Reconnecting to “Vision, Voice, Leadership”: ADFM’s New Strategic Plan

F. David Schneider; Amanda Weidner; Samantha Elwood

doi:10.1370/afm.3110

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Table 1.

ADFM Strategic Workplan, 2024-2026

	OVERARCHING GOALS Looking to the future and staying current 1. In late 2023 or early 2024, the ADFM Membership Committee will explore if and how to make membership in ADFM more inclusive, recognizing the changing landscape and organizational structures of academic medicine. Recommendations will be brought to the ADFM Board for consideration and action. 2. In 2024-2026, host discussions of the family medicine CFAS representatives and other key audiences about how to better engage with medical school and health system leadership to promote academic family medicine and how we can influence the care of the community. 3. By Feb 2025, identify or generate a “one pager” that makes the business case for investing in family medicine, including within an academic health system (including downstream revenue, etc). 4. At the 2024 ADFM conference, make space on the agenda for innovative/disruptive “think tank” type discussions. 5. By January 2025, develop goals to leverage our influence and power to improve the health of the communities we serve. Communication 6. By late 2023, work with CAFM on a collective statement addressing supreme court decision on affirmative action, or, if CAFM does not pursue this, a re-affirmation of our anti-racism statement and values in the context of the supreme court decision on affirmative action. 7. Between late 2023-2026, design a strategic communication plan to provide timely updates between our members and other organizations and collaborators, in order to ensure equitable communication across the organization and to our broader constituents. 8. As part of this communication plan, include an outreach strategy to health systems that have a large academic component to offer membership and resources such as LEADS.
	ADVOCACY Between late 2023-2026, build a communication strategy within ADFM for strengthening advocacy relationships across CAFM, AFMAC and AAMC. Between late 2023-2026, activate ADFM member departments for advocacy through providing at least 1 training as well as resources and opportunities to partner on issues of interest.
	DIVERSITY, EQUITY, & INCLUSION Between 2023-2026, generate at least 1 publication on issues of DEI in departments of family medicine. In 2024, continue to find ways to build up, support and sustain the DEI directors’ group with quarterly meetings or other services as advised. Between 2023-2026, continue to partner with other key players within ADFM and beyond to widen the DEI space.
	EDUCATION TRANSFORMATION In 2024, this committee will provide 1-3 offerings related to how departments of family medicine can support faculty development in order to address the leadership pathway issue for core faculty within ADFM and across the discipline. Between 2023-2026, deliver content in the form of, at a minimum, 1 webinar, 1 hot topic discussion and 1 publication addressing education transformation and identifying systemic impact on underrepresented populations that those transformational efforts may have.
	HEALTHCARE DELIVERY TRANSFORMATION Between 2023-2026, deliver content in the form of a webinar, hot topic discussion or publication 2-3 times a year that highlights timely healthcare delivery related topics with diversity, equity and inclusion themes interwoven into the content and panelists/author selection process. In 2024, identify clinical section leaders across institutions and explore creating opportunities to foster collaboration and knowledge sharing among that group.
	LEADER DEVELOPMENT Between 2023-2026, develop a means of supporting growth and development department chairs and other senior leaders in order to adequately prepare them to positively impact the disparities and inequities in the healthcare system in their current and future roles. Between 2023-2026, provide 2-5 opportunities per year for leadership development at gatherings of academic family medicine (eg conferences), with the intention of including 1-2 presenters from a diverse backgrounds and a focus on opportunities for underrepresented minorities in medicine. Between 2023-2026, update and/or develop resources for leadership development based on member needs with input from members from diverse backgrounds so they can help shape the resources. In 2024, continue to support the LEADS Fellowship ABFM Foundation-funded expansion.
	RESEARCH DEVELOPMENT In 2024, offer regular opportunities for research leaders (research directors, vice chairs and chairs) to connect over topics of shared interest (eg, increasing trust in the shared enterprise, increasing community interest). In 2024, on a quarterly basis, curate funding opportunities for ADFM members and disseminate through the Quarterly ADFM Newsletter or listserv. In 2024-2026, begin work on National Family Medicine Strategic Plan for Research that ADFM is best poised to lead, including: A5: Promote a “culture of curiosity” among medical students and family medicine residency programs to ensure the workforce is well-equipped to critically analyze and apply evidence B4: Advocate for increased funding for Departments of Family Medicine from institutional leadership B5: Identify and promote promising practices for chairs to support and fund research participation within their departments and institutions C4: Leverage Clinical and Translational Science Awards (CTSA) networks and create Centers of Excellence to increase family medicine research within institutions Collaboration on other objectives with other organizations as needed In 2024-2026, continue to support the BRC initiative in collaboration with NAPCRG.