The Executive Board of SASLT had organized a meeting on 25th June, 2009 with an international expert (Dr. Stephen Walston) to develop a strategic plan for the organization and clarify the road for this current Executive Board and all future Boards.

Because the strategic plan for any organization is crucial for the success, and because transparency & easy availability of such plan to all members is vital, we opted to highlight for you all the important aspects of SASLT strategic plan which is not different from any such plan.

The following are the important questions and pertinent answers generated out of the meeting, and all members are entitled to judge the performance of different Executive Boards according to according to these strategic aspects of SASLT:

1. What do we want to accomplish?

• Define our direction with the required Tools & Means
• Develop an identity and Structure for the organization
• Function by using Measurable Objectives
• Ultimate goal of having positive impact on the Liver health care in KSA.

3. Who are our Stakeholders and how do we intend to interact with them?

• SASLT members
• Referring doctors
• Government / Health Authorities
• Institutions (Gov./Private)
• Research funding bodies / Pharmaceutical companies
• Patients / Public / Media
• Supporters / Businessmen

4. Did we develop our own Internal Assessment for the organization?

• Organization Structure:

i. System for Executive board election (nomination & voting system)
ii. Rules for decisions making & implementation process within the Executive Board or committees
iii. Tools for decisions follow up
iv. Means for embracing values/vision/mission throughout SASLT activities
v. Monitoring internal limitations that need to be improved and worked on within a specific time frame?

• Listening to SASLT Active Members:

i. Survey for suggestions, expectations and demands
ii. Transparency and open communications
iii. Motivation and involvement in all activities

• Employment of the necessary administrative posts:

i. Formulate a task committee to fill out all needed posts for the effective running of SASLT
ii. Work on skills development in all that relates to SASLT type of work

• Developing SASLT Assets:

i. Work on all possible ways to regularly build SASLT assets
ii. Investments: can we industrialize our products and invest in them

5. Did we look at External Assessment of our products and activities?

• Product Differentiation:

i. How are SASLT image or identity are created currently, and what our plan for improvement?
ii. How SASLT services and programs are conducted, and how effective they are in fulfilling goals?
iii. How are the SASLT front lines are developed (website, printed materials, educators & providers)?

• SASLT Members / General Physicians:

i. Do we circulate Satisfaction / Expectation Surveys?
ii. Do we reach out to members in order to evaluate the Effectiveness of SASLT Educational Programs?
iii. To what extent SASLT products influence the practice of local doctors?
iv. Can we measure their willingness to be involved in clinical research and if not can we motivate them and change thier position?

• Governmental Health Authorities:

i. How do we grade the level of SASLT communications with health authorities?
ii. How well do we present our evaluation reports or suggestions regarding the current health care systems?
iii. What are our campaigns to influence health care system related to liver patients in the mind of decision makers?

• Medical Institutions:

i. Do we have relations network with governmental or private institutions to serve SASLT purpose?
ii. Do we have clear mechanisms to influence: care of liver patients, practice regulations, research environment in these institutions?
iii. Can we reach patients for education easily in these institutions?

• Pharmaceutical Companies / Research Funding Bodies:

i. Are the relations between SASLT and such companies clear and well documented?
ii. What are the programs that can be funded by them?
iii. How can SASLT facilitate their involvement in local multi-center RCT?
iv. Do we have clear plans to improve relations with Research Funding Agencies to facilitate research projects for SASLT members?

• Other Scientific Associations:

i. Do we have a clear insight about scope of relations with other liver associations (regional, Arabic, International)?
ii. What are our structured plans for collaboration with national & international related associations?

• Public / Media:

i. Do we have a well documented long term media plan?
ii. How can we improve SASLT involvement in annual awareness events, and what are our programs for different society groups?
iii. How efficiently do we rally in favor of SASLT with businessmen and supporters?

• Patients:

i. Do we have educational programs, materials or activities for them?
ii. How are our programs work for the interest of patients?
iii. How well do we cooperate with patient advocate groups?

6. What should be our Strategic Priorities?

• Develop:

i. SASLT organization
ii. SASLT assets
iii. SASLT scientific products

• Reach to:

i. Professionals
ii. Public
iii. Patients

• Influence:

i. Health Authorities
ii. Institutions
iii. Pharmaceutical Co.
iv. Funding and Supporting bodies

• Collaborate:

i. Other related Saudi associations
ii. Similar Gulf or Arab countries Liver associations
iii. International Associations

7. Implementation Plan with Time phases:

We should have a template of SASLT values and missions, with the related strategic priorities and their detailed specific programs, followed by the responsible sections or members of SASLT with the time frame for implementation, and finally the monitoring mechanisms.