Strategic Plan Executive Summary Society for Research on Nicotine and Tobacco
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1 Strategic Plan Executive Summary Society for Research on Nicotine and Tobacco Prepared By: Corona Insights Corona Insights, 2012 CoronaInsights.com
2 CONTENTS Introduction... 1 Background... 1 Context for Strategic Planning... 1 Strategic Planning Process... 2 Our Strategic Plan Our Mission... 3 Our Vision... 3 Our Strategy... 3 Our Strategic Goals and Key Objectives... 4
3 STRATEGIC PLAN SOCIETY FOR RESEARCH ON NICOTINE AND TOBACCO INTRODUCTION BACKGROUND The Society for Research on Nicotine and Tobacco (SRNT) was founded in 1993 by 50 enthusiastic scientists at the Third Nicotine Roundtable of the American Society of Addiction Medicine (ASAM). The intent was to start a scientific society that would focus exclusively on the study of nicotine and tobacco use. Starting with 100 members in 1994, membership has risen ten-fold in nearly two decades, spanning nearly all continents, with an overwhelming majority from North America. Membership covers a wide range of fields of study from neuroscience to public policy research. For nearly twenty years, SRNT has stimulated the generation and dissemination of scientific knowledge concerning nicotine and tobacco. SRNT has carried out this mission by sponsoring scientific meetings and publications, hosting a listserv and website, and acting as a trusted information resource on public policy, regulation, tobacco control and treatment issues. CONTEXT FOR STRATEGIC PLANNING SRNT has a strong, unique niche in the field of nicotine and tobacco research. The organization has grown naturally over time, hovering around 1,000 members for the past few years. In spring 2011, SRNT established a European Chapter and began to weigh the desire and feasibility of an extended global presence, including criteria for additional chapters. It also recently introduced topical networks that are poised to be more active and accountable. Overall, SRNT is a solid and well-functioning association. However, leadership realizes the organization had untapped potential and clear areas for improvement. SRNT could do more to increase the impact factor of Nicotine & Tobacco Research, attract additional funding and grants, and better serve early career members and aspiring researchers from lower- and middle-income countries, to name a few. In addition, SRNT could be more proactive in informing and helping to influence global policy and regulations, as well as clinical practice, particularly in alignment with their commitment to disseminate and translate high quality scientific research. SRNT s external environment is ever dynamic and complex, filled with a high level of uncertainty. There are changing tobacco consumption behaviors and a greater emphasis on smoke-free products. The journal publishing industry is rapidly changing, as new technologies and behaviors impact peer-review, distribution channels and content consumption. The global economic crisis has ripple effects on public grants and other available funding sources. But, as policy makers grapple with this changing world, they are in need of strong research and expert guidance more than ever. The current stability of SRNT, together with the opportunities and challenges described above, make this an appropriate moment for the organization to review key aspects of its mission and functioning. The SRNT leadership acknowledges that the Society could achieve even greater results in helping to address the negative impact of tobacco dependence. Those results require a focused strategy, goals and a commitment to further strengthen the Society s organizational performance. Page 1
4 STRATEGIC PLANNING PROCESS In 2011, SRNT leadership decided to engage in strategic planning. It retained the services of Corona Insights, a strategic consulting firm known for its data-informed process. Corona Insights began the strategy process by seating a Strategic Planning Leadership Team. This core group of individuals was comprised of the board of directors and the chairs of SRNT s networks, as well as SRNT s executive director. The Leadership Team was charged with stewardship over the process providing input and context; reviewing materials; vetting new ideas; and communicating to their fellow members. To inform the plan development, Corona performed a number of research and analytical tasks. The first was a formal organizational assessment of SRNT. This internal scan included an analysis of membership and financial data, a qualitative questionnaire with 19 organizational leaders (including the Leadership Team), and a review of relevant background materials. The assessment was structured around Corona Insights Fundamentals for Sustainable Associations:! A relevant mission! A clear identity! A solid business model! A well-articulated strategy that uniquely positions the organization for success in the marketplace! Strong organizational capacity Capacity Strategy Mission Business Model Identity Next, Corona conducted a member survey, which yielded 423 responses (a response rate of approximately 38 percent). This volume of feedback was both impressive and critical to the success of the process. The findings from the survey directly informed the planning process and the strategic plan. As a diverse international association, the needs and desires of members is a leading factor in determining a future strategic direction. Corona also conducted an environmental scan, which examined 8 comparator/competitor organizations internationally. The Leadership Team held two conference calls to review this research, discuss its implications and brainstorm strategic options for SRNT. The group convened in March, 2012, immediately prior to SRNT s Annual Meeting, for a day and a half facilitated strategy retreat. At the retreat, the group engaged in some future forecasting, revised their mission statement, made decisions on their strategic priorities, brainstormed their long-term vision and began short-term planning to inform implementation. Several subsequent conference calls with the Leadership Team were held after the Annual Meeting to create and refine the strategic plan. The draft strategic plan was further developed and shared with the membership to obtain their feedback. SRNT members offered input and suggestions on the plan s content through an online survey and facilitated conference calls. The following strategic plan emerged from this thoughtful and data-informed process. SRNT is positioned to be a powerful catalyst for members professional endeavors, for the international research community and for global issues related to nicotine and tobacco. Page 2
5 OUR STRATEGIC PLAN SRNT is first and foremost a scientific society. SRNT is committed to fostering and disseminating the highest quality research pertaining to nicotine and tobacco across all disciplines of science. SRNT is dedicated to having an inclusive, global and enthusiastic membership, and to bringing evidence-based science to inform and influence change. OUR MISSION To stimulate the generation and dissemination of scientific knowledge concerning nicotine and tobacco from molecular to societal. OUR VISION SRNT will be the voice of the basic and applied scientific communities in understanding and treating nicotine and tobacco dependence and advancing tobacco control with the ultimate goal of eradicating the global tobacco epidemic. OUR STRATEGY By 2017, SRNT will be the global leader on behalf of nicotine and tobacco research worldwide. As the primary professional home for researchers and others committed to the application of nicotine and tobacco science, SRNT will promote, translate and disseminate the highest-quality research and evidence-based recommendations. By bringing the best possible scientific evidence to the forefront, SRNT will inform and help to influence decision making processes, from clinical practice to policy, for the betterment of public health.! Global leader SRNT will strive to be the leading voice of science on nicotine and tobacco. Its scope will be global. Entities will seek out SRNT first as the international thought leader.! Primary professional home SRNT will meet the professional and educational needs of its members and be a valuable component in their careers. As an international organization, SRNT will be committed to the broad geographic representation of members, including those from lower- and middle-income countries. SRNT will address the distinct needs of early career researchers and aspiring members. Membership will remain inclusive and multidisciplinary.! Promote, translate and disseminate SRNT will be dedicated to providing an outlet for those within the scientific community to publish and present high quality, peer-reviewed science. And SRNT will commit to supporting the translation and dissemination of that science for use beyond the scientific community, including treatment professionals, policy makers and tobacco control advocates.! Inform and help to influence SRNT will affirm its unique role as a scientific and professional society with specific expertise dedicated to advancing public health. With a strong foundation in research, SRNT will bring the highest-quality scientific evidence to help influence clinical practice, policy development, regulation, treatment methods and tobacco control to lessen the negative impact of tobacco and nicotine addiction. Page 3
6 OUR STRATEGIC GOALS AND KEY OBJECTIVES This section includes SRNT s six strategic goals and select objectives. In the full strategic plan, each goal has annual objectives that will be implemented systematically over the next five years. Specific tactics, success measures and financial projections have been outlined in the full strategic plan document, as well. Here, we highlight key objectives for each goal that illustrate the breadth and depth of work involved. 1. SRNT recruits and retains an inclusive, engaged membership! Reengage SRNT s Membership Committee to advise on growth targets, as well as member recruitment and retention strategies! Monitor member satisfaction through a regular member survey! Develop and implement global member retention and recruitment strategies, including campaigns for niche markets and lower- and middle-income countries 2. SRNT delivers programs and services that are highly relevant, valuable and essential for all members! Develop and implement publications strategies that raise the impact of SRNT s Journal, utilize advanced distribution channels, and ensure strategic, trans-disciplinary content! Support professional development and continued education of members, especially for early career investigators and aspiring researchers from lower- and middle-income countries! Augment the Annual Meeting to include more future-focused and relevant programming, including the creation and launch of a Global Leadership Summit and Innovation Competition 3. SRNT systematically informs and helps to influence clinical practice, public health policy, regulation, prevention, treatment, and tobacco control globally for the betterment of public health! Utilize the Public Policy Network, SRNT-Europe and Global Health Network to address and advise on global legislative and regulatory issues; create and maintain an SRNT-wide public policy agenda! Develop policies and procedures for when SRNT needs to address legislative and regulatory issues, or a take a public policy position! Convene additional conferences and think tank sessions via strategic partnerships to advance the field of nicotine and tobacco research and SRNT s global leadership role! Forge strategic partnerships to support SRNT s ability to inform and help to influence policy, regulation, treatment, and tobacco control Page 4
7 4. SRNT s board, committees, networks and organizational leadership are highperforming and making valuable contributions to the strategic future of the organization and advancement of the field! Ensure appropriate staffing to execute strategic priorities effectively and efficiently! Clarify and strengthen the topical network structure; strengthen overall volunteer leadership and increase participation among membership! Maintain the board s focus on SRNT s strategic direction and the future forecast for the field of nicotine and tobacco research! Develop regional leadership capacity to support international growth 5. SRNT s financial resources are sufficient, diverse and sustainable! Recruit a Development Committee to create and assist in implementing a comprehensive fundraising plan, which includes fee-for-service opportunities, non-dues revenue and other contributed income " Examples include: speaking engagements, publication channels and content dissemination, sponsorships, planned giving, foundation grants, and other campaigns! Update the financial budget forecast annually to align with ongoing fundraising plan 6. SRNT has a cohesive identity that supports proactive communications strategies for the organization and the scientific field! Gain understanding of the global public s knowledge and perception of SRNT via market research! Develop SRNT s global brand identity! Create, implement and regularly update SRNT s global communications strategy and plan! Create, implement and regularly update SRNT s web-based communications strategy and plan Page 5
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