Legacy of Excellence Digital Flipbook

Chapter 4: 2012 – 2016

STRATEGIC PLANNING Strategic planning conducted by the governance structure was an essential function of the operations and workflow of the Academy. It was the tool that enabled the Academy to be the force that it had become and continued to be in the years to follow. It was also what enabled the Academy to employ greater agility in responding to challenges and more rapidly deliver cutting-edge innovation in education, research and quality, and member services products. “…[o]ur greatest strengths are our strategic planning process and the caliber of Academy leadership. Virtually every significant Academy activity is viewed from the perspective of adherence to this long-range planning that addresses the best interests of our members, and by extension, our patients. This strategic planning is as integral to our operations, as is the identification and mentoring of the next generation of leaders,” said Dr. Waguespack, in the October 2013 Bulletin . For the Academy, the collaborative process and the Strategic Plans were the lifeblood of the organization, stretching resources in a deliberate and tactical way. Rodney P. Lusk, MD, 2011-2012 President, emphasized this in the January 2012 Bulletin . “We do not have unlimited resources and personnel; therefore, our efforts have to be guided and targeted toward specific goals.” Success of the strategic planning process as a roadmap to achieving the Academy’s priorities was documented in the annual reports that spanned this timeframe. “It is reassuring to know that we have a seemingly endless supply of talent and inspirational leadership. WE do it all—federal and state advocacy; education; research; quality improvement and patient safety; health policy; member services; practice management; communications online and through our academic

James C. Denneny III, MD, the newly selected Executive Vice President and CEO, announced September 2014.

As Dr. Denneny noted in his first EVP/CEO column in the February 2015 Bulletin , “The planning process that Dr. Nielsen put in place has resulted in a strategically focused operation…He has been a clear and unwavering voice for our members and patients throughout his tenure as CEO.” The strides made leading up to this transition—in all areas of programs and services—intently positioned the AAO-HNS/F as a leading voice in the changing healthcare environment. As Dr. Nielsen handed the baton to his successor at the end of 2014, the AAO-HNS/F was well poised, with Dr. Denneny’s decades of service to the Academy and collaborative, strategic approach in hand, to continue to lead the Academy on the path of global relevance to the otolaryngology-head and neck surgery specialty in providing quality patient care.

Our two-year Strategic Plan has guided our work and allowed us to work together with strength and determination. Its Guiding Principles have fashioned the ‘how’ of our efforts: to prioritize high-quality programs; continually improve performance; leverage relationships; match stable funding to our aspirations; and promote diversity in all we do.”

- Sujana S. Chandrasekhar, MD, 2015-2016 President, 2016 Annual Report

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