WDS for the Future: Strategic Framework and Organizational Structure FAQs 

Background

Beginning in September of 2025, the WDS Board of Directors reviewed its strategic direction during a facilitated session in Fort Worth, TX. Of the many outcomes of the session were a new 2026-2028 Strategic Framework to guide WDS in prioritized decision-making, and a simplified organizational structure of WDS and create a more efficient way to conduct the business of the association. Over the course of the Fall, the Organizational Structure Committee in conjunction with the Vice President and the Executive Committee discussed and reviewed a new structure which was approved by the Board of Directors in December 2025.  

FAQs

What is a Strategic Framework and how does it differ from a traditional strategic plan?

A traditional strategic plan starts with the organization’s mission and vision, then sets long term goals (typically 3-5 years), shorter-term objectives working toward those goals (1-2 years), and smaller timelines for tactics, strategies, and approaches to work toward those goals. It is great for making incremental progress within goals that can remain persistent for a long time. The world we find ourselves in now changes so quickly that it seems inconceivable to set a revenue or membership goal for any group five years from now!

The concept of a strategic framework is different. While it is still rooted firmly in the mission and vision, it sets higher-level priorities and then sets up structure to allow annual goals, action plans, and resource allocations to adjust as the environment around the Society shifts. It keeps WDS focused on what is most important while providing the flexibility needed to leverage current trends and issues important to membership. It also provides clear direction to committees and other volunteer leaders about what is most important while empowering them to make decisions about how to meet those needs – rather than it all being dictated from the strategic plan.

What are the pillars and what do they mean? 

The pillars represent the key programs, services, and opportunities within WDS that help ensure everything we do is mission-focused. The pillars are: 

  • Networking: Bringing women and their champions in dermatology together is at the heart of everything WDS does and is an essential part of the mission. It is not just networking for business and professional advancement, but for the personal connections that are built among members who care for the profession and care for one another.  Programs and opportunities under this pillar include networking events (both regional, and held at sister society events), membership engagement and community building, and ensuring diverse perspectives are included in all WDS activities.  

  • Personal and Professional Development: Mentorship is both personal and professional. No wonder it has been and continues to be the flagship program of WDS. Building one another up, through awards and recognition, webinars, content development and, most of all, the Forum, is another key element of how WDS works to empower and support women throughout their careers in dermatology.  

  • Service: Giving back to our communities is in the DNA of WDS, not only because it helps address inequities in women’s health, but also because these service opportunities help grow and develop the future leaders in dermatology. Programs like the Women’s Shelter Initiative and Play Safe in the Sun form this pillar. 

 By incorporating the pillars into the strategic framework, they become a constant reminder of what is most important and most impactful for WDS. They will guide decisions made on the board, committee, and staff levels to drive our collective efforts and prioritize our work.

What is the timeline for the WDS for the Future Strategic Framework? 

The guidance in the strategic framework is designed to support WDS through 2028. Each year, the priority areas help advance and grow existing and new WDS programs in a strategic and focused manner – one that maximizes impact and reduces administrative complexity.  

 Work within the strategic framework has already begun, with the organizational restructure as an important outcome. Information and updates will be shared continually throughout the first quarter of 2026 introducing the key changes that have been made, explaining the benefit of these changes, and articulating how WDS members can help. Any questions about the strategic framework can be sent to [email protected] and we will be happy to help! 

Why do we need a new organizational structure? 

The existing structure was built over time to address leadership issues and accommodate a wide range of WDS programs. The structure has become overly complicated, often holding up the great work of WDS, rather than facilitating it. A simplified structure will help focus and align the work of volunteers to the 2026-2028 Strategic Framework. 

What happened to the Councils? 

Councils added a layer of organizational and administrative complexity that created more meetings for busy WDS leaders and caused confusion in decision-making. By streamlining the reporting structure, committees will now have clear direction from the board, defined expectations, and stronger communication. Board Members and Committee Chairs now have clearer roles and can work collaboratively on ONE action plan, instead of trying to manage multiple across various groups. Simplifying the structure will save time for everyone and make it easier to get the important work of WDS done! 

What about committees that I don’t see here – how will that work be done? 

The restructure does not eliminate work; many initiatives or programs have simply found a new home within a larger committee to consolidate resources as much as possible. See below where important programs and committees fall within the new structure:  

  • Organizational Structure Committee > Organizational Oversight Subcommittee (returning this important role of committee and volunteer accountability to the Board of Directors) 

  • Annual Meeting (Sub)Committee > Executive Committee (this work is driven by the President anyway, and it was determined a committee is not necessary) 

  • Bylaws Committee > Ad Hoc Committee to be constituted by the Board of Directors, when needed 

  • News You Can Use > Communications Committee 

  • Media & Digital Strategy Committees > Communications Committee 

  • Podcast Initiative > Communications Committee 

  • International Sections > Membership Committee 

  • Residents, Fellows & Young Physicians Committees > Membership Committee 

  • Educational Programming > Professional Development Committee 

  • Public Education > Professional Development Committee 

  • Academic Dermatology Committees > Professional Development Committee 

How do I get involved?

Reach out to us at [email protected] to learn more about committee and volunteer opportunities, and how you can help build the WDS for the Future!