VISION All pediatric subspecialties working together for optimal child health.
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1 Council of Pediatric Subspecialties (CoPS) Strategic Direction MISSION The Council of Pediatric Subspecialties advances child health through communication and collaboration within its network of pediatric subspecialties and liaison organizations. VISION All pediatric subspecialties working together for optimal child health. VAUES As an organization, we embrace: Collaboration Responsiveness Diversity Transparency Goals I. To be the premier network of Pediatric Subspecialty & Allied Organizations - CoPS is an effective and efficient pediatric subspecialty network (internal) II. To serve as the Resource and Champion for issues related to pediatric subspecialties (external) III. To enhance workforce development in pediatric subspecialties IV. To maintain CoPS success -by incorporating fiscal responsibility, strong and visionary leadership and effective participation of the subspecialty membership. CoPS Strategic Plan Page 1
2 I. To be the premier network of Pediatric Subspecialty & Allied Organizations - CoPS is an effective and efficient pediatric subspecialty network (internal) A. A Network Designed to Serve Pediatric Subspecialties Outline the issues that CoPS and its integrated network can best address Ongoing Action teams: o Communications o Fellowship Start Date: Created Spring o Workforce: Created Fall 2015 o Social Media: Created Spring 2016 Collaborate with other organizations o ABP: EPAs, MOC o ACGME: Milestones, duty hours, FPD protected time, subspecialty program requirements o APDIM, ASP, APDS: Fellowship Start Date o APPD: Peds Training, Fellowship Start Date, FPD protected time, subspecialty program requirements o NRMP: match o AMSPDC: Education Committee, Fellowship Funding o SOMSRFT: Career Guidance Subspecialty Pediatric Investigators Network (SPIN) B. Develop a Portfolio of Content Areas in Which CoPS can Provide a Consultant/Service Create a record of past successes and areas for future endeavors 2016 First 5 years paper (Summer 2012); Second 5 years paper (Fall 2016) Newsletters/Updates PEEAC (2011,, 2015) Strategic planning document Action Team Reports AMPSDC pages SPIN ( Identify multiple interests where CoPS can serve as a forum and or use its network to effect change or add value Collaboration with other organizations Serve as a communications network to help subspecialty organizations educate and communicate and address key issues C. Effective Communication Strategies: External and Internal Social Media Action Team Formed Spring 2016 Establish regular Twitter feed Fall 2016 aunch Facebook presence Spring 2017 Maintain and enhance website Annual update of subspecialty pages Communications AT assignment: consider restoring bulletin board for responses and examining website functionality to enhance bidirectional communication Ongoing CoPS Strategic Plan Page 2
3 II. To serve as the Resource and Champion for issues related to pediatric subspecialties (external) A. Identify mutually important issues and champion for system improvements as pediatric subspecialties (i.e. health care system reform, medical home, subspecialist referrals, reimbursement, fellowship training, etc.) Approach collaborating organizations to identify how CoPS processes can assist them in achieving their goals AAP-disseminate information about legislative affairs Internal Medicine: APPDIM/ASP(start date) Surgery Select at least one issue annually that positions CoPS as a leader in expertise and collaboration ABP Subspecialty Clinical Training and Certification Initiative (2011-) Fellowship Readiness (2012-) Fellowship Start date (-2015) EPAs (-) Common Match Date Subspecialty Descriptions Resource Center (central location on web to post leadership programs) -? Social Media TF (2016 ABP Part IV MOC; Cost of Boards (2015- COMSEP career pathways (2016 Fellowship readiness (2015- Workforce (2016 SPIN (2015- Identify issues that CoPS can optimally manage as a third party, reflecting its work product expertise Fellowship start date EPAs-dissemination, promoting discussion and feedback Fellowship program support B. Develop functional process and model for expert collaboration. External collaboration Relationships with other organizations and subspecialty societies Building collaborations with other groups o ACGME o NRMP o ERAS o PPC o Family Voices o Children s Hospital Association Renewing collaborations o SPR Internal collaboration mechanisms CoPS istserv Discussion Boards (Establish 2016) C. Promote, sustain, and enhance partnerships and synergize with others in the pediatric CoPS Strategic Plan Page 3
4 community. Identify and establish CoPS network of experts EPA Preliminary meeting ACGME at Annual Meeting Identify and utilize appropriate venues to demonstrate and expand the role and activities of CoPS Posters & presentations Publications Webinars MOC meeting with FOPO III. To enhance workforce development in pediatric subspecialties A. Be the pediatric subspecialties program knowledge center. Form working groups/action teams to explore existing resources and establish new programs Collaboration with FOPO APPD on future education of trainees Process to disseminate information from subspecialties Increase trainee engagement in considering and engaging in projects related to communication, workforce, and trainee issues SPIN ( Develop hubs of subspecialty education Possibilities for webinars: o Creating EPAs/milestones o Giving feedback o Maintenance of certification B. Serve as a pediatric subspecialty recruitment source. Improve Recruitment Strategies by raising awareness of CoPS resources among trainees, subspecialty organizations and subspecialists Work with APPD,AAMC, AMSPDC, and COMSEP to promote subspecialty descriptions on website Work with AAP SOMSRFT Promote and track utilization of CoPS website Promote scholarships for medical students and residents to attend subspecialty meetings Increase subspecialty visibility at national meetings Promote job boards Consider for non-subspecialty specific jobs, i.e. chair, DIO, Dean Solicit disease based organizations (parents) for support of subspecialist training to meet children s needs C. Be a pediatric subspecialty professional development resource Partner with existing leadership training programs and identify gaps in existing resources Survey and catalog leadership training programs/bootcamps for trainees, subspecialists and program directors 2012 (initiated) CoPS Strategic Plan Page 4
5 Include listing and UR link to leadership courses on CoPS website Partner with organizations to fill gaps in leadership training/professional development Emphasize the importance of professional development Identify issues with reimbursement, loan repayment and life balance that influence recruitment and retention of fellowships and faculty Partner with other organizations to improve reimbursement / loan repayment for the pediatric subspecialties Cosign letters Combine forces with other organizations on initiatives to advance these goals Conduct focus group(s) with medical students and trainees to gain a better understanding of the current work life balance, the future vision of such balance, and the barriers to subspecialty careers IV. To maintain CoPS success -by incorporating fiscal responsibility, strong and visionary leadership and effective participation of the subspecialty membership. Advise supporting organizations of CoPS value and of the services that CoPS can ongoing provide Engagement and meaningful involvement of of trainees in CoPS activities We have a tiny budget and perhaps this is sufficient BUT in the long term is not sustainable. I do not know what cash reserves we should have, we have no flexibility to entertain any substantial enhancements in communication infrastructure how do we change this? CoPS Activities Academic Year CoPS Activities Continuing to complete acceptance of the common fall match date for all pediatric subspecialties Working with APPD, AMSPDC, etc., continuing to push for the common fellowship start date July 7 or later Continuing fellowship readiness activities with completion of posting of mentoring list and suggested rotations (Should we conduct a follow up survey next year to assess impact?) Working with ABP to provide useful/applicable information regarding Maintenance of Certification Work with various subspecialties to help enhance opportunities for MOC projects that are more pertinent to each subspecialties practice needs Explore bringing MOCA Peds to the pediatric subspecialists as soon as possible Subspecialty Pediatrics Investigator Network (SPIN) Workforce Action Team (potential workforce summit with other organizations?) Continued collaboration with ABP on development and incorporation of EPAs (for each subspecialty) inking EPAs with subspecialty descriptions Creating Milestones educational resources and posting on website Discussing a new CoPS-centric project regarding fellowship funding Enhancing social media activities and opportunities for CoPS and within subspecialties, working in concert with the other allied organizations (SOMSRFT, AMSPDC, APPD, etc) Hosting additional webinars CoPS Strategic Plan Page 5
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