SRI 2015 – 2017 Strategic Plan
In the spring of 2013, the SRI Council approved a measure to initiate a strategic planning process in 2013 to assess our mission and strategic directions, with the goal of having a complete three-year plan by the end of 2014.
To support the assessment, various phases of research were conducted. Qualitative research in the form of telephone interviews were conducted in July and August 2013 among current and former volunteer leaders of SRI. The second phase consisted of an environmental scan and web scan to take a look at the environment that surrounds SRI and solicit comments. The third phase of research was a quantitative survey of the membership conducted in August 2013.
Some key findings from the research include:
- Mentor training – learn how to be more effective mentors to trainees.
- Increase international presence and visibility.
- Utilize satellites/symposia to present cutting-edge translational advances in different specialties.
- Promote physician-scientist development; Re-engage the RSDP; become the flagship meeting/home of the RSDP.
- Promote seed grants/bridge funding idea with endowment funds: Use money we have for the society members in a productive and forward thinking objective.
- Need to develop and maintain the highest quality annual meeting.
- Focus on supporting our trainees and junior faculty: Develop online modular curriculum for training in Women’s Health Research Training courses.
- Advertise our niche-inclusive society supporting translational and basic research while promoting our mission.
- Engage researchers and clinicians in developing countries.
- Undertake and then maintain a full analysis of membership and meeting statistics.
- Adopt training courses (e.g. FIR) as a Society function.
- Track data (who is participating in SRI activities).
Using all of the qualitative and quantitative research results, the SRI Board, staff, and key stakeholders met for a one-day in-person strategic planning meeting in September 2013 followed by a second in-person meeting in December 2013. After further refinement in the fall of 2014, the following strategic plan was approved by the Council in March 2015:
To be the premier international organization that leads outstanding multidisciplinary basic, translational, and clinical research and promotes mentorship and training in reproductive science and women's health.
The mission of the Society for Reproductive Investigation (SRI) is to advance reproductive and women's health care through outstanding basic, translational, and clinical science and by training and mentoring future generations of investigators.
SRI aims to fulfill its mission through the accomplishment of key objectives in the following goal areas:
Junior Investigator Initiative
- Improve communication vehicles to potential and active In-Training Members
- Improve science presented by In-Training Members at annual meeting
- Increase Number of In-Training Members
- Provide trainee-specific opportunities to present at the annual meeting
- Provide funding for training activities, travel awards, and research grants
- Provide training activities in both Online (MOOC) and in-person meeting settings
- Become the destination meeting for recipients of US (RSDP, AGOS, SMFM, NIH, Burroughs Welcome, WRHR, FIR, ASRM, ACOG, BIRCHW) and international training awards
- Establish mentorship programs
Improve the Quality and Scope of the Annual Meeting
- Improve the quality of abstracts submitted
- Increase funding to support symposia and other educational offerings
- Improve the quality of the evaluation tool/process
- Enhance and increase opportunities for junior faculty development and trainees
- Delineate the roles of the Program Committee Chair, Program Directors, and President
- Improve the quality of the science presented at the annual meeting
Promote the Brand of the Society
- Have a tangible marketing piece about the Society
- Communicate why SRI’s Annual Meeting is unique
- Create new SRI website
- Create a campaign to reach out to non-members
- Improve communication to members
- Improve member engagement
Non-profit Governance and Management
- Expand the expertise of the Finance Committee
- Enhance revenue (increase meeting revenue, increase membership, philanthropy, explore new sources of revenue)
- Manage expenses
- Establish Investment Committee