Executive director’s column By Keith M. Hume Our North Star
SIR has a clear and steady vision of where it is going, but ensuring we hit those goals requires participation from members, students, program organizers and industry partners alike.
S
ince 2018, SIR has invested in and focused on four key programmatic goals of our strategic plan: To help IRs
flourish in their chosen practice model, to create a culture of research-driven practice, to enhance and optimize training of IRs at all stages to make them competitive and innovative, and to form relationships beyond the specialty to advocate for and prove the value of IR. The strategic plan is our compass ensuring all efforts undergird and advance these goals.
But IR is an ever-changing specialty, and SIR must be nimble and adapt to and predict healthcare, market and societal shifts along the way. That is why regular communication and engagement with our membership— both formal, like the Executive Council and committee meetings, and informal—are so vitally important.
Executive Council meetings allow SIR to adjust the path we take on the way to accomplishing our 5-year plan. Conversing regularly with leaders helps us identify the new issues that IRs face every day, understand the medical environment that our members are practicing and competing in and plan for challenges that will arise down the road. It also helps us re-evaluate how we work together.
A perfect example of this is the ongoing transition of our governance structure, which will provide members of all practice types and clinical focus with more opportunities to engage and a direct line to communicate with leaders and effect changes to the future of IR. It will help bring the issues you face every day in the IR suite—from pressures of reimbursement to educational and practice development needs—directly into our strategic conversations, so that SIR can learn and adapt.
8 IRQ | SUMMER 2021
These conversations also help SIR look at the future of the specialty and provide a forum to discuss where the society needs to focus and invest. We rely on member engagement to help us take the temperature of the medical field, training programs and practice restraints to ensure that, with each new class of trainees, our educators are ingraining certain values and skills into the future fabric of the IR, and researchers and innovators to ensure we are focused on the future of practice. This focus on education and practice development, combined with continued discussions on creating a culture of clinical data and research, will be what keeps IR competitive.
Though formal Executive Council and committee meetings are important, all conversations with members, no matter how informal, provide SIR with insights and resources to meet its goals. Engagement via forums like SIR Connect are especially helpful because it enables members to share their knowledge and advice with each other, while also allowing SIR to learn what our members are truly passionate about and facing in their practice. Whether members are looking for education, mentorship or camaraderie, SIR Connect is the first stop.
We have a tremendous membership at SIR, full of expertise and passion. But the society and the specialty will only benefit from hearing from you—be it through clinical specialty council discussions, SIR Connect posts or other opportunities like volunteering, joining our sections, or responding to member feedback surveys.
SIR has a clear and steady vision of where it is going, but ensuring we hit those goals requires participation from members, students, program organizers and industry partners alike. You are the reason and the motivation for our continued success.
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