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AAP LOUISIANA CHAPTER
STRATEGIC PLAN-Final
2002-2005
Mission
The
mission of the Louisiana Chapter of the American Academy
of Pediatrics is to unite the pediatric community, and community
at large, around innovative solutions to the most critical
challenges facing the children of Louisiana, their families,
and the pediatricians who care for them. The Chapter will
accomplish this mission through 1) An aggressive advocacy
agenda, 2) Providing quality education and service, and
3) By reaching out to and serving as a resource for, the
pediatric community and community at large.
Top Priorities
Each
of the objectives listed in the strategic plan are considered
priorities for the Chapter. Recognizing that certain issues
will require the Chapter to pull together as a whole to
succeed, and that resources are finite, the objectives are
ranked to determine top priorities should decisions need
to be made regarding resource allocation. The top three
relate to advocacy programs and are considered the top priorities
within the strategic plan as well as the advocacy agenda
for the Chapter. The next three relate to various education
or operations issues. The Chapter has made a commitment
to "pulling together as a whole" to ensure that
these 6 priorities are accomplished. Progress on the remaining
objectives may be made by the Chapter as a whole or individuals
within the Chapter.
Highest
Ranking Objectives-Program
- Achieve
fair compensation to ensure access (Advocacy)
- Achieve
access to comprehensive quality healthcare for all LA children
(Advocacy)
- Establish
children as a priority for decision makers (Advocacy)
Highest
Ranking Objectives-Service/Operations
- Increase
membership involvement (Service)
- Increase
resident involvement/mentoring (Service)
- Improve
value/participation of annual CME meeting (Education)
Objectives
The
objectives of the strategic plan have been developed within
two major focus areas of activity: Advocacy and Education.
Each objective identifies a single issue to be addressed,
a measurable desired outcome, and the timeframe to achieve
that measure or milestone. The objectives within each strategic
focus area are listed in rank-order priority. Each objective
statement includes current thinking with regard to actions
that must be taken to achieve the objective.
ADVOCACY OBJECTIVES
1. Achieve
Medicaid reimbursement for pediatric services that accurately
reflects the time, skill, and cost to deliver those services,
i.e. 90-100% of Medicare rates for all services and holding
private insurance rates to 133% of Medicare rates (2004)
Actions:
1- Establish LAAP as a credible participant with Medicaid
2- Survey membership to identify priority issues about managed
care plans and current rates, current pediatrician involvement
in plans; hassle elements
3- Educate patients about standards of care and insurance
hassle
4- Compile state data to use in negotiations
5- Identify and build key coalitions
6- Link reimbursement n to improving child health
2. Increase the number pediatricians accessible and available
to deliver pediatric care in underserved populations in Louisiana
Actions
1- Establish baseline data
2- Develop a system for matching pediatricians to areas
of need
3- Implement system
4- Provide periodic updates in data
5- Speaker's bureau for recruitment of students, etc.
6- Achieve 95-100% enrollment of eligible children in Community
CARE-Medical Home Project (2004)
3. Achieve
75% of all eligible children enrolled in Medicaid / LACHIP
Actions:
1- Ensure the enrollment forms are in all pediatrics' offices
2- Work with pediatric offices to ensure an understanding
of Medicaid eligibility requirements
4. At
least 10 new legislators/decision makers will make children
a priority as demonstrated by their actions. (2004)
Actions:
1- Survey members for key contacts
2- Identify mentors/mentees
3- Identify priority agenda
4- Educate constituents
5- Educate legislators
5. Increase
Pediatric participation in Community CARE (2003)
Actions:
1- Meet with all local Pediatric Society Members to promote
the Community CARE program
2- Work with State to remove impediments to pediatrician
participation
6. Chapter
members will be fully informed about available DHH programs
(2002)
Actions:
1- Utilize Chapter newsletters
2- Utilize meetings
3- Utilize fax/email/mail
4- Target office managers
7. Children
with special health care needs will have access to the quality
care required to maximize their health (2004)
Actions:
1- Continue to mentor local leaders
2- Improve public relations
3- 100% of state major cities will have presentation
8. Achieve
100% core constituency participation in the LINKS program.
(2002)
Actions:
1- Disseminate Information
EDUCATION
OBJECTIVES
1. The
annual statewide CME Meeting will attract at least 10% more
attendees from the prior year and achieve a more diverse mix
of physician attendance. (2002)
Actions:
1-
Appoint committee with representation from all 3 medical
schools and community pediatricians
2- Convert to an annual CME meeting
3- Increase and secure funding/sponsorship
4- Enhance CME meeting quality
5- Increase involvement in pediatric educational activities
for family practice, emergency room and surgery colleagues
by providing meeting information to appropriate state professional
societies
6- Obtain input from Louisiana local pediatric societies
as to topics of interest
2. Improve
frequency and quality of communication with membership on
urgent issues through newsletters, website and regional meetings
(2003)
Actions:
1- Produce 3 quality newsletters
2- Enhance and promote website as a vital resource
3- Improve database of members with current e-mail addresses
4- Revitalize regional chapter CLASP presidents' meetings
and ensure Executive Board members attend
3. Increase
resident involvement with Chapter committees, CME, governance,
and mentoring (2003)
Actions
1- Develop orientation program- AAP and chapter information
2- Develop lists of mentors/mentees
3- Develop working relationship with med schools
4- Appoint residents to committees
4. A public relations/public education initiative will be
conceived, developed, and implemented. (2004)
ACTIONS:
1- Form a functioning committee to include representation
from membership, media, and public relations
2- Make the standing committees accountable with list of
members and feedback of their activities
3- Develop dissemination plan around 1-2 critical issues
at a time
4- Launch plan to appropriate entities including DHH/OPH,
media, elected officials
5- Provide talking points to members at key contact positions
around the state
6- Create an information bureau (major metropolitan area
TV/print)
Implementation
Strategies-Next Steps
Several
implementation strategies require a commitment for immediate
action. Outreach to the membership is considered absolutely
essential. The strategic planning document is an excellent
tool to gather member input, and an excellent reason to
call local or regional meetings. To be successful in implementation,
the local societies must be organized and functional once
again. Each board member has committed to work with one
or more local societies to present the strategic plan, obtain
input, and seek support for implementation. In addition,
the Chapter membership will be surveyed to find out: A)
Key political contacts they may have; B) Activities in which
they are engaged or interested; and C) Interest level in
serving on a Chapter Committee.
The
structure and function of Chapter Committees have been consolidated
and focused in the direction of the priorities of the strategic
plan. The following committees are considered essential
for the successful plan plementation:
- Executive
Committee
- State
Government Affairs
- CME
- Membership
(to include the following:)
- Local
Society Revitalization
- Resident
Issues
- Senior
Issues
- Member
Communications/Public Relations
There is also agreement that certain individual policy
or educational efforts on child health issues should continue
provided they are in alignment with, and do not run counter
to, the mission or objectives of the strategic plan. Further,
each of these initiatives will have a "champion"
or "liaison" who will develop concrete objectives
for the initiative to be approved by the Executive Committee.
The resources allocated to these initiatives will be monitored,
and progress evaluated. These initiatives include, but
are not limited to:
- CATCH
- Children
With Special Health Care Needs (medical home)
- Day
Care
- Child
abuse
- Hearing
Screening
- Injury
Prevention/Violence
- Perinatal
Health/Fetus and Newborn
Structure/Function
of Executive Board Meetings
To ensure
that the objectives of the strategic plan remain a primary
focus of the Executive Board, each agenda will include sufficient
time to review progress on the top priorities and priority
objectives. It is recommended that one or more Board members
be given oversight responsibility for the two strategic
focus areas: Advocacy and Education. Oversight responsibilities
include contacting members working on initiatives or objectives
to assess progress toward achieving identified measures
or milestones, identification of barriers, and required
assistance in removing barriers.
Sufficient
time should be allocated for the Board to entertain any
new ideas on the horizon. Should a new initiative be perceived
by the Board as sufficiently important to be added to the
Chapter strategic plan, objectives should be written for
the idea and the existing objectives, along with the new
objectives, should be re-prioritized to assist with resource
allocation and decision-making. The Board should avoid adding
new objectives and initiatives without giving consideration
to retiring others, or re-prioritizing, to assist with resource
allocation.
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