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Planning Process

Planning Process. In January, 2005 the NEPO Steering Committee initiated its strategic planning process. The intent was to create a plan that incorporated the interests and involvement of ethnic physician leaders charting our own course for the next five years.

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Planning Process

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  1. Planning Process In January, 2005 the NEPO Steering Committee initiated its strategic planning process. The intent was to create a plan that incorporated the interests and involvement of ethnic physician leaders charting our own course for the next five years. A Strategic Planning Subcommittee was established comprised of 12 members. The subcommittee convened six times, for 4.5 hours each session, during the year to develop the NEPO strategic plan. The Subcommittee hard at work!

  2. Strategic Planning Subcommittee

  3. Initiative Timeline Three Phases of Work • Phase 1 – Establish the Process • Establish Subcommittee • Develop Planning Framework • Develop the Strategic Questions • Phase 2 – Begin the Process • Complete Vision, Mission & Core Values • Complete Environmental Scan, SWOT Analysis • Complete Issues Assessment • Initial Steering Committee Review • Phase 3 – Complete the Plan • Complete Strategic Initiatives, Goals and Priority Action Steps • Review by Policy Committee • Present for Steering Committee Adoption

  4. Planning Framework Vision Goals Strategic Issues Environmental Scan SWOT , & Stakeholder Analysis Mission Strategies Action Steps Values Our Desired Future

  5. Vision Optimal wellness and equality in healthcare for all communities.

  6. Mission NEPO creates an empowered, unified voice of ethnic physician organizations to promote diversity, access and quality in healthcare. NEPO – Diverse partners, common goals.

  7. Core Values Behaviors & qualities valued by NEPO – Collaboration Access Respect Equality Diversity

  8. Guiding Principles NEPO will - • Work together in a manner that enables our members to share our ideas, listen to one another and build trust. • Enable ethnic physicians to grow in their understanding of the cultural and language needs of our member communities. • Empower ethnic physicians to bring about positive change in the health of their communities. • Take appropriate action together for our patients and communities. • Include a focus of our work on prevention and wellness.

  9. Core Competencies When choosing initiatives and goals that will result in successful outcomes, every plan must include components of the following areas: lLeadershiplEducation lCommunicationslPolicy lCorporate Capacity

  10. Health & Healthcare Disparities Diversity in the Healthcare Workforce Cultural Competency Access to Care Racial & Ethnic Differences in Response to Medicine Impact/Interface with Organized Medicine Strategic Issues

  11. Strategic Initiatives Progressive, Thriving EPOs • NEPO will maintain, sustain and ensure the viability of ethnic physician organizations. Transforming Healthcare • NEPO will impact and interface with organized medicine to improve the healthcare delivery system. Optimal Health & Wellness • NEPO will improve health and eliminate healthcare disparities.

  12. Progressive & Thriving EPOs NEPO will maintain, sustain and ensure the viability of ethnic physician organizations. • Strengthen ethnic physician organizational leadership skills. • Improve EPO financial and operational capabilities. • Promote the visibility and value of NEPO and ethnic physician organizations.

  13. Transforming Healthcare NEPO will impact and interface with organized medicine to improve the healthcare delivery system. • Raise the visibility of ethnic physicians to serve as speakers in professional medical meetings. • Increase access to care by expanding the definition of the Safety Net to include ethnic physicians in private practice, thus preserving an active and valuable source of healthcare in ethnic communities.

  14. Transforming Healthcare • Develop a shared agenda with CMA and key specialty medical organizations to advance NEPO’s vision and mission. • Develop and promote avenues for leadership in professional medical organizations. • NEPO will serve as a resource for organized medicine to improve quality of healthcare for all Californians.

  15. Optimal Health & Wellness NEPO will improve health and eliminate healthcare disparities. • Culturally appropriate healthcare will increase. • Policy makers will grow in their understanding of the impact of healthcare disparities and ways to reduce these. • The physician workforce will grow in its diversity.

  16. From Planning to Implementation • Formulate a Policy/Advocacy Agenda Based on the Strategic Plan • Communicate the Plan – • Within the Network • Among Community and Advocacy Organizations • To Policy Makers • To Funders • Develop Yearly Action Plans - • Measurable Objectives • Action Steps • Benchmarks for Evaluation • Strategic Planning Subcommittee Continues – Monitor Plan Progress

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