At present, we are surveying individuals who have dropped their
ACS membership or have never been members to determine how we
can better meet their needs. When those studies are completed, we
will develop a strategic plan to address our perceived shortcomings.
If you have comments or suggestions about this or other issues, please
send them to Dr. Hoyt at email@example.com.
EXECUTIVE DIRECTOR’S REPORT
Reaching out to all surgeons
We have sought to foster the growth of the ACS
membership by offering the programs and services
described previously, as well as through a young
surgeon and specialty surgeon recruitment campaign
and member engagement activities. Furthermore,
we have used strategic planning to revitalize and
restructure the ACS Board of Governors, and Advisory Councils are better positioned to represent the
needs of their constituents. In addition, Member
Services and the Division of Advocacy and Health
Policy have combined forces to present the annual
ACS Leadership & Advocacy Summit.
The ACS has been working to strengthen its
domestic chapters, providing chapter leadership
training programs and offering chapters opportunities to receive contracts for their administrative
services through the College’s association management services.
In addition, the ACS has established a partnership
with military health services, which is enabling the
exchange of research findings and cross-educational
opportunities. Likewise, we are seeking to expand
our international reach by revitalizing the Operation
Giving Back program and encouraging the establishment of ACS chapters in every nation. Surgeons in
all parts of the world have much to learn from each
other, and we would be derelict in our professional
responsibilities if we failed to work together to provide quality care to all people.
Furthermore, the College is providing greater
opportunities for our members to communicate
with each other and with the ACS leadership. For
too long, ACS Governors and Regents were isolated
from the rank-and-file membership. We have sought
to close that divide through various communications
vehicles—including the online ACS Communities—
and with more interactive activities at ACS programs.
At present, we are surveying individuals who
have dropped their ACS membership or have never
been members to determine how we can better
meet their needs. When those studies are completed, we will develop a strategic plan to address
our perceived shortcomings.
It is the staff of the College that is ultimately responsible for implementing the ACS strategic plan. We
have expanded the number of staff significantly in
recent years, recruiting and developing a world-class
team. To ensure that ACS staff members have the
skills, resources, and expertise needed to meet your
changing needs, we are working with an architectural
firm to determine how we can best use our properties
to stimulate innovation and creative problem solving. We also have established a Go Positive training
program, which focuses on encouraging our team
to uphold our values of professionalism, excellence,
innovation, introspection, and inclusion.
We have come a long way in developing programs
and services that surgeons of all generations, specialties, and practice environments will find useful and
relevant—all while maintaining the organization’s
financial solvency. We intend to continue the strategic
planning process each year to sustain this momentum. ♦