CMS Strategic Goals
Goal 1
Professional Satisfaction: State-of-the-art advocacy will focus on member priorities to positively impact rewarding physician careers.
Goal 2
Efficient and Effective Communication: Dynamic exchange of information with members will ensure timely action on their priorities.
Goal 3
Organizational Excellence: Continued transformation of CMS will increase membership value and make CMS meaningful and relevant to a diverse physician population.
Strategic Plan for Diversity, Equity and Inclusion
1 Year SMART Objective: By July 2021, CMS will have a Strategic Plan for diversity, equity and inclusion.
Operational Plan: In order to effectively meet this Objective in a timely fashion, the following benchmarks will need to be achieved:
- November 2020
- RFP for facilitator
- January 2021
- Selection of facilitator
- Budget creation
- February 2021 – April 2021
- Stakeholder engagement
- Meeting preparation
- April 2021
- Strategic Planning for Diversity, Equity and Inclusion Retreat
- April 2021 – May 2021
- Write Strategic Plan
- Stakeholder feedback
- July 2021
- Adoption and implementation of Strategic Plan
3 Year SMART Objective: By September 2023, CMS will have implemented the Diversity, Equity and Inclusion Strategic Plan
5 Year SMART Objective: By September 2025, CMS will have achieved the benchmarks established in the Diversity, Equity and Inclusion Strategic Plan
Helping physicians when they need help/pandemic response
1 Year SMART Objective: CMS will help to ensure that physicians have the right to confidential counseling by July 2021.
Operational Plan:
- November 2020
- Work with DORA, CMB, Administration for potential administrative fixes
- Continue to solicit support for a legislative fix
- Draft legislation
- January 2021-May 2021
- Introduce legislation
- Educate legislators on issue
- Communicate with membership process and outcomes
3 Year SMART Objective: By September 2023, CMS will be recognized by physicians in Colorado as the primary source for assistance when they are in need.
Operational Plan:
- Establish a baseline metric using a survey tool to determine:
- Physician needs
- Perception of CMS value to those needs
- Environmental analysis of how those needs are currently met/not met
- Create organizational structure to analyze needs vs. CMS capacity/capability.
- Develop business model to match needs to capacity
5 Year SMART Objective: By September 2025, CMS business model to meet member needs is profitable.
Membership
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Retention
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Growth
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Increasing engagement
1 Year SMART Objective: CMS losses in membership revenue will not exceed 15% in the 2021 billing cycle.
3 Year SMART Objective: CMS will have membership growth exceeding attrition for the 2023 billing cycle.
5 Year SMART Objective: CMS membership will exceed 10,000 members by the end of the 2025 billing cycle.
2021 Operational Plan:
- November 2020
- Dr. Diab personal outreach to members across the state
- Personalized communication to any/all members who choose to discontinue membership
- Increase member engagement through open meetings
- January 2021
- Development of membership communication marketing plan
- Continue in-person meetings
- Leverage legislative agenda for large-group meetings
- Development of hospital-based physician Section
- Physician-based communication to non-renewing members
- Annual membership survey
- March 2021 – September 2021
- Consideration of special dispensation for member hardship
- Implementation of membership marketing plan
- Close loop on CEJA membership discussion