STRATEGIC PLAN

Transcription

1 STRATEGIC PLAN American Epilepsy Society Dedicated to eradicating epilepsy and its consequences

2 American Epilepsy Society The term strategy has many meanings. As we started to write these introductory comments to the AES strategy, it was striking how applicable each definition was, each in its way, to our own plan. When the AES Board of Directors, Council chairs and staff started work on this plan our objective was to develop for AES an ambitious, focused and achievable strategy to guide our work for the next three to five years. That is the most basic and familiar definition of strategy a careful plan for reaching a goal over a period of time. Of utmost importance was a focus on our vision: TO ERADICATE EPILEPSY AND ITS CONSEQUENCES Each strategic goal is grounded in that vision, and in our mission to advance research and education for professionals dedicated to the prevention, treatment and cure of epilepsy. Strategy has been described as a science and an art certainly concepts we all relate to in our daily commitment to treating and researching the challenges of epilepsy. The answers we seek for people with epilepsy are not simple, nor are they always easily defined by the existing scientific knowledge available to us. Often they are reached by a combination of data, experience, and intuitive understanding gained over years. You will find outlined in this document a plan that is also a combination of science and art focused, yet flexible enough to allow us to respond to new challenges and opportunities; achievable and ambitious, seeking innovative and creative solutions; and grounded in metrics that will allow us to track success. Strategy is also defined as adaptations that serve an important function in achieving evolutionary success. The strategy you will read in the next few pages does not include drastic changes in direction education and research are still front and center but it does represent a significant recalibration that recognizes the increasingly important role of AES, and you, our members, in advancing the prevention, treatment and cure of epilepsy. In developing this strategy, the Board carefully considered what it means for AES to continue to be the leading multidisciplinary epilepsy professional organization and what will be necessary to serve the needs of our members and of the entire epilepsy community. We hope you will take a few moments to read through this important document, consider where you can join with others in the AES community to advance these goals, and share with us and any member of the Board your feedback and ideas. We will be counting on all of our members to play important roles in guiding our work and contributing to the achievement of these important objectives that together will advance our collective vision to create a world without epilepsy.

3 PURPOSE OF STRATEGIC PLANNING AES sees continued opportunity in its strategic positioning as the leading multidisciplinary epilepsy professional organization. At the same time, the role of the Society is evolving with changes in health care, advances in research, pressures from the decline in other sources of research funding, and changing expectations around professional development and education. In order to be well-positioned for these changes, AES has developed an ambitious, but achievable plan to guide its work for the next five years. OBJECTIVE An outcome-oriented strategic plan and milestones that will allow AES to: Focus on a consensus-built growth strategy that will guide future priorities, actions and decisions on behalf of professionals dedicated to the care and treatment of persons with epilepsy Proactively adapt to dramatic changes in medicine and health care Take measured risks, based on an understanding of AES strengths, weaknesses, opportunities and challenges, so that AES remains successful in the market and relevant to its members Define outcomes and milestones for achievement of the plan

4 american epilepsy society AES VISION The vision of the American Epilepsy Society is to eradicate epilepsy and its consequences. AES MISSION The mission of the American Epilepsy Society is to advance research and education for professionals dedicated to the prevention, treatment and cure of epilepsy. AES VALUES We are dedicated to improving the lives of people with epilepsy. We embrace innovation and strive for excellence in everything we do. We are an inclusive, collegial community, which enriches the experiences of all involved. We value collaborating with other organizations that are aligned with our mission to achieve greater results. We operate with integrity. OVERALL STRATEGY To leverage the expertise and commitment of its community of members, and excellence in medical knowledge, education and research to be a recognized leader in contributing to improvement

5 STRATEGIC GOALS The following strategic goals represent longer-term directions that represent explicit major choices about the scope of AES efforts and the outcomes we want to achieve, taking advantage of internal strengths and external opportunities. The achievement of these Strategic Goals will represent significant improvements within the organization and help fulfill the ASE vision and mission. EDUCATION RESEARCH BEST PRACTICES AWARENESS EFFECTIVENESS

6 STRATEGIC GOAL #1 EDUCATION AES must continue as the leader in education about epilepsy and career development for current and next generation epilepsy professionals. Since its founding, and fundamental to its identity, AES has been a leader in educating epilepsy professionals, providing support and assistance in career development, and mentoring the next generation of professionals. This tradition continues, augmented by advances in knowledge, contemporary educational strategies, and the growth of digital formats. STRATEGY 1A: Maintain the Annual Meeting as the premiere professional gathering on epilepsy, ensuring its relevance, protecting the opportunities for networking, and enhancing its role in convening the professional community. STRATEGY 1B: Create a comprehensive, accessible, up-to-date repository of knowledge for the specialty curated by level (introductory, intermediate, advanced) that includes resources to meet MOC requirements. STRATEGY 1C: Develop comprehensive digital education strategy that leverages content across multiple platforms and includes control of content generated by or for AES. STRATEGY 1D: Expand the scope and breadth of career and leadership development for young professionals/fellows. KEY PERFORMANCE INDICATORS Annual increase in number of participants in year-round education Sufficient materials for members to meet MOC baseline self-assessment requirements for first 3-year cycle Increase the number of Fellows (both MD/PhD and non-md/phd) supported to attend the AES Fellows program and Annual Meeting Measure engagement with AES, stay in epilepsy, and report a desirable level of satisfaction with fellowship experience Increase number of attendees at Annual Meeting and diversity Increase Epilepsy Currents impact factor and utilization

7 STRATEGIC GOAL #2 RESEARCH AES will be a recognized leader in setting research direction (basic through clinical); supporting innovation, encouraging collaboration, and developing the next generation of investigators. By its strong commitment to basic and clinical research, AES contributes to the identification and delivery of answers to diagnosing, treating and curing epilepsy. AES seeks to fund the most promising scientific projects and help ensure that every research dollar is spent strategically and with the greatest impact possible. STRATEGY 2A: Be a leader in developing the next generation of basic, translational, and clinical researchers. STRATEGY 2B: Attract and support new researchers most likely to advance knowledge to fill research gaps and advance the field. STRATEGY 2C: Partner with interested organizations to advance science, address strategic funding needs and minimize fragmentation and overlap. KEY PERFORMANCE INDICATORS Increase research funding from $700,000 to $1M over the next 3-5 years Increase number and diversity of funding partners Increase number of research fellows who complete a research program through AES and stay in epilepsy (academia or research) STRATEGY 2D: Support innovative research, including using the Epilepsy Benchmarks as a building block to help generate and promulgate research priorities.

8 STRATEGIC GOAL #3 BEST PRACTICES AES will improve patient care through developing and facilitating implementation of best practices. Keeping current on evidence-based guidelines and best practices is critical for epilepsy professionals to provide quality care to patients and families. AES is committed to developing and disseminating tools for practice improvement, which in the short and long term will improve care for people with epilepsy. STRATEGY 3A: Identify where sufficient data is lacking for evidence-based guidelines and develop consensus documents to fill the gaps. STRATEGY 3B: Create and disseminate AES-branded tools for practice improvement both for epileptologists and for non-specialists. KEY PERFORMANCE INDICATORS Development of PIP tools Create AES-branded tools practice Identify practice gaps and create consensus documents STRATEGY 3C: Develop tools for performance in practice (PIP) specifically for epileptologists.

9 STRATEGIC GOAL #4 AWARENESS AES will take a leadership role in improving awareness of epilepsy and its impact among the public and health care professionals. One in 26 Americans will have epilepsy during their lifetime, epilepsy is the second leading cause of death due to a brain disorder, and results in over $15 billion dollars in costs per year in the US alone. The lack of national awareness of these facts has resulted in: a disproportionately small percentage of research funds being allocated to epilepsy research, both basic science and clinical; extending the average time it takes for a patient to get to an epilepsy specialist to seventeen years; and fewer professionals entering the specialty. STRATEGY 4A: AES will facilitate development and dissemination of a high level message communicating the public health impact of epilepsy, the gaps in access to appropriate specialty care, and the urgency of addressing underfunding compared to other neurological diseases. STRATEGY 4B: AES will take a more active role, both collaboratively and independently, in public policy development. KEY PERFORMANCE INDICATORS Develop (and update regularly) the message(s) Increase media (public and social) mentions of the message Increase member awareness and involvement in message dissemination Timely development and dissemination of policy positions

10 STRATEGIC GOAL #5 EFFECTIVENESS AES will continue to improve its financial sustainability and organizational effectiveness. As the leading multidisciplinary professional organization in epilepsy, AES needs to be up to date in its information, data support, technology infrastructure and governance practices. This role requires the courage, willingness, and flexibility to lead change. In order to be best positioned to achieve the first four goals, AES must be as effective as possible as an organization. STRATEGY 5A: Implement and maintain optimal information, data support and technology infrastructure necessary to meet and support operational needs and strategic goals. STRATEGY 5B: Diversify revenue sources to support operating needs and expand endowments to support research and education priorities. STRATEGY 5C: Create an organizational and operational structure that promotes efficiency and maximizes member engagement. KEY PERFORMANCE INDICATORS Endowment growth Increase net income from new sources and services Committees charges and deliverables are aligned with AES Strategic Plan AES is of comparable efficiency to other associations of its size and scope Increase in membership in all categories