After a lot of hard work on the part of my Leadership Team I am ready to share the next step of our strategic planning process at the MD Anderson Cancer Center Department of Rehabilitation Services. We have spent over 6 months revising our Mission Statement, developing a vision statement for 2021, analyzing strategic challenges and assessing our culture. We now have 5 broad strategic objectives and 9 specific strategic goals to share with our key stakeholders. We will be doing that in January with the goal of finalizing our plan and starting the really hard work on February 1, 2012!

Strategic planning is one of the primary responsibilities of the AOTA Vice-President and I hope that the experiences that I have been sharing over the last year on my blog demonstrate that I have the skills, knowledge and experience to excel as your next Vice-President.

Over the last decade, a concern has sometimes been expressed that we need leaders on the AOTA Board of Directors who are actively working in settings that keep them in touch with clinical practice. I worked primarily as a faculty member myself between 2002 and 2010. During that time I taught and wrote a lot about leadership and management. As an AOTA member, you should be asking me if I have the ability to apply this knowledge to "real life" and understand the challenges that you face whether you are in academics or in a clinical setting. Can I understand the connection between theory and practice and help AOTA plan in a strategic manner to meet all of our complex needs as an association and a profession?

Over the next few weeks, I will share some more of my experiences and accomplishments and hope to convince you that I have the perfect mix of background and am the best prepared candidate for the challenges we will face in the next 3 years.

For now, here is the draft strategic plan we are beginning to share with key stakeholders. These are the sorts of day to day initiatives and work that I will be completing, and I will bring learning from these efforts to the job of Vice-President!

Become recognized as the global leader for the development , delivery and evaluation of best practices in oncology rehabilitation.

  • 1. Develop our Cancer Core Curriculum (CCC) as a best practice model of oncology rehabilitation orientation and training.
  • 2. Complete a comprehensive needs assessment of the organization to identify clinical needs not currently addressed by Rehabilitation Services and develop a plan to address these needs.

Develop and implement a set of strategies that promotes client centered and effective, efficient and economical service delivery.

  • 3. Develop, document, evaluate and disseminate patient-centered Standards of Care (SOC) on our 5 highest volume therapeutic diagnoses.
  • 4. Examine billing, coding and documentation procedures and develop written guidelines/exemplars based on each standard of care.
  • 5. Develop rehabilitation services at all 4 Regional Care Centers in order to meet the need of internal and external customers.

Create a culture of education that fosters an environment of continual learning and sharing of knowledge to meet the needs of our internal and external customers.

  • 6. Identify, implement, and evaluate ongoing department activities which a) support a culture of education and B) fosters an environment of continual learning and sharing of knowledge to meet the needs of our internal and external customers (e.g. rehabilitation grand rounds, EBP addition to orientation).
  • 7. Develop multimedia materials for use in presentations to internal and external audiences

Develop and implement strategies to increase the level of name recognition of the Department of Rehabilitation Services within MD Anderson and within the professions of physical therapy and occupational therapy.

  • 8. Increase formal involvement in organizational activities by members of the Leadership Team.

Develop and implement an approach to talent management that attracts and retains highly skilled staff while maximizing organizational resources.

  • 9. Develop formal written staff development pathways in the areas of clinical practice, scholarship, professional leadership, and fieldwork education.
  • 10. Create a written succession plan for all leadership positions that assures continued growth and development of the department while recruiting top notch staff at the national level.