NEPO Strategic Planning - Network of Ethnic Physician Organizations

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NEPO

Strategic Planning

2006


2011


A Strategy Agenda for the

Network of Ethnic Physicians Organizations

California Medical Association Foundation

September 30, 2006

Planning Process


NEPO Steering Committee initiated its strategic planning
process in January 2005 and presented at the 2005 Summit.



During the past 10 months, the Committee has had two 4
hour meetings, a meeting with staff, and staff has spent
countless hours to generate a completed “Strategic Plan” for
the next several years.




The Subcommittee hard at work!

Planning Framework


Our Desired Future

Values

Mission

Vision

Strategic
Issues

Environmental

Scan

SWOT , & Stakeholder
Analysis

Goals

Strategies

Objectives

Strategic
Planning

Subcommittee



Jose Arevalo, MD

Ulysses Carbajal, MD

Art Fleming, MD

Ruby Hossain, MD

Mohammad Hossain, MD

Richard Kotomori, MD


Sudeep Kukreja, MD

Jorge Quel, MD

Roderick Rapier, MD

Ruchir Sehra, MD

Frank Staggers, MD

Wilma Wooten, MD, MPH


Operational
Planning

Monitoring &
Control

Functional
Threading

Motivation,
Rewards &
Recognition

Strategic
Planning

Where are

we going?

How do
we plan to
get here?

Are we on
track?

Are we
working
together?

Are we
encouraging
success?

General Management System


Strategic Planning Questions


Where are we going?


Where are we today?


Where should we be in
5
years?


How will we get from where we are to
where we want to be?

Why Strategic Planning is Essential
to NEPO


Complexity of Network


Numerous activities already in place,


Dedicated funding anticipated


Over 20 physician organizations


A part of a larger structured organization


Makes good business sense to manage
strategically


Promotes coordination and accountability


Maximize efforts of staff


Expected by member stakeholders

2
-
Year Operational

Objectives and Measures

(program/location specific)

NEPO Strategic Planning

(annual assessment)

Operational Planning

NEPO, Committees, Chapters

Goal
1
:

Capacity Bldg



Goals
2
,
5
,
6
:

Health and Wellness



Goal
3
,
4
:

Transforming

Healthcare

NEPO GOALS

Progressive and

Thriving NEPOs



Transforming Healthcare


Optimal Health & Wellness



Committee and Organizational Performance

Operational Incentive Plans & Staff Performance Evaluations

Operations Reports

The HHSA Planning Process

CMAF Strategic Planning

Vision


Optimal wellness and equality in
healthcare for all communities.




Mission


NEPO creates an empowered, unified voice of ethnic
physician organizations to promote diversity, access
and quality in healthcare.








NEPO


Diverse partners, common goals.





Behaviors & qualities valued by NEPO



Core Values


C
ollaboration


A
ccess


R
espect


E
quality


D
iversity


NEPO will

-



Work together in a manner that enables our members to share
our ideas, listen to one another and build trust.



Enable ethnic physicians to grow in their understanding of the
cultural and language needs of our member communities.




Empower ethnic physicians to bring about positive change in
the health of their communities.




Take

appropriate action together for our patients and
communities.




Include a focus of our work on prevention and wellness.



Guiding Principles


NEPO Strategic Initiatives
(Goals)


Thriving EPOs


Transform Healthcare


Health and Wellness


Core Competencies


Leadership


Education


Communication


Policy


Corporate Capacity



Links our goals and daily
operations



Translates our mission and
vision into actions and results



Guide for allocating our
resources through our
operational plan and budget

Why

a Strategy Agenda?

Performance Objective and
Measure


Quantify goals and priorities


Communicate an outcome


Be clear and understandable


Be influential


Drive the right behavior


Provide timely information


Be comparable over time


Be accurate and credible


Provide for cost
-
effective data collection

Strategic Initiatives

Progressive, Thriving EPOs


NEPO will maintain, sustain and ensure the viability
of ethnic physician organizations.



Transforming Healthcare


NEPO will impact and interface with organized
medicine to improve the healthcare delivery system.



Optimal Health & Wellness


NEPO will improve health and eliminate healthcare
disparities.


Progressive & Thriving EPOs


Goal 1: NEPO will maintain, sustain and ensure

the viability of ethnic physician organizations.


STRATEGIES


1. Strengthen ethnic physician organizational
leadership skills.




2. Provide technical assistance to
improve EPOs financial and
operational capabilities.



3. Increase the visibility and promote
the value of NEPO and ethnic
physician organizations.

Goal 1


Strategy 1



Strengthen ethnic physician organizational
leadership skills.



OBJECTIVES


1.
Develop a training module for NEPO members to
improve leadership skills by December 2007.



2. Increase the number of future ethnic physician
leaders that will succeed existing leadership.


3. Develop mentoring opportunities between EPO
and ethnic medical student organizations.


4. Create opportunities to recognize and honor
EPO leaders.


Goal 1


Strategy 2



Provide technical assistance to improve EPOs
financial and operational capabilities.



OBJECTIVES


1. Assess the EPOs abilities to provide technical assistance to
SSG practice members.



2. Create opportunities for regional networking between EPOs.



3. Implement practice management programs targeting ethnic
physicians.



4. Develop opportunities for EPOs to share best practices in
organizational capacity building.



5. Provide training and technical assistance to strengthen
EPOs through fund development, financial management and
membership.



6. Provide resources (i.e., Mini
-
grants) to EPOs to sustain
programs targeting ethnic communities.


Goal 1


Strategy 3



Promote the visibility and value of NEPO and ethnic
physician organizations



OBJECTIVES


1.
Increase the visibility of NEPO and its members and
access to NEPO resources and educational activities via
the Internet.


2. Develop and implement a communications plan to raise
awareness of NEPO and its activities.


3. Promote opportunities for EPOs to partner with local
medical organizations.


4. Create Strategic Partnerships to raise the visibility of
NEPO.


5. Create promotional materials about NEPO, its mission
and programs.


6. Survey EPOs and ethnic physicians to map their
organizational affiliations, roles and areas of expertise.



Transforming Healthcare




Serve as a resource for organized
medicine to improve quality of
healthcare for all Californians.




Develop avenues for ethnic
physicians to serve as leaders in
professional medical organizations.




Identify and mentor ethnic physicians
who will serve as spokesperson in
professional medicine.




GOAL 2.

NEPO will impact and interface with
organized medicine to improve the healthcare
delivery system.


STRATEGIES

Goal
2


Strategy
1



Serve as a resource for organized
medicine to improve quality of
healthcare for all Californians.



OBJECTIVES


1.
Increase access to care by expanding the
definition of the Safety Net to include ethnic
physicians in private practice, thus preserving an
active and valuable source of healthcare in
ethnic communities.


2. Identify specific activities to for NEPO to
become a valued resource.




Goal
2


Strategy
2



Develop avenues for ethnic physicians to
serve as leaders in professional medical
organizations.



OBJECTIVES


1.

Create ethnic physician mentoring and leadership
programs.



2. Develop a shared agenda with CMA and key
specialty medical organizations to advance NEPO’s
vision and mission
.



TACTICS



2.1. Increase # NEPO members participation in EMOS.



2.2. Increase # NEPO members participation in CAFP.



2.3. Track NEPO EPO affiliation of CMA HOD participation.



2.4. Increase participation of eligible NEPO members
in the


CMA Leadership Academy
.



Goal
2


Strategy
3



Identify and mentor ethnic physicians
who will serve as spokesperson in
professional medicine.


OBJECTIVES


1.
Increase the number of ethnic physicians who

serve as speakers in professional medical meetings.


TACTIC:



1.1


Develop a NEPO speaker bureau for the


express purpose of speaking at


professional meetings.



1.2. Conduct spokesperson training at each


Summit.



Optimal Health & Wellness


GOAL
3
:

NEPO will improve health and

eliminate healthcare disparities
.


STRATEGIES


Increase the culturally appropriateness of healthcare.




Increase physician awareness of health
and healthcare disparities within
ethnic communities.



Enhance policymakers
understanding of the impact of
healthcare disparities and ways
to reduce these gaps.



Increase the diversity of the
physician workforce
.

Goal
3


Strategy
1



Increase the cultural appropriateness of
healthcare.


OBJECTIVES


1
. To increase access to care by expanding the definition
of the Safety Net to include ethnic physicians in private
practice, thus preserving an active and valuable source of
healthcare in ethnic communities



2
. To increase physician awareness of health and
healthcare disparities within ethnic communities



3
. Increase the number of ethnic physicians engaged in
the discussion and eradication of health & healthcare
disparities





Goal
3


Strategy
2



Increase physician awareness of health and healthcare
disparities within ethnic communities.


OBJECTIVES


1
. Develop core competencies, best practices and resource materials to
improve cultural and linguistic competency.


2
. Disseminate resource materials for medical schools, professional
medical organizations, specialty medical societies and ethnic physician
organizations.


3
. Develop and implement disease specific strategies to improve quality
of care that reduce healthcare disparities in California’s ethnic
communities.


4
. Increase partnerships with community based organizations [CBOs] to
promote wellness campaigns in ethnic communities.


5
. Maximize the role of ethnic solo and small group practice physicians to
address needs of the safety net both in specialty care and primary care.


6
. Develop strategies that link ethnic physicians in solo and small group
practices to existing safety net providers for the purpose of enhancing
local services.




Goal
3


Strategy
3



Enhance policymakers understanding of the
impact of healthcare disparities and way to reduce
these gaps.

OBJECTIVES


1
. Develop and train a speaker’s bureau.


2
. Promote opportunities for ethnic physician
organizations to partner with ethnic media on health
campaigns.


3
. Sponsor an annual workshop with ethnic CBOs for the
Ethnic Legislative Caucuses on priority issues of ethnic
communities.


4
. Develop and communicate a policy agenda to
promote optimal health and improve quality of healthcare
for ethnic communities.



Goal
3


Strategy
4



Increase the diversity of the
physician workforce
.


OBJECTIVES


1
. Form a statewide partnership with the corporate
community to address the issue of physician workforce
diversity.


2
. Increase the number of ethnic physicians involved
with businesses in their communities to address
workforce diversity issues.


3
. Develop collaborations with appropriate medical
schools to increase and maintain ethnic medical
students admitted and graduating from medical school.


4
. Engage in mentoring programs at the community level
and share best practices. Serve as a partner with ethnic
medical student organizations.

Performance Objective and Measure

Action Verb

+
Objective

+
Location

+ Target +
Time

=
Performance Objective



Performance Objective Example
:



Increase

partnerships
with
community based organization

by
25
%

by February
2007
.



Performance Measure Example:


Percent of NEPO partnership with CBOs developed.
(
Target:
25
%)

Objective: Increase partnerships with community based
organizations [CBOs] to promote wellness campaigns in ethnic
communities.


Performance Objective and Measure

Action Verb

+
Objective

+
Location

+ Target +
Time

=
Performance Objective



Performance Objective Example
:



Increase

the number of ethnic physicians who serve as
speakers

in
professional medical meetings

by 25%
by
June 2007
.



Performance Measure Example:


Percent of ethnic physicians who are NEPO members
who have completed the speakers’ bureau training
program. (Target: 50%%)

G
2
.S
3
.O
1
. Increase the number of ethnic physicians who

serve as speakers in professional medical meetings.


What seems to be working and why?


(What is positively influencing the outcome?)


What is not working and why?


(What is negatively influencing the outcome?)


Looking at what is not working, what can you influence,
and how?


Who else has a stake in our performance in this
Service? Can they lend a hand, and if so, how?


What resources are available to us to help improve our
performance in the Service?

Structuring the Conversion

Ask yourself….

How do you support the Agenda?


“I work on Policy Committee.”


How the activities of the policy committee align with the strategic
plan.



“I work with community partners to change
systems.”


I identify the need for policy changes or help implement new
policies that helps to transform healthcare of contributes to
health and wellness of my patients and community.



“I support the work that others are doing to improve
NEPO chapters.”


I make sure that resources are in place (staff, dollars, contracts)
and that we are accountable.

Can you find yourself in the
Agenda?


Where are you?


Your NEPO chapter, committee, program, or specific job
responsibilities (staff)



How do the current activities of NEPO connect with
the goals, actions and results we are seeking?



Do we measure the difference we are making?


If not, how might we capture these results?


From Planning to Implementation



Formulate a Policy/Advocacy Agenda Based on the
Strategic Plan



Communicate the Plan



Within the Network


Within Organized Medicine


Among Community and Advocacy Organizations


To Policy Makers


To Funders



Develop Yearly Action Plans
-



Measurable Objectives


Action Steps


Benchmarks for Evaluation



Strategic Planning Subcommittee Continues


Monitor Plan Progress


Operational
Planning

Monitoring &
Control

Functional
Threading

Motivation,
Rewards &
Recognition

Strategic
Planning

Where are

we going?

How do
we plan to
get here?

Are we on
track?

Are we
working
together?

Are we
encouraging
success?

GMS Components


You can’t control anything,
but you can influence some
things


The more you try to
influence the outcome, the
less likely you are to
influence the outcome

or

You don’t have to
change the world in order
to change the world


There is no destination,
only milestones

CLOSING





2006
-

2011