The Value of Intention
The effectiveness of any organization or operation is directly tied to planning and execution.
Your AFMRD Board spent the last several months developing our new strategic plan for the next three years. We were guided through this process by an excellent consultant who helped us focus our work and develop metrics for success. Any good coach will tell you it is all in the execution.
We have posted the final plan here on our website for everyone to review. As you will see, we have categorized our efforts into five major areas that we see the need to address in the next several years. The following are some of the highlights and our intentions as to where we need to develop plans and deliver on them.
1. Leadership Development: There never has been more opportunity than now for family medicine to take the lead - both in local health systems and at the national level. Program directors and APDs not only lead their own programs, but are also often tapped to step into leadership roles within their health systems. Our plan calls for continuing our various avenues of leadership development, such as the NIPDD and PDW, as well as to offer new levels of training for more advanced leadership skills development. It is our intention to develop PDs and APDs into effective leaders who will serve to advance both their programs and their health systems.
2. Residency Quality: When it comes down to it, the measure of our work is the competency of our graduates. If we fail to evaluate and train them well, then our efforts are in vain. This next year you will see major efforts to involve you in the Residency Curriculum Resource (RCR) and the Residency Performance Index (RPI). The gains we make in teaching quality, if we collaborate to develop and use these tools across all of our programs, will be like nothing we have seen before. We are releasing the final list of RCR core topics and calls for submissions for those topics in the next few weeks. There is a LOT of work to do to complete the RCR, but it still boils down to just one presentation per program in the country and it is completely achievable. New efforts around evaluation will be focused on the NAS and Milestones. Collecting, evaluating and sharing the best practices (which will be stored in the PD Toolbox) will keep us from fumbling around with a trial-and-error approach to implementing the Milestones. Our intention is to draw you into collaboration - since we are much better working together than in isolation.
3. Advocacy and Collaboration: Making our voice heard at all levels of the health reform debate is more critical now than ever before. Your AFMRD executive team is deeply woven in the fabric of the Future of Family Medicine project as we build the vision of what family medicine's role ought to be in our country's health system, and then communicate that to all the stakeholders in our community. We are being intentional in reaching out to our political allies and sister organizations in family medicine. Much of this advocacy is most effective when you are involved with your own state leaders and congressional delegations.
4. Communication: We are really going to blow things up here. We will be changing the look and function of the website, modernizing our logo and our communication options (but still keeping the beloved Listserv), and looking at how best to bring others outside our organization up to speed on what AFMRD is doing. We intend to keep you informed and equipped with the tools you need to succeed and to let you know where to turn for help.
5. Infrastructure: The AFMRD is a small organization by some standards but, because we are an organization of leaders, our impact on the next generation of family physicians is enormous. The Board has looked carefully at our infrastructure and has concluded it is time to move to a new level. We are going to explore our structure of leadership, our staff and our committees to be sure we are fully effective at each level. Our intention is to build a mature and strong organization that represents your interests and can influence change in the family of family medicine and in the health of our communities as a whole.
Take time to look over our strategic plan. The good news is that we have a talented and dedicated staff and Board of Directors. The really great news is that you can be part of the successful execution of the plan. This is not the time to sit back and watch. If we stand still, we will be left behind.
Michael L. Tuggy, MD
Director, Swedish Family Medicine - First Hill