ACTS 2019-2022 Strategic Goals and Objectives

The board of directors for the Association for Clinical and Translational Science (ACTS) developed this strategic plan during a strategy session on December 1, 2018. The plan provides a roadmap through 2022 that creates focus in order to align ACTS’ resources for maximum effect. The planning group agreed on four areas of focus that will have a significant impact on the future of the clinical and translational science enterprise and developed strategic goals addressing each area.

Strategic Goal 1
Recruit individual and institutional members and partners with the purpose of catalyzing translational science through the intersection of research discovery and implementation, with a particular focus on enabling precision medicine.
Strategic Goal 2

Develop a compelling value proposition that engages an inclusive translational science community of contributors from discovery to implementation, across their career lifecycle.

Strategic Goal 3

Implement a sustainable advocacy program in support of clinical and translational research.

Strategic Goal 4

Create an organizational structure and culture that encourages intentional futurism to support the organization’s growth and long-term sustainability.

Strategic Goal 1

Recruit individual and institutional members and partners with the purpose of catalyzing translational science through the intersection of research discovery and implementation, with a particular focus on enabling precision medicine.

Objective 1:

Create a task force that will provide recommendations on how to increase institutional memberships and implement a recruitment plan based on their recommendations. 

Objective 2:

Create a task force that will provide recommendations on how to expand individual membership and participation, and implement agreed to actions as a result of their recommendations.

Objective 3:

Formalize a partnership program that mutually benefits both groups and advances ACTS’ desire to catalyze translational research at the intersection of discover and implementation.

Objective 4:

Identify governance for and develop a process to continuously identify new targets for membership and partnership.

Strategic Goal 2

Develop a compelling value proposition that engages an inclusive translational science community of contributors from discovery to implementation, across their career lifecycle.

Objective 1:

Align the Translational Science meeting with ACTS’ expanded direction.

Objective 2:

Strengthen the JCTS impact and reach to attract and engage new audiences.

Objective 3:

Define ACTS’ desired audience.

Objective 4:

Execute value proposition and brand research.

Objective 5:

Create targeted education and networking programs that engage members across the career lifecycle.

Strategic Goal 3

Implement a sustainable advocacy program in support of clinical and translational research.

Objective 1:

Establish a governmental relations committee as a standing part of ACTS’ infrastructure that works in conjunction with CCTS.

Objective 2:

Develop and implement a sustainable advocacy/governmental relations strategy and plan that catalyze translational research at the intersection of discovery and implementation.

Objective 3:

Educate members on ways they can participate in advocacy and encourage and enable them to do so.

Strategic Goal 4

Create an organizational structure and culture that encourages intentional futurism to support the organization’s growth and long-term sustainability.

Objective 1:

Create an effective process for intentional futurism that identifies and evaluates healthcare and research trends and developments where ACTS can have an impact.

Objective 2:

Establish a framework for financial sustainability.

Objective 3:

Evaluate and update/modernize committee and staff requirements, roles and responsibilities.

Objective 4:

Develop a diverse and inclusive pipeline of future ACTS leaders representative of the breadth of our profession and the individuals in it.