February 7, 2009

Dear Friends,

It gives me a great honor to present to you the California Medical Association Alliance’s 2009-2011 Strategic Plan. What you hold in your hands is the result of hours of discussions, interviews, brainstorming, and visioning sessions on the part of the Strategic Planning Committee, board members, community members, and members of the medical community throughout California. Each had a voice, as well as a stake in the organization and took into account the best interest of the family of medicine and of those our physicians care for.

This strategic plan will serve as the road map for the CMAA over the next two years. As a key force in the development of this plan, the CMAA Board of Directors will use the plan to guide the organization’s work and assess progress in achieving the key directions and priorities described. The board will use this plan to develop subsequent work plans and activities designed to support the CMAA’s important vision and purpose.

We hope you will join with us as we move the organization into the future, striving to make California an ideal place to cultivate a healthy family and lifestyle.

With Warm Regards,

Debbi Ricks, President

California Medical Association Alliance

California Medical Association Alliance

Strategic Plan

2009-2011

MISSION STATEMENT

The CMAA increases the ability of Californians to improve their own health. We will accomplish this by:

• Developing county-level leaders
• Educating people about health and advocacy issues
• Connecting national resources and local entities
• Partnering with medical communities, the public sector, and private enterprise
• Supporting the medical family

VISION STATEMENT

California is an ideal place to cultivate a healthy family and lifestyle.

BHAG

("Big Hairy Audacious Goal") *

By 2012 we will have six additional active counties.

Current counties: 7 urban, 4 suburban, 4 rural

Future: 2 more urban, 2 more suburban, 2 more rural

VALUES STATEMENT

We value:

• positive attitudes among our leaders and membership

• that board members and membership be respectful to each other in all circumstances

• the uniqueness of the medical family

• teamwork among our board and membership

• reliability and accountability once a person takes on responsibility for a specific project

• that change is necessary and are open to this prospect

• integrity, honesty, and transparency among our leaders and membership

• the friendships that are created through the efforts of the board and membership

• upholding the guiding principles as set forth by our organization

• our diverse backgrounds within the medical family

* The phrase Big Hairy Audacious Goal ("BHAG") was coined by James Collins and Jerry Porras in their 1996 article entitled Building Your Company's Vision.

Who We Are and What We Do

The California Medical Associations Alliance was established in 1929 and is an affiliate of the California Medical Association. It is a membership organization consisting of physicians, physicians in training, spouses/partners and friends of medicine who are dedicated to the health of California through education, community service programs and legislation. 

The CMAA is part of a federation that includes the American Medical Association Alliance and local county Alliances. Fundraising, legislative advocacy, and health-related projects are components of all three levels of the Alliance. The CMAA and the AMAA provide leadership training, advocacy training, and networking opportunities for the local county members. Currently the CMAA has approx. 2,000 members with 15 active county Alliances.

CMAA STRATEGIC PLAN

February 7, 2009

PRIORITIES

1. We will become the statewide resource for leadership development and training of County Alliance leaders. (Sources: CMAA Leadership Internal Survey /Winter Board Meeting 2008)

2. We will become the “go-to” statewide partner for legislative awareness on health-care issues to County Alliances. (Source: CMAA Leadership Internal Survey)

3. We will work with other groups to develop high-impact, health-related programs for County Alliances. (Source: CMAA Leadership Internal Survey)

4. We will improve our statewide governance and management functions. (Source: CMAA Leadership Internal Survey)

5. We will update our mission and vision statements to reflect the realities of the new millennium. (Sources: CMAA Leadership Internal Survey/Winter Board Meeting 2008)

6. We will increase our Foundation’s impact on our mission. (Source: CMAA Leadership Internal Survey)

7. We will strengthen the relationship between the CMA Alliance and the CMA.

(Sources: CMAA Leadership Internal Survey/External Interviews)

PRIORITIES, GOALS, AND OBJECTIVES

1. We will become the statewide resource for leadership development and training of County Alliance leaders

Goals:

• We will increase networking between the AMAA and Alliances to access national programs offering leadership development training.

• We will improve the CMAA website to include information on “best practices” for Alliance leaders.

• We will continue to increase our County Alliances’ capacity in the following areas: leadership, membership recruitment, computer literacy, newsletter development, website development, and members’ Internet literacy to maximize our work long-distance.

• Objectives:

1. We will provide leadership training customized to individual County Alliance needs.

2. We will increase cultural diversity within all of our membership.

3. We will develop programs to recruit medical students, residents, spouses, and partners.

2. We will become the “go-to” statewide partner for legislative awareness on health-care issues to County Alliances.

o Objectives:

i. We will provide up-to-date legislative alerts via email, newsletter, and/or mailed communications so Alliance members are familiar with and are actively participating in health-related issues affecting Californians.

ii. Through our improved website, we will connect our County members to an ongoing list of hot legislative issues.

3. We will work with other groups to develop high-impact, health-related programs for County Alliances.

Goal:

§ We will continue our work with Counties to determine which high-impact, health-related programs may be implemented to benefit specific communities and populations.

4. We will improve our statewide governance and management functions.

Goals:

§ We will adopt a more streamlined board committee structure

§ We will create and implement an Executive Director position to maximize the impact of our board members, members at large, and volunteers while maintaining the wonderful social aspect of our work together.

§ We will partner with our CMAA Foundation leaders to create a more positive and productive relationship.

5. We will update our mission and vision statements to reflect the realities of the new millennium.

Goals:

§ We will adopt a new mission and vision statement.

§ In celebration of our time-tested traditions, we will re-acquaint our CMAA members with the stated values in this plan.

§ We will adopt and fully commit to a “Big Hairy Audacious Goal” for the next three years. (BHAG)

o Objective:

i. We will activate or re-activate two county alliances in each of the next three years.

6. We will increase our Foundation’s impact on our mission.

Goals:

• On an annual basis, we will engage our CMAA Foundation in joint planning to maximize productivity and positivism in our work together.

• We will increasingly expand our Foundation’s philanthropic activity.

o Objectives:

i. We will maximize local and statewide leadership.

ii. We will network and mutually benefit from a clearer and more productive relationship with the CMA Foundation and similar others.

iii. We will recruit board members that have proven fundraising experience.

7. We will strengthen the relationship between the CMA Alliance and the CMA.

Goal:

§ We will interface more closely and intentionally with our CMA partners to increase Alliance membership.

o Objective:

i. Every new CMA member will trigger a new contact for us to cultivate as a new Alliance member.

APPENDIX

1. ORIGINAL MISSION STATEMENT

2. SUMMARY OF INTERNAL CMAA LEADERSHIP SURVEY

3. SUMMARY OF WRITTEN RESPONSES FROM LEADERSHIP SURVEY

4. SUMMARY OF EXTERNAL SURVEY

5. COUNTY ALLIANCE DEFINITIONS AND ACTIVE COUNTY ALLIANCES

Original Mission Statement

The California Medical Association Alliance is an organization of physicians, spouses, and friends of medicine dedicated to the health of California through education, community service programs and legislation.

CMAA LEADERSHIP SURVEY 2008

SUMMARY OF CMAA LEADERSHIP SURVEY RESULTS - December 2008

ALL Leadership Respondents

§ The majority of respondents felt the specific roles of the CMAA should be targeted toward providing assistance to the County Alliances. The top three priorities were listed as follows:

- Provide leadership training to the County Alliances

- Provide legislative awareness relating to health care issues

- To develop health-related programs for the County Alliances

§ The top priorities to increase active involvement of County Alliance members is for the CMAA to provide the following:

- Leadership development on how to attract new leaders

- Provide specific leadership training for Alliance President-elects and Board Officers

- Provide membership recruitment training

§ A majority felt that organizations like the CMAA are still relevant to Californians today.

§ Respondents feel that it is important to have a working relationship with the CMA and we currently have a “somewhat effective” working relationship.

§ The working relationship between the CMAA and County Alliances is primarily viewed as being “effective” or “somewhat effective”.

§ A majority of respondents were “not sure” of the working relationship between the CMAA and the Foundation. Secondly, the opinion between having a “somewhat effective” and a “non-effective” working relationship was almost 50/50.

§ Over one-half of respondents agree with the statement “The CMAA’s purpose is to increase the ability of Californians to improve their own health”.

§ The best way to communicate with our leaders is primarily via email followed by mailed communications.

Current CMAA Board Members

§ It was almost an even split on whether Board of Directors members felt that the current committee structure is effective.

§ A majority of board members knew what their roles and responsibilities are.

§ 95% felt that the CMAA President was communicating effectively.

Past CMAA Board Members

§ A majority agreed that the board’s committee structure was effective; however, comments stated that there seemed to be more structure in the past.

§ 58.8% knew what their roles and responsibilities were while 29.4% “somewhat knew”. Of those, a large percentage say they did not receive any committee “job” description or the goals and objectives.

§ A majority agreed that the CMAA President effectively communicated with them.

Current CMAA Committee Members

§ Over 50% stated that the Committee Chairperson did not communicated with them on a regular basis.

§ Over 50% knew what their role and responsibilities. Of those who didn’t know or knew “somewhat” what their responsibilities were, it was because the Chairperson had not provided goals, objectives, and a committee job description.

§ 39.1% felt that the current committee structure was ineffective; whereas the primary reason pertained to ineffective communication from the Chairperson. 34.8% felt that the committee structure was “somewhat effective”.

§ A majority felt that they could discuss problems within the committee with the Chairperson and it would be resolved in a timely manner.

Past CMAA Committee Members

§ A majority agreed or “somewhat agreed” that the Chairperson communicated with them on regular basis.

§ Over 60% knew what their roles and responsibilities were. Of those who didn’t know, it was primarily because they did not receive any job descriptions.

§ It was an even split between those who “agreed” and those who “somewhat agreed” that their committee structure was effective. For those who didn’t know, it was primarily due to ineffective communication from the chairperson.

County Alliance Leaders

§ Providing leadership training to the Alliances received the highest marks in ways that the CMAA increases the ability of county members to do their work. Afterward, the top marks were for the following:

- Providing legislative awareness of health-care issues

- Promoting health education within CA

- Acting as liaison between AMAA and County Alliances

§ Membership recruitment and leadership training for President-elects nearly tied for the top priority that CMAA training should provide followed by training for Alliance Board members.

§ A large percentage feel that they can communicate with CMAA leaders.

§ Over 50% stated that their Alliance was “somewhat relevant” in their communities. 26.7% stated it was “not relevant” in their communities.

CMAA LEADERSHIP SURVEY 2008

CMAA LEADERSHIP SURVEY WRITTEN RESPONSES- December, 2008

Question #9: What does the CMAA do best? (59 responses)

§ Social and business networking

§ Friendship and support

§ Information sharing to counties

§ Educational opportunities for county alliances and members

§ Provides health programs to counties

§ Provides leadership training to counties

§ Considerable number of respondents said “nothing” or “didn’t know”

Question #10: What does the CMAA struggle with? (60 responses)

§ General membership recruitment

§ Recruiting younger members

§ Leadership development & recruitment

§ Defining organization’s relevance and purpose

§ Lack of financial resources

§ Member participation

Question #11: What are the great opportunities for the CMAA in the next 3-5 years? (51 responses)

§ Membership recruitment

§ Health care reform

§ Work with CMA leadership to strengthen relationship

§ Strengthen legislative advocacy

§ Defining role in society

§ Educational programs to patients and public

Question #12: What are the threats to the CMAA that it might not be aware of in 3-5 years? (46 responses)

§ Declining or lack of membership

§ Economic issues – more members having to return to work; depressed economy

§ Lack of time to volunteer

§ Leadership decline

§ CMAA not a value to members – not relevant

Question #13: What would the CMAA look like at its most optimal point as an organization in the next 5-10 years? (47 responses)

§ Strong and larger membership

§ Be recognized as making a difference

§ A better resource for county alliances

§ Well-organized

§ More involvement with the CMA

§ Be the “go-to” place for health care issues

§ Question #14: If the CMAA were to close its doors, would you miss the most? (59 responses)

§ Relationships and friendships

§ Networking and support

§ Communications on legislation

§ 10% stated “nothing”, “very little”, or “not much”

Question #39: In the next 3-5 years, if the CMAA's ultimate goal is contribute to your county's success,

What would the CMAA be doing for you? (41 responses)

Provide leadership training

Membership recruitment and retention assistance

Attracting younger members

Provide support to alliances in health programs

Question #40: What is the most crucial service the CMAA brings to your county?

(40 responses)

Leadership training

Networking opportunities

Support, advice

Health education and information

Legislative information

Over 10% of respondents state “nothing” or “don’t know”

SUMMARY OF EXTERNAL INTERVIEWS

The Strategic Planning Committee Members conducted the interviews in January 2009. The individuals interviewed were Joe Dunn, CEO of the CMA; Dev GnanaDev, MD, CMA President; James Hinsdale, MD, Chair of the CMA Board of Trustees; Carol Lee, CEO of the CMA Foundation; Linda Stratton, Medical Executive of San Bernardino Medical Society; Bill Parrish, Medical Executive of Santa Clara County Medical Association; and Cynthia Melody, Medical Executive of Sonoma and Marin Counties Medical Association. Total: 7

1. What is your perception of the CMA Alliance?

• The CMAA is an arm of the CMA and is there to help carry out the goals and mission of the CMA.
• The best volunteer army the CMA could find.
• It is the group who takes care of physicians, their offices and their homes.
• A struggling organization led by a small number of women. The CMAA has a difficult time engaging a critical mass in statewide action. The CMAA needs more physicians to be a part of the volunteer force.
• Nice people with good intentions
• An aged entity.
• The organization has moved from the "old lady Auxiliary" stereotypes to one that is looking to restructure in order to be effective today.

2. Do you know what relationship the CMA Alliance has to the County Alliances in California?

• The relationship varies from county to county.
• The CMAA is a resource network for leadership training for the counties.
• I didn't know there were county Alliances.
• It has a networking relationship.
• County Alliances are components of the state Alliance.
• The CMAA connects the counties and helps with any problems they might have.

3. How should the state and county boards work together and be accountable to each other?

• Those interviewed did not know the structure well enough to comment.
  
  

4. What do you think is the best internal structure for us to accomplish our goals?

• Create a way to connect resources…national, state and local.
• Establish a network to communicate and work with local medical societies.
• Have a defined process in place to develop future leaders.
• Focus on support for the counties.
• Have a network in place for legislative advocacy opportunities.
• Align state and local goals and objectives for recruitment and retention of members and for marketing possibilities.
• Provide opportunities to partner with other organizations.

5. Do you have any further thoughts to help us through our restructuring?

• Focus on relevancy.
• Be in tune with the struggles CMA is going through regarding small vs. large group issues.
• Hire staff.
• Focus on supporting the medical family. Remember, "If the doctor is happy, the family is happy."
• Wedge yourselves into the physicians' space. Do whatever the doctors don't have time to do. Provide the support network they need to do their job.

Defining Areas for Future County Alliances for the BHAG

Urban

of, pertaining to, or designating a city or town.

Rural

of, pertaining to, or characteristic of the country, country life, or country people

Suburban

pertaining to, inhabiting, or being in a suburb or the suburbs of a city or town

Active County Alliances in California in 2008-09

Butte/Glenn

Fresno/Madera

Kern

Los Angeles

Napa

North Valley

Orange

San Diego

San Joaquin

San Luis Obispo

San Bernardino

Santa Clara

Sierra/Sacramento

Sonoma

Stanislaus

Members of the Strategic Planning Committee:

Lisa Smith, Chairperson

Judy Corless

Naomi Flam

Ann Hansen

Tricia Hunstock

Ann Hurd

Nancy Schneider

Ex officio: Debbi Ricks, CMAA President

Consultant: Alfredo Vergara-Lobo