Board of Directors affirms strategic plan
by Kate Alfano, CMS Communications Coordinator
Featured in the Feb-Apr 2021 Colorado Medicine Colorado Medicine.
On Saturday, Sept. 26, the Colorado Medical Society Board of Directors held a facilitated virtual strategic planning retreat that included CMS staff and physician members of the CMS Strategic Planning Committee. The group identified many potential priorities that they narrowed down to three. Staff then developed an operational plan for achieving these three priorities incrementally over the next one year, three years and five years. The highest priority identified by the board is for CMS to create a strategic plan for diversity, equity and inclusion. The Board believes that for CMS to be the best and most representative organization for Colorado physicians, a culture change is needed, but change must be made thoughtfully. Another extremely high priority is protecting physicians’ rights to confidential counseling in light of the current changes to the current peer assistance contract and the challenges of the COVID-19 pandemic. The third-highest priority involves membership retention and engagement, and increasing membership, which will maintain CMS’s strength as an organization in the long term. All Colorado physicians are encouraged to join CMS or renew membership today at members.cms.org/join.
CMS STRATEGIC GOALS
Professional Satisfaction: State-of-the-art advocacy will focus on member priorities to positively impact rewarding physician careers.
Efficient and Effective Communication: Dynamic exchange of information with members will ensure timely action on
Organizational Excellence: Continued transformation of CMS will increase membership value and make CMS meaningful and relevant to a diverse
CMS STRATEGIC PLAN
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.
- November 2020
- Work with DORA, CMB, Governor's Office 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 regarding 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.
- Establish a baseline metric using a survey tool to determine:
- Physician needs
- Perception of CMS value to meet 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.
- 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 ■