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SVS  SVS Foundation

 SVS Strategic Plan May 2013

Core Purpose

The purpose of the SVS is to promote vascular health by advancing the science and practice of vascular disease management.

Core Values

  • Integrity
  • Commitment to Quality
  • Relevance to Members
  • Leadership 
  • Diversity and Inclusivity
  • Professionalism

Vision Statement
To eliminate death and disability from vascular disease.

Goal 1:  High Quality Vascular Care
The SVS will define and promote evidence-based, high quality, cost effective vascular care to improve patient outcomes.

Objectives and Strategies

1. Increase participation in VQI. 

a. Expand VQI to include cost effectiveness data.

2. Create a centralized resource for data on cost, outcomes and comparative effectiveness, both from SVS and other sources.

3. Increase SVS’s ownership of consensus documents, updated as appropriate.

a. Increase frequency of SVS practice guideline updates.

b. Expand the number of SVS practice guidelines.

c. Develop more multispecialty guidelines.

4. Lead the creation of a new international classification system for PAD.

5. Create and update vascular surgery performance measures.

Goal 2:  Education
The SVS will adopt innovative educational methodologies to ensure high quality vascular surgeons now and for the future.

Objectives and Strategies

1. Diversify the methods used to deliver educational content to SVS members.

a.Develop educational content that can be delivered electronically.

2. Broaden opportunities for practicing surgeons to stay current on new procedures and devices.

3. Provide sufficient self-assessment offerings to meet MOC re-credentialing requirements.

4. Develop strategies for CME tracking and self-assessment, both for VAM and for affiliated vascular society meetings.

5. Enhance mentoring opportunities for medical students.

a. Explore partnering with APDVS to expose potential trainees to simulation and other activities that demonstrate the key role of vascular surgeons in health care.

b. Explore sponsoring a vascular surgery-specific leadership development activity patterned after the ACS Surgeons As Leaders Course.

6. Foster additional programs to attract high quality candidates into vascular training programs.

Goal 3:  Advocacy
SVS will advocate on behalf of vascular patients and vascular surgeons with key policymakers, both public and private.

Objectives and Strategies

1. Increase SVS’s advocacy efforts regarding regulation and legislation that impact vascular surgeons or their patients .

a. Identify new opportunities/relationships with regulatory bodies. 

b. Actively identify interested members to engage in advocacy efforts.

c. Increase SVS participation in FDA and CMS technology assessment activities.

2. Prepare members for impending changes in the way care is delivered and paid for.

3. Develop programs to strengthen the role of vascular surgeons in evolving practice models.

a. Develop multispecialty models of patient care with vascular surgeons as leaders.

b. Provide tools to help vascular surgeons assume leadership roles in complex environments.

4. Encourage members to participate in the SVS PAC and in local level advocacy activities.

Goal 4:  Branding

SVS will enhance the public’s understanding of the unique capabilities of vascular surgeons.

Objectives and Strategies

1. Educate the public about vascular disease and the role of vascular surgeons in vascular disease management.

a. Increase the dissemination of knowledge of vascular surgery to relevant audiences in ways that are appropriate to SVS size and resources.  

b. Explore the feasibility of engaging outside PR support for this effort.

Goal 5:  Discovery

The SVS will foster research and innovation with scientific integrity to optimize vascular health.

Objectives and Strategies

1. Facilitate implementation of a focused vascular research agenda.

a. Make tangible progress toward accomplishing the top 3 identified clinical research goals set by the SVS (asymptomatic carotid disease, claudication, critical limb ischemia).

b. Forge formal collaborations with other professional societies to achieve clinical research priorities.

c. Induce NHLBI to establish PADnet similar to the CTSnet program already in existence.

2. Promote career development for young researchers through funding, partnerships and educational programs. 

a. Identify the NIH-sponsored career development awards as the SVS Foundation’s top priority.

3. Promote vascular science through educational programs that highlight research and technological innovation, such as VAM and VRIC.

Goal 6:  Sustainability
The SVS will operate in sustainable, transparent and inclusive ways that serve members with high quality and relevant initiatives.

Objectives and Strategies

1. Maintain a balanced budget each year.

2. Diversify income streams and decrease reliance on traditional revenues.

3. Promote international membership in SVS.

4. Strengthen SVS’s ability to operate strategically:

a. Review and modify the SVS’s governance structure and processes to streamline governance effectiveness.

b. Align SVS organization (both staff and volunteers) with the new strategic plan.

c. Increase participation in SVS governance by constituencies such as community practice, young surgeons, vascular surgeons in training, women and minorities. 

d. Establish systems and processes to ensure that the program portfolio is as strategic as possible.   

5. Identify and develop future leadership for the Society and the specialty.

6. Engage affiliated vascular surgery societies in dialogues about sustainability.

7. Assure transparency through SVS guidelines for managing relationships with industry and conflict of interest.

Approved by the SVS Board of Directors May 29, 2013​

Contact Us

Society for Vascular Surgery
633 North Saint Clair Street, 22nd Floor | Chicago, IL 60611
Phone: 312-334-2300 | 800-258-7188
Fax: 312-334-2320

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