school health collaborative - sleep research society · web viewnetworking opportunities group 3:...

Strategic Planning Retreat

Sleep Research Society

Prepared by:

October 12-13, 2014

Table of Contents

Introduction......................................................................................................................1Assessing the Current Situation.......................................................................................2

Strengths of the Society...............................................................................................2Weaknesses/Areas of Improvement of the Society......................................................3Critical Issues the Society Will Face in the Next Three to Five Years..........................4

Setting Future Direction...................................................................................................5Overview of Key Elements of Future Direction.............................................................5Mission.........................................................................................................................6Central Challenge and Strategic Priorities....................................................................6Strategic Mapping.........................................................................................................8Strategic Map for the Sleep Research Society...........................................................10

Partnership and Identity.................................................................................................17Implementation Planning................................................................................................18

Setting Implementation Priorities................................................................................18Identifying Tracks of Work..........................................................................................20Developing Preliminary Implementation Plans...........................................................20

Next Steps......................................................................................................................23TSI’s Next Steps.........................................................................................................23Communicating the Strategic Plan.............................................................................23Implementation Planning............................................................................................23“Review and Adjust” Process.....................................................................................23

Closing...........................................................................................................................24

Sleep Research SocietyStrategic Planning Retreat

Meeting Summary: October 12-13, 2014

INTRODUCTIONAllan Pack, President of the Sleep Research Society, welcomed participants to the strategic planning session. He thanked Jerry Barrett, John Noel, and Becky Roberts for their help in supporting the strategic planning work.

Allan Pack and Janet Mullington provided opening remarks, which can be viewed in the attached presentation by double-clicking on the icon below.

Allan Pack then introduced Stacey Zawel of TSI CONSULTING PARTNERS and invited her to facilitate the session. Stacey provided an overview of strategic effectiveness – an organization’s ability to set the right goals and consistently achieve them.

Organizations with high strategic effectiveness: Quickly formulate a “good enough” strategic plan. Move immediately to implementation – letting implementation teach them the ways

that the strategy is on target and ways it needs to be improved. Review progress on implementation regularly with honesty and candor. Make needed adjustments based on what is working, what isn’t, and how the world

has changed. Focus on results, not activities.

Sleep Research SocietyPage 1

ASSESSING THE CURRENT SITUATIONAssessing the current situation of the Sleep Research Society is a first step in setting its future direction. As input to this assessment, TSI conducted 12 interviews with key stakeholders identified by Society leadership. Nine of the interviewees were Society members and three were non-members. In addition, 364 stakeholders completed an online survey. The interviews and survey addressed four core questions: What are the strengths of the Society? What are the Society’s weaknesses/areas of needed improvement? What are critical issues facing the Society over the next three to five years? What key priorities should the Society establish in its strategic plan?

The stakeholder summary, which can be viewed in the attached presentation by double-clicking on the icon below, was used by participants as input to their assessment of the current situation.

Participants met in small groups to assess the current situation of the Society. A summary of the small group reports follows.

Strengths of the SocietyGROUP 1: TED ABEL, JIM WALSH, DAVID GOZAL, KATHY REID, JONATHAN WISOR

Consistent membership Journal Sleep – the topic is recognized by everybody as relevant Multidiscipline Community/government relations

GROUP 2: JEANNE DUFFY, PAUL SHAW, SEAN DRUMMOND, MARK WU, DANIEL BUYSSE

Trainee support/trainee day Diversity

Scientific areas Geographic (U.S./Canada/international) Leaders in the field are part of the organization – committed members

Networking opportunities

GROUP 3: RON SZYMUSIAK, DAVID WHITE, CAROL EVERSON, JENNIFER GOLDSCHMIED, FRANK SCHEER

Community Training Advocacy/PR Meeting/journal Basic science


GROUP 4: EUS VAN SOMEREN, ANDY KRYSTAL, HANS VAN DONGEN, MICHAEL GRANDNER, JENNIFER MARTIN

Community Network of peers Hard to define Common interest in sleep is unique

Trainee focus Voice in government – advocacy SLEEP journal

Weaknesses/Areas of Improvement of the SocietyGROUP 1 Seen as secondary to another primary discipline Perceived value Journal (structure, sections) Lack of identity (partly due to APSS) Conference Public awareness/media

GROUP 2 Sections – structure, purpose? Meeting – organization, content (not newest)

Too many symposia Not enough new findings

Overall identity and purpose of SRS is not clear to outsiders (and even some members/“insiders”)

GROUP 3 Communicating SRS’s identity Limited revenue streams Lack clear science tracks in the meeting Focus/efficacy given limited resources Capture members.

GROUP 4 The organization doesn’t facilitate networking.

Membership sections are useless. Need to be reconsidered/reformulated “Networks” instead of sections? “SIG” model (Phil/Allan) Dynamic

The community is “closed.” Need to set the bar higher in the quality of the science Need to help members navigate issues in sleep research

The SLEEP meeting


Compromise has led to serving no one’s needs well. Dividing the meeting by sector creates more division.

Mentoring – grant writing/meeting/make connections Don’t leverage our position as a leading scientific organization in speaking about

sleep – visibility

Critical Issues the Society Will Face in the Next Three to Five YearsGROUP 1 Membership engagement/new members Conference (cutting-edge research) other disciplines Journal Global society Integrating work with other groups/organizations Advocacy/outreach/government relations

GROUP 2 How to make SRS a “home” for all people conducting sleep research Increase international collaboration/members/presence. Better communicate SRS’s accomplishments (i.e. government relations

accomplishments). Make an SRS-only meeting. Pipeline/funding

GROUP 3 Funding research/poor NIH leadership structure SRS funding revenue/focus Pipeline Recognition Member benefits

GROUP 4 “Split personality” – basic/clinical dichotomy Value is not clear from the outside – small proportion of all researchers value. Funding for sleep science – SRS should do what it can to help support What is the cost/benefit of current APSS partnership? Emerges the “public face” or authority in sleep science/public relations

Discussion of the assessment of the current situation included the following points. The Society is trying to do too much.

It can’t be successful trying to be all things to all people Identifying a few things to do well that no other sleep or sleep related society is

doing is essential. While some participants question whether the Society can establish its own, unique

identity as part of APSS, many believe it is possible as long as the Society builds a portfolio of offerings beyond the annual meeting and the journal.


Participants agreed that while the meeting and the journal are the Society’s identity, other important work is going unnoticed, including: Impacting funding for research Raising public awareness to foster support for sleep research Increasing awareness among the legislature about the importance of sleep

research Participants raised concern about the impact of the Society’s identity being tied to

the weak annual meeting. Suggestions to improve the meeting included the following points: Increase emphasis on cutting-edge, high-level research. Encourage international participation. Make more time in the program for networking. Increase opportunities for multidisciplinary interaction/collaboration. Establish distinct tracks to make the large meeting seem smaller and more

easily navigable. In addition to making annual meeting improvements, participants discussed the

possibility of adding separate meeting(s) to cater to smaller, specialized groups of scientists in order to: Allow for more, in depth discussion/debate Increase opportunities for collaboration Foster a smaller forum for basic scientists

Some question what the Society can accomplish with so little infrastructure – limits potential.

Leadership noted funds are available for strategic investments.

SETTING FUTURE DIRECTION

Overview of Key Elements of Future DirectionStacey Zawel provided a brief overview of the key elements of an organization’s future direction.


An organization’s mission states why it exists, its reason for being, its fundamental purpose. It’s an enduring statement that usually remains the same for many years, providing long-term continuity and direction for the organization.

Vision articulates the long-term outcome or end-state that the organization will make a definitive contribution to creating.

Strategy outlines what the organization needs to do at this point in its history. It is more focused and time bound than mission and vision – often looking to the next three to five years.

An organization’s core values and/or guiding principles outline its unique approach, its norms for “how we do things” in the organization.

An organization’s tactics outline “how to” implement its strategy.

Mission As context for setting future direction for the Sleep Research Society, participants reviewed the current mission of the organization.

CURRENT MISSION OF THE SLEEP RESEARCH SOCIETY

The Sleep Research Society is a member organization of scientists that exists to foster scientific investigation on all aspects of sleep and its disorders, to promote training and education in sleep research and to provide forums for the exchange of knowledge pertaining to sleep.

After discussion and revision, the group accepted the following as the mission of the Sleep Research Society.

MISSION OF THE SLEEP RESEARCH SOCIETY

The Sleep Research Society advances sleep and circadian science.

Central Challenge and Strategic PrioritiesParticipants were asked to identify – in a word or phrase – the central challenge that the Society faces over the next three years. A summary of responses follows: Advocate for research funding and research training. Establish and implement our identity. 50% increase in membership Being relevant to membership Best serving the needs of our members; being vital Funding Better developed national recognition for the Society – source for expertise Should the Society exist and why? Develop a clear identity. Avoid having an infinite number of sleep societies. Make sure we attract members who are pursuing cutting-edge research and ensure

young investigators are trained in cutting-edge research. Membership growth Provide an identity we can be proud of; makes you want to belong to the

organization; an elite feeling. Achieve relevance for our members and the larger sleep community.


Provide a place (meetings and the journal) for sleep scientists to present their latest and greatest findings.

Being identified as the place to be a member of Increase membership by improving value, external awareness and identity. Promote the value and urgency of sleep research and the excellence and authority

of sleep researchers so well it survives the funding crisis. Increase relevance and appeal of the Society to the broader group of scientists

engaged in sleep research. Identify a relevant and dynamic mission for the Society. Make members of the Society see the Society as a wise investment of their time

and money. Clearly provide and communicate the value of the Society to membership. Reunite researchers and clinicians across segments/sections.

Far too fragmented This will be our undoing.

Focus on needs of the sleep research field and not of the Society.

Using a one-page graphic representation of a strategic map, Stacey Zawel explained the concepts of central challenge and strategic priorities. The oval at the top of the strategic map is the central challenge.

It is the focal point for strategy. It focuses on what the organization needs to do in the next three years to

support its mission. The central challenge is supported by some number of strategic priorities.

Strategic priorities are the few critical things we must do in order to meet our central challenge.

The number of strategic priorities can vary, but is never fewer than three or more than six.

There are two tests of a strategic priority: Is each priority necessary to meet the central challenge? Are the strategic priorities taken together sufficient to meet the challenge?

Based on participant input on the central challenge, Stacey Zawel then presented a “first draft” of a possible central challenge and strategic priorities for the Sleep Research Society for the next three years. After discussion and revision, the group agreed to the following version as “good enough” to begin work to develop strategic objectives for the map.


Strengthen theQuality of Career

DevelopmentPrograms and

Services

Build a Robust, Excellent, SleepResearch Community

Draft10/12/14

The Sleep Research SocietyStrategic Map: 2014-2017

Maximize Impactof Advocacy

and Outreach


StrengthenMembership

Communicationand Engagement

IncreaseResourcesto Achieve

Goals

A B C D E

EnhanceVibrancy ofScientificOfferings

Increase Organizational Effectiveness and Adaptability

Develop Strategic PartnershipsF

G

Strategic MappingIn order to develop a strategic map for the Society, participants worked in small groups to identify objectives that support each strategic priority. A summary of the small group reports follows:

STRATEGIC PRIORITY A: STRENGTHEN MEMBERSHIP COMMUNICATION AND ENGAGEMENT (MICHAEL GRANDNER, KATHY REID, SEAN DRUMMOND, JONATHAN WISOR, JEANNE DUFFY) Determine the optimal communication strategy(s) to members (i.e. social media,

blogs). Communicate with members vs. public. Use social media to facilitate networking. Be conscious of generational differences. Determine how to give members more of a sense of ownership in the Society.

Consider sections/committees. Contribute scientific ideas to meetings. More avenues for involvement Increase mentorship.

Find ways to recognize members’ contributions (i.e. excellence!) Research and to the field Use social media to promote members. Trainee awards

Develop novel and effective strategies for engaging the sleep research community that is not in the Sleep Research Society. Free membership to K, R, etc.


Reach out to European/international sleep communities. Partner with other societies in meetings.

Determine whether or not the SRS needs to provide more tangible benefits. Why do people leave? Balance of resources

Another way to put it – determine the benefits the SRS needs to provide to maximize membership value Why do people join? Why do they leave? Do we need more tangible benefits?

STRATEGIC PRIORITY B: MAXIMIZE IMPACT OF ADVOCACY AND OUTREACH (RON SZYMUSIAK, JIM WALSH) Retain Washington D.C. representative and congressional interactions. Frequent NIH interactions regarding research priorities. Expand outreach to other funding agencies, including:

VA PCORI DOD DOT

Explore international funding opportunities. Continue CDC national sleep awareness project.

STRATEGIC PRIORITY C: ENHANCE VIBRANCY OF SCIENTIFIC OFFERINGS (TED ABEL, ANDY KRYSTAL, FRANK SCHEER, PAUL SHAW, MARK WU, DAVID GOZAL) Focus the SLEEP meeting and the journal to enhance SRS identity and

contribution. Hold an SRS meeting within the larger meeting. Foster a small scale “feel.” Revitalize the reviewer pool. Technical development session

Increase trainee involvement and engagement of presenters. Trainee-centric presentations “Unpublished” results

Explore new meeting opportunities. Joint symposia with other societies New smaller meetings

Proactively incorporate cutting-edge research into meetings and the journal. Incorporating trainee-centric presentations will help accomplish this Will require revitalizing the reviewer pool

STRATEGIC PRIORITY D: STRENGTHEN THE QUALITY OF CAREER DEVELOPMENT PROGRAMS AND SERVICES (HANS VAN DONGEN, EUS VAN SOMEREN, DANIEL BUYSSE, JENNIFER GOLDSCHMIED) Select the most excellent and passionate trainees to develop and award. Develop a network of labs to host trainees (specific training opportunities).


Provide on the website Selective Small grants

Support grant review and involve senior researchers (SRS supports mentoring of junior to senior).

Promote PhD/post-doc abroad programs. Mobilize grants available. Communicate on the SRS website.

Facilitate informal junior/senior interaction (make it affordable). Tailor training opportunities to the trainee’s level (i.e. trainee day).

Include hand-on practicals in trainee day. Invite expert teachers from outside the field of sleep.

Need better metrics of effectiveness

STRATEGIC PRIORITY E: INCREASE RESOURCES TO ACHIEVE GOALS (JENNIFER MARTIN, DAVID WHITE, JANET MULLINGTON, JERRY BARRETT, ALLAN PACK, CAROL EVERSON) Seek funding from industry for academic physicians in sleep research.

Second fellowship year AASM partnership

Grant writing for training and education, conferences Grow membership and meeting attendance/raise dues – membership revenue. Industry education Contract for grant reviews. Seek industry support for non-clinical sleep research.

Strategic Map for the Sleep Research SocietyBased on the above input and extensive discussion that followed, the group developed the strategic map on the following page to guide the Society’s efforts during the next three years.


Determine OptimalCommunication

Strategies and Tools

Find Ways toRecognize Members’

Contributions andExcellence

Give Membersa Greater Sense of

Ownership inthe Society

Develop New SRSMeetings and

Forums

Proactively IncorporateCutting-Edge

Research into theMeeting/Journal

Implement NovelStrategies to EngageNon-Member Sleep

Research Community

Increase TraineeSelectivity

Target TrainingOpportunities to the AppropriateTrainee Level

Improve Metricsto MeasureSuccess of

Training Programs

Define and PromoteGlobal TraineeOpportunities

Maintain aWashington DC

Lobbying Presence

Expand Outreach toOther Funding

Agencies/Sources

Engage NIHFrequently Regarding

Research Priorities

DevelopCross-LabTraining

Opportunities

ExploreInternational

Funding Sources

EnthusiasticallySupport the CDC National Sleep

Awareness Project

Determine Benefitsthe SRS Needs to Provide to MaximizeMembership Value

Seek Industry Fundingto Train Academic

Physicians inSleep Research

Seek Funding toSupport Training

and EducationConferences

StrengthenMembership

Communicationand Engagement

EnhanceVibrancy ofScientificOfferings

Strengthen theQuality of Career

DevelopmentPrograms and

Services

Maximize Impactof Advocacyand Outreach

IncreaseResourcesto Achieve

Goals

A B D EC

Implement SRS Priorities & Align Resources to

Promote a Robust, Outstanding, Sleep& Circadian Research Community

Final11/10/14

The Sleep Research SocietyStrategic Map: 2014 -2017


Increase TraineeResearch

Contributions atMeetings/in Journal

Increase Organizational Effectiveness and Adaptability

Develop Strategic Partnerships

Increase Membership

Revenue

Identify New Revenue Streams

Seek Fundingto Train

Non-ClinicianInvestigators

EvaluatePartnership

Benefit and Viability

Develop an Identityand Contributions

Distinct from the Partnership

1

2

3

4

5

Facilitate JR/SRNetworking and

Mentoring

FacilitateMedia

Outreach

Develop FinancialPlan to Support

Priorities6

F

G

Discussion of the strategic map included the following points. The central challenge, “Implement SRS priorities and align resources to build a

robust, excellent, sleep research community:” Reflects a focus on the field, not the Society Recognizes that strengthening the Society is primarily to enhance and promote

the field Demonstrates that the reason the Society exists is for the field

While some participants prefer a Society-centric central challenge, most deem a field-focused central challenge best.

Strategic Priority A, “Strengthen membership communication and engagement:” Emphasizes the need to improve communication with members in order to

achieve engagement Includes a shift in culture to engage in multidisciplinary ways Requires a decrease in fragmentation between basic and translational research Includes fostering high level scientific conversations among top notch

researchers Focuses on striving for excellence in everything the Society does

Strategic Priority B, “Maximize impact of advocacy and outreach:” Stresses the importance of the Society’s advocacy role with:

The Legislature NIH Other funders

Implies the pursuit of other funding sources Focuses energy on developing a relationship with the public, directly or

indirectly Strategic Priority C, “Enhance vibrancy of scientific offerings:”

Recognizes the need to increase the scientific robustness of the meeting and the journal

Acknowledges that membership is a direct representation of the strength of the science and the Society

Recognizes the important link between membership engagement and scientific offerings

Emphasizes the need to improve current offerings and create new ones (i.e. Cold Spring Harbor)

Strategic Priority D, “Strengthen the quality of career development programs and services:” Includes developing programs for trainees, mid-levels, as well as senior

investigators Includes a mentor-mentee development program Places importance on improving the quality of networking opportunities

Strategic Priority E, “Increase resources to achieve goals:” Emphasizes the need to diversify funding sources Stresses that the year after year revenue decrease cannot continue if the

Society is going to be viable Stresses the desire to continue supporting innovative science and training


At the bottom of the strategic map there are two cross-cutting strategic priorities. In strategic map logic, a cross-cutting strategic priority: Is placed at the bottom of the strategic map to show that it is foundational to the

strategy Spans the map from left to right to demonstrate that efforts to achieve the

cross-cutting priority will be embedded in the efforts to implement all the other strategic priorities on the map

No plan to implement the other strategic priorities will be considered complete unless it includes emphasis on the cross-cutting priority.

Cross-cutting Strategic Priority F, “Develop strategic partnerships,” reflects the opportunity to achieve any of the strategic priorities through alignment with other societies, nationally and internationally.

Cross-cutting Strategic Priority G, “Increase organizational effectiveness and adaptability:” Recognizes the need to align the committee and task force structure with

strategic priorities Includes evaluating and revising staffing needs

Strategic Priority A, “Strengthen membership communication and engagement,” is supported by the following strategic objectives. Strategic Objective A-1, “Determine benefits the SRS needs to provide to maximize

membership value, includes:” Identifying and aligning the Society’s deliverables with membership needs;

without it, effort may be for naught Providing more tangible benefits/value Improving the journal, the meeting, and advocacy in order to achieve member

satisfaction Enhancing member communication of all the Society currently does Understanding why people leave and why they join

Strategic Objective A-2, “Determine optimal communication strategies and tools:” Focuses on communication with members Recognizes that generations differ with respect to ways members wish to

receive communication Includes social marketing and blogs

Strategic Objective A-3, “Give members a greater sense of ownership in the Society:” Stresses the importance of finding ways for members to contribute scientific

ideas to the meeting Includes increasing the number of opportunities to volunteer at any level from

trainee to senior investigator, such as in sections and on committees Emphasizes an increase in mentorship, which will increase commitment to the

Society Trainee opportunities in Strategic Objective A-3 could include participating:

As a trainee member-at-large On standing committees In the TEAC sub-committee


Participants agreed that metrics need to be aligned with the goals set out in Strategic Objective A-3.

Strategic Objective A-4, “Find ways to recognize members’ contributions and excellence,” includes: Research and other contributions to the field Using social media to promote member contributions Trainee awards

Strategic Objective A-5, “Implement novel strategies to engage the non-member sleep research community,” includes: Providing free membership to K, R, etc. scientists Reaching out to European and other international members Partnering with other societies’ meetings

Strategic Priority B, “Maximize impact of advocacy and outreach,” is supported by the following strategic objectives. Strategic Objective B-1, “Maintain a Washington D.C. lobbying presence:”

Reflects the importance of continuing the investment Includes interaction with Congress and other Washington D.C.-based entities,

including funders Strategic Objective B-2, “Engage NIH frequently regarding research priorities:”

Stresses the importance of staying “top of mind” at NIH Recognizes that sometimes interaction with NIH can turn into job opportunities,

which helps everyone in the field Strategic Objective B-3, “Expand outreach to other funding agencies/sources,”

includes Department of Defense, Department of Transportation, and the Patient-Centered Outcomes Research Institute.

Strategic Objective B-4, “Explore international funding sources,” reflects new knowledge that international funding sources often designate funds specifically for international applicants and is a potential source for US-based researchers and trainees.

Strategic Objective B-5, “Enthusiastically support the CDC national sleep awareness project:” Emphasizes the impact the project has and will have on public understanding of

sleep and sleep issues Accomplishes an important aim of the Society - to increase public awareness of

sleep and its impact on health Reflects the significance of the project to members Is whole heartedly supported by all participants

Strategic Objective B-6, “Facilitate media outreach:” Recognizes that while the national sleep awareness project represents much of

what the Society wants to do, there are additional outreach opportunities to consider

Emphasizes a facilitating role for the Society - to put the media in touch with experts (i.e., it is Society members, not the Society itself, media wants contact with).


A Society role could include developing a searchable database of members that matches scientists with their expertise.

Strategic Priority C, “Enhance vibrancy of scientific offerings,” is supported by the following strategic objectives. Strategic Objective C-1, “Evaluate partnership benefit and viability:”

Emphasizes that now is a good time to evaluate and potentially refresh the APSS partnership The partnership is 29 years old. It’s a good time to evaluate whether it continues to remain a viable

opportunity for both partners. The strongly collegial relationship should pave the way for a productive

discussion. The discussion needs to include representatives who wish to maintain the

partnership as well as those leaning toward dissolving it. The conversation should revolve around whether or not the partnership is

helping or hindering the goals the Society and AASM are trying to achieve. Some participants suggested establishing a working group to discuss the

partnership’s future. With or without the partnership, the Society recognizes the need to establish its

own identity. Related to Strategic Objective C-1, participants discussed the journal, noting the

following points: The journal is losing money year after year. Participants agreed it may not make sense to continue as part of the

partnership. Making the journal profitable is essential.

Within the context of Strategic Objective C-1 and Strategic Objective C-4, “Proactively incorporate cutting-edge research into the meeting/journal,” participants discussed at length opportunities for meeting improvements. Suggestions included the following points: Be more proactive in setting the program – plan for and invite specific speakers. Increase integration of basic and clinical research while satisfying the needs of

the individual constituencies; promote collaboration not compartmentalization. Make the meeting more training-centric.

Strategic Objective C-2, “Develop an identity and contributions distinct from the partnership:” Recognizes that the Sleep Research Society has no identity apart from the

meeting and the journal; it’s trumped by the academy and the partnership May include establishing separate meetings, in addition to the SLEEP meeting Additional meetings would achieve the following:

Increase interaction between trainees and senior investigators. Serve those thirsty for in-depth science and discussion. Improve the Society’s image as a scientific leader.

Strategic Objective C-3, “Develop new SRS meetings and forums:” Recognizes the need for a more small scale “feel”


Is an opportunity to provide more trainee-centric presentations, some of which could include “unpublished” results

Reflects opportunities to hold joint meetings or symposia with: European sleep group SRBR SFN and others

Strategic Objective C-4, “Proactively incorporate cutting-edge research into the meeting/journal,” reflects all participants’ views that including the most up to date research is essential and: May require including “unpublished” results Is an opportunity to emphasize trainees’ progress May require revitalizing the reviewer pool

Strategic Objective C-5, “Increase trainee research contributions at meetings and in the journal,” reflects the opportunity to revitalize and reenergize the journal and increase the amount of cutting-edge research shared.

Strategic Priority D, “Strengthen the quality of career development programs and services,” is supported by the following strategic objectives. Strategic Objective D-1, “Increase trainee selectivity,” reflects that “marks of

distinction” vary across the different disciplines and depend on training level, from trainee to senior researcher.

Strategic Objective D-2, “Target training opportunities to the appropriate trainee level,” recognizes that the training program is a significant part of the SRS brand identity and includes: Reevaluating the current training program Developing a trainee system Helping senior investigators apply for T32s; young investigators apply for Fs,

Ks, and foundation grants Maximizing the impact of trainee day at the SLEEP meeting Funding to train non-clinician investigators

Discussion about trainee day included the following points: There’s a need for a pipeline development committee that includes TEAC. The following are suggestions for consideration:

Establish dedicated topics and hands-on opportunities. Invite experts outside of the sleep field to train.

Strategic Objective D-3, “Improve metrics to measure success of training programs,” reflects the need to build accountability into all the Society’s training programs to ensure effectiveness and achieve continuous improvement.

Strategic Objective D-4, “Develop cross-lab training opportunities:” Stresses development of expertise in new techniques (these opportunities were

career-altering for some participants) Emphasizes longer-term investments (i.e., 10 days)

Strategic Objective D-5, “Define and promote global trainee opportunities,” includes identifying and sharing mobility grants on the SRS website.

Strategic Objective D-6, “Facilitate JR/SR networking and monitoring:” Emphasizes the focus on fostering interaction with senior researchers


Is an opportunity to support trainees Is a way to keep excellent investigators in the sleep science field

Strategic Priority E, “Increase resources to achieve goals,” is supported by the following strategic objectives. Strategic Objective E-1, “Seek industry funding to train academic physicians in

sleep research:” Focuses on clinicians, physicians, clinical researchers and basic researchers Would occur in the second fellowship year Could be done as an AASM partnership

Strategic Objective E-2, “Seek funding to support training and education conferences,” emphasizes that training and education are a key benefit to members and need support.

Strategic Objective E-3, “Seek funding to train non-clinician investigators,” reflects an opportunity for industry to support training.

Strategic Objective E-4, “Increase membership revenue,” emphasizes the multiple opportunities to increase revenue, which includes increasing: Membership Dues Meeting attendance

Strategic Objective E-5, “Identify new revenue streams,” reflects the need for revenue beyond the journal and the meeting in order to accomplish the Society’s goals.

Strategic Objective E-6, “Develop financial plan to support priorities:” Emphasizes a focus on planning and accountability Reflects the need to make a difference with the limited resources of the Society

PARTNERSHIP AND IDENTITYParticipants discussed at length the APSS partnership (AASM & SRS) as it relates to the Society’s identity and distinctiveness. Discussion included the following points. The Society currently doesn’t have an identity outside of its role in the annual

meeting and journal. Participants discussed three possible options to pursue with regard to the

partnership, which include: Dissolve the partnership. Continue to support the partnership but make changes that will benefit both

parties. Continue the partnership and add separate Society-only initiatives.

Comments to dissolve the partnership included: Some wonder if the partnership has run its course. Many were curious about what it would require to dissolve.

The transition would probably take two years. The journal would be the hardest part.

It was suggested that any resolution be determined within the next 18 months; prior to AASM leadership change.

Comments in support of continuing the partnership included the following points:


SRS recognizes that the relationship among the APSS Board is very collegial and would be easy to work through the challenges and define opportunities for the partnership.

Many participants noted that significant value would be lost through dissolution; the field would be better off staying together.

While the partnership has hindered the Society from establishing a strong, separate identity, many believe the Society can communicate current and create additional opportunities that set it apart.

The partnership needs to be revisited and strengthened to benefit both parties. Everyone needs to get behind any resolution and commit to saving the annual

meeting. APSS representatives noted that the APSS Board would be open to making

changes to the annual meeting. Participants’ discussion regarding Society identity included the following points:

Many participants view Society identity as the core issue. The Society must find ways to make unique contributions that provide value to

membership and the field. A more robust meeting and journal will help the Society and the partnership.

Specific comments related to the annual meeting include: Some view the needs of clinicians and basic researchers as vastly different and

question how one meeting can feed both needs. Others point to organizations like the American Heart Association that are

successfully doing both. Most participants agree it’s much better to remain integrated and promote

collaboration among different sectors of sleep research. Next steps should include conducting the following in parallel:

Improve what the Society currently has. Evaluate the benefit and viability of the partnership. Identify opportunities for additional scientific meetings and other initiatives that

would help strengthen the Society’s identity.

IMPLEMENTATION PLANNING

Setting Implementation PrioritiesThe group prioritized the efforts to implement the strategic map during the next 12 months using two different approaches. First, it surveyed each person’s thinking on the allocation of the organization’s time and energy that should be devoted to each column of the map during the next 12 months. (100 points represents all the resources that will be spent on implementation.) A summary of each person’s input follows.

A B C D E20 15 50 10 515 20 30 25 1020 5 40 20 15


A B C D E20 20 20 20 2010 20 40 20 1013 7 50 20 1030 15 30 10 1515 15 40 15 1515 35 20 30 105 30 25 25 150 30 50 20 00 20 50 20 10

20 10 50 10 105 15 50 15 15

15 15 40 20 1030 20 0 10 4010 30 30 10 200 0 80 20 00 0 100 0 0

10 20 40 20 105 20 50 20 50 10 50 40 0

20 20 20 20 20

278 392 955 420 265

Next, the group surveyed perceptions of which objectives on the map are the most important to emphasize during the next 12 months. Each person was given five votes, and a summary of the “straw vote” is depicted in the table below.

A B C D E1 3 8 6 3 12 7 5 9 9 13 1 3 13 2 04 1 1 16 1 1


A B C D E5 3 2 5 1 06 X 1 X 2 7

These “straw polls” will provide guidance on the most important things for the Sleep Research Society to focus on as it proceeds with implementation planning.

Identifying Tracks of WorkStacey Zawel introduced the group to the concept of a “track of work.” A track of work is a single map objective or a group of related objectives that use

the same resources. Tracks of work are a means of getting organized for implementation. Organizations generally focus on no more than three to five tracks in a 12-month

implementation period.

Participants agreed that the following tracks of work should receive primary emphasis during the next 12 months.

DEFINE OUR UNIQUE IDENTITY AND CONTRIBUTIONS

Strategic Objective C-2: Develop an identity and contributions distinct from the partnership.

Strategic Objective C-1: Evaluate partnership benefit and viability.

PROACTIVELY INCORPORATE CUTTING-EDGE RESEARCH INTO SLEEP MEETING AND JOURNAL

Strategic Objective C-4: Proactively incorporate cutting-edge research into the meeting/journal.

DEVELOP NEW SRS MEETINGS AND FORUMS

Strategic Objective C-3: Develop new SRS meetings and forums.

TRAINING OPPORTUNITIES AND PROGRAMS

Strategic Objective D-2: Target training opportunities to the appropriate trainee level.

OPTIMIZE COMMUNICATION STRATEGIES AND TOOLS

Strategic Objective A-2: Determine optimal communication strategies and tools.

DEVELOP AND ALIGN FINANCIAL PLAN WITH PRIORITIES

Strategic Objective E-6: Develop financial plan to support priorities.

MAINTAIN A LOBBYING PRESENCE

Strategic Objective B-1: Maintain a Washington D.C. lobbying presence.

Developing Preliminary Implementation PlansParticipants met in small groups to begin developing implementation plans for each track of work. A summary of the small group reports follows.


DEFINE OUR IDENTITY AND UNIQUE CONTRIBUTION

The draft implementation planning worksheet for the “Define Our Identity and Unique Contribution” track of work can be accessed by double-clicking on the icon below.

Notes It’s essential that the SRS “playground” is defined.

Identify and scope are essential to define. Defining who we are needs to come before knowing what to do. The Society needs to embrace a broad membership and determine how to best

serve the specialized needs within this broad membership.

PROACTIVELY INCORPORATE CUTTING-EDGE RESEARCH INTO THE SLEEP MEETING AND JOURNAL

The draft implementation planning worksheet for the “Proactively Incorporate Cutting-Edge Research into the SLEEP Meeting and Journal” track of work can be accessed by double-clicking on the icon below.

Notes Needs include:

Include unopposed poster viewing Survey non-attendees to see if they get the information about the meeting Target a plan at Club Hypnose-SFN.

DEVELOP NEW SRS MEETINGS AND FORUMS

The draft implementation planning worksheet for the “Develop New SRS Meetings and Forums” track of work can be accessed by double-clicking on the icon below.

Notes If partners are interested, then develop joint meetings.


An independent conference would have to have the level of excellence of a Gordon/Keystone/Cold Stone Harbor quality.

Create a set of hands-on training courses with partners for re-tooling of mid-level investigators.

Develop a satellite series of SRS events. Establish a standing “scientific offerings” committee Society to continue to define

new opportunities for improvements to focus on: Improve the current meeting. Build partnerships for new meetings. Build new SRS meetings. Establish new tracks within the existing meeting.

Participants agreed that this is too much work for one committee, but a steering committee could be established to oversee this and other work to ensure alignment across all.

Discussion about developing a trainee program included the following points: An in-depth training for a smaller group of people is needed. This could be a two week trainee opportunity - not one to five days. The program would be extraordinarily selective. The appropriate trainee would be at an advanced stage of training – could be

junior/senior faculty. Funding could be sought through NIH or Howard Hughes Participants discussed the overlap with the training track of work and agreed

that someone from the Training Opportunities and Programs track of work should be involved so that similar interests are considered.

It was agreed that a formal way for the track to interact would be built into the structure.

TRAINING OPPORTUNITIES AND PROGRAMS

The draft implementation planning worksheet for the “Training Opportunities and Programs” track of work can be accessed by double-clicking on the icon below.

OPTIMIZE COMMUNICATION STRATEGIES AND TOOLS

The draft implementation planning worksheet for the “Optimize Communication Strategies and Tools” track of work can be accessed by double-clicking on the icon below.


Notes The Society needs a thoughtful way to decide what should be communicated to

members It’s important to make sure there is a process for getting information out to members The membership committee could partner with TEAC to determine the optimal

communication strategies. Input by the November Board meeting is essential. An app could be developed linking to the existing RSS feed; would not be too

difficult.

NEXT STEPS At the conclusion of the meeting, the group identified the following next steps.

TSI’s Next StepsTSI will provide the following documents to Allan Pack for distribution to session participants. The strategic map A “presentation” version of the strategic map A protocol for the communications session A comprehensive meeting summary of the strategic planning session

Communicating the Strategic PlanA key aspect of the strategic planning process is communicating the draft strategic plan to key constituents and securing their feedback on it. The strategic planning group will develop a video presenting the strategic plan and provide a link on the Society website. Feedback will be solicited from membership based on the following questions: What do you see as the strengths of the proposed strategic direction? What issues or concerns do you have about the proposed strategic direction? What suggestions do you have to ensure successful implementation?

Following the input received during the communications sessions, leadership will revise the strategic map as appropriate.

Implementation Planning Implementation plans will be finalized by the November Board meeting. Implementation begins immediately thereafter.

“Review and Adjust” ProcessStacey Zawel outlined the following as possible elements of a review and adjust process for the Society. Use regular leadership meetings for:

Implementation updates Resolution of implementation issues/problems

Conduct periodic review and adjust sessions two or three times during the year that include: Review of progress with implementation of each track of work, including:


Accomplishments Issues/problems/gaps Lessons learned Next steps

Reviewing the strategic map and implementation plans, making needed adjustments as necessary

Complete an annual strategy update session – which is typically a one-day session to: Review progress on implementation. Update the strategic map based on:

What was learned from implementation What’s working and what isn’t How the environment has changed

Set implementation priorities for the next 12 months. Align budget and human resources.

CLOSING Allan Pack thanked everybody for their time, wisdom and commitment and made the following closing remarks. Allan’s remarks can be accessed by double-clicking on the icon below.


school health collaborative - sleep research society · web viewnetworking opportunities group 3:...

Documents