ADCES 2019-2023 Strategic Plan Overview

ADCES is driving a strategic plan to position diabetes care specialists for future success by integrating clinical and self-management aspects, embracing technology, and ensuring person-centered care. The plan focuses on expanding access to specialists, fostering collaboration, and advancing diabetes care frameworks to achieve comprehensive care models.

Download Presentation

Please find below an Image/Link to download the presentation.

The content on the website is provided AS IS for your information and personal use only. It may not be sold, licensed, or shared on other websites without obtaining consent from the author. Download presentation by click this link. If you encounter any issues during the download, it is possible that the publisher has removed the file from their server.

• ADCES
• Diabetes care
• Strategic plan
• Healthcare
• Specialization

kamilah Follow

Uploaded on Mar 22, 2024 | 0 Views

Presentation Transcript

1. 2019-2023 Strategic Plan

2. Background: ADCES Vision for the Specialty ADCES is in the process of an aggressive, multi-year initiative to position diabetes care and education specialists for success in the future. Our goal is for diabetes care and education specialists to: Serve as the epicenter of the diabetes care team, integrating the clinical and self-management aspects of care. Be recognized as addressing the full scope of cardiometabolic care and education. Ensure the integration of behavioral health. Embrace technology and data interpretation to ensure safe, real time and quality care and education for people with diabetes and the diabetes care team. Embrace and guarantee person-centered care Be instrumental in helping the care team achieve all components of the Quadruple Aim.

3. Underlying Principles A significant opportunity exists to expand access and utilization of diabetes care and education specialists and their services. A central organizing framework that is collaborative in nature is needed to ensure a person-centered, holistic view of diabetes care and an understanding between stakeholder groups. The diabetes care and education specialist s role has and will continue to evolve as a key component of the care team. Technology will continue to shape and drive diabetes care creating system wide shifts across the care team.

4. ADCES and Diabetes Care and Education Specialists can influence and impact these spheres of influence at both the individual and system levels. Leveraging that voice is critical to the future of the specialty.

5. Stakeholder and Value Statements Persons with, affected by or at risk for diabetes and related cardiometabolic conditions ADCES is the trusted source for information and resources related to prediabetes, diabetes and related cardiometabolic care, and advocates for access to that care. Diabetes Care and Education Specialist ADCES is committed to preparing and supporting the diabetes care and education specialist for a central role within health care. Diabetes Care Team ADCES embraces and champions the team approach in prediabetes, diabetes and the full cardiometabolic spectrum. ADCES is the premier provider of cutting-edge resources and tools for all members of the care team. Collaborating Organizations ADCES fosters partnerships to drive innovation in prediabetes, diabetes and related cardiometabolic care.

6. Key Priorities Implement the vision for the specialty. Advance the identity, reputation and expertise of the specialty and the care team. With input and contribution from key stakeholders, define a diabetes- cardiometabolic care framework to advance a continuum of care model for diabetes and cardiometabolic conditions. Embrace and ensure ADCES is the leading organization that provides exemplary support, products and services to the care team.

7. Key Priority: Advance the Vision Goals and strategies: Implemented vision that results in improved skills and increased opportunities for the diabetes care and education specialist Update competencies. Work with stakeholder organizations to build understanding and secure support for the vision. Seek external partnerships that advance the vision. Identify opportunities within ADCES programs, products and services to reflect the vision. Professional development opportunities in the areas of practice, leadership and management that result in a workforce prepared for the future. Conduct needs assessment for diabetes care and education specialists (2019/20) and other stakeholders (2021). Use to inform professional development content. Explore business models that allow ADCES play a central role in the professional development of the care team. Career pathway for the diabetes education and care specialist that demonstrates competency and provides a means to achieve an expanded role.

8. Key Priority: Advance the Specialty and the Care Team Goals and strategies: Retitling and rebranding effort that results in widespread acceptance and adoption by those within the specialty and by key stakeholders such as members, regulatory agencies, payers, employers/health systems and the public. Work with The Brand Consultancy to reposition the specialty and rebrand the association. Develop an internal launch plan across internal and external audiences. Engage the support of key stakeholders in order to reposition the diabetes care and education specialist. Widespread recognition of the impact of both the diabetes care and education specialist and care team on the Quadruple Aim, which looks at cost and outcomes, as well as patient and provider satisfaction. Establish baseline research documenting diabetes care and education specialists impact in each area of the quadruple aim. Seek funding for a research fellowship. Establish a three-year research agenda to support the vision and the strategic plan. Continued on next slide

9. Key Priority: Advance the Specialty and the Care Team, cont. Increased recognition of ADCES as the expert organization supporting the diabetes care team. Build ADCES competencies in strategic collaboration. Engage stakeholders in developing the cardiometabolic framework. Define roles across the care team. Develop a business model to position ADCES in a central role in the professional development of the care team. Increased inclusion and participation for ADCES by decision-making bodies such as regulatory agencies and payers. Define priority organizations for ADCES to work collaboratively with in order to advance the goals of the strategic plan. Develop an action plan.

10. Key Priority: Define Diabetes-Cardiometabolic Care Framework Goals and strategies: Defined diabetes-cardiometabolic care framework that emphasizes the continuum of care and focuses on providing holistic, person-centered care for the person with diabetes, prediabetes and related cardiometabolic conditions. Define the purpose, goals and scope of the cardiometabolic framework. Identify key stakeholders to engage in the framework development. Establish and support a workgroup to define and publish the framework. Widespread recognition of the diabetes cardiometabolic care framework and the critical role of all care team members. Identify proposed publication to publish the framework. Identify roles of participating organizations in promoting or adopting the framework. Create an action plan for dissemination and adoption of the framework based on the purpose, goals and scope defined above. Access barriers identified and strategies deployed that improve access, quality and compensation. Advocate for enhanced payment for diabetes care and education. Form a Payment Committee to develop an action plan to influence payment through collaborative efforts and direct advocacy. Develop specific roles for ADCES to have a more visible role in payment structures.

11. Key Priority: Exemplify Organizational Excellence Goals and strategies: Organizational capacity that is strong enough to support and sustain the strategic plan s goals. Grow organizational revenue 50% by 2025. Wider net of new member groups that result in strong membership growth. Grow core membership of diabetes care and education specialists each year. Develop a long-term business model to serve and engage other members of the care team. Increased breadth of product offerings that increase revenue. Conduct a care team needs assessment to define products and services. Increased role and exposure resulting in new and stronger collaborations with key stakeholder organizations. Define the key stakeholders critical to the success of the strategic plan and develop ADCES core competencies in strategic collaboration. Explore organization structures to ensure they support stakeholder perspectives as the association implements the strategic plan.

12. Success Metrics Define a utilization metric and grow use to 100%. The diabetes cardiometabolic care framework is defined, published and used by the care team and related stakeholders. New research and data that demonstrates the efficacy and impact of diabetes care services is published. Services are compensated across the care continuum. Educational programs are developed that address the needs of all members of the care team. ADCES grows membership and revenue.