Strategic Plan

As a professional membership society, the American Academy of Sleep Medicine (AASM) must remain relevant amid constantly changing circumstances by providing consistent and lasting value for our members. This requires the leaders of the AASM to frequently assess the organization’s priorities and direction to determine if they are still aligned with the needs of our members and the field of sleep medicine.

The AASM board of directors embarked on such a process in 2019 by initiating the development of a new strategic plan that will guide AASM activities for the next three to five years. A membership survey and a Diversity and Inclusion Committee report provided essential feedback that guided the board of directors through the strategic planning process. — AASM President Kelly Carden, MD, MBA

Advancing sleep care and enhancing sleep health to improve lives

Sleep is recognized as essential to health.

Core Values

  • Adaptable

  • Diverse & Inclusive

  • Evidence-based

  • Innovative

  • Patient-centered

  • Visionary

3 to 5 years

  • Increase social marketing
  • Increase evidence to support that sleep is essential to health
  • Increase recognition of sleep among other provider groups
  • Increase collaboration with other provider groups to raise public awareness
  • Increase policymaker understanding
  • Increase sleep education for children and teens
  • Increase AASM leadership’s knowledge of emerging technologies and their impact on our field
  • Increase engagement with key technology influencers
  • Increase the value of information from current sleep medicine procedures
  • Increase member understanding of the impact of disruptive technologies
  • Increase AASM involvement in the inception/initial stages of new technologies
  • Increase the number of graduating fellows
  • Increase standardization of advanced practice provider (APP) sleep care training
  • Enhance collaboration with sleep psychologists
  • Expand education for sleep technologists
  • Establish enduring models for collaborative sleep care with other care partners
  • Increase influence on payers and government decision-makers
  • Decrease the administrative burdens related to OSA care (e.g., 90-day rule, prior authorization, withdrawal of treatment, unnecessary repeat testing)
  • Enhance recognition of the value of services provided by sleep physicians and the sleep team

Approved October 2019