Strategic Planning (Concurrent Session)-Strategic Planning-Member Engagement in Strategic Transformation

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This document discusses member engagement in strategic transformation within an organization. The focus is on the Academy of Physical Medicine and Rehabilitation (AAPM&R), which underwent a strategic planning process in 2017 to prepare for the future of healthcare. The typical strategic planning process was changed to incorporate statistically significant market research and continuous engagement opportunities. The engagement focus approach involved input from stakeholders, including committee leadership and volunteer leaders throughout the process. The core questions addressed the challenges and opportunities facing the specialty and the practice areas.<br /><br />The strategic planning process included engaging thousands of physiatrists through surveys, virtual town halls, focus groups, and site visits. The vision for the specialty was developed based on research findings and discussions with 50 physiatrists in a "Summit" gathering. The strategic plan was then adopted by the Board of Governors and aligned with existing Academy structures.<br /><br />The key outcomes of the strategic planning process included the development of five practice area strategic plans, the creation of a Steering Committee for oversight, engagement opportunities with members, and continued alignment with member needs. The 2023 strategic planning process involved market research to gauge member support and a dedicated social media strategy to increase transparency.<br /><br />The social media strategy aimed to provide insight on the governance process, showcase peer leadership, and demonstrate how members' input is used in decision-making. Various types of posts were shared, including pre-event updates, updates throughout the day, interviews with leadership, and wrap-up stories.<br /><br />The key learnings from this process were the importance of offering a variety of engagement opportunities, addressing barriers to the vision, building understanding around value-based care, and providing transparency to members. The process also identified new volunteers who are future-focused and involved in volunteerism.<br /><br />Overall, the engagement of members in the strategic transformation of the Academy of Physical Medicine and Rehabilitation has led to positive outcomes and continued alignment with member needs.

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Tracy Sereiko MBA, CAE
Megan Brunner, MBA

Keywords

member engagement

strategic transformation

organization

Academy of Physical Medicine and Rehabilitation

AAPM&R

strategic planning process

healthcare

market research

continuous engagement

stakeholders