Congratulations!You’re an ACC Governor! Now what? 2009 Board of Governors Leadership Forum Jane E. Schauer, M.D., Ph.D., F.A.C.C., Chair John G. Harold, M.D., F.A.C.C., Chair-Elect
2009 ACC Leadership Institute Inside Heart House Overview of the Strategy and Operations of the American College of Cardiology Mike Votaw, CFO 202-375-6490 email@example.com Brendan Mullen, Strategic Planning 202-375-6464 firstname.lastname@example.org
Roadmap for Discussion Focusing the ACC Operational Organization Strategy Development
Focusing the ACC Driving Strategic and Operational Focus Universe of Potential ACC Impact ACC Mission and 2012 Vision Strategy Map Impact Refinement Operational Organization Strategic Planning Process Balanced Scorecard New Initiative Development Balanced Scorecard Monitoring and Operational Implementation BOT Initiative Approval
The College’s Mission & Vision Mission Vision The mission of the American College of Cardiology is to advocate for quality cardiovascular care through education, research promotion, development and application of standards and guidelines, and to influence health care policy. By 2012, the ACC/ACCF will be the premier professional society in cardiovascular medicine, dedicated to the highest quality care that is patient-centered, evidence-based and cost effective.
OperationalOrganization Managing the ACC
ACC Mission Areas OperationalOrganization Managing the ACC
ADVOCACY Core Missions SCIENCE & QUALITY EDUCATION MEMBERSHIP & ENGAGEMENT Interfacing Heart House with the Outside World External Stakeholders: Policy Makers, Federal Agencies, Commercial Payers, Quality Institutions, Hospitals, Health Systems, Patients, Public Internal Stakeholders: ACC Members, Trustees, Governors, Committee Chairs, Committee Members
Strategic Priorities by Mission Area • Science & Quality • Define clinical standards through guidelines and measures • Evaluate patient outcomes and clinical practice • Improve care • Representative Initiatives and Activities • IC3 and NCDR • Era of the Patient • Clinical decision support and Cardiopath • Education • Focus on general clinical cardiology • Scientifically-based clinical content • Assessment-driven educational planning • Methodologies to maximize clinician and patient learning • Representative Initiatives and Activities • Lifelong learning portfolio and MOC • Best-in-class regulatory compliance • Patient-centered, team-based care pilot • Advocacy • Engage membership in the political process • Increase influence in legislation and politics • Drive policy to advance ACC objectives (including Health System Reform) • Representative Initiatives and Activities • Quality First and Health System Reform • Expanding influence of the PAC • Driving reach at the state level • Membership & Engagement • Member involvement and satisfaction • Value of FACC designation • Domestic and international collaboration • Cardiovascular workforce • Representative Initiatives and Activities • Expansion and integration of Sections and Councils • International strategy development • Cardiovascular leadership institute
Practicing What We Preach The Balanced Scorecard: Embracing Data-Driven Strategic Management
Strategy Development 2009 Strategic Planning Timeline and Milestones April 2009 July 2009 March 2009 June 2009 May 2009 August 2009 Sept. 2009 BOT Retreat (Late July, Colorado Springs, CO) EC & BOT Mtgs. (Late March, Orlando) EC Retreat (Early May, Washington, DC) Environmental Scanning Go / No-Go Decision Point • ES Workgroup • BOT • BOG • Committee Chairs • Strategic Planning Initiative Proposals • BOT • BOG • Committee Chairs • Staff Resource Allocation Analysis • Strategic Planning • Finance • Business Development • Staff Budgeting & Ops Planning • BFIC • Finance
Roles & Responsibilities Leadership plays a pivotal role in strategic planning, with responsibilities as follows: • Executive Committee (EC) – serves as strategic planning committee • BOG has input via 3 voting EC members • Board of Trustees (BOT) – sets priorities, reviews quarterly progress in achieving strategy, serves as initiative liaisons • Environmental Scanning Work Group – BOT work group that reviews internal and external trends to support identification and development of new initiatives • BOG has input into final report through the trend prioritization process • Budget Finance and Investment Committee (BFIC) – reviews quarterly progress, recommends approval of annual budget • Board of Governors (BOG): • Participates in Environmental Scanning process • Knowledgeable about initiatives and enhance communications to membership • Propose potential initiatives to BOT via Executive Committee • Executive Staff Liaisons: • Keep BOT and member liaisons up to date • No formal reporting
Top 3 BOG Strategy Contributions • Contribute to Environmental Scanning through idea generation and trend prioritization • Propose initiatives to EC through BOG Steering Committee • Communicate ACC strategic priorities and initiatives to members through state chapters
Top 4 BOT Strategy Contributions • Contribute to Environmental Scanning through idea generation and trend prioritization • Propose new initiatives directly, through the executive committee, or staff liaisons • Set overall strategic direction of College and prioritize new initiatives at late-summer strategic planning retreat • Serve as new initiative liaison
ACC Mission Statement “The mission of the American College of Cardiology is to advocate for quality cardiovascular care—through education, research promotion, development and application of standards and guidelines—and to influence health care policy.”
ACC Goals • Turn cardiovascular knowledge into practice • Increase the value of membership. • Promote innovation, people and culture • Manage financial and legal responsibilities
BOG/Chapters History 1949 – College Founded 1951 – College chartered BOG & 22 Chapters 1954 – BOG and Chapters abolished 1957 – BOG reactivated with 35 US and 3 Canadian Governors Mid 60’s – BOG grew to current 66 members 1986 – Chapters reintroduced 2006 – CCA Liaison appointed to BOG 2007 – CCA’s, FIT’s, MA’s and AA’s approved to vote in the BOG elections, FIT representative appointed to BOG 2009 – Chapters grow to 48 strong
ACC Leadership Exec Comm BOG Leaders Steering Comm
WHO THEY ARE BOG - Elected leaders of College - Representatives of membership - Diverse with unique perspectives - Majority are in private practice BOT - Responsible for decision making, policy setting - Guardians of College resources - Many members are former BOG
BOT BOG WHAT THEY DO • Sets ACC direction • Sets ACC policy • Manages financial responsibilities • Relays “grassroots” needs and concerns to BOT • Lobby for better cv care environment on local level • Implement quality projects on local level • Educates membership on ACC initiatives and value
BOG Steering Committee • Set BOG agenda with Governors input • Review requests from Governors/Chapters • Bring requests to BOT for discussion and decision • Review requests from National ACC • Conflict resolution
BOG Steering CommitteeApril 2008 – April 2009 George P. Rodgers, Immediate Past Chair, Texas Jane E. Schauer, Chair, New Mexico John G. Harold, Chair-elect, California Richard Kovacs, Incoming Chair-elect, Indiana Michael Widmer, Oregon Jose Rivera Del Rio, Puerto Rico Blair D. Erb, Jr., Montana Ganpat G. Thakker, West Virginia Margo Minissian CCA, Georgia
Board of Governors Mission Statement “The Mission of the Board of Governors shall be to ensure bi-directional communication between the members of the College and its Leadership, while promoting the core missions of the College through actions at the Chapter, non-Chapter, and member level”.
Governors • 66 Current Governors • 50 U.S. States, D.C., Puerto Rico, 2 for PA, NY, CA, 5 Canada, 1 Mexico, 3 Military, 2 other Gov entities (Public Health, Veterans Affairs) • 21 Governors-Elect • Elected Dec 2007 • Assume governorship March 2009 • 24 Incoming Governors-Elect • Elected Dec 2008 • Assume governorship March 2010
Chapters In the U.S., 48 chapters represent 47 states and Puerto Rico.
Governors/Chapter Presidents…. • Provide Rapid Environmental Scanning • Are the Primary contact for State Issues • Relay ACC’s goals & initiatives to members • Represent membership and BOG on committees and task forces • Make collective recommendations to BOT • Mentor future leaders
Chapters…. • Facilitate an effective response to state and local issues. • Provide opportunity for members to participate in College activities. • Provide networking and support opportunities that create a “cardiovascular community” of membership.
BOG WORKING TOWARD EFFECTIVE…. • Member Involvement • Education • Advocacy • Quality To improve cardiovascular patient care
Overview of Boards, Committees, Councils and Sections John G. Harold, M.D., F.A.C.C., Chair-elect, BOG
Resources for Chapters • Nearly 200 committees, councils, management boards, editorial boards, work groups, task forces, and subcommittees of the College • Seven Councils approved by BOT • Adult Congenital and Pediatric Cardiology Council • Interventional Scientific Council • Imaging Council • Surgeon Scientific Council • Women in Cardiology Council • International Council • Cardiovascular Team Council
Committees : comprised of ACC members (+ outsiders) appointed by the President identify/respond to relevant topics within Education, Quality, Advocacy, Membership, Governance etc empowered to make recommendations, carry out work or special projects, to research, to work with staff to implement programs, to develop strategies to meet the mission of the committee and the College can be sunsetted ACC Committees Committee Creation • Creation approval by EC, reports to BOT
Governor Members on Committees • Governor committee members will report to the BOG and the BOG Steering Committee. • BOG representatives on committees keep lines of communication open between the committee and the BOG. • Provide reports to the BOG and BOG Steering Committee on committee activities • Help identify opportunities for BOG involvement • Participate fully in the committees activities • Participate in BOG Steering Committee calls when appropriate
Committees as Resources • Committees offer expertise in College functions, ie, Advocacy, Education, Guidelines, etc. • Chapters can leverage committee member expertise to advance Chapter goals
Council & Section Definition A group of members who align themselves around an area of clinical or professional interest Sections are governed by their respective governing Council Councils work across various committees in the College to advance professional interests and priorities of College member Sections Benefits to Members Increased member involvement and leadership opportunities Better meets members’ needs for education, advocacy, clinical tools Enhances collaboration and partnership opportunities with existing societies Benefits to the College Increased loyalty Membership growth Increased opportunities for grant support ACC Member Councils & Sections
Outside Organization Liaisons SCAI ABP STS Etc.. The Council is the initial POC for collaborations and/or strategic partnerships with the College on Section initiatives. Overview - Member Section Governance American College of Cardiology Board of Trustees • Councils • As a representative body of the Section the Council; • is responsible for developing an overarching strategy for ACC’s Section related initiatives • coordinates activities and supports development of initiatives • prepares an integrated report to the BOT on tSection related initiatives of the College • Works with other ACC committees as appropriate and provides support on proposals submitted to BOT • ACC/ACCF • Related Committees • Education • Science & Quality • Advocacy • Membership Member Sections In 2008 over 7,000 members The focus of the Council is on identifying the vision and strategies for section related initiatives of the College. The Board maintains its oversight role, and relationships, with internal committees and external organizations.
Councils and Sections as Resources • Offer Chapter members the opportunity to participate in work directly impacting their specific professional interest • Sections and Councils have developed initiatives promoting and advancing specific CV specialty interests • Provides the Chapters additional insight into needs and priorities of members with those specific professional interests • Sections and Councils strengthen expertise through collaborating with relevant ACC committees
Chapters & Sections Collaborating • CCA Chapter liaisons • WIC Chapter networking grants • Pennsylvania Chapter provided grant for ACPC Advocacy initiative • Chapters can send representatives to Council/Section meetings
Continued Collaborations • Consider leveraging Section leadership for support of relevant Chapter initiatives • Remind Chapter membership of Section opportunities and activities at Annual Meeting and throughout the year • Consider integrating Section initiatives into Chapter priorities and programming • Provide information to members about the Section • Encourage involvement!
Leverage College Resources • ACC Committees can provide expertise in College initiatives related to advocacy, science & quality and education • ACC Sections and Councils can provide collaboration opportunities, avenues for communicating with members and insight into professional priorities and interests.
The Wide Open Space More interactive and unstructured BOG dialogue for creative brainstorming and idea swaps to • Foster authentic dialogue • Stimulate meaningful deliberations • Discuss the “elephant in the room” • Engage all members of the board, not just the most vocal • Help others achieve their chapter’s mission
No Chapter Left Behind Goal: Supporting Chapter Resources Leadership Finances Management Tools Goal Setting No Member Left Behind Goal: Supporting Individual Members, in BOG and Chapters Strengthening your voice and purpose Enhanced bi-directional communication Next Step along the Journey...From “No Chapter Left Behind to “No Member Left Behind”
Quality • Working closely with Dr. Janet Wright • Continued support of ACC Quality initiatives, such as NCDR • Increased support of ACC appropriateness criteria • Increased sharing of “best practices” and quality tools from institutions and chapter members