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SCA STRATEGIC PLAN: 2000-2003

The leadership of SCA met on February 18-20, 2000 to develop a strategic plan for the Society. Under the outstanding guidance of John F. Schlegel, PharmD, CAE the participants worked hard to develop the 2000-2003 plan. It is attached so that each of you has an opportunity to review it and provide input. Our goal is for SCA to better serve its members and to call upon each of you to achieve this goal.

VISION

The SCA will provide leadership in the perioperative care of the patient with cardiac, thoracic, and vascular disease.

MISSION

The SCA, an international organization of physicians, promotes excellence in patient care through education and research in perioperative care for patients undergoing cardiothoracic and vascular procedures.

VALUES

  1. Excellence in cardiothoracic and vascular anesthesiology provides value to patients.
  2. Research, education, and advocacy provide continuous improvement in patient care and outcomes.
  3. Cardiothoracic and vascular anesthes-iology is the practice of medicine.

GOALS

  1. Provide the highest caliber education to the profession using a broad variety of techniques.
  2. Advocate for the care and education of patients and for the interests of members by improving relations with colleagues in other disciplines, the public, regulators, and payors.
  3. Increase membership from the physician community worldwide.
  4. Expand the Society's ability to collect, manage, and disseminate information to or for members, colleagues, and the public.
  5. Increase cardiothoracic and vascular scientific knowledge.
  6. Educate the public.
  7. Provide the resources necessary for the organization to support and implement the mission and goals of the Society.

Three-year Objectives: 2000-2003

Note: Red denotes objectives that are to receive high priority resourcing during year-one of the plan's implementation.

  • Goal 1: Provide the highest caliber education to the profession using a broad variety of techniques.

    • 1.1 Determine what educational programs and avenues the members would like and will support, and how they want these delivered.
    • 1.2 Determine what educational techniques work.
    • 1.3 Regularly evaluate the Annual Meeting and other educational meetings, and modify them based upon evaluations.
    • 1.4 Develop a plan for translations of meetings.
    • 1.5 Develop a strategy for multidisciplinary educational activities by increasing associations with other professional societies.
    • 1.6 Evaluate current publications and develop a publication strategy for all print and electronic materials.
    • 1.7 Develop one new Web-based educational program.
    • 1.8 Establish multilingual capability on the Website.
    • 1.9 Study the value and impact of non-physician members in SCA.

  • Goal 2: Advocate for the care and education of patients and for the interests of members by improving relations with colleagues in other disciplines, the public, regulators, and payors.

    • 2.1 Educate the public about SCA.
    • 2.2 Develop formal representative relationships with professional and other organizations.
    • 2.3 Define appropriate patient care expectations.
    • 2.4 Define educational standards.
    • 2.5 Protect the economic interests of members

  • Goal 3: Increase membership from the physician community worldwide.

    • 3.1 Expand the existing membership database and make it easy to update.
    • 3.2 Define the needs of the Society's present membership.
    • 3.3 Define the needs of potential members of the SCA.
    • 3.4 Increase membership from USA anesthesiologists practicing cardiothoracic & vascular anesthesia.
    • 3.5 Increase members through recruitment of international cardiothoracic & vascular anes-thesiologists and international cardiac anesthesia societies.
    • 3.6 Have every cardiothoracic vascular fellow be an SCA member, and provide SCA benefit information to every anesthesiology resident.
    • 3.7 Present a membership status report at every Board meeting.
    • 3.8 Develop areas of value to attract non-anesthesiology physicians.

  • Goal 4: Expand the Society's ability to collect, manage, and disseminate information to or for members, colleagues, and the public.

    • 4.1 Obtain information from members regarding Internet/electronic accessibility.
    • 4.2 Educate the Board about information technology and vendors.
    • 4.3 Implement a non-CME communication system on-line.
    • 4.4 Have the anesthesia/analgesia section of the Society's journal accessible on the SCA Website.
    • 4.5 Make the majority of current paper activities of the Society electronic.
    • 4.6 Develop a mechanism for on-line submission of abstracts and meeting registration.
    • 4.7 Implement a professional placement service and listing of fellows on-line.
    • 4.8 Evaluate making information technology a self-sustaining activity.

  • Goal 5: Increase cardiothoracic and vascular scientific knowledge.

    • 5.1 Re-evaluate, restructure, and propose a new grant financial structure.
    • 5.2 Define the responsibilities of grant recipients to the SCA.
    • 5.3 Define a research agenda.
    • 5.4 Find both internal and external funding sources.
    • 5.5 Develop programs fostering research and mentorship.
    • 5.6 Promote interdisciplinary partner-ships for research activities.

  • Goal 6: Educate the public.

    • 6.1 Perform market research on how to reach and educate the public.
    • 6.2 Improve public understanding of perioperative risk factors.
    • 6.3 Target educational efforts at patient populations at increased risk for needing cardiothoracic and vascular surgery (e.g. AARP, Veterans' groups).
    • 6.4 Promote education on the local level by providing educational materials to members.
    • 6.5 Develop Internet links designed to educate the public.

  • Goal 7: Provide the resources necessary for the organization to support and implement the mission and goals of the Society.

    • 7.1 Develop a process that ensures that the Board is fully representative of the membership.
    • 7.2 Review and align SCA committee types and structure, and other Society governance and decision-making structures and procedures with implementation of the strategic plan.
    • 7.3 Clearly define accountability of staff, including implementation of a chief staff executive position.
    • 7.4 Create a mechanism to define the in-house capabilities versus outsourcing to meet Society needs, and get feedback from management on what in-house capabilities exist.
    • 7.5 Develop a process for a broad-based, efficient professional fund raising program.
    • 7.6 Review and expand revenue sources.
    • 7.7 Explore increasing membership volunteerism through incentive programs.
    • 7.8 Develop a marketing strategy.
    • 7.9 Allocate resources according to the strategic plan.
    • 7.10 Refresh/update the strategic plan to a new three-year horizon each year.
    • 7.11 Achieve and maintain a state-of-the-art, comprehensive information technology organization.

    If you have comments or suggestions on these objectives, please feel free to communicate them to me at sca@societyhq.com or at dthys@slrhc.org.

    Daniel M. Thys, MD
    President, SCA


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