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Supporting those who are committed to applying scientific methodologies to accelerate advances in human health.

ACTS Strategic Plan

The Future of the Clinical and Translational Enterprise

The Association for Clinical and Translational Science (ACTS) Strategic Plan, which was developed by the Board of Directors, provides a roadmap through 2022 that creates focus in order to align ACTS’ resources for maximum effect. Four strategic goals were developed to address areas that will have a significant impact on the future of the clinical and translational science enterprise.

Working Vision

Bringing together discovery and implementation research to improve patient outcomes, particularly in the growing field of precision medicine.

Goals and Objectives

Click on each stragetic goal to see its corresponding objectives.

>> 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.

  • Create a task force that will provide recommendations on how to increase institutional memberships and implement a recruitment plan based on their recommendations.
  • 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.
  • Formalize a partnership program that mutually benefits both groups and advances ACTS’ desire to catalyze translational research at the intersection of discover and implementation.
  • Identify governance for and develop a process to continuously identify new targets for membership and partnership.

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

  • Align the Translational Science meeting with ACTS’ expanded direction.
  • Strengthen the JCTS impact and reach to attract and engage new audiences.
  • Define ACTS’ desired audience.
  • Execute value proposition and brand research.
  • Create targeted education and networking programs that engage members across the career lifecycle.

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

  • Establish a governmental relations committee as a standing part of ACTS’ infrastructure that works in conjunction with CCTS.
  • Develop and implement a sustainable advocacy/governmental relations strategy and plan that catalyze translational research at the intersection of discovery and implementation.
  • Educate members on ways they can participate in advocacy and encourage and enable them to do so.

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

  • Create an effective process for intentional futurism that identifies and evaluates healthcare and research trends and developments where ACTS can have an impact.
  • Establish a framework for financial sustainability.
  • Evaluate and update/modernize committee and staff requirements, roles and responsibilities.
  • Develop a diverse and inclusive pipeline of future ACTS leaders representative of the breadth of our profession and the individuals in it.
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