education 5-year business plan (2014-2018) draft

Education 5-YearBusiness Plan

(2014-2018)

Draft

Approach & Timeline

April – JuneAnalyze Existing

Curriculum & Business Trends

July – AugLLOC* Sets 2015

Curriculum

Aug - SeptAssess &

Prioritize 5-yr. Approach

Sept - OctDevelop 3-5

year plan

1. Education staff analyze current program/product data

2. Bill, Julia, Anita, Ahmed participate

1. Map strategy and build-out ideas

2. Assess feasibility and mission value

3. Prioritize which ideas to pursue Year 1, Year 2, etc.

1. Finalize ideas as new initiatives

2. Make financial projections

3. Gain Approval

1. Develop decision criteria

2. Set areas for increased focus to improve balance

3. Target areas for repurposing and expansion

May 14 Jul 30 Sept 3 Oct 1 We are here

2* Lifelong Learning Oversight Committee

Table of Contents

1)Education Business Trends and Member Needs 2)Strategic Mapping for Purposeful Education3)Financial Projections & Key Assumptions4)Critical Success Factors5)New Initiative Descriptions

3

(1) Healthcare professionals are pressed for time.

4

Challenges cited across all ACC member segments:

• Lack of time

• Managing workload

• Information overload

• Short staffed

• Managing time

Source: From September 2014 Value of ACC Executive Summary

http://www.google.com/url?sa=i&rct=j&q=&esrc=s&frm=1&source=images&cd=&cad=rja&uact=8&ved=0CAcQjRw&url=http://josephmichaelowens.com/category/news/&ei=TYo-VIVJ0oixBJuCgZgI&bvm=bv.77412846,d.cWc&psig=AFQjCNHRpPXDhO4VKR0SYOJpKloFnkuz0A&ust=1413471101771768

(2) Health systems as employers expect more from healthcare providers to stay competitive.

5

Source: ACC 2012 Practice Census

(3) Interprofessional education and team-based activities are increasingly essential.

6

• The number of nonphysician participants in CME activities is increasing. (Source: 2013 ACCME Annual Report)

• The number of nurses and PAs is expected to increase 22% and 39% respectively between 2008 and 2018. (Source: IOM (Institute of Medicine). 2011. Allied health workforce and services: Workshop summary. Washington, DC: The National Academies Press.)

• According to the Josiah Macy Foundation “healthcare professionals who learn about, from, and with each other will be more likely to develop the competencies needed to work effectively together to care for patients and communities.” (Source: Conference Recommendations. Transforming Patient Care: Aligning Interprofessional Education with Clinical Practice Redesign. 2013. New York: Josiah Macy Jr. Foundation.)

(4) Funding from industry continues to decrease.

7

Source: Accreditation Council for Continuing Medical Education (ACCME®) 2013 Annual Report Executive Summary. July 15, 2014.

(5) Healthcare providers increasingly access education from digital sources and in the workplace setting.

8Source: March 2013 CardioSurve. N=151

83% 82% 80%

43%

4% 3%

Where/when do you typically access clinical sites? (Please se-

lect all that apply)

(6) Live meetings continue to play an important role in the learning curriculum.

9

Courses48%

Regularly scheduled

series21%

Internet (endur-ing materials)

19%

Enduring ma-terials (other)

7%

Journal CME4%

Internet (live)2%

Nationally, live courses made up almost half of all CME activities offered in 2013.

Source: Accreditation Council for Continuing Medical Education (ACCME®) 2013 Annual Report Executive Summary. July 15, 2014.

(7) Credit systems are evolving from counting hours of participation to maintenance of certification.

10

Healthcare regulators, payers and patients now expect physicians to demonstrate continuous professional development and quality patient care.

CME MOC

I. Professional Standing

II. Lifelong Learning

III. Cognitive Expertise

IV. Performance Assessment

Hours

Source: The Alliance for Continuing Education in the Health Professions (ACEHP)

(8) International members need best practice updates, guidelines education and certification preparation.

11

Q: Which of the following clinical cardiovascular educational needs are most important to you? (n=1204)

Source: ACC’s Global Education Needs Assessment July 2014.

(9) Migration continues from ensuring “people in seats” to measuring learner, patient and population outcomes.

12

Some grantors will only support CME providers with a demonstrated ability to design and deliver educational initiatives that objectively measure improvements/changes in HCP performance (Level 5) and/or patient health (Level 6).

Source: Moore's 7 Levels of CME Outcomes Measurements. Moore DE, et al. J Contin Educ Health Prof. 2009;29:1-15.

7. Commu

nity Health

6. Patient health

5. Performance

4. Competence

3b. Knowledge

3a. Learning

2. Satisfaction

1. Participation

Historic CME Measures

(10) Healthcare education is increasingly integrated with performance data sources.

13

Review Individual

Performance Data (via

EHRs, NCDR, etc.)

Identify Personal

Knowledge / Performance

Gaps

Receive Targeted Online

Education

Participation in MOC activities is associated with greater improvements in care.

Source: Galliher JM1, Manning BK, Petterson SM, et al. J Am Board Fam Med. 2014 Jan-Feb;27:19-25. Do professional development programs for Maintenance of Certification (MOC) affect quality of patient care?

http://www.ncbi.nlm.nih.gov/pubmed?term=Galliher%20JM%5BAuthor%5D&cauthor=true&cauthor_uid=24390882

http://www.ncbi.nlm.nih.gov/pubmed?term=Manning%20BK%5BAuthor%5D&cauthor=true&cauthor_uid=24390882

http://www.ncbi.nlm.nih.gov/pubmed?term=Petterson%20SM%5BAuthor%5D&cauthor=true&cauthor_uid=24390882

http://www.ncbi.nlm.nih.gov/pubmed/24390882

How ACC Education Should Address Trends

14

Trend Education Solutions

1 Professionals are pressed for timePersonalized learning access via web; regional learning venues (i.e., chapters, institutions)

2Health systems’ expectations for providers

Needs-based learning activities; clinical, leadership and administrative

3Interprofessional and team-based activities

Expand education for care teams & their members

4 Decreased industry fundingDiversify funding sources; new, sustainable revenue models to support mission

5Digital learning in the workplace setting

Point-of-care learning; self-paced drill & practice

6 Live meetings play an important roleExpanded board reviews; highly relevant Ann. Mtg.

7Credit for maintaining professional certification

Offer convenient, relevant credits for all ACC members; more MOC IV; simultaneous CME/MOC

8 International member educationExpand guidelines-based education, latest updates and certification prep internationally

9Measuring learner, patient, population outcomes

Automated outcomes reporting for individuals and groups

10Integrating education with performance data sources

Educational activities linked with NCDR registries and other data systems

ACC Research Shows Member Alignment With Trends

15

Members are pressed for time

& struggle to stay updated

Members know that ACC has a lot to offer, but don’t

know what is most relevant for

them

Members want more leadership and professional

development offerings from

ACC

Members want help with the

business aspects of cardiology

Members want more resources for and inclusion of non-physician member types

Includes all member segments…FITs, ECPs, CCAs, Clinical Cardiologists, Internat’l

Annual Meetings and Programs•ACC.xx content is a foundation for ACC’s curriculum•ACC.xx is a multi-society partnership•ACC.xx is anchored domestically with a framework for expansion internationally

Delivery Technology & Digital Education•Digital content licensed in customized packages to healthcare teaching institutions, hospitals, industry, individuals •Digital content licensed to institutions and medical schools worldwide – ACC certifies faculty to teach this curriculum•Full complement of point-of care learning available

Assessment and Reporting•Assessment targets personalization of an individual’s educational offerings•Learning outcomes can be sorted and filtered for individuals and groups of learners •Outcomes are linked with performance data through the ACC NCDR registries

ACC Education Vision by the End of 2018 …

16

Credit Efficiency• Reciprocal credit is offered across multiple

international accrediting bodies• MOC products provide points to satisfy multiple

board requirements (e.g., ABIM, ABP, ABTS, AAPA, ACPE, ANCC, etc.)

• CME and MOC points are largely interchangeable

Grants and External Funding• Grant funding proposals are based on annual

educational curriculum goals• Grant activities demonstrate higher-level

outcomes (e.g., performance in practice changes, improvement in patient health, etc.)

• A broader set of external funders (e.g., foundations, insurers, etc.) is tapped for supporting educational initiatives

• Collaboration with Business Development, Education and Science & Quality drives the implementation of comprehensive disease-state initiatives

Table of Contents


17

Purposeful Education – Key Strategies

18

How Key Strategies Map to High Level Objectives

Expand member

engagement

Improvelearner

competence

Balance educational mission with

financial margin

Diversify revenue

Improveeducation standards

Improve curriculum

management

Strengthen collaborative

workflow

Increase staff & member

knowledge & skills

Increaseproduction efficiency

Increase member

value

19

How High Level Objectives Are Grouped By Category

Expand member

engagement

Improvelearner

competence


financial margin

Diversify revenue


Improve curriculum

management


workflow


knowledge & skills


Increase member

value

Members/Stakeholders

Stewardship

Internal Processes

Organizational Capacity

20

How Annual Themes Create Year-Over-Year Progress

Audit & Analysis

Repositioning for the Future

Digital & International Expansion

Data Mining & Individualized

ReportingPersonalized

Education

2014

2015

2016

2017

2018

High Level Objectives

21

Strategic Objectives and Strategy Map 2015 New Initiatives

Members/Stakeholders • External Society Collaboration• COCATS 4 Publication• MOC Points for Appropriate CME Certified Educational Activities • National Re-accreditation for CNE• Guideline Bundles for International Audiences• Industry Advisory Leadership Group• Lecture Library for Advocacy and Leadership• CME Credit and International Claiming Systems• NCDR Integration with ACC Annual Meeting

Stewardship LAUNCH• Board Review Prep• Redesigned Nuclear Live Course (for Board Review)• Multi-national “Best of ACC” Program• Drill & Practice Digital Product Suite (launch first product)• ACC.xx “Encore” Education Bundles• ACC.xx Grand Rounds for Chapters & Institutions• International Board Review Activities • Offer Best of ACC.xx Live Course to Health Systems

PLANNING AND DESIGN• Multi-society ACC.xx• CV Disease Certification Curriculum for APNs & PAs• Content Bundle Licensing (e.g. Phillips)• ACCSAP 9

Internal Processes • New Educational Relationship Guidelines• New Activity Planning Table Process• Annual Curriculum Evaluation Process• Curriculum Content Tagging • Revised Grant Proposal and Funding Process• Opportunities/Threats Communication Process

Organizational Capacity • Question Management Database• Faculty Database• LCMS/Authoring Tools Integration & Content Migration (if acquired)• Staff Professional Development, Goal Sharing and Cross Training• Clinician Educator Professional Development

Expand member

engagement

Improvelearner

competence


financial margin

Diversify revenue


Improve curriculum manageme

nt

Strengthen collaborative workflow

Increase staff &

member knowledge

& skills


Increase member

value

2015 — “Repositioning for the Future”

22

Strategic Objectives and Strategy Map 2016 New Initiatives(to be approved through LLOC)

Members/Stakeholders • External Society Collaboration• NCDR-based Options for MOC Part IV credit (via Science &

Quality)• Expand Options for MOC Eligibility for Equivalent Credit via

Multiple Boards (e.g., ABP, ABIM, ABTS)• Launch Medical Professionalism MOC module• Updated Curricular Milestones/Competencies Publication

Stewardship LAUNCH• Multi-society ACC.xx • Drill & Practice Digital Product Suite (add one new)• Critical Care Board Prep (Digital Offering)• Content Bundle Licensing (e.g. Phillips)• International Board Review Activities (add one new) • ACCSAP 9

PLANNING AND DESIGN• Multi-society ACC.xx • CD Curriculum Bundles for Medical Schools• International Board Review Activities (add two new)• ACC Clinical Decisions Micro-Simulation Course• Point-of-Care Educational offerings• CathSAP and EchoSAP (new versions)

Internal Processes No new initiatives in this area – continued refinement of 2015 initiatives)

Organizational Capacity • Authoring Tools for Micro-Simulation• Personalized Education Based on Self-Assessment (single clinical pathway)

Expand member

engagement

Improvelearner

competence


financial margin

Diversify revenue



nt


Increase staff &

member knowledge

& skills


Increase member

value

2016 — “Digital & International Expansion”

23


Members/Stakeholders • External Society Collaboration• Education-sourced Performance Improvement Tracking Via Registries• Push Notifications Relative to Learning Gaps

Stewardship LAUNCH• Multi-society ACC.xx• Drill & Practice Product Suite (add one new)• CD Curriculum Bundles for Medical Schools• International Board Review Activities (add two new)• ACC Clinical Decisions Micro-simulation Course• Point-of-Care Educational Offerings• CathSAP and EchoSAP (new versions)

PLANNING AND DESIGN• Multi-society ACC.xx• CD Curriculum Bundles for Simulation Centers• International Board Review Activities (add two new)• Educational Product Translation into Multiple Languages

Internal Processes • “Crowd sourced” Education from Member Sections

Organizational Capacity • LCMS Additional Reporting/Analytics Capability Released (Individual Learning Gaps)

Expand member

engagement

Improvelearner

competence


financial margin

Diversify revenue



nt


Increase staff &

member knowledge

& skills


Increase member

value

2017 — “Data Mining & Individualized Reporting”

24


Members/Stakeholders • Development of New 5-year Business Plan

Stewardship LAUNCH• Multi-society ACC.xx• CD Curriculum Bundles for Simulation Centers• International Board Review Activities (add two new)

Internal Processes No new initiatives in this area – continued refinement and across College collaborations for efficiency

Organizational Capacity • LCMS Additional Reporting/Analytics Capability Released (Analysis of Learner Populations)

Expand member

engagement

Improvelearner

competence


financial margin

Diversify revenue



nt


Increase staff &

member knowledge

& skills


Increase member

value

2018 — “Personalized Education”

25

26

Description: Users have asked for several key improvements to ACCSAP: 1) offer the education in multiple formats (text, video, and audio), 2) make the questions more prominent, 3) display question-related information in a user-friendly dashboard, and 4) allow users to choose whether to access the content online or offline via a mobile app. By modifying the SAP building tool and merging together our two existing Board Review products (ACCSAP and the CV Board Review MOD), ACC can deliver these improvements and meet user’s needs while increasing the price and realizing more net profit.

Additional Information:• Department: Education

• Target Audience: Cardiologists preparing for either initial Board cert or

recert; cardiologists looking for a comprehensive overview of adult clinical

cardiology.

• Credit Offered: CME and MOC Part II

• Financial Value: Price increase will result in a much higher net --$2.1M

to $3.8M (a 64% or 184% increase over ACCSAP 8).

• Non-Financial Value: Two of our member segments (FITs and Clinical

Cardiologists) depend greatly on ACC for Board review education.

• Basis for Change: Feedback from ~200 ACCSAP users

• Strategic Plan: Purposeful Education

• 5 Yr Goal: Deliver ed using new technology & formats

Existing or Planned• Core product exists but proposed

improvements are planned.

Feasibility

Low High

Incremental Expense• Expense to be covered by LCMS budget

Med

Dependencies• New SAP authoring tool integrated with

LCMS

Revenue/Pricing• Price: $1,225 online; $1,400 online + print• Unit Sales: 2,851 – 4,025*

SEE SECTION 5 BEGINNING ON SLIDE 38

New Initiative Descriptions Created for Each 2015 Idea (See Section 5 — Descriptions to be updated each successive year)

Table of Contents


27

Total Projected Incremental Revenue

28

Revenue by Pilot($ thousands)

Revenue 2015 2016 2017 2018 TotalExternal Society Collaboration $ - $ - $ - $ - $ - Guideline Bundles Int'l $ 30 $ 50 $ 80 $ 100 $ 260 Industry Advisory Group $ - $ - $ - $ - $ - Lecture Library $ - $ - $ - $ - $ - Board Review Prep $ 22 $ 15 $ 148 $ 192 $ 376 Multi National Best of ACC.xx $ - $ - $ 126 $ 378 $ 504 Drill and Practice $ 98 $ 180 $ 249 $ 308 $ 834 ACC.xx Encore $ 120 $ 120 $ 120 $ 120 $ 480 Virtual Grand Rounds $ 90 $ 390 $ 480 $ 600 $ 1,560 Int'l Board Review $ 100 $ 100 $ 300 $ 300 $ 800 Best of ACC.xx (Institution) $ 100 $ 300 $ 500 $ 700 $ 1,600 ACC.xx Expansion $ - $ 250 $ 500 $ 750 $ 1,500 CVD Cert for APN/PA $ - $ 204 $ 204 $ 204 $ 612 Content Bundling $ - $ 250 $ 500 $ 750 $ 1,500 ACCSAP9 (incremental from core) $ - $ 710 $ 525 $ 500 $ 1,735 Curriculum Content Tagging $ - $ - $ - $ - $ - Revised Grant Proposal/Funding $ - $ - $ - $ - $ - Question database $ - $ - $ - $ - $ - Faculty database $ - $ - $ - $ - $ - Clinician Educator Development $ - $ - $ - $ - $ -

Total Projected Incremental Reach

29

Total Projected Net Income

30

Net Income by Pilot($ thousands)

Net Income 2015 2016 2017 2018 TotalExternal Society Collaboration $ (70) $ (140) $ (140) $ (140) $ (490)Guideline Bundles Int'l $ 30 $ 50 $ 80 $ 100 $ 260 Industry Advisory Group $ (58) $ (58) $ (58) $ (58) $ (232)Lecture Library $ (46) $ (46) $ (46) $ (46) $ (185)Board Review Prep $ (41) $ (48) $ 10 $ 4 $ (76)Multi National Best of ACC.xx $ - $ - $ - $ - $ - Drill and Practice $ 85 $ 132 $ 201 $ 260 $ 677 ACC.xx Encore $ 63 $ 63 $ 63 $ 63 $ 253 Virtual Grand Rounds $(110) $ 190 $ 280 $ 400 $ 759 Int'l Board Review $ 25 $ 11 $ 75 $ 75 $ 185 Best of ACC.xx (Institution) $ 84 $ 253 $ 422 $ 591 $ 1,350 ACC.xx Expansion $ - $ 65 $ 165 $ 265 $ 495 CVD Cert for APN/PA $ (70) $ 47 $ 47 $ 47 $ 70 Content Bundling $ - $ (52) $ 11 $ 74 $ 33 ACCSAP9 (incremental from core) $ - $ 313 $ 142 $ 227 $ 682 Curriculum Content Tagging $(140) $ (140) $ (140) $ (140) $ (560)Revised Grant Proposal/Funding $ - $ - $ (70) $ (70) $ (140)Question database $ (45) $ (15) $ (15) $ (15) $ (90)Faculty database $ (75) $ (75) $ (75) $ (75) $ (300)Clinician Educator Development $ (80) $ (80) $ (80) $ (80) $ (320)

Education Incremental Expenses

31

Expenses by Pilot($ thousands)

2015 2016 2017 2018

$ 70 $ 140 $ 140 $ 140

$ - $ - $ - $ -

$ 58 $ 58 $ 58 $ 58

$ 46 $ 46 $ 46 $ 46

$ 63 $ 63 $ 138 $ 188

$ - $ - $ 126 $ 378

$ 13 $ 48 $ 48 $ 48

$ 57 $ 57 $ 57 $ 57

$ 200 $ 200 $ 200 $ 200

$ 75 $ 89 $ 225 $ 225

$ 16 $ 47 $ 78 $ 109

$ - $ 185 $ 335 $ 485

$ 70 $ 157 $ 157 $ 157

$ - $ 302 $ 489 $ 676

$ - $ 397 $ 383 $ 273

$ 140 $ 140 $ 140 $ 140

$ - $ - $ 70 $ 70

$ 45 $ 15 $ 15 $ 15

$ 75 $ 75 $ 75 $ 75

$ 80 $ 80 $ 80 $ 80

$1.0M

Table of Contents


32

Member Governance for Annual Curriculum Management

33

Lifelong Learning Oversight Committee

Education Standards

& Outcomes Committee

Curriculum Design

Committee

ACCCompeten

cyManageme

nt Committee

• Set curricular competencies• Produce COCATS and advanced training statements

• Examine overall curriculum balance• Analyze learning needs data• Vet/approve new educational proposals

• Evaluate success of key courses & products• Set standards and activity review metrics

Implementation

(via course directors,

product chairs, meeting chairs, staff support)

• Approve annual ACC curriculum• Set ACC.xx strategic themes

Digital Strategy

Science & Quality

IT & Informatics

Member sections

Advocacy

Cross-College Collaboration On Vision is Essential

34

Education

Clinical Guideline

s

Journal Science

Digital Technolo

gy

Point of Care Information Access

Communication of Member Value is Key

35

Execute the Plan

Communicate Member

Value

Metrics for Evaluating Curriculum Activities

Conventional• Reach• Finances

Educational Impact • Needs assessments (based on evidence of learning need)• Outcomes (competence, performance, patient outcomes) • Environmental Adaptability (use of MOC, AUC, guidelines, hot topics)

Targeted Audience (member engagement) • Members• Care Team• Collaborative effort (member sections, other societies, etc.)• Differentiators (between other ACC education, between other groups outside ACC)• Competitive pressure (Anyone else in space?)

Delivery Innovation/Adaptability• Technology• Methodology of Delivery

Potential in Repurposing for Personalized Education

1

2

3

4

536

5-Year Measures Will Chart Overall Achievements …

37

Expand member

engagement

Improvelearner

competence


financial margin

Diversify revenue


Improve curriculum

management


workflow


knowledge & skills


Increase member

value

• # repeat participants• Improved learner knowledge, competence, performance • % of members engaged in learning through ACC (learners, committees, content developers)

• Report % of revenue in these categories: annual meeting, self-assessment and board prep, groups (institutions, etc.), individuals, international and grantors• % revenue contributing to overall margin

• Overall balance in curriculum (multiple criteria)• New standards & processes implemented• # collaborations (internal & external)

• New tools implemented• Staff & member professional development

1-Year Targets Will Track Our Progress:

3838

5-YEAR MEASURE 2015 TARGETS• # repeat participants - 10,220

• Improved learner knowledge, competence, performance - Establish baseline numbers from member data

• % of members engaged in learning through ACC (categories: learners, committees, development)

- Establish baseline percentages for each contributor category

• Revenue balance by source (e.g., % annual meeting, self-assessment and board prep, groups (institutions, etc.), individuals, international and grantors)

- Report % of revenue in these categories: annual meeting, self-assessment and board prep, groups (institutions, etc.), individuals, international and grantors

• % revenue contributing to overall margin - Hold steady at 26%

• Overall balance in curriculum (multiple criteria) - Report out for: Career stages, member category, content type, domains, credit type

• New standards & processes implemented - New Sponsorship policy published- 2016 curriculum approved

• # collaborations (internal & external) - Minimum two new activities (external)- Minimum four collaborations completed (internal)

• New tools implemented - LCMS acquired; 40% of content converted- Faculty database launched- Question database launched

• Staff & member professional development - New faculty development opportunities- Staff professional development documented

Table of Contents


39

40

External Society CollaborationLaunch in 2016

Description: A key strategy outlined for Purposeful Education is to provide educational programs that improve members’ clinical, administrative and leadership competencies. Knowing we lack the resources available for administrative (practice management) and leadership education development, we plan to partner with third party societies who possess expertise in these areas, i.e., APHA, AAPA, and ACPE to create relevant education that meets the unique needs of the Cardiovascular healthcare provider.

Additional Information:• Department: Education• Target Audience: Various member segments, external societies• Credits Offered: CME, CE, and potentially MOC• Non-Financial Value: Mission fulfillment for ACC members

through access to educational content to improve administrative and leadership competencies

• Strategic Plan: Purposeful Education• 5 Yr Goal: Increase in external society collaborations

Existing or Planned• Planned

Feasibility

Low High

Incremental Expense• .5 in 2015• 1 FTE in 2016 and ongoing

Med

Revenue/Pricing• No revenue is directly associated with this

activity

Dependencies

Stewardship

• Willingness of other societies to participate

41

COCATS 4 Publication Launch in 2015

Description: COCATS is an important contributor to the development of the training requirements for Cardiovascular Disease and provides curricular content detail beyond the ACGME minimum requirement for general cardiovascular disease to define progressive levels of skill and competency in designated areas. Over the past several years there has been progressive movement toward competency-based training, the key characteristic of which is evaluation focused on specific learner outcomes. The competency tables in COCATS 4 will replace the milestone statements in the ACCF Cardiology Competency Statements and will lead to additions and revisions to the Lifelong Learning Statements, which are used in the tagging of continuing education offerings.

Additional Information• Department: Education• Target Audience: Training Program Directors and Fellows

participating in their programs• Basis for Change: As advances in cardiovascular science and

technology evolve, so too must training recommendations for fellowship programs.

• Strategic Plan: Purposeful Education• 5 Yr Goal: System for COCATS updates in place allowing for

evolution/addition of Task Force Reports and Competence Statements

Existing or Planned• Existing project, Task Force Reports are in

peer review phase

Feasibility

Low High

Incremental Expense

• No incremental expense is associated with this activity

Med

Dependencies• Peer review and public comment feedback

able to be resolved in timely fashion to allow for Board Review prior to ACC.15.

Revenue/Pricing• Publication through JACC• No revenue is associated with this activity


42

MOC Points for CME Certified Educational ActivitiesLaunch in 2015

Description: The ABIM, in an effort to address concerns expressed by member societies regarding the 2014 changes to MOC, has proposed a modified medical knowledge recognition program. Specifically: 1) Increasing the number of medical knowledge (Part II) options for physicians and 2) Including CME activities that physicians currently participate in to count for Part II MOC points. ACC CME certified activities in enduring, live and journal based formats which include an assessment of the learner would be eligible for consideration for MOC points. ABIM has proposed a 1:1 CME to MOC point formula, which is currently being evaluated by the Societies for its applicability and final approval by ABIM.

Additional Information:• Department: Education• Target Audience: ACC member cardiologists participating in the

MOC program• Credit Offered: CME and MOC Part II points• Non-Financial Value: ACC members have expressed significant

concerns regarding the changes to the MOC program. Offering MOC points for CME activities they are already participating in would be a meaningful and valuable response by ACC.

• Basis for Change: Feedback from ABIM’s Member societies and ACC members

• Strategic Plan: Purposeful Education• 5 Yr Goal: Create broad and efficient credit attainment

Existing or Planned• Existing & planned CME certified activities

will be routinely assessed for MOC points

Feasibility

Low High

Incremental Expense

• No incremental expense

Med

Dependencies• Pending final decision on the designation

of CME credits to MOC points formula

Revenue/Pricing• Part II MOC (enduring) activities are

available free to members as are the journal club CME activities

• Possibility of extra fee for MOC activity points at live activities


43

National Re-accreditation for CNELaunch in 2015

Additional Information:• Department: Education• Target Audience: Nurses, Nurse Practitioners • Credits Offered: CNE• Financial Value: Increased nursing attendance at ACC

educational activities may result in increased revenue• Non-Financial Value: ACC CV Team members and key

constituents look to ACC for core cardiovascular education that is certified for CNE credit.

• Strategic Plan: Purposeful Education• 5 Yr Goal: Create broad and efficient credit attainment; increase

NP/PA/RN and team-based education

Existing or Planned• Planned, in progress

Feasibility

Low High

Incremental Expense

• $9,500 application fee due in 2015

Med

Revenue/Pricing• No revenue associated with this activity

Dependencies


Description: The American Nurses Credentialing Center (ANCC) Accreditation Program identifies organizations worldwide that demonstrate excellence in CNE. Accredited organizations use evidence-based ANCC criteria to plan, implement and evaluate the highest quality CNE activities. As an ANCC accredited provider, ACC is required to complete the re-accreditation process every four years to maintain our status and demonstrate compliance with ANCC standards and guidelines.

• None

44

Guideline Bundles for International AudiencesLaunch in 2016

Description: International audiences’ are eager for targeted education around ACC’s guidelines. ACC will work with international societies, international resellers and other third parties to license the rights to translate and distribute our guideline education bundles, which will increase understanding and applicability of the guidelines into practices around the globe.

Additional Information:• Department: Education• Target Audience: International Clinical cardiologists, NPs, and

PAs• Credits Offered: CME, CE, and eventually international credits• Non-Financial Value: ACC/AHA guideline documents are one

of our most valuable resources. The international community often looks to the U.S. to establish such guidelines to guide the international practice. Providing education to assist with the understanding and implementation of these guidelines into practice will expand our footprint within the international space.

• Strategic Plan: Purposeful Education• 5 Yr Goal: Expand ACC education for international CV

specialists

Existing or Planned• Some content exists• Some content is planned

Feasibility

Low High

Incremental Expense

• There is no incremental expense for this effort.

Med

Revenue/Pricing

• Pricing: $10k per society for up to 500 users• Target is 3 sales in 2015 and 10 by 2018• Revenue - $30k - $100k

Dependencies


• LCMS

45

Industry Advisory Leadership GroupLaunch in 2015

Description: A key divisional strategy is to provide programs that improve members’ clinical, administrative and leadership competencies. While leaders in clinical education, we lack the resources to develop content and provide education in administrative (practice management) and leadership education. Rules from the ACCME prevent us from partnering with industry, or having them sit on our education planning groups. We propose launching an advisory group that would be made up of various industry experts, i.e. pharma, education, practice management consultants, EHR companies and insurance companies. The goal would be to guide us on “hot topics”, education gaps and best practices used to improve efficiencies and outcomes. They would also alert us to trends seen in other non-healthcare industries that might pave the way.

Additional Information:• Department: Education• Target Audience: ACC education staff, business development,

membership services, industry personnel interested in supporting ACC’s mission

• Non-Financial Value: Mission fulfillment for ACC members through access to educational content to improve administrative and leadership competencies

• Strategic Plan: Purposeful Education• 5 Yr Goal: Offer clinical, administrative, and leadership

education

Existing or Planned• Planned• CV Summit formed a mini group to help

with the content development of that course

Feasibility

Low High

Incremental Expense• Semi-annual meeting at $15k per meeting• Total $30k per year• .2 FTE Med

Revenue/Pricing• No direct revenue realized

Dependencies

Organizational Capacity &Members/Stakeholders

• Willingness of participants to engage in this leadership group

46

Lecture Library for Advocacy and LeadershipLaunch in 2015

Description: A key strategy outlined for Purposeful Education is to provide educational programs that improve our members’ clinical, administrative and leadership competencies. The development of a library of didactic lectures comprising slides and teaching points will be assembled and made available for use as embedded lectures within ACC live courses or Chapter programs and also as standalone presentations via webinars or other online programs. Two to three lectures addressing hot topics in advocacy and a similar size set for basic leadership concepts will be developed. Content from the CV Summit meeting or recent Advocacy seminars may be repurposed for use in this library. These lectures will be certified for CME (and potentially CNE) credit and linked to the ACC curricular competencies. A list of qualified ACC member faculty speakers will also be made available as a part of the library.

Additional Information:• Departments: Education, Advocacy, Membership • Target Audience: ACC members with an interest in advocacy or

leadership topics • Credit Offered: CME, potentially CNE if content is appropriate• Non-Financial Value: Mission fulfillment for ACC members

through access to educational content covering administrative and leadership competencies

• Basis for Change: Key strategy outlined in the strategic plan• Strategic Plan: Purposeful Education• 5 Yr Goal: Offer clinical, administration, leadership education

Existing or Planned• Planned (some content may be repurposed

from existing sources)

Feasibility

Low High

Incremental Expense

• .33 FTEMed

Dependencies• Member expert volunteer time to produce

slides and teaching points

Revenue/Pricing• No revenue is expected from this initiative• Education offered as a mission-based

member benefit


47

CME Credit and International Claiming SystemsLaunch in 2015

Description: To make ACC education even more valuable to international CV specialists, reciprocal credit is offered across multiple international accreditation bodies. The AMA has an agreement of mutual CME credit recognition with the European Union of Medical Specialties (UEMS). The AMA will convert credit for live & eLearning activities certified by the European Accreditation Council for CME (EACCME) to AMA PRA Category 1 CME credit through an application process. The European Board of Accreditation in Cardiology will convert AMA PRA Category 1 CME credit to ECME credit. ACC will explore the possibilities and benefits of facilitating the conversion of AMA PRA Category 1 CME credit to other non-European national accreditation systems as appropriate.

Additional Information:• Department: Education• Target Audience: International CV specialists• Credit Offered: CME & ECME • Non-Financial Value: Service to our national and international

members & key constituents• Basis for Change: Feedback from national and international

members• Strategic Plan: Purposeful Education• 5 Yr Goal: Create broad and efficient credit attainment; expand

ACC education for international CV specialists


Feasibility

Low High

Incremental Expense• No additional expense beyond current

budget is required. Med

Dependencies• International accrediting organizations

and boards credit systems which may or may not provide an opportunity to convert CME credit internationally

Revenue/Pricing• No direct revenue is associated with this

activity, although making our education more relevant for international audiences could increase our overall reach and revenue


48

NCDR Integration with ACC Annual MeetingLaunch in 2015

Description: ACC hosts an annual NCDR Conference as a co-located, but separate, event with the annual ACC Scientific Session. A phased approach to integrating the two separate meetings will: 1) increase ACC scientific session attendees awareness of the value of NCDR and how it can support organizational and practice initiatives that may affect clinical behavior, potentially resulting in improved patient care, and 2) expose NCDR conference attendees to broader cardiology-based curriculum offered at the ACC scientific sessions. The model to be pursued keeps the two meetings as discrete events, but better integrates NCDR content into the ACC scientific session. NCDR specific programming will be offered at ACC Sessions and will be specifically tagged through the annual meeting app as such. More prominent branding of sessions that integrate NCDR data will be pursued.

Additional Information:• Department: Education and Science & Quality collaboration• Target Audience: ACC and NCDR meeting attendees • Credit Offered: CME, potentially CNE if content is appropriate• Non-Financial Value: Mission fulfillment for ACC members

through access to educational content infused with NCDR data and experiences

• Basis for Change: Expand linkages between education and NCDR

• Strategic Plan: Purposeful Education• 5 Yr Goal: Expand NCDR/performance-driven education

Existing or Planned• Existing

Feasibility

Low High

Incremental Expense• No additional expense beyond current

budget is required.Med

Dependencies• None

Revenue/Pricing


• No additional revenue is expected from this initiative

• Education offered as a mission-based member benefit

49

Board Review PrepLaunch in 2015

Description: ACC plans to expand our online Board review offerings to incorporate other sub-specialty Board prep products. The ABIM will begin to offer a new certification exam in Adult Congenital Heart Disease in the fall of 2015, and to support members and other key constituents who are planning to take this exam, ACC will develop an online Board prep product that consists of ~200 ABIM style questions. We will expand these offerings to reach Heart Failure and EP by 2018.

Additional Information:• Department: Education• Target Audience: Physicians preparing for the Board certification

exams in ACHD, EP and Heart Failure• Credit Offered: CME • Financial Value: These products will net $87k over four years.• Non-Financial Value: Expanding our Board Review activities

creates non-financial value by reinforcing our brand as a Board Review provider.

• Strategic Plan: Purposeful Education• 5 Yr Goal: Expand library of certification and recertification prep

offerings

Existing or Planned• Content is currently being developed

Feasibility

Low High

Incremental Expense• Development costs vary by product and

range from $35k to $50k• .2 FTE

Med


Revenue/Pricing• Pricing will be $295 for members• Unit sales vary by product; ~50 units/yr for

ACHD; ~400 units/yr for EP; ~200 units/yr for HF

• Total revenue over four years = $427k

Stewardship

50

Redesigned Nuclear Live Course (for Board Review) Launch in 2015

Description: The Nuclear Cardiology course will be redesigned and packaged as a board prep product to include the live meeting and MOD inclusive package. In 2016 the course will also be moved to the Heart House to minimize the cost.

Additional Information:• Department: Education• Target Audience: Healthcare professionals who practice nuclear

cardiology.• Credit Offered: CME• Financial Value: Revenue dollars will drop by $50k, but margin

will increase by 8%• Strategic Plan: Purposeful Education• 5 Yr Goal: Expand library of certification & re-certification prep

offerings

Existing or Planned• Existing

Feasibility

Low High

Incremental Expense

• Expenses will drop by 33% to allow for a higher margin recognized

Med

Dependencies• Hotel Contracts for 2015 and 2016

Revenue/Pricing• Pricing: $750 - $1450• Revenue:• 2015 - $173k• 2016 and beyond – $128k

Stewardship

51

Multi-national “Best of ACC” ProgramLaunch in Miami in 2015

Description: Best of ACC.xx was developed to bring ACC.xx to a regional audience. A year’s worth of content on key topics is distilled by experts and presented in an intimate setting. The course is offered in two locations that are outside of the ACC.xx vicinity. We propose to add an internationally recognized keynote speaker and offer simulcast translation based on the registered audience. The translated content would also be recorded and accessible by both the participants of the course as well as other international members. The course would be located in a region easily accessible to our International members, i.e., Miami would be marketed to Central and South American members.

Additional Information:• Department: Education• Target Audience: National and international cardiologists

looking to stay current on the latest science delivered during ACC.xx as well as listen to an internationally recognized member deliver a keynote address

• Credit Offered: CME, MOC and International relevant credit• Non-Financial Value: Broadens ACC international reach by

repurposing already-created ACC educational content and offering simulcast translation

• Basis for Change: Feedback from international members• Strategic Plan: Purposeful Education• 5 Yr Goal: Expand ACC Ed for international CV specialists

Existing or Planned• Content already exists

Feasibility

Low High

Incremental Expense• $8,300K per translational services• $2.5K for recording of content• Once content delivered in international space

– pricing and expenses will change• .25 PM FTE beginning in 2017 Med

Dependencies• Collaboration with International Chapters• Expand internationally based on interest

Revenue/Pricing• Pricing: $450 - $775 per person• Revenue: $126k - $378k

Stewardship

Market Size vs. Target• Market: 32 International Chapters• Target: Expand to global CV meeting by

2017 and expand to 3 meetings by 2018

52

Drill & Practice Digital Product SuiteLaunch in 2015

Description: ACC's Drill & Practice product line is designed to present information that members love – images and questions – in a way that is fun/engaging. Each product in the line will consist of discrete content elements (ECGs, echos, questions) that are pushed to the user on their mobile device. Users must answer each question correctly twice; once they have done so, they do not see the question again. This methodology is based upon two psychology research findings (the spacing and testing effects), and has been shown in randomized trials to improve knowledge acquisition, boost learning retention for up to two years, and durably improve clinical behavior.

Additional Information:• Department: Education• Target Audience: Clinical cardiologists, NPs, and PAs• Credits Offered: CME, CE, and eventually international credits• Financial Value: Although each individual product in this line

may not look significant from a financial perspective, in aggregate, the numbers are more impressive. Additionally, these products will add value to CardioSource Plus.

• Non-Financial Value: ACC members and key constituents look to ACC for core cardiovascular education and these products will expand our footprint within that space

• Strategic Plan: Purposeful Education• 5 Yr Goal: Build a suite of drill & practice products

Existing or Planned• Planned, does not exist

Feasibility

Low High

Incremental Expense• $13k per product (excluding LCMS)

• $5k for editor honoraria• $3k for image processing & copyediting• $5k for marketing• .25 FTE beginning in 2016 Med

Revenue/Pricing• Price: $150 each• Unit Sales/Year: 650 per year per product

(based on 5 yr average of Heart Songs sales) • Revenue: $97.5k - $390k• 4 products by 2018

Dependencies

Stewardship

• LCMS

53

ACC.xx “Encore” Education BundlesLaunch in 2015

Description: ACC.15 will feature a vast amount of outstanding content that can easily be repurposed. One plan for repurposing entails redeploying the most popular of the ACC.15 “intensive” sessions (4-6 hours in length) as regional programs, tacked onto existing ACC courses in major metropolitan areas to minimize expense. A planned 2015 pilot features the 2 most popular intensives from ACC.15 immediately before or after NYCVS & the Chicago Board Review so that healthcare professionals in those cities can experience the education without having to travel. In addition, these popular sessions will be captured and made available to chapters and institutions for a fee.

Additional Information:• Department: Education, Membership• Target Audience: Healthcare professionals with an interest in

cardiology• Credit Offered: CME, CE• Financial Value: Between registration fees, grant support, and

institutional licensing, ACC.15 Encore offerings have the potential to be profitable

• Strategic Plan: Purposeful Education• 5 Yr Goal: Repurpose content from Annual Meeting


Feasibility

Low High

Incremental Expense

• $30k per course = $60k total

Med


Revenue/Pricing• $200 x 300 attendees = $60k• Grant support = $50k• Licensing to third parties = $10k• Total = $120k

Stewardship

54

ACC.xx Grand Rounds for Chapters & InstitutionsLaunch in 2015

Description: Develop a series of grand rounds for hospitals to leverage to ease some of the burden of creating cardiovascular grand rounds for themselves. Hospitals that participate are able to have one of the grand rounds be held on their site (depending on demand). Hospitals that do not have an onsite grand round, can still be a part of the program and will have a smaller fee. Grand Rounds content would be developed from “Best of ACC” content and each grand round would be an hour. Content would be archived and saved for paying participants to reference. Content could also be available to Chapters.

Additional Information:• Department: Education, Membership• Target Audience: Institutions and ACC Chapters• Credit Offered: CME • Financial Value: $15k - $25k per subscribing institution; Product

becomes profitable in year 2• Non-Financial Value: Relieve some of the burden from hospitals

of producing educational grand rounds content by providing high-quality, trusted CV educational grand rounds series; Provides chapters with a limited amount of free education to use at their meetings

• Strategic Plan: Purposeful Education• 5 Yr Goal: Repurpose content from Annual Meeting

Existing or Planned

• Content already exists

Feasibility

Low High

Incremental Expense

Med

Dependencies• Institutional Sales Strategy

Revenue/Pricing

Stewardship

Market Size vs. Target• Market: 50 Systems, 2,100 Hospitals• Target: 12 onsite participants/ year and 30

virtual programs by 2019

• Revenue: $90-$600K per year• Onsite Pricing: $25K/hospital/yr• Virtual Pricing: $15K/hospital/yr

• Expenses: $25-$159K per year• .33 Bus Dev FTE• .5 Education FTE ongoing• .1 IT FTE ongoing• .5 Ed Sales FTE for recruitment ongoing

• Planned, does not exist currently

55

International Board Review ActivitiesLaunch in Singapore in 2015

Description: ACC plans to repurpose and customize our wealth of Board review content for select international audience, beginning with Singapore and expanding to Brazil, China, the Middle East, and Mexico. Education could be delivered in any combination of live and online formats, with live sessions devoted to topics that are specific areas of weakness for the country, and online modules available to cover the entire curriculum of adult clinical cardiology. Countries could mix and match the content formats to meet their budget. ACC will offer a pricing scale that takes into account the varying economic status between countries.

Additional Information:• Department: Education• Target Audience: International cardiologists preparing for either

initial Board certification or recertification; cardiologists looking for a comprehensive overview of adult clinical cardiology.

• Credit Offered: Country relevant credit• Non-Financial Value: Broadens ACC international reach by

repurposing already-created ACC educational content • Basis for Change: Feedback from international members• Strategic Plan: Purposeful Education• 5 Yr Goal: Expand ACC education for international CV specialists


Feasibility

Low High

Incremental Expense• Travel & honoraria for faculty ($60k for

Singapore)• .1 FTE in 2015, .2 FTE in 2016, .3 FTE in

2018 ongoing• Expense will vary by country

Med


Revenue/Pricing• Revenue $100K – $500K per year• Price – $100K per Board review course• 2015: 1 session; 2018: 5 sessions

Stewardship

Market Size vs. Target• Market: 32 International Chapters• Target: 5 Courses by 2018

56

Offer Best of ACC.xx Live Course to Health SystemsLaunch in 2015

Description: The Best of ACC.xx Live Course was developed to bring ACC.xx to a regional audience. A year’s worth of content on key topics is distilled by experts and presented in an intimate setting. The course is offered in two locations that are outside of the ACC.XX vicinity. We propose offer customizable day-long ACC.xx and NCDR.xx educational events to hospitals and systems, for a fee, to be held on or near their campus.

Additional Information:• Department: Education• Date Established: Best of ACC.xx debuted in 2013• Contract: Would be executed with individual Health Systems• Current Projects: Proposal to HCA has been delivered, not

response yet• Future Projects: Considering future delivery formats for ACC.xx• Non-Financial Value: Broadens ACC reach by repurposing

already-created ACC educational content• Strategic Plan: Purposeful Education• 5 Yr Goal: Repurpose content from Annual Meeting

Revenue/Pricing

Existing or Planned

Market Size vs. Target

• Best of ACC.xx currently exists• Best of NCDR.xx does not exist

• Market: 50 Hospital Systems• Target: 7 sessions for ACC.xx by 2018

Feasibility

Low High

Incremental Expense• Expenses: $50-$350K per year• ACC Expenses per ACC.xx Session: $50K• .5 FTE in Ed Sales ongoing

• Revenue: $100K-$700K• Price per ACC.xx Session: $100K• Grow from 1 session each/yr in 2015 to 7

sessions each/yr in 2018

Med

Stewardship

57

Multi-society ACC.xxPlanning & Design 2015; Launch 2016

Description: This initiative is a first step toward transforming the Annual Meeting into a multi-society partnership. During the ACC.16 planning and design phase, ACC will develop a business plan and management model, followed by negotiation with one selected partner society. ACC.16 implementation is dependent upon all leadership decisions being made no later than April 2015 when the ACC.16 programming will begin.

Additional Information:• Department: Education• Target Audience: ACC.xx attendees• Credit Offered: CME and MOC Part II• Basis for Change: To maintain relevance and positioning of

ACC.xx in the marketplace and to retain its position as the leader in cardiovascular education

• Strategic Plan: Purposeful Education• 5 Yr Goal: Transform Annual Meeting into a multi-society

partnership


enhancements are planned

Feasibility

Low High

Incremental Expenses• Fee to society: $100k-$250k • .25 FTE in 2016 and ongoing Med

Dependencies• Finalization of business model by April 2015

for ACC.16 planning• Model finalization will influence FTE

expense

Revenue/Pricing• $500 special pricing in year 1 for each society

member; after year 1 – based on member pricing

• $250k - $750k

Stewardship

Market/Target• Market: 5 relevant sub-specialty societies• Target: 1 by 2016, 2 in 2017 and 3 by 2018

58

CV Disease Certification Curriculum for APNs & PAsPlanning & Design in 2015; Launch in 2016

Description: To make ACC the professional home of advanced practice nurses and physician assistants, and make it more likely that they maintain their membership, the Education Division plans to develop a curriculum to help them prepare for certification in the cardiovascular space. Leveraging the CCT Council’s expertise and leadership, ACC will develop a certification exam either on its own or in conjunction with another organization, and offer a Board Review curriculum to help examinees prepare for the exam.

Additional Information:• Department: Education• Target Audience: Advance Practice Nurses & PAs• Credit Offered: CE • Financial Value: Board Review activities tend to be profitable for

ACC. This would be an extension of that line.• Non-Financial Value: Offering key education to our APN and PA

members would add value to their ACC membership.• Strategic Plan: Purposeful Education• 5 Yr Goal: Increase NP/PA/RN and team-based education

Existing or Planned• Content exists through Industry Training

and Board Review

Feasibility

Low High

Incremental Expense• $157k to put on the course• .5 FTE to research exam possibilities for

2015

Med

Dependencies• Creation of a cardiovascular certifying exam

or identification of a partner with an existing exam or who will develop an exam

Revenue/Pricing• $995 x 200 = $200k• $5k in grants• $205k total

Stewardship

59

Content Bundling and Licensing (e.g. Phillips) Planning & Design 2015; Launch 2016

Description: ACC educational content is world class and draws frequent licensing requests from companies across industries and institutions who are interested in using our content to support their business needs (i.e. Philips Healthcare, GE, Daiichi-Sankyo). Content bundling and licensing would benefit the ACC in several key ways: 1) diversify revenue stream; 2) provide a customized package of meaningful learning most applicable to an organization’s needs and budget; 3) provide a mechanism to more accurately identify relevant educational gaps and direct appropriate solutions to sustain ongoing business relationships (e.g. modified content, consulting services); and 4) expand the overall consumption and reach of ACC educational offerings (i.e. mobile, CV content marketplace).

Additional Information:• Department: Education• Target Audience: Domestic and global companies with a need

for CV education, centrally controlled by their in house Learning Management System (LMS) i.e. medical device, pharmaceutical Industry, any hospital or medical center

• Credit Offered: CME, CE, other as offered by ACC • Basis for Change: Improve valuation of content, acquisition of

educational outcomes data, need for adoption of multi channel model

• Strategic Plan: Purposeful Education• 5 Yr Goal: Repurpose content, deliver education using new

technology and formats

Existing or Planned• Content already exists• Past conversion of CathSAP supports

concept, ongoing Industry requests

Feasibility

Low High

Incremental Expense• $175k per content bundle• Software licensing $29k per bundle• .25 Bus Dev FTE in 2016 ongoing• .25 IT FTE in 2016 ongoing• .2 FTE in 2016 ongoing

Med

Dependencies• Conversion of online content to a federated

format • ACC maintains control as sole content

owner and distributor• Data transfer standards maintained

Revenue/Pricing• Revenue: $250k - $750k• $250k per bundle

*Incremental expenses will drastically decrease if LCMS acquired

Stewardship

60

ACCSAP 9 Planning & Design 2015; Launch 2016

Description: Users have asked for several key improvements to ACCSAP: 1) offer the education in multiple formats (text, video, and audio); 2) make the questions more prominent; 3) display question-related information in a user-friendly dashboard; and 4) allow users to choose whether to access the content online or offline via a mobile app. By modifying the SAP building tool and merging together our two existing Board Review products (ACCSAP and the CV Board Review MOD), ACC can deliver these improvements and meet user’s needs while increasing the price and realizing more net profit.

Additional Information:• Department: Education• Target Audience: Cardiologists preparing for either initial Board

certification or recertification; cardiologists looking for a comprehensive overview of adult clinical cardiology

• Credit Offered: CME and MOC Part II• Financial Value: Price increase will result in a much higher net --

$2.1M to $3.8M (a 64% or 184% increase over ACCSAP 8)• Non-Financial Value: Two of our member segments (FITs and

Clinical Cardiologists) depend greatly on ACC for Board Review education

• Basis for Change: Feedback from ~200 ACCSAP users• Strategic Plan: Purposeful Education• 5 Yr Goal: Deliver education using new technology & formats


improvements are planned

Feasibility

Low High

Incremental Expense

• Expense to be covered by LCMS budget

Med

Dependencies• New SAP authoring tool integrated with

LCMS

Revenue/Pricing• Price: $1,225 online; $1,400 online + print• Unit Sales: 2,851 – 4,025*• Revenue: $3.8M - $5.4M

*lower range unit sales reflects ACCSAP 8 sales less 30% & higher range reflects ACCSAP 8’s projected unit sales.

Stewardship

61

New Educational Relationship GuidelinesLaunch 2015

Description: ACC currently provides CME joint providerships, co-providerships and CNE co-providerships to non-CME/CNE accredited ACC chapters and other organizations in which ACC member leaders are involved, allowing CME/CNE credits to be awarded to participants in the activity. The terms and requirements of these relationships are dictated by the ACCME and the ANCC and require ACC to assume final responsibility for the content and conduct of the activity. Additionally, a number of other loosely defined educational relationships exist at ACC (e.g. collaboration, cooperation, endorsement, secondary co-sponsorships, etc.). ACC wishes to create clarity and consensus regarding the meaning & use of all of the above relationships and associated policies, procedures and fee structures.

Additional Information:• Department: Education• Target Audience: ACC Staff, ACC Chapter Governors &

Executives, other joint, or co-providers & other organizations• Credit Offered: CME/CNE • Financial Value: There is income potential by providing (and

potentially expanding) these educational relationships. Approximately $50K in fee income was realized in 2013 from some of these relationships

• Basis for Change: To create consistency throughout ACC’s educational relationships and assure ACCME & ANCC compliance

• Strategic Plan: Purposeful Education• 5 Yr Goal: Standardize educational relationship opportunities

Existing or Planned• Relationships already exist• Standardization is planned

Feasibility

Low HighMed

Dependencies• ACCME requirements for CME joint

providerships & co-providerships, ANCC requirements co-providerships (CNE)

Revenue/Pricing

• $50k or more

Internal Processes

• $50k r moreIncremental Expense

• No additional expense beyond the current budget is required.

62

New Activity Planning Table ProcessLaunch in 2015

Description: An updated planning table process will allow ACC to partner with faculty to identify and describe the linkage of educational needs through assessment and instructional design for an activity. This updated process will simultaneously capture the activity-level documentation needed to support both ACCME and ANCC accreditation and also the linked evidence that will enhance the focus and quality of our educational offerings. Our clinical needs assessments are the foundation of our educational planning process. This information is then linked with competencies, which is the method by which we will be able to tag our education to support our movement toward personalized education. Assessment methodologies are also linked to support the capture of key performance indicators, which feed our opportunity to analyze activities across our full CME/CE Program.

Additional Information:• Department: Education• Target Audience: Faculty planners and staff• Financial Value: Increase efficiency of planning process and

include key staff team members at appropriate time of process to effectively support faculty planners

• Basis for Change: Evolutionary need for incorporation of key information from gap and LLL Statements as part of activity development to support tagging that will allow for delivery of personalized educational recommendations to learners and curriculum analysis metrics

• Strategic Plan: Purposeful Education• 5 Yr Goal: Employ quality standards for excellence in education

Existing or Planned• Existing staff team in place and work on the

updated documentation is in process

Feasibility

Low High

Incremental Expense

• No additional expense beyond the current budget is required.

Med


Revenue/Pricing

• There is no revenue directly associated with this activity.

Internal Processes

63

Annual Curriculum Evaluation ProcessLaunch in 2015

Description: ACC’s educational curriculum must stay relevant to its members and offer learning based on evidence of member needs. Members should govern the process of analyzing the curriculum and determining what changes and/or updates should be made to keep the curriculum current. An annual curriculum evaluation process is being set up via a collaborative effort among the ACC Competency Management Committee, the Education Standards & Outcomes Committee and the Curriculum Design Committee. Staff will support the process by providing data and reports. Recommendations for annual curriculum changes will be brought before the Lifelong Learning Oversight Committee (the top member governance group for Education) for their vetting and approval each year.

Additional Information:• Department: Education• Target Audience: ACC Education committee members• Non-Financial Value: Mission fulfillment for ACC members

through designing a curriculum of highest relevance and need• Basis for Change: Process to keep curriculum nimble and

current• Strategic Plan: Purposeful Education• 5 Yr Goal: Offer a nimble and relevant ACC curriculum


Feasibility

Low High

Incremental Expense

• No incremental expensesMed

Dependencies• Staff timely production of data analyses

and reports• Committee decisions according to timeline

Revenue/Pricing

Internal Processes

• There is no revenue directly associated with this activity.

64

Curriculum Content TaggingLaunch in 2015

Description: Using key elements from our planning table we will begin to tag key identifiers to our content during the development process. The tags will allow for increased content/curriculum level search capabilities. The tagging will also form the basis for the evolution of our ability to provide personalized learning plans for our learners.

Additional Information:• Department: Education• Target Audience: All learners accessing ACC content• Credit Offered: Applicable to all credit-type offerings • Financial Value: Increases value of ACC education to

membership as they are able to have personalized learning experience

• Basis for Change: Feedback from members for personalized learning plans

• Strategic Plan: Purposeful Education• 5 Yr Goal: Offer a nimble and relevant ACC curriculum

Existing or Planned• Existing: Tagging to ACGME Competency

Domains• Planned: Tagging to LLL Competency

Statements

Feasibility

Low High

Incremental Expense

• 1 FTE in 2015 ongoing

Med

Dependencies• Content management system that allows

for tagging at this level and ability for learner to search for content based on competency

Revenue/Pricing• There is no revenue directly associated

with this activity

Internal Processes

65

Revised Grant Proposal and Funding ProcessLaunch in 2015

Description: The Education grants team plans to re-design the grants process to provide greater opportunities for the ACC. The four main focus areas include: 1) higher level integration with curriculum planning cycle to validate grantor direction/strategy; 2) higher grantor ROI by showing linkages among funded opportunities (grant activities which are built upon prior funded activities); 3) introduction of new non-traditional funders (foundations, insurers, etc.) to provide non-clinical education (leadership, communications, etc.); and 4) increased collaboration with other ACC business lines to provide grantors with greater depth of content (NCDR data, education, advocacy); collaborative efforts for disease state initiatives.

Additional Information:• Department: Education• Financial Value: By providing greater ROI and well-designed

initiatives, grant funding will be consistent YOY at a minimum. Increased funding is likely by ensuring that initiative outcomes are robust.

• Non-Financial Value: Grantors are beginning to look for a greater return on their investment and will be evaluating providers with greater scrutiny. The new process will ensure that the ACC will maintain its high status among grantors and their continued support for ACC initiatives.

• Basis for Change: Need to provide greater ROI for grantors• Strategic Plan: Purposeful Education• 5 Yr Goal: Build an efficient grant funding system

Existing or Planned• Planned for 2015

Feasibility

Low High

Incremental Expense

• .5 FTE beginning in 2017 ongoing

Med

Dependencies• Data needs to be easily attainable

Revenue/Pricing

• 5-10% increase in grant funding YOY; for 2016 would equate to $250k-$500k

Internal Processes

66

Opportunities/Threats Communication ProcessPlanning & Design 2015

Description: 2015 will bring a new intensity to our focus on organizational health. ACC education recognizes that greater cohesion and collaboration across divisions is paramount to our success and maintaining our competitive advantage. A disciplined approach to tactical and strategic discussions will be established, which form the backbone of a internal process that can be preserved. Some of the overall outcomes of these efforts will include: 1) improved alignment with business development, monitoring industry pipeline changes to intelligently identify future funding opportunities; 2) align curriculum offerings with educational gaps to maintain competitive advantage; and 3) provide greater member value in preparation for inevitable competing forces in the cardiovascular education.

Additional Information:• Department: Education• Target Audience: Business line leads• Non-Financial Value: Establish/reinforce business goals,

strategic anchors, measured value and practice the disciplines of healthy organizations

• Basis for Change: Evolution of new strategic plan, recognition of need for improved communication amongst teams

• Strategic Plan: Purposeful Education• 5 Yr Goal: Offer a nimble and relevant ACC curriculum

Existing or Planned• Implementation of new grantor strategy

Feasibility

Low High

Incremental Expense

• There is no expense beyond the existing budget.

Med

Dependencies• Cross divisional/business line goal sharing

Revenue/Pricing• There is no revenue directly associated

with this activity.

Internal Processes

67

Question Management DatabaseLaunch in 2014

Description: Questions are the backbone of most of ACC’s educational offerings and they are currently managed through spreadsheets and Word documents, which makes it impossible to easily and efficiently update and maintain them. Centralizing all questions in a single database will allow staff to determine how many questions already exist that meet specific criteria and allow faculty to write and review their questions in a central system.

Additional Information:• Department: Education• Target Audience: Staff, faculty, all ACC members and key

constituents who participate in ACC educational activities• Credits Offered: CME, CE, and eventually international credits• Financial Value: Although there is no revenue directly associated

with a question database, questions are the most popular element of many of our educational offerings (ACCSAP, CathSAP, EchoSAP, etc.)

• Non-Financial Value: Efficiency for staff and faculty who write questions

• Strategic Plan: Purposeful Education• 5 Yr Goal: Employ technology tools to enhance educator

efficiency

Existing or Planned• Question database exists• Font end presentation and mobile app are

planned

Feasibility

Low High

Incremental Expense• $45,000 first year/$15,000 each

consecutive year• $30,000 one-time customization fee• $15,000 annual licensing rate

Med

Revenue/Pricing• $0 – revenue will be actualized within other

products, i.e., ACCSAP9

Dependencies• IT integration with ACC.org and Personify

for transcript


68

Faculty DatabaseLaunch 2015

Description: The development of a central repository of Clinician Educator information will provide a consistent and systematic method to facilitate informed selection of appropriate and qualified faculty for ACC’s educational offerings. In addition to the efficiency created, this tool will improve two key areas: 1) targeted member engagement in the development and delivery of education, both domestically and internationally; and 2) increased opportunities for outreach and involvement of ACC chapter members in ACC educational activities.

Additional Information:• Department: Education• Target Audience: Course Directors, ACC staff , ACC member

stakeholders (BOG, Master faculty) • Financial Value: Best practice approach to secure best faculty

will help maintain existing educational revenue streams• Non-Financial Value: Meet the technology requirements of ACC

Member leaders, Course Directors, Program Managers• Basis for Change: Operational need to search, filter, sort ACC

faculty across multiple selection criteria (i.e. Emerging Faculty)• Strategic Plan: Purposeful Education• 5 Yr Goal: Maintain high performing team, employ tools to

enhance educator efficiency

Existing or Planned• Functional prototype currently developed• Member group surveys planned

Feasibility

Low High

Incremental Expense

• $25k - $100k depending on whether we build or license the system

Med

Dependencies• IT integration with requisite educator

demographic data and meeting level data

Revenue/Pricing• There is no revenue directly associated with

this activity. It is foundational and will support other revenue generating activities.


69

LCMS/Authoring Tools Integration & Content Migration(if acquired)

Description: The Education business unit is currently assessing the benefits, risks and overall feasibility of acquiring and integrating a new Learning Content Management System (LCMS)* to meet the current and future educational needs for the members of the College. Key activities being performed during the assessment include —

• Developing business cases, a market analysis and a financial forecast outlining potential opportunities and risks of acquiring an LCMS for the College• Documenting user requirements to assist ACC through the solicitation and potential selection of the new LCMS• Preparing and presenting a final recommendation on the acquisition of an LCMS, including a preferred vendor partner

*A Learning Content Management System (LCMS) is a software technology that provides a multi-user environment where developers, authors, instructional designers, and subject matter experts may create, store, reuse, manage, and deliver digital e-learning content from a central repository. An LCMS would allow content to be designed and distributed in a greatly expanded number of ways, allowing for licensing of custom content bundles to healthcare institutions, training programs, CV simulation centers and healthcare industry partners.

Additional Information:

The LCMS proposal and business plan is being delivered as a separate document and proposal. Notations have been made in this plan of activities that are dependent on the acquisition of an LCMS for successful implementation.


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Staff Professional Development, Goal Sharingand Cross Training (Launch in 2015)

Description: As the field of continuing education advances so too must our staff. Just as we need to evolve the skill sets of our faculty and our members, we also need to evolve the skill sets of our staff team. Our goal is to have the staff team rate both level of relevance and confidence relative to a set of key staff competencies. The output of this exercise will form the basis for a more coordinated professional development plan that will reach across the education division and leverage our resources more efficiently in meeting common needs of the group, while still supporting specific needs of specialists within our group.

Additional Information:• Department: Education• Target Audience: Staff team• Non-Financial Value: Supporting staff in evolving their careers

should be a mitigating factor in retention and also increase our collective abilities to deliver value to our members.

• Basis for Change: Required to keep staff performance at optimal level to support changes in Education and the translation of these changes into our Curriculum that provides maximum benefit to our learners

• Strategic Plan: Purposeful Education• 5 Yr Goal: Maintain a high performing staff team

Existing or Planned• While professional development happens

yearly, we want to evolve our planning

Feasibility

Low High

Incremental Expense

• There is no expense beyond the existing budget.

Med

Dependencies• Development of education staff

competencies for use in measurement phase of project

Revenue/Pricing• No revenue is directly associated with this

activity


71

Clinician Educator Professional DevelopmentElements to Launch Across Years – Through 2018

Description: As we continue to shift from teacher-directed education to learner-directed education, in which the focus of the activity will be sharpened by the learning needs of the audience and learning needs will be juxtaposed against the competencies that are essential for the highest quality, patient-centered clinical practice, we must support our clinician educators through this process. Our project objectives are: 1) to create a faculty cohort that supports the implementation of a competency-based education program; 2) to enhance the effectiveness of all faculty members in responding to learner needs; 3) to develop a progressive ladder and mentorship program that supports, recognizes, and promotes the educational expertise of faculty members from initial presenters to master educators; and 4) to nurture a community of educators who are committed to learning and to education at the ACC.

Additional Information:• Department: Education• Target Audience: Clinician educators • Financial Value: Investing in our faculty will result in higher-

quality educational offerings, justifying our registration fees and sales prices and helping to maintain our existing revenue streams.

• Strategic Plan: Purposeful Education• 5 Yr Goal: Employ technology tools to enhance educator

efficiency

Existing or Planned• Existing….pilot in progress

Feasibility

Low High

Incremental Expense• $80k for live course that occurs every year

Med

Dependencies• Financial support to enhance offerings to

clinician educators

Revenue/Pricing

• No revenue directly associated with this


education 5-year business plan (2014-2018) draft

Documents

interprofessional education

draft slide

purposeful education

education staff

medical education accme

education business trends

practice census slide

healthcare providers