing to maximize the members potential value for the Society. Membership Development Program

9 IASLC Strategic Plan s 4. Expand the Society s Global Presence Expand the Society s global presence, in order to promote the Society s vision and mission in the context of local needs, by (a) expanding membership and fellowship in underrepresented regions (particularly in developing countries), (b) developing local educational content (including CME where existing) and language capabilities and (c) promoting local initiatives in developing countries to reduce morbidity and mortality through faster alignment of therapies to standards and to facilitate access to local education content. International Development Program

10 IASLC Strategic Plan s 5. Diversify Revenue Sources between Different Funding Categories Accomplish a balanced distribution of revenues between different categories of sources of funds, at both the global and local level (industry sponsors, public grants, private donations, membership fees, conference fees, IPR-related revenues) to support the Society s Research, Educational and International Development Program (including advocacy-related initiatives); when appropriate establish (or participate in) non-u.s. legal entities to attract non-u.s. donations and for non-u.s. grant eligibility purposes. Funding Program

11 IASLC Strategic Plan s 6. Develop a Modern and Efficient Organizational and Governance Structure Develop a modern and efficient organizational and governance structure based on agile processes that accommodates continued growth with the highest level of transparency and accountability by (a) fostering effective and efficient sharing of information between all Staff, BOD, Committee Chairs and Members, (b) a transparent and accountable committee appointment, engagement and evaluation process (including monitoring of achievements) and (c) simple transition procedures to facilitate the onboarding of new Staff, BOD and Committee members. Governance Improvement Program

12 IASLC Strategic Plan s 7. Foster Effective Interactions between the Society s Key Opinion Leaders and Policy Makers, Healthcare Providers and Patients Foster effective interactions between the Society s members and (a) policy makers, (b) healthcare providers and (c) patients, in partnership with advocacy groups, to promote equal access to information, implement state of the art care toward reducing morbidity and mortality of thoracic malignancies worldwide, as well as support equal access to quality treatment and cancer prevention globally. Global Policy Program

13 IASLC Strategic Plan s 8. Promote Mutually Beneficial Collaborations with other Societies and Organizations Promote mutually beneficial collaborations with other societies and organizations interested in thoracic malignancies, optimizing efforts and resources, in coordination with the Society s Research, Educational, Membership Development and International Development Program, to maximize the global impact. Strategic Partnership Program