Strategic Planning Subcommittee Strategic Goals

1. Strategic Planning SubcommitteeStrategic Goals Subcommittee Members Alan Bass Rick Briscoe Kristy Bruse Derek Leishman Ian MacKenzie Hugo Vargas Rob Wallis* Jean-Pierre Valentin* Clarissa Wilson *new members

2. Strategic Planning SubcommitteeOriginal Charge • Charge: develop an ever-green strategic plan for the Society inclusive of vision statement, mission statement, short-term and long-term strategic goals, objectives and tactical work paths. • Completed SWAT Analysis • Completed Executive Summary of SWAT • Identified Long-term Goals • Mega issues of the long-term goals

3. Strategic Planning SubcommitteeStrategic Goals • Develop and implement an overarching multifaceted strategy to assure that the Society is sustained over the long term future • Develop and implement a long range strategy to assure that the Society and its membership remain on the cutting edge and is viewed worldwide as a resource of subject matter experts in the field of safety pharmacology • Develop and implement a long range strategy to provide programming, resources and services that are valuable, relevant and important to the present and future membership of the safety pharmacology Society • Develop and implement a long range strategy to assure the growth of the safety pharmacology Society in alignment with the strategic goals of the Society and within the limits of Society’s resources

4. Strategic Goal 1 Develop and implement an overarching multifaceted strategy to assure that the Society is sustained over the long term future Can the present business model under which the Society operates sustain the Society over its long term future? If the answer is no, than will it be important (imperative) that a business model be devised to assure the long term future? Should the Society remain independent, affiliate with another Society (e.g. SOT, EuroTox, JSOT) or join a Federation (e.g. FASEB) to assure that the important societal role served by the safety pharmacology is sustained over the long term future?

5. Strategic Goal 2 Develop and implement a long range strategy to assure that the Society and its membership remain on the cutting edge and is viewed worldwide as a resource of subject matter experts in the field of safety pharmacology In what ways can the Society utilize current communication technologies to facilitate the exchange of information? Website 2.0, wikipedia/facebook-like media, webinars, etc.: new approaches needed for current & next generation of SPS members? In what ways can the Society serve as a voice in advising and contributing to important issues influencing the field of safety pharmacology? In what ways can the Society facilitate the advancement of science and the use of emerging molecular and other technologies in the conduct of studies in safety pharmacology?

6. Strategic Goal 3 Develop and implement a long range strategy to provide programming, resources and services that are valuable, relevant and important to the present and future membership of the safety pharmacology Society What are the resources and services considered valuable, relevant and important to the present and future members? Having identified these, how can the Society serve to provide these resources and services to its present and future membership?

7. Strategic Goal 4 Develop and implement a long range strategy to assure the growth of the Safety Pharmacology Society in alignment with the strategic goals of the Society and within the limits of Society’s resources Is the goal of growing the Society consistent with the goal of sustaining a long term future? If the answer is yes, are there limits to the long range plans to grow the Society as a result of the Society’s resources If the answer is yes, are these limitations acceptable to growing the Society or do they need to be overcome in supporting the societies growth.