The journey to AAPS 2020: a reflection from strategic planning to PharmSci 360,AAPS Open

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The journey to AAPS 2020: a reflection from strategic planning to PharmSci 360
AAPS Open Pub Date : 2018-11-03 , DOI: 10.1186/s41120-018-0028-y
Joseph W. Polli , , Christopher R. McCurdy , Dale Eric Wurster , Binodh S. DeSilva , Annette Bak , Reina Bendayan , Bernd Meibohm , Allen C. Templeton , William Weiser

Since its inception in 1986, the American Association of Pharmaceutical Scientists (AAPS) has grown to be one of the premier scientific societies for pharmaceutical scientists in industry, academia, government, and other institutions in North America, with a global outreach to scientists from more than 60 countries around the world. Due to the foresight of its founders, AAPS established itself as a member-driven society that thrives on the scientific expertise and diversity of its membership. The initially-established structure and governance model of AAPS served the organization well for its first three decades. Changes in the competitive landscape of scientific societies, advances in communication technologies, evolving membership expectations, and generational shifts made it necessary to adjust the association’s structure and governance model in order to address these challenges and ensure the continued success and longevity of AAPS.

AAPS began its transformation almost 4 years ago with the agreement to develop a five-year strategic plan (2016 to 2020), starting with a workshop at the 2015 Leadership Retreat where input was collected from a broad representation of member groups. The strategic planning activity included an in-depth review of AAPS’ governance processes, scientific format/content for both of its annual meetings (the AAPS Annual Meeting and Exposition and the National Biotechnology Conference [NBC]), its internal organizational structure of sections and focus groups along with their responsibilities, and association finances. A vision for the future included staying abreast of the rapid advancements in pharmaceutical sciences, embedding the use of electronic communication platforms, and connecting members to a truly global community of scientists. The effort yielded the AAPS mission to “Advance the capacity of pharmaceutical scientists to develop products and therapies that improve global health.” This mission is to be achieved by (1) advancing scientific discovery, exchange, and learning; (2) expanding professional and public outreach; (3) enhancing member services; and (4) fostering AAPS’ global community.

Where have we, the membership, traveled during this journey to AAPS 2020? It started with more than 1,000 pharmaceutical scientists sharing what was going well in the association, what needed improvement, and what were the future opportunities and challenges for the organization’s members. The AAPS Leadership learned about several important aspects including the members’ expectations to:

ensure increasing depth, quality, and rigor in AAPS scientific programs;
develop new web-based tools, online communities, and resources to create a more robust online platform for networking and collaborating with fellow members;
provide additional opportunities for members to engage with the Association through volunteer leadership, committees, etc.;
strengthen existing AAPS products and services to deliver additional value to members;
expand existing international programs, services, and collaborations; and
increase collaboration between AAPS and other scientific associations and organizations.

One of AAPS Leadership’s first activities in the transformation process was to review the governance framework, which encompasses the practice, policies, and rules used by the Board of Directors (previously called the Executive Council) to ensure accountability and transparency to its stakeholders, with a primary focus on serving the AAPS membership. The governance framework is central to the delegation of responsibilities, distribution of rights, and stewardship of finances. It covers all members from the Board, to members participating on committees and working groups, to the association staff. The review found gaps in the AAPS governance framework and operating procedures that created risks, both legal and operational. The AAPS Bylaws were not consistent with current laws and best practices for 501(c)(3) not-for-profit organizations and needed to be updated. Other areas that required modernization included section/focus group operations, awards, and financial support provided to membership subgroups by the association. The governance changes recently implemented through bylaw and policy updates will enhance the prosperity and viability of the organization, empower our volunteers, and allow AAPS Leadership to better manage risk.

Supporting pharmaceutical scientists and their efforts to develop products and therapies that improve global health is the heart of AAPS and the very reason why the association exists to serve its members and the public. Science underpins the contributions of our members, their professional development, and how their research breakthroughs impact the health of people around the world. Previous annual meetings were the main venues for AAPS members to share research, exchange ideas, and advance knowledge in the pharmaceutical sciences. Annual meetings served the association well for many years. However, over the past 10 years, pharmaceutical modalities, technologies, and drug products have become more complex and diverse; industry continues to undergo organizational and structural changes; academia is increasingly involved in developing products in addition to basic research activities; regulations have evolved to ensure the safety and efficacy of new medicines; and the ability to communicate rapidly across the globe has been revolutionary.

AAPS members expressed their expectation that the best scientific programming should be delivered in ways that provide flexibility and value, and balance time away from work/family. Feedback from members and meeting attendees suggested that the annual meeting events should be renewed from both the program selection-process perspective and the scientific-content perspective. This led to sunsetting the two annual meetings and the creation of AAPS PharmSci 360 as the association’s flagship meeting event. AAPS PharmSci 360 is designed to combine the energy of the two former scientific conferences with the intimacy of small niche gatherings through track-based compartmentalization, and the inclusion of both chemical entities and biomolecular drugs.

AAPS PharmSci 360 offers five robust tracks covering key aspects of the pharmaceutical sciences that are important focal points to our members: Preclinical Development, Bioanalytics, Clinical Pharmacology, Manufacturing and Bioprocessing, and Formulation and Quality (American Association of Pharmaceutical Scientists, 2018). Each track has subtracks devoted to chemical entities and biomolecules. PharmSci 360 has the latest, most innovative research in the field, and it increases the exposure of the attendees to new science through dynamic interactions in the Solution Center with exhibitors who are experts in their scientific and technical areas, and through personalized career-development sessions. At PharmSci 360, one can either focus on a single scientific subtrack (e.g., large molecule bioanalytical topics) for the entire three-day meeting or choose to attend different sessions across the five tracks covering both small and large molecules. PharmSci 360 will be held from Sunday to Wednesday, will offer free time to balance ongoing work-life demands, and will have fun philanthropic and physical activity events. The scientific and professional development content is bookended with two networking receptions.

Other strategic changes included rolling out the AAPS Communities, implementing electronic posters, creating volunteer opportunities, and updating the awards program. Information technology and AAPS members’ preferences for networking, interacting, and collaborating are rapidly advancing. A common theme in the collected feedback emphasized AAPS delivering an enhanced platform for all members with a common interest to interact, expand our international programs and services, and increase collaboration with sister associations and organizations. To meet these requests, AAPS has implemented an online community platform. Over the past 12 months, 41 sections and focus groups have transitioned to the community platform. Many communities are actively interacting, exchanging scientific knowledge, and collaborating on programming ideas. These interactions are self-initiated and led by scientists in the community on topics they want to discuss. Moreover, communities provide a robust platform for members to communicate in real time year-round. Starting in early 2019, members can form new communities covering science, careers, or advocacy issues.

Transforming the section and focus group structure to communities was a major decision that changed the feel and culture of AAPS. Sections and focus groups were central to the Annual Meeting and NBC for delivering programming topics, for leadership development, and were the “tribes” for our core volunteer members. It has been a challenging transition to AAPS communities. The decision to sunset sections and focus groups was partially driven by the need to remove the existing sense of silos and expand member engagement more broadly outside of the core group of volunteers who served sections/focus groups. Further, the decision to sunset sections and focus groups also serves to: (1) simplify the association’s structure; (2) address the funding imbalance across sections; (3) update the fragmented travel support policy for speakers and students; (4) manage the increasing number of awards; (5) enhance the scientific depth and diversity at AAPS meetings; (6) provide a more open process for program selection that harnesses the full scientific acumen of the AAPS membership; and (7) expand calls for volunteers to serve in the association. Finally, the foregoing changes help members to focus their volunteer time on science-related activities, not those activities related to managing the organization’s processes and overhead.

AAPS member engagement is one of the main drivers behind the strategic plan and includes support for students, AAPS chapters and career scientists advancing in their current or new professional positions. One of the key areas where the changes have enhanced member engagement is in the number of volunteer opportunities and the process whereby members are selected for roles on various AAPS committees and working groups. There is an open call for volunteers that provides an opportunity for any member to apply for a position or committee. Applications are anonymized and reviewed by independent selection teams. Service is an important aspect of being a member. Our goal is to connect as many members as possible to volunteer roles that allow them to apply their scientific expertise and passion to enhance their personal development.

The Awards Committee was charged with aligning the awards program with the AAPS mission, goals, and membership needs to create value. Over the years, there has been a proliferation in the number of awards to over one hundred, a reduction in overall quality and quantity of nominations, and a lack in the transparency regarding the purpose of the awards, all at a cost of more than $250,000 annually. Furthermore, the association continues to receive new award requests in an external environment where obtaining sponsorship can be challenging. The revised awards program, implemented in 2018, focuses on significant recognition of scientific contribution and innovation, leadership, and service (American Association of Pharmaceutical Scientists, 2018). This reflects the association’s mission and core values. There are currently 11 major AAPS awards that will be presented at PharmSci 360. The Awards Committee will continue to review the program and is open to adding additional awards provided they are aligned with the mission of AAPS.

The AAPS Leadership recognizes that changes have come with some disruption to the membership and the association staff. We acknowledge that we did not always clearly communicate the need, reason, timing, and/or impact of the changes in policies and procedures to the level we desired. Clearer communication on the move to electronic posters is needed. It creates new options for presenting data, including videos and spontaneous sessions all week long at the central poster kiosk, a simple mechanism to request an electronic copy of the poster, and the possibility for archiving this content for members to access in the future. The move to electronic posters was based on feedback from members looking for more flexibility in presentation formats, the ability to modify poster content rapidly, the desire to include video, improving the ability to share content, and to reduce the cost of preparation. However, the transition has come with unexpected consequences and challenges. Significant and diligent effort has been expended to address these shortcomings for PharmSci 360. We are confident that the 2018 experience will be positive for both the poster presenters and viewers.

With a vision toward AAPS 2020, the past few years have seen a significant shift in governance and methods to deliver scientific content to both PharmSci 360 attendees and to members at remote locations. Strategic planning has enabled the AAPS Leadership to streamline numerous processes, manage the association’s finances, and address information technology demands. This effort is almost complete, allowing the association to prosper, focus on its mission, and enhance the capacity of its members. We acknowledge the countless hours that AAPS members, volunteers, leaders, and staff have provided to develop and implement these needed changes. It is the belief of the AAPS Leadership that these changes will ensure the longevity of AAPS and its future success. Whether you are a long-term AAPS member, a recently joined new member, or a first-time attendee, we look forward to seeing you at PharmSci 360 and sharing our vision for AAPS 2020 with you.

American Association of Pharmaceutical Scientists. (2018) Annual Meeting: PharmSci 360. https://www.aaps.org/pharmsci/annual-meeting. Accessed 24 Sept 2018
American Association of Pharmaceutical Scientists.(2018) AAPS Awards Guide. https://higherlogicdownload.s3.amazonaws.com/AAPS/bfc3a388-f31c-452f-88fd-941c2a445a10/UploadedImages/2018_AAPS_Awards_Guide_v1_Final_Updated.pdf. Accessed 24 Sept 2018

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The authors would like to thank all our members for their service to AAPS.

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Affiliations

GlaxoSmithKline, Mechanistic Safety and Drug Disposition, Room 27-3053, 709 Swedeland Road, King of Prussia, PA, 19406, USA
Joseph W. Polli
Department of Medicinal Chemistry, College of Pharmacy, University of Florida, Medical Science Building, P6-33, 1345 Center Drive, PO Box 100485, Gainesville, FL, 32610, USA
Christopher R. McCurdy
Division of Pharmaceutics and Translational Therapeutics, The University of Iowa, College of Pharmacy, 308 Pharmacy Building, Iowa City, IA, 52242, USA
Dale Eric Wurster
Bristol-Myers Squibb One Squibb Drive, Mail Stop B105 2437, Building 105, Room 2485, New Brunswick, NJ, 08901, USA
Binodh S. DeSilva
Advanced Drug Delivery, Pharmaceutical Sciences, IMED Biotech Unit, AstraZeneca, Gothenburg, Sweden
Annette Bak
Department of Pharmaceutical Sciences Leslie Dan Faculty of Pharmacy, University of Toronto, 144 College Street, Toronto, ON, M5S 3M2, Canada
Reina Bendayan
The University of Tennessee Health Science Center, College of Pharmacy, Room 435, 881 Madison Avenue, Memphis, TN, 38163, USA
Bernd Meibohm
Merck and Co Inc, RY119-A100, 126 E Grand Ave, Rahway, NJ, 07065, USA
Allen C. Templeton
3601 Sweeten Creek Road, Chapel Hill, NC, 27514, USA
William Weiser

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Joseph W. PolliView author publications
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Christopher R. McCurdyView author publications
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Dale Eric WursterView author publications
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Binodh S. DeSilvaView author publications
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Annette BakView author publications
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Reina BendayanView author publications
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Bernd MeibohmView author publications
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Allen C. TempletonView author publications
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William WeiserView author publications
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All authors wrote or contributed to the writing of the commentary and approved the final manuscript.

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Correspondence to Joseph W. Polli.

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All authors are elected AAPS Board of Director Members and have no competing financial interest.

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Statement of Copublication

This article was simultaneously published in AAPS Open, The AAPS Journal, and AAPS PharmSciTech. https://doi.org/10.1186/s41120-018-0028-y, https://doi.org/10.1208/s12248-018-0273-y or https://doi.org/10.1208/s12249-018-1200-3. The American Association of Pharmaceutical Scientists (AAPS) holds copyright for this article.

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Polli, J.W., McCurdy, C.R., Wurster, D.E. et al. The journey to AAPS 2020: a reflection from strategic planning to PharmSci 360. AAPS Open 4, 8 (2018). https://doi.org/10.1186/s41120-018-0028-y

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Received: 12 October 2018
Accepted: 15 October 2018
Published: 03 November 2018
DOI: https://doi.org/10.1186/s41120-018-0028-y

中文翻译：

AAPS 2020之旅：从战略规划到PharmSci 360的反思

自1986年成立以来，美国药物科学家协会（AAPS）现已发展成为北美工业，学术界，政府和其他机构中的药物科学家的首要科学学会之一，其业务范围遍及全球超过60个国家/地区。由于其创始人的远见卓识，AAPS确立了自己为会员驱动的社会的地位，并依靠其科学的专业知识和会员资格的多元化发展。AAPS最初建立的结构和治理模型在整个组织的前三个十年中为该组织提供了良好的服务。科学社会竞争格局的变化，通讯技术的进步，会员期望的发展，

AAPS大约在4年前就开始了其转型，其协议是制定一项五年战略计划（2016年至2020年），首先是在2015年领导力静修班的一个研讨会上，该研讨会从广泛的成员团体中收集意见。战略规划活动包括对AAPS治理流程，其年度会议（AAPS年度会议和博览会以及美国国家生物技术会议[NBC]）的科学格式/内容进行深入的审查，以及各部门和部门的内部组织结构。焦点小组及其职责和协会财务。未来的愿景包括紧跟制药科学的快速发展，嵌入电子通信平台的使用以及将成员与真正的全球科学家社区联系起来。通过这项努力，AAPS的使命是“提高药物科学家开发改善全球健康状况的产品和疗法的能力”。这项任务是通过（1）促进科学发现，交流和学习来实现的；（2）扩大专业和公众宣传；（三）加强会员服务；（4）培育APS的全球社区。

成员们在这次AAPS 2020之旅中去了哪里？首先，有1000多名药物科学家分享了协会的进展情况，需要改进的地方以及组织成员的未来机遇和挑战。AAPS领导层了解了几个重要方面，包括成员对以下方面的期望：

确保AAPS科学计划的深度，质量和严谨性不断提高；
开发新的基于Web的工具，在线社区和资源，以创建一个更强大的在线平台，用于与其他成员进行联网和协作；
通过志愿者领导，委员会等为会员提供更多与协会互动的机会；
加强现有的AAPS产品和服务，为会员带来更多价值；
扩展现有的国际计划，服务和合作；和
增加AAPS与其他科学协会和组织之间的合作。

AAPS领导力在转型过程中的首项活动之一就是审查治理框架，其中包括董事会（以前称为执行理事会）用来确保对利益相关者的问责制和透明度的做法，政策和规则。主要关注为AAPS会员服务。治理框架对于职责下放，权利分配和财务管理至关重要。它涵盖了董事会的所有成员，参加委员会和工作组的成员以及协会的工作人员。审查发现，AAPS治理框架和操作程序中存在漏洞，造成法律和操作风险。《 AAPS章程》与501（c）（3）非营利组织的现行法律和最佳做法不符，需要进行更新。其他需要现代化的领域包括部门/焦点小组的运营，奖励以及协会向会员小组提供的财务支持。最近通过章程和政策更新实施的治理变更将增强组织的繁荣和生存能力，增强我们的志愿者的能力，并使APSPS领导层可以更好地管理风险。

支持药物科学家及其为开发可改善全球健康状况的产品和疗法而做出的努力，是AAPS的核心，也是该协会为会员和公众服务的根本原因。科学是我们成员的贡献，他们的专业发展以及他们的研究突破如何影响世界各地人民健康的基础。以前的年度会议是AAPS成员共享药物科学领域的研究，交流思想和增进知识的主要场所。年度会议对协会的服务多年。但是，在过去的10年中，药品的形式，技术和药品变得更加复杂和多样化。行业继续发生组织和结构变化；除基础研究活动外，学术界越来越多地参与产品开发；为了确保新药的安全性和有效性，法规不断发展；而且在全球范围内快速交流的能力是革命性的。

AAPS成员表达了他们的期望，即最好的科学编程应以提供灵活性和价值并平衡工作时间/家庭时间的方式进行。成员和与会人员的反馈建议，应从程序选择过程和科学内容的角度更新年度会议活动。这导致了两次年度会议的落幕，并创建了AAPS PharmSci 360作为该协会的旗舰会议。AAPS PharmSci 360的设计目的是通过基于轨道的分隔将两个前科学会议的精力与小型利基市场的亲密感相结合，并包括化学实体和生物分子药物。

AAPS PharmSci 360提供了五个强大的途径，涵盖了药学科学的关键方面，这些方面是我们成员的重要重点：临床前开发，生物分析，临床药理学，制造和生物加工以及配方和质量（美国药学科学家协会，2018年））。每个轨道都有专门用于化学实体和生物分子的子轨道。PharmSci 360在该领域拥有最新，最具创新性的研究，它通过解决方案中心与专业技术领域的参展商进行动态互动，以及通过个性化的职业发展课程，增加了与会者对新科学的了解。。在PharmSci 360上，可以将注意力集中在整个三天会议的单个科学子专题（例如大分子生物分析主题）上，也可以选择参加涵盖小分子和大分子的五个专题的不同会议。PharmSci 360将于周日至周三举行，将提供空闲时间来平衡持续的工作生活需求，并将举办有趣的慈善活动和体育活动。

其他战略更改包括推出AAPS社区，实施电子海报，创建志愿者机会以及更新奖励计划。信息技术和AAPS成员对网络，交互和协作的偏爱正在迅速发展。收集到的反馈意见中的一个共同主题强调，AAPS为具有共同利益的所有成员提供了一个增强的平台，以进行互动，扩展我们的国际计划和服务，并加强与姐妹协会和组织的合作。为了满足这些要求，AAPS实施了一个在线社区平台。在过去的12个月中，已有41个部门和焦点小组过渡到了社区平台。许多社区都在积极互动，交流科学知识并就编程思想进行合作。这些互动是自我发起的，由社区中的科学家针对他们要讨论的话题进行引导。此外，社区为成员提供了全年交流的强大平台。从2019年初开始，成员可以组成涵盖科学，职业或倡导问题的新社区。

将部门和焦点小组的结构转变为社区是一个重大决定，它改变了APS的感觉和文化。部门和焦点小组是年会和NBC的中心，它们提供编程主题，促进领导力发展，并且是我们核心志愿者成员的“部落”。向AAPS社区过渡一直是具有挑战性的。决定退出部门和焦点小组的决定部分是由于需要消除现有的筒仓感，并在为部门/焦点小组服务的志愿者核心小组之外更广泛地扩大成员的参与度。此外，决定废除部门和焦点小组还有助于：（1）简化协会的结构；（2）解决各部门的资金不平衡问题；（3）更新针对演讲者和学生的零散旅行支持政策；（4）管理越来越多的奖项；（5）提高AAPS会议的科学深度和多样性；（6）提供一个更开放的程序选择过程，以充分利用AAPS成员的科学知识；（7）扩大招募志愿者参加协会的呼吁。最后，上述更改有助于成员将志愿者的时间集中在与科学有关的活动上，而不是与管理组织的流程和开销有关的那些活动上。

AAPS成员的参与是该战略计划的主要推动力之一，并包括对学生，AAPS分会和职业科学家的支持，这些人员将晋升到当前或新的专业职位。这些变化增强了成员参与度的关键领域之一是志愿者机会的数量，以及在各个AAPS委员会和工作组中选拔成员担任角色的过程。公开招募志愿者，为任何成员提供机会申请职位或委员会。申请将匿名化，并由独立的甄选团队进行审查。服务是成为会员的重要方面。我们的目标是使尽可能多的成员参与志愿工作，使他们能够运用自己的科学专业知识和热情来促进个人发展。

奖项委员会负责将奖励计划与AAPS的使命，目标和会员需求相结合，以创造价值。多年来，奖项数量激增至一百多个，提名的总体质量和数量下降，并且奖项目的缺乏透明度，所有这些费用都超过250,000美元每年。此外，该协会继续在外部环境中接收新的奖励请求，而获得赞助可能是一个挑战。修订后的奖励计划于2018年实施，重点在于对科学贡献和创新，领导力和服务的重大认可（美国药学科学家协会，2018年））。这反映了协会的使命和核心价值。目前，在PharmSci 360上将颁发11个主要的AAPS奖项。奖项委员会将继续审查该计划，并愿意增加与AAPS使命一致的其他奖项。

AAPS领导层认识到变化对会员和协会员工造成了一定的干扰。我们承认，我们并没有始终将政策和程序变更的需求，原因，时机和/或影响清楚地传达到所需水平。在使用电子海报时，需要进行更清晰的沟通。它为展示数据提供了新的选择，包括整个星期在中央海报亭上的视频和自发会议，一种简单的机制来请求海报的电子副本，以及将这些内容存档以供成员以后使用的可能性。转向电子海报是基于成员的反馈，这些成员希望在演示文稿格式中具有更大的灵活性，能够快速修改海报内容，希望包含视频，提高分享内容的能力，并降低准备成本。但是，过渡带来了意想不到的后果和挑战。为了解决PharmSci 360的这些缺点，我们已经付出了巨大的努力。我们相信，2018年的体验对海报展示者和观众都是积极的。

在展望AAPS 2020的愿景下，过去几年中，在向PharmSci 360参与者和偏远地区的成员提供科学内容的治理和方法方面发生了重大变化。通过战略规划，AAPS领导层可以简化众多流程，管理协会的财务并满足信息技术需求。这项工作几乎完成，使协会得以发展，专注于其使命并增强其成员的能力。我们感谢APS成员，志愿者，领导者和工作人员为制定和实施这些必要的变更而付出的无数时间。AAPS领导层相信，这些变化将确保AAPS的寿命和其未来的成功。无论您是AAPS的长期会员，最近加入的新会员还是首次参加者，

美国药物科学家协会。（2018）年度会议：PharmSci 360 https://www.aaps.org/pharmsci/annual-meeting。于2018年9月24日访问
美国药学科学家协会。（2018）AAPS Awards Guide。https://higherlogicdownload.s3.amazonaws.com/AAPS/bfc3a388-f31c-452f-88fd-941c2a445a10/UploadedImages/2018_AAPS_Awards_Guide_v1_Final_Updated.pdf。于2018年9月24日访问

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作者要感谢我们所有成员为AAPS服务。

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数据和资料的可用性

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隶属关系

葛兰素史克（GlaxoSmithKline），机械安全和药物处置，美国宾夕法尼亚州普鲁士国王，瑞典路709号27-3053室，宾夕法尼亚州，19406，美国
约瑟夫·波利
佛罗里达大学药学院药物化学系，医学大楼，P6-33，中心驱动器1345，邮政信箱100485，盖恩斯维尔，佛罗里达州，美国32610
克里斯托弗·R·麦柯迪
美国爱荷华州爱荷华大学药学院药物与转化治疗学系，爱荷华市308药房，美国52242
戴尔·埃里克·伍斯特（Dale Eric Wurster）
百时美施贵宝Squibb一号Squibb Drive，Mail Stop B105 2437，Building 105，Room 2485，New Brunswick，NJ，08901，USA
比诺德·德·席尔瓦
瑞典哥德堡阿斯利康IMED生物技术部药物科学高级药物输送
安妮特·巴克（Annette Bak）
加拿大安大略省多伦多市学院街144号，多伦多大学，药理学系Leslie Dan药学院，加拿大，M5S 3M2
雷纳·本达扬（Reina Bendayan）
田纳西大学药学院健康科学中心，田纳西州孟菲斯麦迪逊大道881号435室，美国38163
伯恩德·迈博姆
Merck and Co Inc，RY119-A100，126 E Grand Ave，Rahway，NJ，07065，USA
艾伦·邓普顿
美国北卡罗来纳州教堂山，Sweeten Creek Road 3601号，27514，美国
威廉·韦瑟