Strategic & Functional Plans

(1)

2013–2016

Strategic

&

Functional

Plans

This document contains the details of the American College of Rheumatology Strategic and Functional Plan for the years 2013‐2016 as approved by the ACR Board of Directors on February 22, 2013. The strategic Planning Task Force (SPTF) was convened in November 2012 with the charge to develop the 2013 strategic plan. The SPTF was constituted to represent the diversity of ACR membership, including leadership, practice setting, age and gender. The SPTF considered a wealth of information, including a membership survey, recommendations from committee chairs, a SPTF survey, the Blue Ribbon Report on Academic Rheumatology, and the 2020 Task Force report. Information was synthesized and the final report was presented to the BOD for approval. The Strategic and Functional Plan has several important components, including a statement of the ACR’s core purpose (mission statement), values (what we believe in) and big goals for the future (vision statement). It is important to understand one departure from previous SP formats. In this plan, we distinguish the previously structured goals, organized by committee as one component: the functional plan. This represents the general purposes and work of the various committees in the day‐to‐day operation of the ACR. The Strategic component of the plan in contrast, represents goals of the ACR that address critical needs of the membership and of the field of rheumatology. The strategic goals are outcome oriented statements intended to guide and measure the ACR’s future success. The achievements of each goal will move the organization towards the realization of its one‐three year envisioned future. It should be understood by those utilizing this document that future activities of the ACR may fit into either the functional plan or the strategic plan and that the two components will continue to foster action plans. While the strategic component of the plan should be considered as a guiding document outlining our highest priorities, committees may consider other documents such as the Blue Ribbon Report and the 2020 paper for additional recommendations to the extent they contribute to the goals and priorities of the strategic or functional components of the plan. As such, modifications will be made to the project proposal forms to indicate which components of the Strategic and/or functional plans the project addresses. It is understood that these goals may cross‐cut traditional committee responsibilities, requiring ever‐increasing cooperation organizationally. Lastly, the Strategic Plan should be considered a

(2)

2013–2016

Strategic

Plan

Vision Statement:

Everyone will know the essential role and value of the

(10 Year Goal)

specialty of Rheumatology.

Mission Statement:

Advancing Rheumatology!

Core Values:

The ACR endorses the following core values in support

of our vision and mission:

•

Professionalism

•

Service to Members

•

Vitality of the Profession

•

Excellence in Patient Care

•

Transparency

•

Innovation

Strategic Goals

represent outcome‐oriented statements intended to guide and measure the

ACR’s future success. The achievement of each goal will move the organization towards the realization of its one‐three year envisioned future. These goals are based on the members’ feedback and outline where ACR needs to change to remain relevant to its members.

By 2016:

Goal A. The ACR will develop tools to address evolving payment reforms, increase practice

efficiency, and improve quality of care.

The ACR recognizes the many burdens facing practicing rheumatologist. We will broaden the practice support activities of the ACR to help practices effect practice redesign, including how to fit into practice and payment models. We will also work aggressively to influence payers, agencies and governments to minimize burdens felt

(3)

musculoskeletal disease. This data and the messaging will be used to ensure that these stakeholders see the business case for including rheumatologists in any successful model of care. Expected downstream effects include fair reimbursement, interest in the field by trainees and brand recognition amongst the public.

Goal C. The ACR will strengthen research and training in rheumatology.

The ACR recognizes that the health of the specialty and the health of academic rheumatology units are deeply intertwined. We will work to broaden the support for research and training with the goal of advancing research and maintaining an adequate pipeline of qualified academic researchers and leaders.

Goal D. The ACR will provide an IT infrastructure to deliver ACR initiatives.

The ACR will need a robust IT infrastructure to deliver the breadth of programming planned. Some fundamental improvements in capability and expertise will be required to meet future needs.

Goal E. The ACR will reshape volunteerism.

The ACR will improve volunteerism by creating a more robust leadership

development program and tailoring volunteer opportunities to the specific skills of our volunteers. Additionally we will work to provide smaller, focused opportunities to draw in new volunteers who have more sever time constraints.

Goal F. The ACR will increase its international outreach and presence.

The ACR will enhance its activities in the international sphere to engage international partnerships and increase international membership. We will be attentive to the services valued by international members and work to augment, not replace, what is available through their local societies.

Goal G. The ACR will meet the changing educational needs of our members and

(4)

ACR’s Strategic Goals, Strategies and Indicators of Achievement

Strategies indicate how ACR will organize, focus and expend its resources and actions to maximize its effectiveness and efficiency in achieving its one to three year goals. The strategies must be reviewed and updated on an annual basis.

Indicators of Achievement are used to determine the overall progress toward a goal. They indicate how close ACR is to achieving a goal as it executes the individual strategies for each goal. The indicators of

achievement measure goal achievement, not strategy achievement.

Goal A: The ACR will develop tools to address evolving payment reforms, increase practice efficiency, and improve quality of care.

Strategies Priority

Timeline

Committee(s) Involved A1. Create Health Economics Council across ACR standing

committees to focus ACR resources on the development

of care delivery models in the changing health

environment.

Short‐term Council:

CORC, QOC, GAC,

RHIT, COE, CMC

A2. Develop shareable educational and support resources for

practices.

Short‐term CORC, QOC, RHIT,

COE/CPD

A3. Create models of ideal academic and private practice. Medium‐term Council/ Consultant, CORC, QOC, RHIT,

COE/CPD

A4. Create the infrastructure of gathering and analyzing data

related to patient outcomes, financial, population health,

healthcare systems, clinical quality.

Medium‐term Council and

associated cmte’s

with IT unit

A5. Minimize regulatory and policy burdens at the national

and state level.

Long‐term CORC/ ISC, GAC

(5)

Goal B: The ACR will increase recognition of the value of the specialty of rheumatology.

Timeline

Committee(s) Involved B1. Lead development of guidelines, guidance documents, and

quality measures for rheumatic diseases and implement

them in practice.

Short‐term QOC, RHIT,

COE/CPD

B2. Create the infrastructure of gathering and analyzing data

related to patient outcomes, financial, population health,

healthcare systems and clinical quality.

Short‐term Council and

associated

cmte’s with IT

unit

B3. Target groups who we want to demonstrate value to and

those who might be strategic allies to help demonstrate

value (e.g., expanding reach of Simple Tasks to referring

physicians and the general public).

Long‐term Council, CORC, CMC

Indicators of Achievement An increase in the number of: The existence of:

 Guidelines, guidance documents, and

quality measures for rheumatic diseases,

covering a wide breadth of diseases that

includes those outside the ACR’s “core”

focus areas of RA, OA, and osteoporosis.

 Publications addressing value of

Rheumatology.

 Applicants to rheumatology (i.e. fellows,

new programs).

 Nonmember visits to ACR’s website.

 Media contacts.

 A tool kit for members to use to address the value of

Rheumatology with stakeholders.

 Simple Task metrics to assess general public contacts.

(6)

Goal C: The ACR will strengthen research and training in rheumatology.

Timeline

Committee(s) Involved C1. Develop/enhance programs to recruit and retain academic

rheumatology investigators.

Short‐term COTW, COR,

RRF

C2. Create leadership development programs in academic

rheumatology.

Short‐term LD Task Force

(of EC)

C3. Identify and advance research priorities. Medium‐term COR, RRF

C4. Identify, collect, analyze and disseminate data related to

academic rheumatology (funding, pipeline).

Medium‐term COTW, COR

RRF

Indicators of Achievement An increase in the number of: The existence of:

 Applications to ACR’s foundation.

 New Foundation RFA's resulting from

research opportunities identified by COR,

the Research Agenda, and RRF K award

applications submitted by rheumatology

investigators.

 Total T32 slots filled including MD vs. PhD.

 Data system to identify, collect, analyze and

disseminate data related to rheumatology research

and training.

 Adoption of tools to improve quality and outcomes

and increase practice efficiency in academic clinical

practices.

 Mechanisms to track the number of successful Ks and

total/successful R awards.

 At least 30% participation by academic

rheumatologists in ACR Leadership Academy.

 A pool of rheumatology trained academic division

chiefs (vacant or non‐rheum trained positions less

(7)

Goal D. The ACR will provide an IT infrastructure to deliver ACR initiatives.

Timeline

Committee(s) Involved D1. Redesign the website from a member perspective and

expand public usability and content

Long‐term CMC, IT,

All staff

D2. Implement learning management systems to create a

virtual home for all education products and services.

Short‐term COE, IT

D3. Move RISE from development to utilization. Medium‐term RHIT, QOC, COE,

CORC, COR,

CMC

D4. Enhance data management system integration and

usability

Long‐term IT/ Staff

Indicators of Achievement

The existence of:

 An increase in resources to enhance data

integration and web capabilities for

delivery of products and services

 A decrease in backlog of current projects

– completing projects on time.

 Learning management system.

 Updated website with integrated content and

measureable usage.

 A plan to incorporate technical capabilities, quality

metrics, utilization and sustainability for the launch of

RISE.

 The first publication using RISE data.

 Measuring user satisfaction of website (survey, scan).

(8)

Goal E. The ACR will reshape volunteerism.

Timeline

Committee(s) Involved E1. Develop and implement a leadership academy. Short‐term LD Task Force

(of EC)

E2. Identify/create opportunities for micro‐volunteering. Short‐term Nominations,

all staff/

cmte’s

E3. Collect information in CRM about members’ skill sets

and interest in volunteerism.

Short‐term All Staff/ IT

Indicators of Achievement An increase in the number of: The existence of:

 Qualified individuals for ACR leadership

positions.

 Volunteers by 10% over the next 3 years.

 Leadership Academy Participants

achieving promotions.

 A task force to convene and plan multi‐dimensional

leadership program (year 1). The program is launched by

year 2.

 Clinical practice/health system leaders.

 Searchable data easily obtainable to identify most

appropriate volunteers for each task.

 Pool of future ACR leader.

(9)

Goal F. The ACR will increase its international outreach and presence.

Timeline

Committee(s) Involved F1. Develop online resources and education programs for

international members.

Short‐term COE,

Membership

F2. Develop an ‘international center’ on ACR’s website. Short‐term CMC, IT,

Membership,

other cmte’s

as ID’d

F3. Develop international partnerships for educational

programs and initiatives (task force).

Medium‐term COE/ TF

F4. Foster new international research collaborations. Medium‐term COR F5. Reassess/refine the international membership category

with attention to dues, volunteer opportunities and

benefits.

Long‐term Membership/

Nominations

F6. Expand international exchange programs. Long‐term COTW, COR

Indicators of Achievement

An increase in: The existence of:

 International membership in the next 3

years (Double).

 International education programs in 3 years

by five.

 International volunteerism.

 International exchanges/ambassadors.

 Education programs with Memorandums of

Understanding (2‐3 over 3 years).

 A task force to address the development of

International programs.

 An International center on website.

(10)

Goal G. The ACR will meet the changing educational needs of our members and stakeholders.

Timeline

Committee(s) Involved G1. Organize and distribute the broad range of educational

content and resources via a searchable, scalable

database infrastructure, and extend the content

through web‐based apps, podcasts, and other

innovative and non‐traditional media.

G2. Ensure seamless navigation of the user interface to

optimize the user experience of all educational content.

G3. Develop an educational portfolio that addresses the full

spectrum of professional development.

Medium‐term COE, COTW,

COR, CORC

G4. Provide resources for continuous professional

development and maintenance of certification.

Medium‐term COE G5. Partner with other organizations to create open source

educational content (wiki model) to provide

continuously current content.

Long‐term COE

Indicators of Achievement An increase in the number of: The existence of:

 Resources for continuous professional

development and maintenance of certification.

 Partnerships with others to create open source

educational content.

 Educational portfolio that addresses professional

development.

 A scalable infrastructure.

(11)

2013

‐

2016

Functional

Plan

ACR’s Functional Plan identifies committee‐oriented work in which the ACR is engaged. It focuses on Objectives, Strategies and Tactics or Programs/ Projects. These elements are reviewed on an annual basis for progress at check‐points and for planning for projects in next year.

Objectives and Strategies:

Objective A: Practice

The ACR will proactively improve the physician practice.

1. Provide resources to increase practice efficiency

 Develop and market materials for payment reform options

 Create materials to assist physicians in demonstrating value to hospitals, insurance companies, etc.

 Create benchmarking data per region to assist physicians in improving rheumatology practices

 Launch new employee guide to help orient new employees faster

 Educate the membership on proper coding through certification and coding courses

2. Analyze and respond to changing regulations

 Develop auditing materials so physicians can self‐audit and also prepare for a potential audit

 Develop materials and presentations to assist with the ICD‐10 transition  Monitor the federal register and provide comments when necessary  Educate the membership about new regulations

3. Expand proactive communication with insurance companies

 Communicate with insurance companies about new ACR programs and share the model biologics policy

 Update position statements

 Engage the membership on insurance issues and encourage the membership to send issues to the ACR

(12)

Objective B: Advocacy

The ACR will increase its influence with the federal government to improve policy outcomes.

1. Increase member participation in and awareness of federal issues

 Update members on legislative and regulatory developments and opportunities to participate in advocacy

 Provide opportunities for members to connect with policy makers on key issues through emails, letters, phone calls, and meetings, and stimulate these activities  Facilitate in‐district, in‐state meetings, tours, and events through which members

increase contacts with lawmakers on key issues and build relationships

 Identify ACR/ARHP members who can build personal and influential relationships with selected members of Congress who can make a difference on our issues  Solicit contributions from current and past RheumPAC members and reach new

donors through targeted email solicitations

 Increase participation of rheumatology professionals at fundraisers for key members of Congress, including RheumPAC non‐members so as to demonstrate the value of political advocacy

2. Increase federal awareness of rheumatology and issues related to rheumatic and musculoskeletal diseases.

 Identify legislative and regulatory issues impacting rheumatology and rheumatology professionals; develop and communicate ACR positions

 Identify priority issues for the ACR; develop and implement legislative and regulatory strategies to advance these priorities; support efforts with materials and resources  Coordinate large‐scale “fly‐ins” to Washington, D.C. – including Advocates for

Arthritis conference – allowing members to meet directly with policy makers  Through RheumPAC contributions, support members of Congress and candidates

who support rheumatology, in order to elect more champions

 Monitor legislation and proposed regulations; respond as necessary including through letters of support or opposition; sign on to coalition letters and efforts when appropriate

 Ensure compliance with federal law regarding lobbying and PAC activities and reporting

 Work with federal agencies on the implementation of programs and other regulatory issues

(13)

o One annual meeting including nine pre‐meeting courses

o Eight live activities – includes WRS, SOTA, PRSYM, MOCC, CFC and 3 MSUS courses

o Seven online activities – includes image bank, SessionSelect, three CARE activities and two practice improvement modules

o Two international review courses – PANLAR and APLAR

 Expand learner participation in ACR activities that offer maintenance of certification points by 25 percent

 Incorporate MOCC points into current activities/curriculum  Ensure 100 designees earn the RhMSUS designation

 Offer educational activities and provide forums to assist in prompt dissemination and understanding of ACR‐approved guidelines and criteria

2. Streamline activity development to maximize resources

 Reduce annual meeting attendees need for printed materials by releasing modified

My Annual Meeting and annual meeting app – improve learner satisfaction and increase utilization by 40 percent by FY15

 Develop a business model to demonstrate ROI on the learning management system and increase the ACR’s learner based by 15 percent

 Implement a learning management system to support the College’s business goals and the needs of its members and other stakeholders

 Develop and implement plan to ensure MSUS educational portfolio is budget neutral by FY16 and structured to help learners meet the RhMSUS eligibility criteria;

 Launch in‐house image bank and replace rights‐managed fee structure with royalty‐ free model increase dissemination by 15 percent and revenue by 10 percent

annually

 Evaluate subcommittee structure to ensure the optimal use of COE’s volunteers’ time and efforts.

3. Continue to evaluate educational activities and their delivery formats to ensure relevance

 Identify gaps and inconsistencies in the current development, delivery, and

marketing of ACR/ARHP online education products and articulate a clear vision for how the ACR can leverage technology to address these gaps and inconsistencies  Evaluate effectiveness of SessionSelect and create sustainable plan to ensure

(14)

 Offer graphic design staffing/service to authors, to increase the journals’

attractiveness to high‐impact authors whom we would like to publish in our journals  Increase number of high‐impact targeted reviews

 Maintain or adjust stringent acceptance rates to assure that the content published in the journals is of the highest quality and is highly cited

5. Attract and publish journal content that is of the highest quality, relevance, integrity and usefulness for researchers and practitioners

 Publish the ACR guidelines and criteria according to new policy to increase awareness to membership and increase citations

 Actively solicit top‐tier papers at ACR and EULAR Annual Meetings

 Use targeted, web‐based marketing plans for continuous exposure of the relevant, defining content of each journal to the appropriate author and reader communities  Incorporate more new and emerging science into the journals by communicating

with NIH (to identify emerging areas of research) and with AMPC (to identify emerging areas to be presented at annual meeting)

 Publish work on system‐oriented topics (as opposed to individual diseases); invite reviews on emerging, hot areas

 Feature article from current issue of the journals open‐access on home page.

6. Digitally adapt and expand upon print journal content to meet evolving expectations  Increase the scope and user‐friendliness of the journal mobile app.

 Increase the digital functionality of the online journal content.

 Assess whether ACR should include MOC credit and/or CME credit in journals. If so, develop plan to implement in FY15.

7. Identify potential new sources of revenue to preserve the profitability of the annual meeting and the journals

 Monitor and plan for evolution of online advertising, which is currently additive and represents a small fraction of total advertising sales (journals)

 Periodically reassess online advertising guidelines, and update as industry evolves and practice change (journals)

 Monitor open‐access publication requirements that are currently emerging, and develop revenue‐neutral ways to comply with the requirements (journals)

 Offer MOC activities as part of the annual meeting curriculum commencing in FY14 (education)

(15)

 Proactively participate in discussions related to ABIM maintenance of certification program changes and represent membership as appropriate and assist members in understanding an complying with the new requirements

 Evaluate market and members needs to determine how the ACR should modify MOCC portfolio in response to ABMS MOCC changes to ensure ACR members meet all requirements efficiently

 Respond to changes resulting from Physician Sunshine Act and publish one article in TR and on ACR website online to inform members of impact to individuals;

 Continue to track discussions related to state maintenance of licensure requirements

 Implement the Rheumatology Musculoskeletal Ultrasound Certification Program, in concordance with the National Commission for Certifying Agencies’ (NCCA)

Standards for the Accreditation of Certification Programs

 Offer CME activities that comply with the FDA’s Risk Evaluation and Mitigation Strategies (REMS) for extended release/long acting opioid

Objective D: Workforce

The ACR will facilitate the recruitment, training and retention of well‐qualified rheumatology

professionals.

1. Support fellowship training programs and training opportunities for rheumatology health professionals

 Develop and administer adult rheumatology In‐Training Exam

Develop FIT‐specific programming and provide opportunities for FITs to attend educational meetings and conferences

 Provide recognition and volunteer opportunities for FITs

 Create new rheumatology milestones for Next Accreditation System  Coordinate training efforts with ABIM, ABP, ACGME, ERAS, NBME, etc.

2. Collect and analyze data to anticipate changes in the rheumatology workforce

 Compile data from available resources to monitor trends in the physician workforce  Report to ACR Board of Directors annually on the current status of the rheumatology

physician workforce

 Create an inclusive environment and respond appropriately to the needs of the changing workforce

(16)

 Provide resources for rheumatology employers and job seekers  Create comprehensive communications plan for training programs

 Develop programming and professional development opportunities for program directors and division chiefs

4. Develop activities for career mentoring

 Provide mentorship opportunities for FITs, clinician scholars, and early career faculty  Create new opportunities for networking and mentorship within current ACR

meetings, conferences and educational programs

Objective E: Quality of Care

The ACR will define and promote the standard of quality of care for people with rheumatic

diseases.

1. Lead the development and maintenance of nationally‐accepted, scientifically‐rigorous, disease criteria, treatment guidelines, and quality measures relevant to practitioners  Develop and publish at least one new clinical practice guideline each year.

 Evaluate and update all ACR‐published guidelines on an ongoing basis, as needed based on changes in the literature, clinical practice, and available therapeutics.  Jointly develop and publish classification and response criteria with EULAR, starting

at least one new project every year.

 Continually evaluate the need for new or updated rheumatology quality measures, especially as clinical practice guideline projects begin, and then develop and

promote measures in Objectives deemed a priority by this evaluation.

 Focus ACR guideline, criteria and quality measure development efforts on the Objectives of rheumatoid arthritis, osteoarthritis, and osteoporosis, adding other diseases as resources allow.

 Publish the ACR guidelines and criteria in the ACR journals.

2. Facilitate necessary communication regarding drug safety

 Regularly communicate with ACR members about rheumatology drug safety issues, including in the Drug Safety Quarterly (4 issues/year); ad hoc electronic notices about urgent issues, as needed; several print pieces in The Rheumatologist each year (including those initiated by the TR editorial staff); and one annual meeting session each year.

(17)

 Provide education and resources for members participating in current relevant quality reporting programs (PQRS, EHR Incentive Program) and prepare members for future programs (VBM)

 Monitor the quality reporting landscape

 Enhance and promote ACR registries as a tool for quality improvement and population management through education and publications

2. Advance clinical research opportunities utilizing North American patient cohorts  Enhance registry capabilities to include clinical research

 Build the ACR’s capacity to facilitate clinical research opportunities

3. Facilitate post‐marketing drug surveillance

 Engage with the FDA to determine potential opportunities  Build measures into RISE to address drug safety and surveillance

4. Provide resources for members to facilitate adoption for health information technology  Provide educational activities for members at ACR meetings

 Provide resources online

 Collaborate with American EHR Partners

Objective G: Research

The ACR will promote clinical and basic research in arthritis and musculoskeletal disease.

1. Collaborate with the Rheumatology Research Foundation to support the research agenda in rheumatology

 Make recommendations regarding funding priorities and objectives

 Engage the early career investigator subcommittee in providing valuable feedback regarding vulnerable career stages and the changing funding landscape

 Publish high‐quality articles reporting on studies supported by the Foundation.

2. Develop agenda and increase awareness at federal level

 Develop a schedule for updating the national rheumatology research agenda and communicating funding priorities and objectives to funding agencies, including the Foundation

(18)

 Coordinate efforts with the NIH, FDA, CDC and others

 Make recommendations to the Foundation and other funding agencies regarding funding priorities and objectives

4. Offer programs to train and mentor rheumatology researchers

 Develop programming for annual research meetings for rheumatology researchers  Create networking and mentorship opportunities for rheumatology researchers

within current ACR meetings, conferences and educational programs o Provide recognition and volunteer opportunities for rheumatology

researchers

o Increase awareness of available funding opportunities for rheumatology researchers

Objective H: Communication

The ACR will effectively communicate and advance the identity of the organization and

rheumatology professionals to internal and external constituencies.

1. Develop organizational communications priorities

 Work with various departments and committees within the organization to set and help implement individual communications priorities, while ensuring

individual priorities and tactics are meeting the overall communication priorities for the ACR.

oDetermine priority communications channels to deliver the messages of the ACR

a. Metrics to track – Responses to calls‐to‐action within

communications (e.g., registrations for meeting, participation in government affairs activities, etc.).

o Identify and develop communications channels that allow ACR members to effectively and efficiently communicate with ACR staff and volunteer leadership

a. Metrics to track – Satisfaction with College responsiveness as reported in membership surveys

 Implement website content management system to enhance delivery of high‐ priority Web content to key stakeholders

o Metrics to track – Website analytics: acquisition of visitors, measurement of performance, analyze trends, test to improve

(19)

 Metrics to track – media interest/impressions, advertising impressions website analytics, materials disseminated, changes in Harris Beltway research, changes in DocSyles research.

 Highlight important research presented at the Annual Meeting via press conferences and press releases, and issue media alerts as appropriate throughout the year.

 Metrics to track – media coverage, number of press attending — and covering remotely — the Annual Meeting.

 Pitch important rheumatology‐related topics to appropriate media outlets, and respond to issues in the news as warranted.

 Metrics to track – media coverage, responses to ACR pitches, increases in incoming media requests.

3. Ensure that all organization products and services enhance the image of rheumatology

 Ensure the ACR’s marketing and communications vehicles appropriately address the value of rheumatology and the image of the ACR.

 Metrics to track – the inclusion of consistent messaging across the ACR’s materials; articles in The Rheumatologist as well as reactions to those articles

 Maintain the ACR’s current patient education materials, which highlight the expertise within rheumatology. Develop new materials as indicated by needs expressed by ACR members and their patients.

 Metrics to track – downloads of materials, requests for additional materials, member research that identifies new Objectives and opportunities for patient education.

 Implement website content management system to enhance delivery of Web content to key stakeholders

 Metrics to track – Website analytics: acquisition of visitors, measurement of performance, analyze trends, test to improve

 Determine current level of satisfaction with website usability, and the relative impact factor of the delivery of products and services on customer satisfaction, to identify Objectives for improvement

 Metrics to track – Increased customer satisfaction rating within high‐priority Objectives as determined the relative impact factors

4. Establish a centralized membership data collection strategy to ensure that the needs of rheumatology professionals are addressed

 Maintain member research that ascertains levels of satisfaction with ACR programs, products and services; assesses current and future needs; seeks to understand

(20)

 Metrics to track: The number of ad hoc surveys initiated by the ACR and responses to those surveys.

 Establish trends of member behavior on the website by structuring website analytics to determine behaviors and preferences

 Metrics to track – Most popular pages, geographic data, browser data, bounce rates, goal conversions

Objective I: Organization

The ACR will have the organizational capabilities and resources necessary to achieve its mission and serve its members.

1. Increase organizational effectiveness and efficiency

2. Identify the key drivers of membership value and assess current levels of satisfaction to optimize member retention

 Implement membership survey every 3‐5 years to identify key drivers of membership value and levels of satisfaction

3. Ensure diversity with respect to:

 membership and leadership

 demographics  practice environment  discipline  geographic representation  workforce  revenue streams

 Assess and refine current and new annual meeting and year‐round corporate support offerings with the goal to increase grant income by between 5 ‐ 10% annually.

 Assess and refine the medical education program grants and increase grant income by between 5 – 10% annually.

 Assess the current exhibitors in the exhibit hall and identify new categories of exhibitors to target

(21)

 Provide ACR marketing materials for members, nonmembers and staff to present/distribute as needed.

5. Ensure an adequate supply of volunteer leaders and increase involvement in leadership and staff development

 Develop marketing tools to promote volunteerism within the College  Continue annual Leadership Development Program

 Implement staff development programs

6. Implement an organization‐wide process to evaluate alliances and ensure they are appropriately advancing the mission

 Implement process of EC and/or BOD approval on current and new alliances to ensure they advance rheumatology

7. Develop a mechanism to evaluate programs and services to ensure they provide benefits proportionate to the resources expended

8. Ensure the appropriate structure is in place and invest in the Web site and other

technology solutions to adequately support organization‐wide communication, research and technology