MASO BOARD APPROVES NEW STRATEGIC PLAN FOR 2025-2027
STRATEGIC PLANNING PROCESS
This Strategic Plan sets forth a set of goals, strategies, and tactics to propel MASO toward a more vibrant future as a regional constituent of the American Association of Orthodontists.
The 2025-2027 Strategic Plan was developed in four broad steps:
1. Strategic planning facilitator Kate Brunswick conducted an evaluation survey of the MASO Board to examine progress and successes from the 2020-2023 Strategic Plan.
2. Brunswick conducted a member assessment survey that went to all 1,400 MASO members, identifying the association’s strengths, weaknesses, opportunities, and threats.
3. A working session with the MASO Board fleshed out association goals and accompanying strategies for accomplishing them.
4. Based on key themes from the Member Survey and the working session outcomes, Brunswick prepared a draft strategic plan and sent it to the Board of Directors for input and adoption.
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IMPLEMENTATION OF THE 2025-2027 STRATEGIC PLAN
The 2025-2027 Strategic Plan is both aspirational and inspirational; as such, it serves as an active guide for MASO leadership and staff team members in the coming three-year time horizon.
This 2025-2027 Strategic Plan continues a three-year cycle of planning exercises and documents. The plan offers a high-level overview of goals, strategies, and tactics that form a call to action for which MASO leadership, the staff team, and members of MASO should work together toward implementation. Tactics within the plan may be considered the framework for a three-year Action Plan as well as an annual Operating Plan, which becomes the foundation for metrics and measurements of success.
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MASO’S MISSION AND GOALS
MASO Mission: The Middle Atlantic Society of Orthodontists, a constituent of the American Association of Orthodontists, shall promote ethical and quality orthodontic care while advocating and providing a voice for our members, components, and educational institutions.
MASO Strategic Goals:
Enhance Member Engagement
Strengthen Connections
Elevate the Organization
GOAL I. ENHANCE MEMBER ENGAGEMENT – Increase member knowledge and engagement through targeted programs and communication strategies that foster connection, participation, and community.
A. Communications. Broaden efforts to meaningfully reach every member.
1. Consider alternate ways to communicate with members, outside of email. Be deliberate in communicating via alternate methods.
2. Strive to continually improve the quality of content delivered to members through the MASO Journal.
3. Using content from the MASO Journal, develop an e-news brief to provide more frequent communications to members.
B. Networking. Meet members where they are, providing them with compelling programs and resources for meaningful connections.
1. Offer area-specific networking social events for residents and active members (even retired members) to provide opportunities for connection.
2. Use networking events (in different formats, including virtual) to connect opportunities with orthodontists in underserved areas.
3. To provide continuous support to residents after graduation, create a Young Graduate Program based on the MASO Resident Program.
C. Annual Session. Through the Annual Session, become an unfailing resource for professionals of all career stages serving as a platform for them to acquire valuable professional and business skills.
1. Develop CE programs based on member needs. Regularly survey members on most pressing issues for CE programs.
2. Use CE sessions to provide training for staff certifications.
3. Provide CE offerings beyond clinical, including soft skills training focused on time management, succession planning, financial management, recruiting and retaining staff.
GOAL II. STRENGTHEN CONNECTIONS – Establish MASO as the connector between AAO, the state components, and MASO members by serving as the conduit for information and resources.
A. AAO. Establish MASO as the bridge between AAO and members.
1. Provide access to AAO resources through programs at the MASO Annual Session and articles in the MASO Journal.
2. Communicate with other AAO constituent organizations, peer-to-peer via each organization’s president-elect.
3. Continue to shape the future of the profession by engaging and supporting MASO representatives to the AAO House of Delegates annual meeting.
B. State components. Engage with state components to strengthen the profession and identify future leaders.
1. Re-establish the practice of the MASO president attending at least one meeting of each of the state components. Use these opportunities for two-way communication.
2. Establish a calendar of each state component’s meetings throughout the year. Advertise these meetings to MASO members.
3. Connect regularly with component presidents by inviting them to MASO board meetings. Develop mutually agreed upon expectations for participation and outcomes.
GOAL III. ELEVATE THE ORGANIZATION – Develop current and future leaders through programs, mentoring, and establishment of best practices in association management.
A. Communicate. Ensure that MASO reviews and updates internal and external communications.
1. Establish the practice of regularly updating the MASO website to remove dated information and add current information.
2. Update and keep current the MASO Manual of Procedures.
B. Govern. Establish best practices for non-profit governance models.
1. Establish an annual Board Orientation program for new and returning members of the MASO Board of Directors. Include information on MASO leadership opportunities, policies and procedures, and non-profit governance.
2. Implement an annual Board self-evaluation for members of the MASO Board to communicate their experience serving in leadership.
3. Review relevancy and purpose of MASO standing committees and update committee charters to align with MASO’s mission and goals.
C. Mentor. Develop a formalized mentorship program, providing opportunities for professional growth and engagement.
1. Formalize mentorship opportunities for residents and be a resource to them.
2. Facilitate mentorship of first time attendees at the MASO Annual Session by members of the MASO Board of Directors.