What Every College Insider Should Know:

Role of Trustees in Policy Setting and Strategic Planning

Facilitator:John Gordon Harold, MD, MACC

President-Elect, ACC

The Mission of the ACC

To Transform Cardiovascular

Care and Improve

Heart Health

ACC Staff

8 Divisions of the College348 Full Time Employees

Professional Development

and EducationScience

and Quality

Advocacy

Membership, Human

Resources and Operations

Business Development and Entrepreneurship

Finance and

Strategy

Technology and Business Services

Marketing and Communication

s

Chief Staff Officer: Tom Arend

NCDR

Quality & Clinical Documents

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ACC Board of Trustees• The College is governed by the Officers and the

Board of Trustees, who are responsible for transacting all the business required to carry out the goals and mission of the College. Elected at the annual business meeting, the Board of Trustees consists of 31 members of the College (includes new public member)

• Incoming trustees are elected yearly at the annual business meeting to serve five-year terms on the Board.

2012-2013 ACC Board of Trustees

ACC Board of Trustees• Approves annual plan and budget.• Establishes governing policies and bylaws.• Fulfills all legal, ethical and fiduciary

obligations of the College.• Selects and evaluates Chief Executive Officer• Executive Committee of the BOT acts on

behalf of the Board between meetings.• Presidential Team leadership guidance.• Strategic Planning

ACC Board of Trustees

• Public Member: Ms. Deborah L. Ness

Mission VisionValues

StrategyMap

Balanced Scorecard

Strategic Metrics

StrategicPriorities

ACC Strategic PlanTo Transform Cardiovascular Care and Improve Heart Health

ACC is Transforming Cardiovascular Care and Improving Heart Health

MissionTo Transform Cardiovascular Care and Improve Heart HealthVisionThe members of the College will dramatically reduce the incidence, severity and complications of cardiovascular disease as we promote prevention, reduce disparities in health care, and improve personal and population-based cardiovascular health.Values• Professionalism: The interests of patients are primary.• Knowledge: The College must promote growth, dissemination and application of

knowledge about cardiovascular medicine.• Value of the cardiovascular specialist: The cardiovascular profession makes a

distinct contribution to medical care that should be recognized and enhanced.• Integrity: Honesty, compliance with legal requirements, and ethical behavior are

essential in all activities.• Member driven: The College and its major activities must be led by active

members and must promote volunteerism.• Inclusiveness: The College involves a broad range of volunteers that reflects the

composition of its membership.

2013 Balanced Scorecard (BSC) Workgroup

• Comprised of specific appointed member leader positions.

• Subgroup of the Executive Committee. • 2012 BSC Work Group:

• President-Elect – Dr. John Harold –Chair, Balanced Scorecard Workgroup

• President – Dr. William A. Zoghbi• Vice President – Dr. Pat O’Gara• BFIC Chair/Treasurer – Dr. C. Michael Valentine• BOG Chair Elect – Dr. David May

Agenda #5 – Attachment A

13

Mem

bers

and

S

take

hold

ers

Financial

ACC/ACCF Strategy Map

People and Culture

Inte

rnal

Pro

cess

es

enableus to

execute

thatdriveour

With Our

People

theStrategic Actions

Member Service

Excellence

Our Resources

Increase the Value of Membership

To ensure that

we attain

19a. Promote innovation and cv science leadership in all we do19b. Drive Health System Reform to deliver highest quality care

12. Add value to the FACC designation

9. Promote adequate workforce, training and support for cv

patient care

4. Create and develop responsive, innovative, and

relevant educational opportunities

1. Help improve cv care and foster disease prevention

7. Identify the latest advances

13. Obtain a high level of member involvement and

satisfaction

15. Collaborate effectively with other health related

organizations (US and Non-US) to achieve mutual goals

10. Strengthen members’ ability to effectively lead,

manage and improve their practices

17. Communicate effectively to ensure members

recognize and appreciate the impact of the College’s

efforts

16. Strengthen policy, political and payer advocacy to support and promote the role and importance of cv

specialists

11. Deliver cost-effective products and services for all

member segments

8. Promote and uphold the highest professional

standards in patient care and physician conduct

23. Maximize sales revenues from current

activities24. Manage net assets 25. Manage expenses

versus budget26. Ensure a healthy mix

of funding sources

20. Promote good governance and maintain a member-driven

organization

22. Cultivate leadershipamong engaged members

21. Develop a high performing, satisfied staff

18. Use environmental and market information to drive

member value

14. Run programs and services in an effective and efficient manner

6. Develop clinical standards

2. Improve patient engagement and outcomes

5. Disseminate tools and best practices (products, services, and programs) for ready use

by providers, patients and policymakers

3. Communicate the latest advances

Turn CV Knowledge Into Practice to ImprovePatient Care

Our MissionTo Transform Cardiovascular Care and Improve Heart HealthOur

Enduring Purpose

5 Year Vision Developed in August 2007 at the Board of Trustees

Retreat Meeting

VISION 2018: A 5 Year Strategic Plan

Standing On The

ShouldersOf

Giants