summary_report_revis

American Society for Laser Medicine and Surgery

2009STRATEGIC PLANNING

Process

Executive SummaryReport

May 1 - 3, 2009Chicago, Illinois

Table of Contents

PART I –EXECUTIVE SUMMARY

3 - 6

INTRODUCTION 3CORE PURPOSE/MISSION 3CORE FUNCTION (STRATEGIES) 3CORE CONSTITUENCIES 4KEY PLANNING ISSUES 4DEFINED LONG-TERM SUCCESS 5SHORT-TERM STRATEGIC ACTIVITIES 6

PART II –APPENDIX OF BACKGROUND MATERIALS 7 - 18

A. STRATEGIC PLANNING COMMITTEE 7B. STRATEGIC PLANNING COMMITTEE ISSUES/ASSUMPTIONS 8

Environment Market/Operations Customers/Members 2009 - 2015 Strategic Planning Assumptions

C. ORGANIZATION TRENDS AND ISSUES 14D. VALUE PROPOSITION 16E. FINANCIAL AND HUMAN RESOURCES 17F. ALLIES AND COMPETITORS 18

PART III - STRATEGIC ACTIVITIES (PLAN OF ACTION 2009-2012) 19 - 24

CORE FUNCTION 1: EDUCATION AND TRAINING PROGRAMS 19CORE FUNCTION 4: FACILITATE MULTI-DISCIPLINARY NETWORKING 25CORE FUNCTION 5: STANDARD SETTING 27

NEXT STEPS 28

June 9, 2009 (Revised) 2

Part I - Executive Summary

INTRODUCTION

On May 1, 2, and 3 of 2009, an ASLMS Strategic Planning Committee (SPC) led by Dr. Rox Anderson and consisting of 12 members, and 2 staff met in Chicago to discern a desired future for the Society. The Committee engaged in 16 hours of deliberation crafting a proposed future direction to guide the Society. The Committee consisted of a cross-section of ASLMS membership. The purpose of the session was to:

Assemble a cross-section of Society decision makers and opinion leaders for the purpose of discussing, discerning, and aligning upon a future (3-5 years) Mission, Vision, Core Strategies, and Goals for the Society.

Following is a summary of the plan proposed by the SPC to the ASLMS Board of Directors for its considered adoption.

CORE PURPOSE/MISSION

The SPC determined the Society’s primary purposes to be: Improving lives by stimulating investigation and development of potential medical

applications of energy and light based technology that are safe and effective; Training clinicians in the safe, effective use of lasers and related technology; and Expanding the market for the application of energy-based technology.

The SPC consensus is that the current ASLMS Mission Statement accurately reflects these purposes and recommends the Society retain its Mission as being:

To promote excellence in patient care by advancing biomedical applications of lasers and other related technology world-wide.

CORE FUNCTION (STRATEGIES)

The SPC identified the following five (5) Core Functions (Strategies) as the means through which the Society accomplishes its Mission:

1. Provision of education/training programs.2. Facilitation of research.3. Facilitation of multi-disciplinary networking.4. Establishment and communication of standards.


5. Advocacy.

CORE CONSTITUENCIES

The SPC identified ASLMS’ Core Constituencies (Stakeholders) as being: Physicians Scientists Industry Government (FDA) Allied health clinicians Patients and consumers

KEY PLANNING QUESTIONS/ISSUES IDENTIFIED BY THE SPC

Should ASLMS (Not priority order):1. Expand its educational services beyond its traditional Annual Conference and if

so, to what audiences?2. Implement a verification of knowledge (certification) program?3. Stratify membership and/or limit access to some services?4. Pro-actively offer to assist the FDA and if yes, how?5. Develop a service which compares and contrasts the effectiveness of technologies

and products/devices?6. Build and expand its international involvement, participation, membership, and

stature?7. Offer information and education about energy-based technology, procedures, and

devices to consumers?What:

8. Changes must the Society make to motivate strong member participation?9. Should be the role of the Society in relationship to state regulator’s and the

advocating for particular state regulations?10. Should the Society’s relationship with industry be with regards to training?

How:11. Might the Society strengthen its value to the scientific community?12. Can/should the Society control/influence the multi-disciplinary mix of members?13. Can the Society ensure quality content at the Annual Conference within a

reasonable timeframe for members and other attendees?14. Can the Society maximize the value of the Annual Conference for all core

constituencies?


SPC DEFINED THE LONG-TERM SUCCESS/DESIRABLE

FUTURE FOR ASLMS AS FOLLOWS:

(Not in priority order)1. ASLMS is recognized and accepted as the organization which sets the standards

for and verification of good practice standards by states, industry, insurance companies, residency programs, hospitals, specialty physician organizations, and members.

2. FDA system/mechanisms are in place for the unbiased evaluation and approval of products and devices. The expertise of the ASLMS is utilized by the FDA as a resource to implement these systems.

3. The FDA publically posts clinical data for practitioners to use in their evaluation of the effectiveness of newly approved devices/technology.

4. ASLMS provides educational courses, programs/services which are readily available for use by members and non-members through on-line delivery.

5. Industry members have access to relevant parts of the Fundamentals course and other resources that address industry training needs.

6. Members and consumers have access to online information (including objective clinical data) provided by ASLMS which informs them about available devices and aids them in their purchase decision(s).

7. ASLMS consists of a strong multi-disciplinary membership that is inclusive of all energy-based technology and is a home for those individuals and groups of individuals who are working on the development of lasers and related technology in new, less recognized applications, seeking opportunities for visibility and validation.

8. ASLMS is a source for consumer education.9. ASLMS provides funding of $1 Million for research each year.10. The ASLMS journal content reflects the diversity of the membership and

maintains a rising “impact factor” increasing submissions, high member satisfaction, and strong ad value, regardless of the distribution/publication approach used to publish and distribute the information i.e. completely electronic.

11. Strong two way communications between industry and ASLMS.12. Active recruitment of under-represented disciplines and markets.13. Successful recruitment of opinion leaders/champions in areas of emerging use.14. Leadership, award recipients, and other aspects reflect the organization’s diversity

and balance.15. Adequate sustainable revenue sources.16. Efficient ASLMS operations with resources focused on the highest benefit /value

to members.17. An Annual Conference that:

Is easily accessible geographically.


Attended by 20-25% of ASLMS members and has a good cross-section representation of varied clinicians, industry, scientists, and researchers.

Is co-organized with a scientific organization. Facilitates information and technology transfer. Offers a forum for exchange of information between clinicians, scientists,

industry, and engineers. Offers relevant timely courses. Offers value for the scientific community.

SHORT-TERM STRATEGIC ACTIVITIES

Number following the item represents priority weighting generated through a nominal process.

1. Develop modular interactive learner centered educational programs made available online and regionally. (28)

2. Develop a strong membership contingent of scientists and engineers and foster their collaboration with clinicians. (10)

3. Develop a searchable, usable website offering member and public services and information. (9)

4. Develop the Annual Conference to be the “Mecca” of energy- based technology. (6)5. Strengthen the quality and diversity of disciplines published in the journal. (6)6. Expand the diversity of disciplines in the membership to achieve a productive

balance. (5)7. Create a relationship with the FDA. That results in greater FDA. Efficiency and

effectiveness. (4)8. Offer consumer education resources. (4)9. Strengthen the ASLMS relationship with industry. (3)10. Affiliate with an existing certification body to offer a credential. (3)


PART II – BACKGROUND MATERIALS

Appendix A.

STRATEGIC PLANNING COMMITTEE PARTICIPANTS

R. Rox Anderson, M.D., ChairGregory Absten, BSc, M.B.A, CLRT

Juanita Anders, Ph.D.Alissandro Castillo, M.D.

Robert Grove, Ph.D.George Hruza, M.D., M.B.A

E. Duco Jansen, Ph.DJ. Stuart Nelson, M.D., Ph.D.

Patricia Owens, R.N., M.H.A, CMLSODavid Verebelyi, M.D.Brian Zelickson, M.D.

Dianne Dalsky, Executive DirectorKenneth Day, Ph.D., Strategic Initiatives Director


Appendix B.

SPC ISSUES AND ASSUMPTIONS

CRITICAL ENVIRONMENTAL ISSUES

In addition to the following assumptions about the future which the SPC identified, it also reviewed the list of assumptions distributed prior to the session. That is also included as part of Appendix B materials.

The SPC identified the following issues, challenges, and opportunities as critical to the future of the Society and its members.

1. National and state healthcare policies (or lack there of) which impact medical economics and affects the delivery of services and reimbursement for healthcare providers.

2. In the context of the current economic environment, the future demand for aesthetic services and the consumers future discretionary spending practices.

3. The declining availability of research funds from all sources to continue the development of technologic advances.

4. Proliferation of technology (i.e., semi-conductors) and advances in molecular biology.

5. Personalization of medicine and increased consumerism and patient access to medical information.

6. Expanding communication technology impacting practitioner and scientists’ access to and their approach to obtaining update information and completing CME/CE and other forms of continuing education.

7. Ability to access capital by industry and practitioners.8. Supply of clinical providers.9. The challenge of getting new products through approval to market and saturation

of the market with current products.10. Disconnect between research and the diagnostic and therapeutic applications of

technology.


SPC ASSUMPTIONS ABOUT FUTURE MARKET CONDITIONS AND OPERATING ENVIRONMENT IN WHICH ASLMS AND ITS MEMBERS WILL FUNCTION

See the additional list of 15 items which the SPC discussed in the report index.

1. The laser industry will be more financially conservative resulting in reduced industry sponsored training, companies reducing their exhibitor expenditures, less funding for research.

2. Commoditization of dermatologic/aesthetic treatments and technology has the potential to drive non-physician practitioners to ASLMS due to increased regulatory controls, and the potential that ASLMS can serve as a certifying organization.

3. Consumer pressure to deliver more and better service for less cost, combined with efforts to reform the healthcare delivery systems will drive innovation.

4. Education and training technologies will advance and expand information distribution capabilities, resulting in the changing of practitioner CME/CE habits, sources of information, and participation in Annual Conferences.

5. Greater cooperation between publically funded science/research and private industry will optimize the parameters of devices.

6. Energy-based technology will be explored as a substitute/alternative to drug therapies, resulting in the generation of interest among new groups of potential members and customers for the Society.

7. Reimbursement by insurance and government payers will continue to decline as a result of changes in national healthcare policy and other cost containment strategies.

8. Practitioners will request increased hands-on training. This will require organizations who intend to meet the complete educational needs of students to have access to facilities capable of providing hands on training. These may be obtained by ASLMS through partnership, allies, and joint ventures.

9. The increased development of over-the-counter devices will drive increased consumerism and increasing demand for consumer education.


ASSUMPTIONS ABOUT CUSTOMERS AND MEMBERS

1. Demand for knowledge-based verification will increase as a critical means of promoting the safe, effective use of energy-based technology. As a result, there will be growing demand/need for:

Verification/certification of health providers in the use of energy and light-based technology;

Quality control of training programs; and Standardization.

2. There will be more consumerism in medical decisions which will increase the demand/need for reliable, trusted information especially as low level light technology develops.

3. More former and non-members would join or renew if ASLMS were to provide more benefits for ASLMS membership.

4. Scientists will want interaction with a broader scope of laser-users than just dermatology. If ASLMS continues to be too focused on dermatology/aesthetics, it will continue to lose scientists as members.

5. ASLMS revenues and its leadership for education will be threatened if dermatologists gravitate to their physician organizations as their source for laser education, and are not replaced by new members.

6. It will be increasingly difficult to obtain CME accreditation which will result in the value of ASLMS CME increasing in importance for both members and non-members.

7. ASLMS growth will require increased operating efficiency and potentially more staff. Current association staffing standards indicate one full time equivalent staff member for each $100,000 of annual programming budget.

8. Applications of energy-based technology have the potential to create new membership interest and growth in the following high potential areas:

Photobiomodulation Specialties Low Level Light Applications

Emerging Technologies Endoscopy/Diagnostic & Therapeutic

Diagnostic Optical Imaging Product Development Processes Research & Development Grants FDA Approval


2009 – 2015 STRATEGIC PLANNING ASSUMPTIONS

Member/Customers Due to the significant economic challenges presented by the 2008-2009 national and

international recession, current and potential ASLMS members and their sponsoring organizations will be more conservative in their discretionary spending, more closely scrutinizing the value of professional memberships.

As a result of having their conference attendance habits interrupted by the recession, greater numbers of professionals will consider obtaining some or all of their continuing education by participating in more convenient, less costly online and/or other live interactive Webinar-type educational activities. Web-based education activities will be more acceptable to younger professionals who regularly use the Web as their basic communication system.

Supportive provider staff (i.e., nurses, physician assistants, and nurse practitioners) will demonstrate an increased interest in attending regional or online courses as a means of reducing time away from their practice and travel costs.

Reductions in reimbursement from federal health care systems (Medicare and Medicaid and perhaps other state and federal nationalized health programs) will increase the economic pressures on physician practices, making the cosmetic and aesthetics retail business an even more attractive business enterprise.

Increased pressure to reduce health care costs by reducing reimbursement for patient treatment(s) from all sources will result in reduced incentives for (prohibit) health care organizations (hospitals and clinics) to provide access to expensive laser and related technology unless the only method for providing treatment requires this added cost for technology.

Applications of technology which have a high potential for early diagnosis and intervention, and/or other methods of reducing health care costs will see renewed development interest including by NIH and other funding sources (i.e., industry).

The immediate effect of the recession will be a reduction in the number of non-physician providers as a result of the reduction in consumer spending on elective aesthetic procedures. Increased use of lasers and related technology for a broader array of aesthetic and cosmetic applications, and the increased marketing of these procedures to the public, and a regeneration of consumer spending will result in an increased number of non-physician providers entering the market after the recession, just as dermatologists did in the 1990’s and the primary care physicians in 2000 - 2008. Increasing home use of lasers will be developed and approved.


Laser Industry Many smaller and one product companies will be absorbed during the recession, with

only larger multi-product companies surviving the down turn in demand. Immediately following the recession, there will be fewer but larger laser and related technology companies. With fewer companies, competition to get their continued sponsorship will increase. Smaller, single purpose companies will reappear with new application development and renewed consumer spending over time.

Companies having had their relationships with associations and societies disrupted due to the recession will spend more conservatively, scrutinizing the marketing value of past sponsorships. Companies will target new and expanding markets to be sponsored.

Many of the companies will have reduced and or eliminated their education department due to low demand and cost of retaining these services. This will provide an opportunity for other organizations (associations, societies, and education companies) to approach laser companies to contract to provide education services for both their current and potential customers and their system distributors.

Competition Many of the smaller marginal associations, societies, and education enterprises will

go out of business, or will move to an inactive status due to the recession. Many will not return to operation, while others will look for opportunities to partner with (be absorbed by) more viable organizations. The number of competing organizations will be fewer at the close of the recession, which will present an opportunity for those organizations that survive and are prepared to expand their membership and programming.

New, competitive organizations will form targeting the new laser and related technology users. This will be encouraged by companies who see this as a marketing strategy targeted at increasing utilization.

As states develop unique regulations requiring training and or certification, niche organizations will develop targeted at providing those specialized courses/certifications similar to what currently exists in Arizona.

ASLMS ASLMS will not be able to continue to grow and or be financially robust unless it

adds services to its portfolio. An Annual Conference alone will not be sufficient to retain and/or attract membership, or provide the income necessary to maintain current programs (i.e., research grants) or expand member services (i.e., online managed Web-site idea exchanges/blogs).


The ASLMS journal is the most valued benefit of membership. Changes in the information distribution systems including less formal sharing of information will challenge the value of either a hard copy and or online journal. Immediate real time sharing/publishing of developments and online collaboration threaten to erode the value of the ASLMS journal as a member benefit.

The current concentration of dermatology-focused members threatens the broader interests of different specialties including the scientific/research community. ASLMS is vulnerable if competing organizations that are focused on dermatology develop a mechanism(s) which better meet the interests and needs of this audience.

ASLMS will be negatively affected by the recession, predicting a 20% reduction in Annual Conference attendance and revenue in 2009, and a similar impact in 2010. ASLMS has sufficient reserves to absorb this impact and to develop a broader array of services and relationship to regenerate after the recession.

Government Regulation States will increase the volume of regulation, rules, and guidance for the use of lasers

and related technology. There will not be standardization, as some states have already adopted legislation which is not acceptable to other states that have little regulation. Elimination of reimbursement for a good deal of technology by most government insurance plans as a means of containing cost indifference to patient comfort will reduce the use of lasers and related technology.


Appendix C.

ORGANIZATION TRENDS AND ISSUES

The SPC reviewed the following trends and issues related to the Society’s past:1. Current ASLMS membership is approximately 4,000 and has been growing at a

modest pace.

2. In addition to members, approximately 50% of attendees at the Annual Conference are non-members, indicating there is a potential customer base for ASLMS services which is much larger than just the membership.

3. Historically, the predominant physician membership has shifted among various medical specialties as laser applications were initially developing in their areas of practice. As use of the technology matures, it is absorbed by the specialty associations and physicians tend to migrate back to their medical specialty groups to meet their education needs and away from ASLMS. Generally, cardiac specialists and surgeons dominated in the 1980’s; ophthalmology in the 1990’s; and since 2000, dermatology and aesthetics. The increasing application of lasers by non-physicians in the provision of dermatologic procedures has driven increased non-physician membership growth.

4. Historically, the hallmark of ASLMS has consistently been its multi-disciplinary character and its reputation as an incubator for innovation and new development of energy-based technology.

5. ASLMS was originally composed of physicians, scientists, industry, and government, particularly the FDA. However, healthcare providers (i.e. nurses, physician assistants) and non-licensed medical practitioners have grown into a significant new membership segment due to their ability to use lasers in dermatologic procedures.


The current balance of the membership and trends were described as:SCIENTISTS & SCIENCE STUDENTS (5%) -Trending smaller; little growth; working to build.

INDUSTRY (3%) -Number of members & non-member exhibitors growing.

EXHIBITORS -Accounts for 50% of Annual Conference revenue.

GOVERNMENT/FDA -Currently only 2 members but a critical constituency.

PHYSICIANS/MEDICAL PRACTITIONERS & STUDENTS (80%) -Most significant growth trend.

NON-MEDICAL PRACTITIONERS (10%) -Growing at the fastest percentage rate.


APPENDIX D.

VALUE PROPOSITION

The value that motivates the various segments to join and/or renew as members of ASLMS was described as:

1. Multi-disciplinary “cross-pollination” and incubation of new ideas and applications. The diversity and complexity of members and their knowledge.

2. Integration of research and clinical pursuits.

3. Information about leading edge developments in dermatology and other areas.

4. Ability to influence the direction of the technology’s growth.

5. Education – providing training to individuals who use lasers for specific clinical procedures.

6. Guidance and user reviews of new tools.

7. Improving the quality of practice.

8. Learning from the leaders in energy-based technology.

9. Direction for scientific inquiries.

10. For industry, access to its market and information about the competition.

11. Understand where energy-based technology is headed in the future, and what new specialty areas are developing applications.

12. Add credibility in career and market environments.

13. See and assess new products.

14. For non-physicians who cannot join specialty associations, there is no other “home” for access to education and information.

15. The Annual Conference which not only provides the opportunities for multi-disciplinary interaction and “cross-pollination” but also showcases new technology and educates attendees about new science and information.


Appendix E.

FINANCIAL AND HUMAN RESOURCES

The following are facts related to the current operation of the Society

1. ASLMS is dependent on the following major sources of revenue, with the first 3 listed as the most critical:

Dues. Annual Conference (Industry support primarily as exhibitors). Educational programs primarily offered as part of the Annual Conference. Journal royalties. Gifts for research.

2. ASLMS employs 7.25 full-time staff and is highly dependent on volunteers, who comprise Annual Conference faculty, are the editor and/or serve on the editorial board for the journal, develop educational content for non-conference courses, and serve on the Board of Directors of the Society.

3. Potential sources of revenue for consideration include:

Increasing membership numbers and/or raising dues. Expansion of industry exhibits and financial support of the Annual Conference. Regional/local training courses and on-line courses. “Buyers Guide” for devices. Endorsement of products/devices. Philanthropy. Teaching members how to raise research funds.


Appendix F.

ALLIES AND COMPETITORS

Those who compete with ASLMS for members and resources are also potential allies or partners. They include:

Physician/medical specialty associations (i.e., ASDS & AAD) who compete for membership and CME.

SPIE (Society of Photo-optical Instrumentation Engineers) & OSA (Optical Society of America) who compete primarily for scientist membership and continuing education.

Laser training programs offered by small institutes and organizations, currently in the area of dermatology, but also laser safety.

Industries that compete by providing training primarily for novice practitioners.


Part III – Strategic Activities

While the primary purpose of the strategic planning process was not to develop implementation plans, the SPC did use a portion of its meeting time to begin outlining plans for the implementation of the highest priority activities.

PLAN OF ACTION 2009 - 2012

Strategic activities move the organization toward accomplishment of its core purpose and long-term goals or definition of success in the short-term, based on analysis of organizational capability, operating environment and future trends. Participants prioritized strategic activities using a voting process. Following is a detailed plan for the implementation of high priority activities.

CORE FUNCTION 1: EDUCATION AND TRAINING PROGRAMS

Objective Expand ASLMS educational services to a broader audience for the purpose of

improving the safe and effective operation of lasers and related technology, and to develop a reliable revenue source. The Goal is to develop modular,

interactive, learner-centered educational programs available on-line and regionally.

RELATED OBJECTIVES Establish education standards and verify knowledge.

Strengthen the ASLMS relationship with the industry.

RATIONALE / ASSUMPTIONS

1. The Membership Survey and Industry Advisory Council report supports the importance of education and standards to members and the industry.

2. This advances our Mission and Vision.

3. This has the potential to generate needed revenue.

4. There is evidence based upon the large number of non-members who attend the Annual Conference, and inquire with the Society about the availability of educational programs, that there is a potential demand by non-members for readily accessible, quality non-commercially biased educational services.


PERFORMANCE MEASURES

1. Course evaluations will indicate high satisfaction.

2. Course enrollment numbers and the number of multiple registrations for courses offered at the Annual Conference will substantially increase.

3. The number of members and consumers visiting the website will substantially increase.

4. Five modules will be available by 2010.

5. A training course will be available for use by companies in their conduction of basic training for their customers by fall 2009.



Action Plan #1: ASLMS Industry Course

Action Responsibility Timeframe1. Collect and inventory

basic teaching materials for industry course.

Education Task Force:R. Rox Anderson, M.D.E. Duco Jansen, M.D.E. Victor Ross, M.D.Dave Verebelyi, M.D.

Immediate

2. Establish core curriculum and learning objectives for basic course to be offered to companies for their use with customers.

Education Task Force Identify target audience(s) and develop learning objectives for the course, develop course content outline, and PowerPoint for industry review by June 1, 2009

3. Request selected companies to test-run the course, gather feedback, and make Version 1.1 available to industry.

Education Task Force September 1, 2009

4. Establish pricing policy for industry course and the associate train-the-trainer course.

Brian Zelickson, M.D., ChairFinance Committee and George Hruza, M.D., Treasurer

September 1, 2009

5. Develop train-the-trainer program to be conducted as agreed upon by company representatives.

Education Task Force andCompany Training Managers

October 1, 2009



Action Plan #2: Online Fundamentals Course Development

Action Responsibility Timeframe1. Establish the target

audience and core curriculum and learning objectives for the online Fundamentals course.

Education and Standards Innovations Committee

2. Identify the resources necessary to implement a quality online educational system on which to produce and provide online courses.

Dave Verebelyi, M.D.Electronic Communication and Publications Committee

(Expenditure approved by ASLMS Board of Directors)

3. Develop and produce the final content for the online course consistent with the learning objectives.

Education and Standards Innovations Committee

January 1, 2010

4. Develop pricing for online Fundamentals course.

Finance Committee Proposal to Education and Standards Innovations Committee for approval by August 1, 2009

5. Make online course available for registration.

ASLMS Staff January 1, 2010



Action Plan #3: Consumer Information Resource

Action Responsibility Timeframe1. Develop consumer

education resource for ASLMS Website; capitalizing on the 50th anniversary of the laser.

Greg Absten, B.Sc., M.B.APatti Owens, R.N., M.H.A.K&G MarketingPR Consultant

Action Plan #4: Additional Online Courses

Action Responsibility Timeframe1. Delegate responsibility

for development of additional specialty and advance online courses.

R. Rox Anderson, M.D. Two-three courses launched by April 1, 2010

Action Plan #5: Regional Courses

Action Responsibility Timeframe1. Assess the need and

viability of regional courses.

ASLMS Board of DirectorsEducation and Standards Innovations Committee

After 2010 Annual Conference



Action Plan #6: Website Enhancement

Action Responsibility Timeframe1. Improve and enhance

the ASLMS Website capabilities to feature: Search optimization Appeal/ease of use Robust public

attraction and usability Key links E-Commerce

capability Interactive Management system to

keep content updated

Website Task ForceDave Verebelyi, M.D., ChairASLMS Staff

January 1, 2010


CORE FUNCTION 4: FACILITATE MULTI-DISCIPLINARY NETWORKING

Objective Develop a strong multi-disciplinary membership to foster sharing, innovation,

and transformation of science to practice through collaboration.

RATIONALE / ASSUMPTIONS

1. Young scientists and engineers will join ASLMS and participate if we address the scheduling conflicts and budget limitations that currently force them to choose between SPIE and ASLMS.

2. A multi-disciplinary membership and participation by clinicians and scientists at the Annual Conference is critical to the continued success and value the Society provides.

3. ASLMS has the potential to provide the facilitation between clinicians and scientists which does not exist anywhere else. This represents a great opportunity for ASLMS if it can be accomplished.


CORE FUNCTION 4: FACILITATE MULTI-DISCIPLINARY NETWORKING

Action Plan #1: Recruitment of Young Scientists and Engineers

Action Responsibility Timeframe1. Plan Annual Conference

forum to attract scientists and engineers and facilitate their collaboration with clinicians; recruit participants via university departmental contact persons.

Program and Education Committee

2010 Annual Conference

2. Explore possibility of co-locating Annual Conference with SPIE, OSA, and others or otherwise cooperating to promote and foster collaboration with clinicians.

R. Rox Anderson, M.D.ASLMS Staff

August - Report to ASLMS Board of Directors

3. Offer travel grants, seeking new sources of funding from NSF, NIH, ALSMS donors/budget, or others.

R. Rox Anderson, M.D. to delegate responsibility (suggestions welcome).

Funding committed by October 1, 2009


CORE FUNCTION 5: STANDARD SETTING

ObjectiveTo provide leadership for the safe and effective use of lasers and related technology, by establishing and publishing standards and implementing

verification mechanisms which verify the knowledge of laser practitioners.

Action Plan #1: Verification of Knowledge Process

Action Responsibility Timeframe1. Using the core

curriculum and the content from the Fundamentals course, develop a stable of questions (400) to be used to develop multiple versions of the verification exam.

Education Task Force January 15, 2010

2. Develop the specifications for an organization to administer the exam internationally.

Education and Standards Innovations CommitteeASLMS Staff

3. Distribute RFP and select a testing partner company.


4. Verify the validity and reliability of the verification of knowledge exam.


5. Administer exam and award verification of knowledge certificates.



NEXT STEPS

1. The facilitator will provide a draft Report of the planning conference by May 15, 2010.

2. A conference call will be scheduled in late May or early June to approve Report.

3. The Plan will be submitted to the Board for approval at its August meeting.

4. Align committees with Core Strategies and eliminate unnecessary committees.

5. Factor Plan into 2010 budget process.


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