Facilitator: John Gordon Harold, MD, M ACC President-Elect, ACC

1. What Every College Insider Should Know: Role of Trustees in Policy Setting and Strategic Planning Facilitator: John Gordon Harold, MD, MACC President-Elect, ACC

2. The Mission of the ACC To Transform Cardiovascular Care and Improve Heart Health

3. ACC Staff Chief Staff Officer: Tom Arend 8 Divisions of the College 348 Full Time Employees

4. Governance Publications Membership & Councils Governors & Chapters NCDR Education International Quality & Clinical Documents Advocacy Business Development Finance Ad Hoc Task Forces

5. ACC Board of Trustees • The College is governed by the Officers and the Board of Trustees, who are responsible for transacting all the business required to carry out the goals and mission of the College. Elected at the annual business meeting, the Board of Trustees consists of 31 members of the College (includes new public member) • Incoming trustees are elected yearly at the annual business meeting to serve five-year terms on the Board.

6. 2012-2013 ACC Board of Trustees

7. ACC Board of Trustees • Approves annual plan and budget. • Establishes governing policies and bylaws. • Fulfills all legal, ethical and fiduciary obligations of the College. • Selects and evaluates Chief Executive Officer • Executive Committee of the BOT acts on behalf of the Board between meetings. • Presidential Team leadership guidance. • Strategic Planning

8. ACC Board of Trustees • Public Member: Ms. Deborah L. Ness

9. ACC Strategic Plan To Transform Cardiovascular Care and Improve Heart Health Strategic Metrics Strategic Priorities

10. ACC is Transforming Cardiovascular Care and Improving Heart Health

11. Mission • To Transform Cardiovascular Care and Improve Heart Health • Vision • The 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.

12. 2013 Balanced Scorecard (BSC) Workgroup Comprised of specific appointed member leader positions. Subgroup of the Executive Committee. 2012 BSC Work Group: President-Elect – Dr. John Harold –Chair, Balanced Scorecard Workgroup President – Dr. William A. Zoghbi Vice President – Dr. Pat O’Gara BFIC Chair/Treasurer – Dr. C. Michael Valentine BOG Chair Elect – Dr. David May

13. Members and Stakeholders Internal Processes Our Mission ACC/ACCF Strategy Map To Transform Cardiovascular Care and Improve Heart Health Our Enduring Purpose To ensure that we attain Increase the Value of Membership Turn CV Knowledge Into Practice to ImprovePatient Care 10. Strengthen members’ ability to effectively lead, manage and improve their practices 12. Add value to the FACC designation 1. Help improve cv care and foster disease prevention 3. Communicate the latest advances Member Service Excellence 11. Deliver cost-effective products and services for all member segments 13. Obtain a high level of member involvement and satisfaction 2. Improve patient engagement and outcomes thatdrive our 4. Create and develop responsive, innovative, and relevant educational opportunities 14. Run programs and services in an effective and efficient manner 17. Communicate effectively to ensure members recognize and appreciate the impact of the College’s efforts 7. Identify the latest advances 5. Disseminate tools and best practices (products, services, and programs) for ready use by providers, patients and policymakers 8. Promote and uphold the highest professional standards in patient care and physician conduct 15. Collaborate effectively with other health related organizations (US and Non-US) to achieve mutual goals 18. Use environmental and market information to drive member value theStrategic Actions 9. Promote adequate workforce, training and support for cv patient care 16. Strengthen policy, political and payer advocacy to support and promote the role and importance of cv specialists 6. Develop clinical standards enableus toexecute 19a. Promote innovation and cv science leadership in all we do 19b. Drive Health System Reform to deliver highest quality care People and Culture With Our People 20. Promote good governance and maintain a member-driven organization 21. Develop a high performing, satisfied staff 22. Cultivate leadership among engaged members Financial Our Resources 23. Maximize sales revenues from current activities 24. Manage net assets 25. Manage expenses versus budget 26. Ensure a healthy mix of funding sources

14. VISION 2018: A 5 Year Strategic Plan 5 Year Vision Developed in August 2007 at the Board of Trustees Retreat Meeting

15. Standing On The Shoulders Of Giants