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College Overview and
Strategic Priorities
Facilitator:William A. Zoghbi, MD, FACC
President, ACC
Mission VisionValues
StrategyMap
Balanced Scorecard
Strategic Metrics
StrategicPriorities
ACC Strategic PlanTo Transform Cardiovascular Care and Improve Heart Health
Revised as of March 2012
MissionTo Transform Cardiovascular Care and Improve Heart Health
VisionThe members of the College will dramatically reduce the
incidence, severity and complications of cardiovascular disease as we promote prevention, reduce disparities in health care, and improve personal and population-based cardiovascular health.
Values• Professionalism: The interests of patients are primary.• Knowledge: The College must promote growth, dissemination and
application of knowledge about cardiovascular medicine.• Value of the cardiovascular specialist: The cardiovascular profession
makes a distinct contribution to medical care that should be recognized and enhanced.
• Integrity: Honesty, compliance with legal requirements, and ethical behavior are essential in all activities.
• Member driven: The College and its major activities must be led by active members and must promote volunteerism.
• Inclusiveness: The College involves a broad range of volunteers that reflects the composition of its membership.
Agenda #5 – Attachment A
6
Me
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Financial
ACC/ACCF Strategy Map
People and Culture
Inte
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l Pro
cess
es
enableus to
execute
thatdriveour
With Our
People
theStrategic Actions
Member Service
Excellence
Our Resources
Increase the Value of Membership
To ensure that
we attain
19a. Promote innovation and cv science leadership in all we do19b. Drive Health System Reform to deliver highest quality care
12. Add value to the FACC designation
9. Promote adequate workforce, training and support for cv
patient care
4. Create and develop responsive, innovative, and
relevant educational opportunities
1. Help improve cv care and foster disease prevention
7. Identify the latest advances
13. Obtain a high level of member involvement and
satisfaction
15. Collaborate effectively with other health related
organizations (US and Non-US) to achieve mutual goals
10. Strengthen members’ ability to effectively lead,
manage and improve their practices
17. Communicate effectively to ensure members
recognize and appreciate the impact of the College’s
efforts
16. Strengthen policy, political and payer advocacy to support and promote the role and importance of cv
specialists
11. Deliver cost-effective products and services for all
member segments
8. Promote and uphold the highest professional
standards in patient care and physician conduct
23. Maximize sales revenues from current
activities24. Manage net assets
25. Manage expenses versus budget
26. Ensure a healthy mix of funding sources
20. Promote good governance and maintain a member-driven
organization
22. Cultivate leadershipamong engaged members
21. Develop a high performing, satisfied staff
18. Use environmental and market information to drive
member value
14. Run programs and services in an effective and efficient manner
6. Develop clinical standards
2. Improve patient engagement and outcomes
5. Disseminate tools and best practices (products, services, and programs) for ready use
by providers, patients and policymakers
3. Communicate the latest advances
Turn CV Knowledge Into Practice to ImprovePatient Care
Our Mission To Transform Cardiovascular Care and Improve Heart Health
Revised as of March 2012
Top Five Strategic Priorities
1. Quality Improvement Efforts to Transform Practice(Previously called “Practice Transformation/ Strategic Plan”)
2. CardioSmart(Previously called “Patient-Centered Care”)
3. Digital Strategy
4. Competency Based Curriculum/LLL Portfolio
5. International Strategy
Top Five Strategic Priorities1. Quality Improvement Efforts to Transform Practice -(Originally
Called “Practice Transformation/ Strategic Plan”) Strengthen & expand NCDR and its impact, enhancing in-house data
analytics capabilities Facilitate Value-Based Purchasing by Accelerating NCDR Business
Intelligence Capabilities (ICD & ACTION-GWTG Registries) ACC Participation in Coalition Addressing Fundamental Tort Reform Build NCDR TAVI/TAVR module and Advance ACC’s Capabilities/Credibility
in FDA, CMS Post-Market Surveillance Work on Payment Reform Models Work with ABIM on “Choosing Wisely: The Five Things Campaign” Affirm Wisconsin SmartCARE Project & Explore Other Potential Localities
2. CardioSmart - (Originally Called “Patient-Centered Care”) A Patient-Centered approach to ACC’s Mission & Programs Affirm Current CardioSmart Direction & Examine Potential Expansion of
Patient Engagement Efforts
Top Five Strategic Priorities
3. Digital Strategy Invest in Improving the CardioSource User Interface including Mobility &
Device Specific Capabilities
4. Competency Based Curriculum/LLL Portfolio Develop a Core Competency-Based Curriculum Invest in the Capability to Move NCDR Registry Data into the LLP &
Facilitate MOC Continue with Launch and Early Work of Educational Quality Review Board
(EQRB) Improve Co-Sponsored CME Approach
5. International Strategy Gradual growth in global educational reach and leadership Affirm the International Strategy & Examine Governance Structure
5 Year Vision Developed in August 2007 at the Board of Trustees
Retreat Meeting