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San Francisco Marin Medical Society Blog

SFMMS Board of Directors Approves 2021-2022 Strategic Priorities



Throughout 2020, SFMMS conducted an exercise to ensure it continues to deliver exceptional value to physicians throughout, and after, the COVID-19 pandemic. Members were surveyed to determine their needs, beliefs, values, and priorities. A ‘SWOT’ analysis was conducted to determine the organization’s strengths, weaknesses, opportunities, and threats. And a Governance Working group assessed the organization’s adherence to best practices for nonprofits.

Drawing from each of these inputs, the SFMMS Board of Directors approved nine strategic priorities in March 2021. With an emphasis on SMART goals - specific, measurable, attainable, relevant, and time-bound - these priorities will direct the work of SFMMS staff and position the profession to thrive as we overcome the COVID-19 pandemic.

2021-2022 SFMMS Strategic Priorities

POLICY

1.Develop criteria to view all policy issues through the lens of promoting health equity.

2.Identify opportunities to co-sponsor public health legislation with one or more Supervisors in SF and Marin and/or to lead a novel initiative to reduce health disparities

3.Produce and promote an analysis of the projected long-term effects of COVID-19 on San Francisco and Marin, to be updated as new information becomes available.

ENGAGEMENT

4.Schedule frequent, low-intensity opportunities for in-person engagement across membership as soon as is safe, with an emphasis on advocacy opportunities, networking, and volunteerism.

5.Establish a “Small and Solo Practice Committee,” whose job is to identify issues affecting independent physician practices.

6.Develop a 3–5-year leadership development plan designed to provide general leadership, advocacy, and media training and establish a pipeline of candidates for SFMMS, CMA, and AMA positions, with an emphasis on diversity, equity, and inclusion

LEADERSHIP

7.Update and publicize the nominations process, roles and responsibilities for all leadership positions within SFMMS, CMA, and AMA.

8.Expand the onboarding process for leadership positions within SFMMS, including committee members and delegates.

9.Conduct a review of policies, procedures, and SFMMS Bylaws for adherence to best practices.


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