Brook, IL 60523. ©RSNA, 2002 ensure that its goals, objectives, and strategies are working in concert for a greater purpose. In order to fulfill that vision of the ...
SPECIAL COMMUNICATION
457
Special Communication RSNA Board of Directors Develops a 3-Year Strategic Plan1
Brian C. Lentle, MD, Chairman, RSNA Board
of Directors
At a special strategic planning retreat held Janu ary 26 –28, 2002, the RSNA Board of Directors and the executive staff of RSNA met to develop a strategic plan for the next 3 years. The plan is designed make the Society more effective in meeting the needs of its membership and the radiologic community at large. It is also intended to make the best possible use of RSNA’s resources, both financial and human, now and in the future. The Board formally approved the plan at its February meeting and charged specific staff members, RSNA editors, RSNA committees, and Board members with the task of implementing each of its goals. The members of the RSNA Board thought it was important to develop a strategic plan for all of the Society’s activities, not just selected ones. Prior to the planning retreat, the senior staff of RSNA had developed briefing papers on a wide range of topics relevant to the Society and its members. The Board then reviewed these papers and selected what it believed to be the top eight topics for immediate attention. The Board also reviewed a model planning process developed by consultant John F. Schlegel, who served as facili tator for the strategic planning retreat.
Vision, Mission, and Values The RSNA Strategic Plan for 2002–2005 in cludes both a vision for the future of RSNA and a mission statement that supports that vision and gives cohesion to the various activities of the Soci ety. The plan sets forth this vision: “The RSNA aspires to be the premier professional association in radiology improving patient care through ra diological science and education.” This statement was designed to present a concise vision of what the RSNA aspires to be in the long term and to
Index terms: Radiological Society of North America ● Special Com munications RadioGraphics 2002; 22:457– 459 1From
the Radiological Society of North America, 820 Jorie Blvd, Oak Brook, IL 60523.
©
RSNA, 2002
ensure that its goals, objectives, and strategies are working in concert for a greater purpose. In order to fulfill that vision of the future, the Board defined the mission of the RSNA in this way: “RSNA is an association of radiologists and related scientists committed to promoting excel lence through education and by fostering research, with the ultimate goal of improving pa tient care.” This mission statement was designed to define the Society and the basic goal of its membership. Furthermore, in order to set its goals for the future—steps that will lead the RSNA to fulfill its vision—the Board first determined the core values of the RSNA and its members. The Board listed six core values: integrity, excellence, professionalism, leadership, innovation, and service to the patient.
Goals and Objectives Once the RSNA’s vision, mission, and core values were defined, the Board determined eight key goals, or major strategic thrusts, to be accom plished over the next 3 years. These goals are linked directly to RSNA’s mission and are intended to fulfill its vision. Goal 1: Improve scientific and educational communication through all venues, includ ing meetings, publications, and electronic media.—The Board members listed a number of actions the RSNA must take to achieve goal 1. Of the highest priority is to “facilitate continuing professional development and the means for maintenance of certification.” The Board also believes the RSNA should “exploit technological innovations in publications and education.” In addition, the Society should “increase in-house expertise in educational methodologies.” Furthermore, over the next 3 years, the RSNA needs to “tailor education and scientific programs to specific interest groups within radiology, in cluding general radiologists” and “expand in volvement of professionals from other disci plines.” Another action the RSNA should take to achieve goal 1 is to “evaluate and optimize the content and delivery mechanisms of RSNA publi cations and communications.” Finally, the Soci ety should work to “increase public awareness and understanding of radiology.”
458
May-June 2002
Goal 2: Maintain the preeminence of the An nual Meeting as a scientific and educational forum.—Of highest priority in accomplishing goal 2 are these two actions: “Increase North American and non–North American attendance and participation at the Annual Meeting” and “improve user-friendliness of the Annual Meet ing.” Other actions needed to achieve goal 2 are (a) improve the quality of scientific and educa tional content in the Annual Meeting, (b) en hance volunteer participation in the Annual Meeting, (c) assure the fiscal strength of the An nual Meeting, and (d) evaluate ways to improve dissemination of the Annual Meeting content. Goal 3: Promote the quality and quantity of research in the field of radiology.—The Board believes that two actions to support this goal are of highest priority: “Increase the Research and Education Foundation resources” and “establish synergies between RSNA and the National Insti tute of Biomedical Imaging and Bioengineering.” In addition, the Board intends to “expand support for young academics” and “identify cuttingedge developments of importance to the future of radiology, and align RSNA resources and programs accordingly.” Other actions the Board members specified as necessary to achieve goal 3 are (a) explore the creation of an infrastructure for clinical trials and technology assessment, (b) develop mechanisms to enable successful ap plications for funding from the National Institutes of Health and other resources, (c) increase basic science in radiology, (d) support research pathways in resident training, and (e) explore and implement ways to demonstrate the value of research to the radiology community. Goal 4: Foster productive relationships with other societies for the purpose of strengthen ing radiology.—Of highest priority in achieving this goal is to “identify and explore possible col laborations, individually and collectively, with related societies.” The Board also wants to “ex plore opportunities to work with related societies on life-long learning and possibly other compo nents of maintenance of certification.” Goal 5: Define the RSNA’s role in interna tional education and research in radiol ogy.—The action to be given highest priority to support this goal is to “develop and implement an action plan regarding international membership and participation.” The Board also believes the
RG f Volume 22
●
Number 3
RSNA should “develop and implement an action plan for international outreach” and “clarify the relationship between RSNA and its North Ameri can continental constituents.” Goal 6: Foster relationships with indus try.—The actions RSNA needs to take to achieve this goal are (a) increase industry understanding of RSNA’s mission and programs, (b) increase industry participation in the Annual Meeting and other RSNA activities, (c) increase industry un derstanding and support of research, and (d) de velop synergies with industry. Goal 7: Govern and manage the RSNA in an effective, efficient, and fiscally responsible manner.—The following actions are to receive highest priority under goal 7: “Reassess committee and meeting structures and functions, and align them with the strategic plan” and “align RSNA resources with the strategic priorities and plan.” The Board also wants to see these other actions carried out to support goal 7: (a) com plete migration of the RSNA office to a digital format; (b) enhance membership benefits; (c) increase membership; (d) review progress on imple menting the strategic plan and refresh the 3-year plan every year; (e) explore and implement better ways to reward volunteers; and (f ) use technology to enhance member awareness, involvement, and participation in RSNA operations. Goal 8: Advance the digital environment within the profession and the RSNA.—Under this goal, the Board intends to “develop the means to present a virtual electronic Annual Meeting” and “provide Internet access for peerreviewed scientific and educational materials.” Other actions needed under goal 8 are to “de velop point-of-need access to digital informa tion,” “continue support of the Integrating the Healthcare Enterprise initiative,” and “improve education of radiologists in the use of electronic resources.”
The Plan in Operation The Board will meet with RSNA committees and editors to describe and explain the plan and to launch its next phase: implementation through the development of strategies that fulfill the objec tives and, ultimately, the goals. The strength of the Society has always been its volunteer leadership who, in addition to devoting time and effort, also bring to bear their considerable intellect and creativity to advance RSNA projects and activi ties. They will provide the critical element to the plan—how to achieve its goals. As they do so, they may suggest ideas that do not lie within the cur-
RG f Volume 22
●
Number 3
rent plan. Rather than discard such ideas as “off the track,” we will reserve them in a “green folder” for later consideration at the time the plan is refreshed.
Refreshing the Plan As stated under goal 7, the Board will annually review the progress made toward accomplishing these goals. The Board will also review any ideas placed in the green folder—ideas that may have come from staff members, editors, or committee members to enhance the strategic vision and mis sion of the RSNA but that go beyond the eight goals outlined here. Consequently, the Board members will revise or change the strategic plan as necessary on an annual basis. Any strategic plan document must be a living document that informs the activities of the Soci
Lentle
459
ety and is revised in response to changes in the context in which we practice radiology. The value of the plan is found less in its words than in en suring that the organization remains responsive to a changing world. As Dwight D. Eisenhower once observed: “Plans are not important; planning is.” With this strategic plan for the future, the members of the RSNA Board of Directors believe we will strengthen the value of the RSNA to its members, to the worldwide community of radi ologists, and to the public at large. We also be lieve we owe it to our volunteers to provide them with a vision and framework so that all the work they do produces results of which they may be justly proud.
