Good morning, everybody. We are wrapping up today, and it is my pleasure to, it is my pleasure to introduce our next president, Dr. Chris Bellen, who is president elect, and of course, everyone knows our executive director, Jeffrey Labov, and they are going to go over some of the things that we're going to be talking about today. Some of the plans that were made through basically the board for AOCOPM and for the board of AOBPM. So, this is the strategic leadership plan offsite for this year, and also to just give a summary so that everyone is knowing where we've been and where we'd like to go. So, please welcome Dr. Bellen and Jeffrey. Thanks. Thank you, Naomi. I really appreciate that. You know, I have a passion for strategic planning. It's just something I get a kick out of. I have the MBA and the master's in strategic studies. I love thinking ahead like that because you can influence an organization and improve it over time. I want to thank the students, and they're actually going to go after us here and talk some. They've been absolutely amazing. Jeff, Ron, and Bridget, and Naomi, thanks for letting me do this. It really takes about three years. We were talking about this to really implement a strategic plan. We're into the first year, so we'll be able to carry it through the next two years. Because of this planning, I'm going to become more engaged in the AOA processes, and I'm going to apply to the Bureau of Research and Public Health and the Bureau of Affiliate Affairs, get more involved in the Texas Osteopathic Medical Association and family practice in Texas also, because we need to have advocacy and be engaged and involved. So this has really got me excited about the future. Let's see. Just click somewhere with your finger, because put that right here, and I'll do it. Perfect, thanks. And a lot of these I'm going to go over very quickly. Everyone's seen the mission and the purpose and vision of our organization, provide education, encourage member activity. The STRAT planning on 15 March, we all got together, and the bottom line up front is it was a wonderful event. It was awesome. We got together to discuss things that we needed to discuss and do our planning for the future. The STRATMAP initiatives are not written in stone. They will be updated and modified as we go forward. They'll roll right into our regular board meetings. They'll help us focus and prioritize. Every member is an action officer. I've already seen our conversation because of that baselining is influencing what we're doing, and several initiatives have already started, and they will continue to be implemented as we go forward. So we will identify goal champions, and in the Navy, we call it a belly button, because you point somebody in the belly and say, you need to go do this. But there are champions that will, and we actually have little stickers for the champions for our meetings. And you need to see the strategic plan. I think we got some background. We need to see a strategic plan four or five times, so it's important to kind of get it in your mind why we're doing it. And this slide kind of tells you, and our organization is great. We have some very good funds available. Thanks to our prior leaders, upwards of $800,000, the organization is in a good place, and the leadership has got us to where it is now. If we continued, we would continue to improve, and with Jeff, Rhonda, and Bridget, we're just headed in a great direction. But with a strategic plan, you could have a return on investment, improve over time, and be focused and be able to do a better job. So what does the STRAT plan do? It allows you to be clear, be aligned, be accountable, make smart decisions, measure performance, and get better as an organization. This is the STRAT plan, Fortune 500 Bureau of Medicine Surgery. I utilized this, too, at Compact Fleet when I was a leader at a naval hospital. It's a design, implement, sustain. We've gone through the design on the 15th, and we're already implementing it, and we'll get into the sustain phases. We did a SWOT analysis. That's strengths, weaknesses, opportunities, and threats. That was a lot of fun. Here's the SWOT that we have, the strengths, and you all know this. Multiple subject matter experts, members, collegiality, knowledge, excellent conferences, fellowship, and finances. And our strengths are Jeffrey, Rhonda, and Bridget. Weaknesses, low and potentially declining number of members. We need staff to optimally execute, particularly with this OPAM vision that we have. No pathway for medical school or OEM residencies. Opportunities are student outreach, OPAM operationalization, and developing leaders, non-DOs, mid-levels, PAs, and nurse practitioners. In new residencies, relationships with the comms and medical directors. And I think Kansas City is an awesome example how we're able to go over to the campus, interact with the students. So having future meetings at comms, I think, is going to be very important. Now, threats. The AMA, ACOEM, the size, kind of trying to absorb some of the things that are going on with boards and colleges. And the AOA is considering restructuring boards, and Dan will talk about that a little bit later. We have loss of the osteopathic identity as a threat. Competition and disenchantment of students of osteopathic testing and training. And somebody put saturated fats. That is a threat. It was really a great meeting. So here's the strat map, and we don't have to put too much time into it. It was important. It's a stepping stone to our initiatives. Initiatives are what we focus on to get to our goals. Up atop are the people that we serve and what they expect. They expect a good performance, governance, CME, ability to advance the art and science of occupational and preventative medicine and aerospace medicine. You do that with leadership, governance, finance. OPAM goals, we need that as a pillar because we really believe that that is a stepping stone into the future. And member service goals, those are be responsive and grow our membership. Certification education goals, a lot of that has to do with the future of certification CAQ. And we have the leaders there in that area. And I think it's all is all available online, too, so you can get copies of it. So after that SWOT analysis, we broke up in another group and we did its initiatives. And initiatives are what do we do to accomplish our goals? And it's the smart format is specific, measurable, achievable, realistic and time bound. We generally use that because that really allows you to accomplish things. Now, let's talk about these initiatives. We're not going to necessarily accept all of them. We are starting to prioritize them and assign some champions. But it's important to see what the initiatives can be. There's resources, time, finances that will decide how and which one of these will implement. But the general idea is we have initiatives now. And part of what I'll do, my homework will be to put it on a spreadsheet. We'll be able to rack and stack them and look at them and track them over time. So, Jeff, you want to come up and talk about the governance and finance goals? Thank you. So. In a minute, you'll hear from students and a lot of or some of these actually came from our students. We have assembled a massive database of there's 73 different residencies and fellowships. Within the ACG and preventive medicine review committee, 23 in public health. I'm sorry, 23 in occupational medicine, 43 in public health. 5 in aerospace medicine, and then there's a few and undersea heartbreak medicine fellowships and toxicology fellowships. So what I did is I went through and took each of those programs and launched our Web sites and look for who the program directors were, put them in a database. And then any DO faculty or active residents. So we've got the database ready to be able to market. It's been great at doing these monthly newsletters. And what I'd like you to do is you do your scholarly reading. I'd love for you to push relevant articles that you think would be of general interest to the membership and to our students and residents, because we're going to start pushing those newsletters. Out to our students, we discovered by happenstance that NYT for a few years now has had a student chapter. They were using our logo on our name and. Bringing speakers on the campus and doing everything else so we. We called him and I said, I'm not an encouraging and congratulations email, but. Please cease and desist until we can get some organization and some, some structure and linkages between our 2 organizations and we met with the, with the current leader. And anyway, we got from some, some model bylaws and. And student chapter governance documents, so we're developing a process to create. Student chapters and after we went to Kansas City on Thursday. Friday morning, we had 4 students from Kansas City that. Became student members, so the pipeline is there if we could just raise awareness. And begin communicating and encouraging our. Our students and residents, because that's how you'll get early career physicians into our. Our profession, so the finance, you know, it's been very kind to our organization and it seems sort of. I don't know, crass and rude for me to say, but. When we had those virtual meetings, I didn't have to feed any of your fly any speakers anywhere. Even now, we should really thank and bow down to all of our virtual participants. At this meeting, because we're not having to feed them. So, in the, in any other thing is because we're able to capture all of that intellectual property. Before the old way, we did meetings. It was spoken live and then it was immediately disappeared. It had no shelf life, no enduring financial value. Well, now, after our meetings, you actually. Have a recorded conference. That I do some video editing magic. And we hosted on the always on demand portal. Last year's basic course lost about 3000 dollars. When we held it live and in person, but it's since made 84000 dollars because of the residual income. Well, so that means we have about 750000 dollars in the bank. Your organization pays Rhonda. Sometimes she'll share with me, but she pays pays Rhonda 60 grand a year and that's been consistent for the last. 121314 years, so we have very little overhead. We're kind of a low budget operating organization. We, we might need 30 or 40000 dollars for flying in speakers and. And and buying Dr Berkowitz shrimp. So, so anyway, you look, you look says, let's say our. It takes us 120 grand a year to. To operate well, 2 years of that, even using. Louisiana math is about 250000 dollars. So what we, what we're recommending we do. Is take that 3 quarters of a million dollars. Keep a 3rd of it in money market accounts, liquid assets that we could get at any time without penalty. Take a 3rd of it and do it in ladder CDs. So you always have a city maturing once every quarter. That's sort of your midterm investments and then take a 3rd of it and have it in. Start a long term reserves and manage portfolio. And the board approved us to do the, the, the short term ladder CDs. When we met on on on Wednesday. And once we have formalized proposals from the. From from a couple of different managed portfolio firms, we'll, we'll come back to the board and they could then. Authorize that piece of the of the 3rd, 3rd, 3rd strategy. We have a few issues with our bylaws. For years, the, our current bylaws require us to elect division chairs at this meeting. It rarely ever happens usually you look around and well, you haven't done it yet. I'm not doing it this year. You have to, you have to keep doing it. And so the division chair position, we have a lot of difficulty rotating it. And so, for the last 2 or 3 years, particularly in this hybrid format, I hadn't bothered doing. Our divisional breakfast is like, we've been doing. So, what we're going to do, I propose that we do some bylaws. We do a complete bylaw audit. But I would like for us to consider. Moving those division elections to October, so they could be on the main ballot with the rest of our elections and what we do with that. Is we get when people go on to the survey monkey to apply or self nominate. We ask them to commit to attending the meetings. We ask them to put their vision for what they'd like to accomplish on there. In the role, and then we ask him to put a little summary of their previous involvement with the college. So that even a new member that doesn't know is personally. Might be able to at least look at your plank and platform and experience. And make an informed decision as to which candidate to choose. The other thing it might do. For years, we've not been able to find. A division vice chair or a division secretary. That's important because the division secretaries is supposed to work with the college secretary to chair nominations and publications. And help Rhonda with the newsletter, so we don't have. Those committees operating at full capacity or at all in some cases. So. That's what I'm hoping we do with these bylaws is make a mirror. How we operate now, and how we want to operate in the future. In order to fully implement the strategic plan that Dr and Dr has led us through. So, with that, I'll shut up because. I promised I'd be gone soon. Okay. This is mine too. All right. So. I'll talk about some transformational moments in our recent history in a minute. But during Dr Walker's presidential years with the college. We had a meeting in in San Antonio. And at that time, we said, you know, the only way that we're going to really survive. If we continue to have an aging membership base of people that are certified by the way, and that's all. Our core customer group is ultimately we're going to. We're going to wither. So what we decided to do was create an organization called Occupational Preventive and Aerospace Medicine, or OPAM. The advantage is it doesn't have the branding difficulty of having the word osteopathic in it. So you can appeal to DOs that are certified by the ABMS boards, to MDs, to PAs, nurse practitioners, corporate medical directors, a whole host of other people that may not naturally want to join an osteopathic organization, but would join OPAM and attendance conferences, with the ultimate goal of getting it to be ACCME certified, and then we could collaborate to provide the AOA certification through joint providership, always co-locate our meetings, but actually have a sister organization that has a broader customer base, it might be a little easier to market to that base. So OPAM was approved about four or five years ago, and whenever we were at Brooks, however long ago that was, within a year we got, it's a legally incorporated entity, and we got a letter of determination from the IRS, it's a 501c3 organization. What we've not been able to do until now is really operationalize it. So I'm going to be working with Dr. Walker, who is the founding president, we have a board, not all the positions are filled, but most of them are for OPAM, and I anticipate that they're going to apply for a grant from us just to give them a little bit of startup money so that we can start planning and they could start marketing. Because what we have is their board has key positions, like a corporate medical director, a nurse practitioner, a PA, and we're going to try to attract people that are in those organizations that have access to a large customer base. We don't want the PA that's working for one of you that's not involved with any other PA organizations that doesn't have access to a large database of PAs. We want the PA that's connected within their professional sphere. Does that make sense? Yeah, absolutely. But they need capital to do that because, you know, we have Rhonda's mother-in-law with us, I work full-time, I don't have the bandwidth to operationalize that myself. So what I'm encouraging Lance to do is to hire his own part-time executive director that I could mentor and coach and groom. And then, you know, when I reach Howard's age and I retire, they might could then take over the college as well. Does that make sense? So that's succession planning. All right, so that's what we're trying to do. I don't know if we're programming in bullets. No, you did. You got them all. That was awesome. So member service, I'm going to go through this quick. You could read this. You could see a big focus of ours is the students, as it should be. They really are our future. It's amazing what they're doing already. And a special thanks to Dr. Agarwai and Luthra, Dr. Newsom, and Jeffrey for their inputs. First section of this, guerrilla marketing communications, obviously, but recruiting for the future students, RAM, OM, PM residents, work with the student councils, SOMA, and try to get that involvement early on, formalize the student chapters, set up opportunities for students to be able to present, be on panels or do posters. That's huge for developing their future requirements for graduation in setting up their VTAs for successful futures. Helping develop residency programs, mentoring, raising awareness of AOC, OPM, pamphlets, help build those student CVs, is having Zoom panels set up and available, continuing medical education, looking into free membership, post one to three years residency, and considering things like free or discounted CME if you show up in person, as opposed to staying away, you're paying, make a little bit of money or decrease pay away by showing up. So these are all awesome ideas and suggestions. We'll put them as initiatives. They'll rack and stack over time. We'll see how they're doing, and hopefully be able to address the vast majority of these as we go forward. Good for knowing the guerrilla marketing probably isn't all who's, but one I see that jumps out at me mystic is AMOPS. That seems to be a very strong entity that we can introduce ourselves and keep going. Yeah, great point, John. AMOPS, AMSRO are probably two organizations we should aggressively pursue. It's amazing the osteopathic students and AMSRO seeing what they're doing at Aerospace Medical Association, but I absolutely agree with you. Good point. And I think this works. You're on the wrong one, Bruce. Oh, there we go. That's the one right there. Well, while you're tuning in, let me just commend you for knowing of helping the students build their CVs, for residency programs, the opportunity to give a paper at a national convention goes a long way in certain residencies. And we know we've got several students that are looking for opportunities to do that as we mentor them. At least some of us mentored them in research. So that's just an excellent opportunity. My only quick, well, I just commend the group for coming up with those goals. Well, even the faculty of training programs have to present scholarly activities. So it's a great way to get in, not just your residents, but also your residency program faculty. Absolutely. Okay. You can speak to that, but I'm just looking at that bullet point of help real student CVs. And I'm just saying the opportunity to present a paper at a national conference, even a poster, if we could. I'm wondering if that might, but I don't want to discuss it, take up time, but kudos to the people who come up with this set. It's absolutely useful. Very, very useful. On that note, I've already pushed that information to the RAMDanny at UCF SAM and the APD at USUT for their program that they need places to present for themselves academically or for their students that we could do a poster session. For those of you that came to this meeting two years ago, we were at the same venue. We did have a resident research day. That was what we did the Sunday morning. That needs to be broader. You could have poster competitions, even virtual ones where they're on a PowerPoint projector cycling onto a wall. So you don't need as much space. Yeah, this is absolutely, I love strategic planning. It's just beautiful because it really focuses us all and we go off energetic and this is a really wonderful. So moving on to certification education and Dan, I'm going to call you up here in a second on the next slide. But we have heard some potential board changes in the future. We're concerned about that. We'd like to have input. So we're planning on doing a paper to the letter to the AOA to ask for some clarification and we'd like to be engaged in that a lot more than we have been. Dan Barry has been amazing on the board and we'll speak to you here on the next slide about some issues. There's an aerospace medicine fellowship issue where organizations outside of the preventive medicine arena, emergency medicine are trying to set up space fellowships. Warren Silberman and I are actively engaged in that process. We'll continue to follow that. CME, consistent and advanced planning, moving the February election of division chairs to the annual end of year election ballot. I think that'll help align the elections. A CAQ advertising, defend those. We'll talk a little bit more about the CAQ. That's an opportunity for us to grow as we go forward. If there are some board issues, we could potentially peel that off. So strategically considering that I think is very important and we'll continue to work on that as we go forward. Assess with new residencies, consider working with COCA, create pathways for med school to OEM residency, increased certification, of course DOT and MRO. So defending our board, Dan. Thank you, Chris. Defending our board really means benefits of the board. I know that there are a lot of students that are watching this right now and I want to talk to you for a moment about the benefits of the board. Once you have a board certification, it gives you recognition from your peers. It also gives you recognition for employers. Things that many jobs require is board certification. It also means that you can get higher reimbursements for the same procedure. And so there's many benefits to being board certified as it gives you a credential that says you are a specialist in this field. Now this particular slide though is talking about what the benefits are to the parent organization. In order for a board certification to mean anything, it has to be presented by a board that is certified or accredited by the Department of Education. And right now there's ABMS boards which are the MD boards and then there's the AOA boards. Both those boards are accredited by the Department of Education. There's a lot of fake boards out there, Mickey Mouse boards as they're sometimes called, that have no accreditation by the Department of Education. And if you start to turn in a certificate like that, your employer or the insurance company is supposed to be reimbursing you sees that and does not accept those. So that's why it's important to have board certification by an accredited board. Having said that, the AOA is looking at some concerns with the boards and so we put up here defending the board talking about some of the values to the AOA of a board such as our board. One of the things that can happen is that there's legal issues that come up and the AOA is required to answer those legal issues while having a board with board members on it that are specialists in that specialty ends up being the way to be able to defend those if you have to do something like that in court or for answering legal challenges. AOA board certification, the board actually represents you once you're certified on specialty type of issues. If you have board certification, you must have a board. In other words, you can't say that you're board certified in something unless you have a board in that specialty and we currently have a board and that's the American Osteopathic Board of Preventive Medicine and it represents or I should say give certification exams in aerospace medicine, in public health preventive medicine, and in occupational environmental medicine as well as we have the correctional medicine co-conjoint board and underseen hyperbaric medicine conjoint board as well as we have a certificate of added qualification in occupational medicine. So we have several valuable certifications that we offer to our people. We have subject expertise that can educate or challenge questions. We have a professional oversight for the professions. In other words, we are here and we can give lectures and talks and things like that which help with understanding what the needs are for people that are trying to gain board certification. We're representative on the BOS. The BOS is the Bureau of Osteopathic Specialists. Now when I said that the AOA is accredited by the Department of Education to give certification, that goes through the Bureau of Osteopathic Specialists and it's the oversight for all of the different specialties boards and so for example you have representation on the Bureau of Osteopathic Specialists by having one of your board members be there at all the meetings. With 18 or 19 boards, that means that you have one vote out of 18 to 19 as far as what the requirements are for future certification. Okay, we have a liaison to other boards. We offer a CAQ and when you're required to have CME that is in your specialty, our board would be the one to do the to educate that to say whether or not that counts as specialty CME or not. It's necessary to maintain and keep current CAQ item bank items. So for example, we have to keep writing new questions and we have to make sure that the older questions that we're using are still pertinent because things change especially with government regulations like in occupational medicine, aerospace medicine and even public health has new changes that come about by government regulations. There's academic integrity. I won't go over everything in detail on here. You can read this list as well as what I can but one of the things that we have is a Certificate of Added Qualification in Occupational Medicine and there's enough people that are taking that right now. There's no danger for that going away. It just got re-approved again and there's enough people taking that that it helps fund the board. The board doesn't get paid anything, however, there is the cost of the NBOME which does the testing in the test centers and that's a big expense and the AOA psychometricians which review the exams to make sure that the quality is there and that also gets, it costs a lot of money. So the board is not a money-making endeavor. We're here as volunteers to help you get your certification. Chris, I'm going to turn it back over to you. Thanks, Dan. I really appreciate that. So my homework is I'll turn these initiatives into a spreadsheet and we'll have a green, yellow, and red to monitor them over time. We're in this strategic cycle now, evaluate, discuss, decide, and execute and we'll do that with our regular meetings. The way ahead is that we got a consensus. We all agreed. We high-fived around the room. We have some strategic initiatives and we understand there's some threats out there. We're going to position ourselves well to address those and we're going to consider exploring some CAQ issues and we're going to plan a meeting every other week as we go forward to address some of the biggest threats. So thank you. Jeff, did you want to talk about transformational moments briefly? So I came on board in 06, so it doesn't seem that long, but I've been been with you for whatever 23 minus 6 is. And during that time there's been a handful of things that I would consider transformational that fundamentally changed the way we operate and provided strategic direction for us to continue to be a healthy and viable organization. During Tim Eckstein's presidency, we remodeled our bylaws. We took all the policies and procedures out the bylaws and put them in a policy and procedure manual, which allowed us to be a lot more flexible and nimble as an organization. Scott Jones recognized that two board meetings a year that was at these meetings and lasted three hours didn't give us enough continuity to have ongoing consistent work. So he fundamentally changed the way we met as a board and we went to the one-hour virtual meetings. Been phenomenal. We do those once a month. They last one hour. That's been transformational. Lance Walker and creating OPAM was a similar event. And I think Dr. Wriston's leadership with doing this strategic plan will really enable the time that she spends as our president along with Dr. Bellin to really get OPAM operationalized and to create our own item bank for offering the CAQ-like exam to a broader audience. And I think that if we pull this off, we could then continue to defend the board for Dr. Berry and all of you diplomats. And I think that the organization will be in a in a position to at least sustain going forward. Even if the AOA should collapse, and I'm not anticipating or predicting that, but if it should and we do have OPAM and we then your intellectual property will endure. So with that, I thank you. And I think it's time for our student panelists.

strategic planning

AOCOPM

AOBPM

SWOT analysis

student outreach

financial strategy

organizational growth