ACOMS Strategic Plan

ACOMS Strategic Plan 2015 - 2108

Developed January 17 - 18, 2015

The Board of Regents met in Miami, Florida to analyze and set a direction for ACOMS through 2017 or beyond. Prior plans were drafted in 2007 and 2012.

MISSION
The mission of the College:

“The mission of the American College of Oral and Maxillofacial Surgeons is to enhance surgical excellence through education and to promote fellowship amongst oral and maxillofacial surgeons.”

GOALS
The Regents built upon the existing three goals:

  1. Education and Life Long Learning: Delivering education to serve the surgeon, resident and patient.

  2. Membership Value: Serving members and facilitating opportunities to serve colleagues.

  3. College Strengths and Sustainability: Maintaining a highly effective College.

STRATEGIES
The Board recommended strategies and priorities to advance each goal. The Officers, Committees and Staff will identify timelines and tactics.

I. Education and Life Long Learning

  1. Education – Enhance the product line of College educational opportunities offered in varied formats, including:

    • Conferences and traditional meeting formats.
    • Increase focus on implementing on-line and distance learning as a priority.
    • Teaching opportunities that connect mentors or masters with members seeking advanced one-on-one educational relationships.
    • Develop offering on the “Business of OMS and Leading a Health Care Organization,” potential taught in domains. Explore a prestigious MBA partner to develop or collaborate with existing program, i.e. Health Care Business Managers Association.
    • Consider a symposium on trends and the future of OMS (projecting the profession ten years and beyond); engaging industry visionaries, forecasters and statisticians; and reporting statistical outcomes, data and benchmarks (reference II, D – Statistical Data.)
    • Explore development of a specialized “Masters Certificate Program” to facilitate teaching between surgeon masters and members seeking specialty certificates.

  2. Curriculum Coordinator Position – Create position to coordinate educational product delivery and development.

  3. Expand Educational Audiences – Explore new audiences, for example practice managers and auxiliary staff.

  4. Publishing – Use of the Journal and website for the publication of research and abstracts; ensure the integrity of the Journal – College relationship.

  5. Question of the Week – Launch the QW member service by engaging members willing to respond as experts and resources.

  6. II. Membership Value

    1. Member Demographics – Ensure that the composition of membership is reflective the OMS demographics; target segments under-represented in ACOMS.

    2. Collegiality and Communications – Promote the collegiality of the College, opportunities for involvement, and access to leaders and expertise. Reach out to members in personalized ways while increasing recognition of members. Distribute meeting recaps for Region Regents to distribute to respective members.

    3. Medical Library – Explore providing member access to medical libraries.

    4. Statistical Data – Explore opportunities for reporting practice trends, outcomes, and statistical data to create benchmarks to members.

    5. Dues – Adjust dues as necessary to serve draw and retain members, offering discounts, etc.

    6. Member Input – Facilitate increased member input, through varied efforts including focus groups to connect with the future of the College, meeting polling, and member surveys.

    III. College Strengths and Sustainability

     

    1. Resource Management – Serve as stewards of the resources and maximize use of reserves for the benefit of ACOMS members.

    2. Work Force – Increase work force necessary advance the strategic goals of education, membership and College sustainability; maximize available resources at SmithBucklin and create position for Curriculum Coordinator.

    3. Business Approach – Reduce the time from development to implementation with a performance and knowledge based approach; include financial impact and timeline on all recommendations to the Board.

    4. Membership Growth – Strive for 90% renewal rate and annual net gain in membership.

    5. Leadership Succession – Identify ways to engage new surgeons and/or residents in leadership roles in the Colleges early in their careers. Seek their input through Residents Meetings, focus groups, etc. Explore an Ex Officio or designated seat on the Board of Regents for a Resident.

    6. Strategic Plan – Maintain focus on the strategic plan and review at least annually for progress.