College Overview and

Strategic Priorities

Facilitator:William A. Zoghbi, MD, FACC

President, ACC

Mission VisionValues

StrategyMap

Balanced Scorecard

Strategic Metrics

StrategicPriorities

ACC Strategic PlanTo Transform Cardiovascular Care and Improve Heart Health

Revised as of March 2012

MissionTo Transform Cardiovascular Care and Improve Heart Health

VisionThe members of the College will dramatically reduce the

incidence, severity and complications of cardiovascular disease as we promote prevention, reduce disparities in health care, and improve personal and population-based cardiovascular health.

Values• Professionalism: The interests of patients are primary.• Knowledge: The College must promote growth, dissemination and

application of knowledge about cardiovascular medicine.• Value of the cardiovascular specialist: The cardiovascular profession

makes a distinct contribution to medical care that should be recognized and enhanced.

• Integrity: Honesty, compliance with legal requirements, and ethical behavior are essential in all activities.

• Member driven: The College and its major activities must be led by active members and must promote volunteerism.

• Inclusiveness: The College involves a broad range of volunteers that reflects the composition of its membership.

Agenda #5 – Attachment A

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ACC/ACCF Strategy Map

People and Culture

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Member Service

Excellence

Our Resources

Increase the Value of Membership

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we attain

19a. Promote innovation and cv science leadership in all we do19b. Drive Health System Reform to deliver highest quality care

12. Add value to the FACC designation

9. Promote adequate workforce, training and support for cv

patient care

4. Create and develop responsive, innovative, and

relevant educational opportunities

1. Help improve cv care and foster disease prevention

7. Identify the latest advances

13. Obtain a high level of member involvement and

satisfaction

15. Collaborate effectively with other health related

organizations (US and Non-US) to achieve mutual goals

10. Strengthen members’ ability to effectively lead,

manage and improve their practices

17. Communicate effectively to ensure members

recognize and appreciate the impact of the College’s

efforts

16. Strengthen policy, political and payer advocacy to support and promote the role and importance of cv

specialists

11. Deliver cost-effective products and services for all

member segments

8. Promote and uphold the highest professional

standards in patient care and physician conduct

23. Maximize sales revenues from current

activities24. Manage net assets

25. Manage expenses versus budget

26. Ensure a healthy mix of funding sources

20. Promote good governance and maintain a member-driven

organization

22. Cultivate leadershipamong engaged members

21. Develop a high performing, satisfied staff

18. Use environmental and market information to drive

member value

14. Run programs and services in an effective and efficient manner

6. Develop clinical standards

2. Improve patient engagement and outcomes

5. Disseminate tools and best practices (products, services, and programs) for ready use

by providers, patients and policymakers

3. Communicate the latest advances

Turn CV Knowledge Into Practice to ImprovePatient Care

Our Mission To Transform Cardiovascular Care and Improve Heart Health

Revised as of March 2012

Top Five Strategic Priorities

1. Quality Improvement Efforts to Transform Practice(Previously called “Practice Transformation/ Strategic Plan”)

2. CardioSmart(Previously called “Patient-Centered Care”)

3. Digital Strategy

4. Competency Based Curriculum/LLL Portfolio

5. International Strategy

Top Five Strategic Priorities1. Quality Improvement Efforts to Transform Practice -(Originally

Called “Practice Transformation/ Strategic Plan”) Strengthen & expand NCDR and its impact, enhancing in-house data

analytics capabilities Facilitate Value-Based Purchasing by Accelerating NCDR Business

Intelligence Capabilities (ICD & ACTION-GWTG Registries) ACC Participation in Coalition Addressing Fundamental Tort Reform Build NCDR TAVI/TAVR module and Advance ACC’s Capabilities/Credibility

in FDA, CMS Post-Market Surveillance Work on Payment Reform Models Work with ABIM on “Choosing Wisely: The Five Things Campaign” Affirm Wisconsin SmartCARE Project & Explore Other Potential Localities

2. CardioSmart - (Originally Called “Patient-Centered Care”) A Patient-Centered approach to ACC’s Mission & Programs Affirm Current CardioSmart Direction & Examine Potential Expansion of

Patient Engagement Efforts

Top Five Strategic Priorities

3. Digital Strategy Invest in Improving the CardioSource User Interface including Mobility &

Device Specific Capabilities

4. Competency Based Curriculum/LLL Portfolio Develop a Core Competency-Based Curriculum Invest in the Capability to Move NCDR Registry Data into the LLP &

Facilitate MOC Continue with Launch and Early Work of Educational Quality Review Board

(EQRB) Improve Co-Sponsored CME Approach

5. International Strategy Gradual growth in global educational reach and leadership Affirm the International Strategy & Examine Governance Structure

5 Year Vision Developed in August 2007 at the Board of Trustees

Retreat Meeting