Board of Directors Retreat Recap

IPSS – Turning Obstacles into Opportunities

Board of Directors Set Goals at Annual Retreat

To say 2020 has not gone according to plan is quite the understatement. We have all been personally and professionally affected on a multitude of levels this year. Yet, I am endlessly inspired by all of you, our IPSS leadership and members. Not just by the lives impacted and saved in your work every day but by your positive perspective, perseverance and limitless passion. Thank you all! 

As you may know, each year the Board meets prior to the conference for an engaging full-day retreat and this year was no exception…but as with most things this year, it happened in a different way. The board gathered on June 29 for a virtual retreat and strategy session. While we were not building on the excitement and energy from our in-person convening as would be typical, you could still feel it in the air.

We dove headfirst into lively and interactive discussions around membership access and diversity as well as financial sustainability and growth. We talked at length about the changing landscape and the evolution of our industry and how we might position IPSS to remain at the cutting-edge, guiding change to improve patient outcomes. 

The Board took the approach of turning obstacles into opportunities. We defined clear, simple and measurable goals for IPSS and are finalizing our strategic plan for short- and long-term success. After all, if you run into an obstacle, you can’t adjust your plan if you don’t have one! 

Being aligned in mission and vision, the board engaged in an exercise to identify a Big Hairy Audacious Goal (BHAG) for IPSS. By 2025 

IPSS is a sustainable and diverse, globally sought-after authority and community of change that provides invaluable resources, education, collaboration and inspiration to everyone in the field of pediatric simulation.

We also settled on 5 mega goals for IPSS to focus on over the next three (or more) years. IPSS will:

  • Be the Global Knowledge Center for Pediatric Simulation
  • Be an Essential and Accessible Global Community of Change
  • Be a Diverse, Collaborative Community
  • Have a Diverse Revenue Stream to Ensure Sustainability and Strategic Growth
  • Help Shape the Field of Pediatric Simulation

From there we identified a number of objectives and tactics that would help us achieve those goals, some of which include:

  • Build awareness and leverage the value proposition of pediatric simulation and IPSS
  • Identify a core curriculum for pediatric simulationists
  • Eliminate barriers to participation and engagement
  • Ensure we represent our industry with strong representation globally and in multi-discipline areas
  • Establish a strong pipeline of leaders and a strategy for succession planning
  • Create a financial strategy with associated policies including goal for reserves to serve short term and long-term needs
  • Improve communication strategies to convey the value of membership
  • Increase and diversify products and services that generate revenue
  • Support membership to increase the scholarship and research in pediatric simulation
  • Increase collaboration with affiliate association and organizations

Of course, now the real work must begin, turning passion into action. Through a combination of sub-committees, new task forces and project teams, we are excited to engage you in helping us execute this plan. More information will be forthcoming about how to volunteer for these new opportunities and I encourage you to consider participating in the work. We are an ambitious group but IPSS is greater than the sum of its parts. We will make the greatest strides when our board, committee and members join together. 

I hope this gives you a highlight of the retreat and a clear picture of the board’s direction for the future of IPSS. There are many more action items in progress to address our mega goals and objectives and we are proud of the work we have done thus far. Thank you all for your part in these accomplishments. 

We look forward to providing you with more updates about our progress in achieving our strategic planning goals in the coming months. We also are thrilled to reconnect with everyone in October at IPSSV2020: A Virtual Experience. 

Be safe, wherever you are, we will see you in October.

Best – 

Monica Evans-Lombe, CAE

IPSS Executive Director


I am a UK-trained Neonatologist working in Starship NICU in Auckland, New Zealand. I am a member of the Douglas Starship Simulation faculty and lead the simulation programmer in NICU. My key simulation interests include education, communication and patient safety. I have been an active member of IPSS since 2011, member of the Education Committee since 2012, am a past Co-Chair of the Education Committee (2017-2018) and a current member of the Board of Directors. In collaboration with others, I established the IPSS-INSPIRE Fellowship in 2018 and am on the working group leading this initiative. My vision for IPSS is to continue to support collaborative knowledge sharing and research development in the pediatric and perinatal simulation community. My wish for IPSS is to see an increasing number of non-physician members and to support and develop the ability of those still at the early stage of simulation.



Dr. Carl Horsley

Intensivist, Counties Manukau Health, Auckland, New Zealand

Clinical Lead for Patient Safety, Health Quality and Safety Commission, New Zealand

Dr. Carl Horsley dual trained in Emergency Medicine and Intensive Care, and works clinically in the Critical Care Complex of Middlemore Hospital in Auckland, New Zealand. As part of his work there, he developed an in-situ simulation program specifically focused on building the adaptive capacity of the ICU team. This was put to the test in the Whakaari volcanic eruption with Middlemore being the national burns centre responding to a mass casualty event.

Carl is currently completing an MSc in Human Factors and System Safety at Lund University, Sweden with a thesis focusing on the sociology of safety.  He is also part of the Resilient Healthcare Society which is an international collaboration exploring the implications of resilience engineering in healthcare. As Clinical Lead for Patient Safety at the Health Quality Safety Commission, Carl is also involved in developing innovative approaches that support “work-as-done” by frontline to improve both patient care and staff wellbeing. He has published several book chapters on resilient healthcare and presented widely on the topic.


Dr. Andrew Petrosoniak

Emergency Physician & Trauma Team Leader, Assistant Professor

St. Michael’s Hospital and University of Toronto

Following an unsuccessful career as an intramural basketball player, Dr. Petrosoniak now works as an emergency physician and trauma team leader at St. Michael’s Hospital. He’s an assistant professor at the University of Toronto and an associate scientist at the Li Ka Shing Knowledge Institute. He’s the lead for translational simulation at St. Michael’s Hospital which involves the application of simulation techniques to identify issues and support the design of solutions related to healthcare delivery and improving health service outcomes.

More accurately, he seeks to reduce the number of F-bombs by providers linked to poor system/space design in healthcare. He also applies this work in the private sector as the co-founder of Advanced Performance Healthcare Design, a design and consulting firm that uses multi-modal simulation techniques to inform the design of clinical infrastructure, equipment and high performing teams.




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