Strategic Program Assessment Report · Tecker International, LLC 301 Oxford Valley Road, Suite 1504B • Yardley, PA 1906 7• (215) 493-8120 • Fax (215) 493-8125 • MSMS Current

StrategicProgramAssessmentReport

MSMS1

TeckerInternational,LLC301OxfordValleyRoad,Suite1504B•Yardley,PA19067•(215)493-8120•Fax(215)493-8125•www.tecker.com

Introduction__________________________________________________2

MSMSCurrentProgramPortfolio_________________________________3

ProgramStrategy 4POExecutiveCouncilMembershipRecruitment&RetentionBoardofDirectorsHouseofDelegatesAMADelegationCountyMedicalSocietiesMedicalStudentSectionOtherSectionsMSMSAllianceEducationProgrammingContinuingMedicalEducationElectronicMediaMichiganMedicineEngageGuides/Checklists/AlertsLobbyingPolicyDevelopmentGrassrootsPracticeManagement&HITCoding&ReimbursementAdvocacyLegal&RegulatoryAdvocacyDPAFormsMSMSPracticeSolutionsPSIManagement/ConsultingPIAPCVSWealthCareAdvisorsQuantumMedicalConcepts

TABLEOFCONTENTS

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Appendix1:BackgroundWorksheets____________________________17

Appendix2:GenericProgramStrategies __________________________53

IntroductionStrategicProgramAnalysisinvolvesanassessmentofbothcurrentandpotentialprogramsinthreedimensions:

1. ProgramAttractiveness:Factorscontributingtojudgmentsaboutwhethertheprogramisattractivetotheorganizationasabasisforcurrentandfutureresourcedeployment

2. CompetitivePosition:Factorscontributingtojudgmentsaboutwhethertheorganizationisinastrongpositiontosupporttheprogram

3. AlternativeCoverage:Theextenttowhichotherorganizationscan,ormaybepositionedtoservethesameclientsthroughsimilarprograms

Theapproachisbasedonthreeassumptions:

1. Therearemoreopportunitiestorespondtomemberneeds,wantsandexpectationsthanthereareresourcestomeetthoseexpectations.

2. Giventheneedforresources,theorganizationgenerallyshouldnotdirectlyduplicatetheservicesofotherorganizations.

3. Focusisimportant.Providingmediocreorlowqualityprogramsinmanyareasisinferiortoprovidinghigherqualityprogramsinresponsetoasetoffocusedinterests.

MSMSleadersgatheredonSeptember12and13,2016todiscusssixprogramsofferedbyMSMS.Theyreviewedbackgroundpaperspreparedbythestaffanddiscussedstrategiesformovingforward.Theappendixincludesthecompletebackgroundpaperforeachoftheprograms.

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MSMSCurrentProgramPortfolio

PROGRAMATTRACTIVENESS

High Low IAggressiveCompetition

IIAggressiveGrowth

VBuildupBestCompetitor

VISouloftheOrganization

COMPETStrongITIVE

IIIOrderlyDivestment

IVBuildStrengthorSellOut

VIIAggressiveDivestment

VIIIForeignAidorJointVenture

POSIWeakTION

High

Low

High

Low

ALTERNATIVECOVERAGE

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ProgramStrategyProgram:POCouncil

• ProgramAttractiveness–HIGH• CompetitivePosition–WEAK• AlternativeCoverage–LOW

GenericStrategy:BuildStrengthorSellOutRecommendedProgramStrategy:BuildStrengthKeyChallenges

Thisisanewprogramwithlittlehistory.Developingacleatunderstandingtheaudienceneedsiscritical,particularlythosePOsnotcurrentlyparticipating.CurrentPOmembersarecompetitorsbutunderstandtheneedtocometogether.Currentparticipantsknowtheyneedtounderstandthecommonenvironmentsotheycancompeteagainsteachother(likeatradeassociation).

OrganizationalImplications

TheremaybeanorganizationalconflictbetweenPO (group)and individualmembers. Who isdoesMSMSrepresent?Theyarecustomersofthesubsidiary.Individualphysiciansmay(ormaynot)bemembers.Therewasadecisiontochargeasignificantfeetogainstronginvestment.Thereare30–40engagedPOs.

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Program:MembershipRecruitmentandRetention

• ProgramAttractiveness–HIGH• CompetitivePosition–WEAK• AlternativeCoverage–LOW

GenericStrategy:BuildStrengthorSellOutRecommendedProgramStrategy:Re-OrganizeMembershipstructureandParticipationOptionsKeyChallenges

• Competition(multiplespecialtysocieties)• Physician’sabandoningsmallgroupandindividualpractices• Freeriderbenefits(advocacy)• Limitedtimewithphysiciansduetotheirschedulesandpressures.• Translationissue(helpingphysicians/practicesunderstandwhatMSMSbenefitsexactlyare–uplifts

exampleforPCP)–howcanwegetlawmakerstogiveuscredit

OrganizationalImplications• Decliningrevenuedecreasestheresourcesavailabletodothenecessarywork• NeedtocommunicatetheROIofmembershipinrealdollarterms• TheneedtocommunicatetheeffectivenessofMSMS’swork.

Program:BoardofDirectorsGenericStrategy:Thenatureofthisactivitydoesnotlenditselftothestructureofthisanalysis.Thefollowingisasummaryofthebackgroundanddiscussion.

KeyChallengesTheappropriatesizeoftheboardisanongoingquestion.Theessentialmeasureistheexistenceofadiversityofperspectives.Changesinthephysiciandemographiccausemanyboardseatsthatwerefilledbymid-careerphysicianstobefilledbylate-careerphysicians.Seatsarecurrentlyfilledgeographically–theonlysetcriteria.Shoulditshifttoperspectivebalanceratherthangeographicrepresentation?Thereisalsoasignificant,$500,000subsidy.Strengthsoftheboard:

• Diversityofpracticespecialty,geography,academic,clinical,demographic.Geographyistheonlyguaranteed.

• Cleardecision-makingbetweenhousemeetings.• Ideologicallywideperspective• Understandsthebalanceofpowers–inputvs.decision-making

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Roomforimprovement:• Board’sinabilitytovoteinthehouse• Dualpolicymakingabilitybetweentheboardandhouse• Clarityofresponsibilitytosupporttheorganization(recruitmentexpectations,etc)• NotmanyPOleadersatthetable• Theboardhasshiftedfrom25membersto45toitscurrentmembershipof35.• Agreaternumberofdecision-makersand/orphysiciansinleadershippositionsshouldserveonthe

board.Theorganizationneedsthefollowingfromtheboard:

• Awidevarietyofperspectives.• Direction• Oversight• Budget

OrganizationalImplicationstoanychanges:Relationshipwithmembershipstructure.Program:HouseofDelegates

GenericStrategy:Thenatureofthisactivitydoesnotlenditselftothestructureofthisanalysis.Thefollowingisasummaryofthebackgroundanddiscussion.Strengths:

• Highlydedicatedgroupofpeople–thereisprideinparticipation.• Itisaplaceforclearprocess.• Ithasprovidedabackstoponsomeissuesandabuffertoprovidetimeandpatience.• Itmaintainsafocusonpublichealthandpatientcenteredissues.• LeadershipidentificationhasbeenastrongpartofthehistoryoftheHoD.• Participationbuildsastrongsenseofcommunity

Challenges:

• Notrepresentativeofthebroadphysiciancommunity• Studentsaredisproportionatelyrepresentedbaseduponlimitstootherparticipants• Concentratedandtimeintensiveplaceslimitsonbroadparticipation.• Aginginmultipleways.• Decliningparticipation• Limitedperspectivesduetoalackofdiversity• Thereisahighcostforthequalityoftheoutcomes• Resolutionsdonotalwaysreflecttheneedsoftheassociationorfocustimeonissuesthatneed

discussion.Inabilitytosubmitresolutionsbystaffandboardcreatebarrierstothistypeoffocus.OrganizationalImplications:Thereisaneedtofocusoncriticalissuestoallphysicianswithinputfrombroadperspectives.

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Program:AMADelegation

• ProgramAttractiveness–LOW• CompetitivePosition–STRONG• AlternativeCoverage–LOW

GenericStrategy:SouloftheOrganizationRecommendedProgramStrategy:SouloftheOrganization.ItisnecessarytosendrepresentativestotheAMAHoDbutMSMSshouldlookatwaystodecreasethecostincludingsendingasfewasonedelegatetorepresentall22votes.KeyChallenges

• Cost

OrganizationalImplications• Fundsandtimemaybebetterspentonotherprograms

Program:CountyMedicalSocieties

• ProgramAttractiveness–LOW• CompetitivePosition–WEAK• AlternativeCoverage–HIGH

GenericStrategy:OrderlyDivestmentRecommendedProgramStrategy:BuildStrengthorSellOut

Thereshouldbeatransitiontoanewregional/countystructuremorecloselyalignedwithcurrentphysicianpracticesystems.MSMSshouldestablishanewsetofaccountabilitystandardsforthecharteredorganizations.ThiswouldalsocommitMSMStoworkwiththosewhoneedtoadjustandadapttothenewstandards.Localconnectionstomembersarecriticaltotheorganization.Thevalueoftheinvestmentneedstobeclear.

KeyChallenges:

Thereisastrongconnectionbetweenlargegroupsandonecountyinparticularandbaseduponthestrengthsofstrongcounties.Thisisnottrueofothers.Itisnotclearthatgeographicrepresentationiscriticaltogovernanceandplanningfortheorganization.Divestmentmaybereceivedpoorlybystrongercounties.

OrganizationalImplications:

Significantchangestothehistoricstructurewhichmaycreateresistancetomanyinleadership.Thereneedstobea“replacement”tomaintainstrongconnectionsandbuildanewstructure.Leadership

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developmentopportunitieswillneedtobeadjustedandadapted.Theremayneedtobetoolsforlocal,employedphysicians.Needtocontinuetoallowforsuccessofthosecountiesthatarecurrentlysuccessful.

Program:MedicalStudentSection

• ProgramAttractiveness–HIGH• CompetitivePosition–WEAK• AlternativeCoverage–HIGH

GenericStrategy:OrderlyDivestmentRecommendedProgramStrategy:BuildStrengthofSellOut

TheprogramstrategymightbesouloftheorganizationsincetheremaybemorevalueforotherstatesthanMichiganitself.

KeyChallenges:

ResourcesareutilizedtosendstudentstotheAMAHouseofDelegates.ThereisasignificantchallengeconnectingwithstudentswhoarelikelytostayinMichigan.MoststudentspracticeoutsideofMichigan.TheprogramneedstoidentifyandprovidevaluetostudentsmostlikelytoremaininMichigan.StudentsaremostlikelytoconnectwithandjoinAMSA.


Integratingmedicalstudents,potentialfutureMSMSmembers,hasbeenasignificantchallengeforstatemedicalsocietiesfordecades.Therearecleartrade-offstoincreasingstudentengagement,particularlythosewhomightbeidentifiedasremaininginMichigan.ItisclearfromthediscussionthatastrategybeyondsubsidizingparticipationintheAMAHoDshouldbeidentified.

Program:OtherSections


GenericStrategy:OrderlyDivestmentRecommendedProgramStrategy:

Residentsection-BuildStrength.

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IMGandOMSS–orderlydivestment–transitiontointegrationwithoutsegmentation.YoungPhysician–orderlyintegration.

KeyChallenges:

• TheIMGdynamicischangingfromwhenitwascreated.ThismaycontinueasaresultoftheincreasingnumberofmedicalstudentstrainingoutsidetheUS.

• OMSSisveryinactive.OMSSchangesneedtobecomepartofthePOdiscussion.• Thechallengewiththeresidentsectioniscompetitionwithspecialtyidentificationandmembership.

Residentstrategiesmayinvolveastrongerconnectiontothespecialtysocietiesdefiningthesynergybetweenthetwo.Anystrategytobuildtheresidentsectionshouldincludedirectengagementwiththeprogramdirector.


ThereneedstobeanexaminationofareasofsynergywithotherprogramssuchasPO.Inaddition,anassessmentofstaffand/orcommitteeresponsibilities,time,andmeasurementsofsuccess.

Program:MSMSAlliance

• ProgramAttractiveness–LOW• CompetitivePosition–WEAK• AlternativeCoverage–LOW

GenericStrategy:ForeignAidRecommendedProgramStrategy:OrderlyDivestmentKeyChallenges

• Eliminatingtheformalrelationship• Donationstothefoundationmaybemoredifficult• Somecountieshaveorganizedandactivealliances


• Theallianceiscurrentlydiminishinginnumbersandactivity.

NOTE:Aretheirservicesavailabletohelpmembership,MDPAC,Foundation,etc?Program:EducationalProgramming

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• ProgramAttractiveness–HIGH• CompetitivePosition–STRONG• AlternativeCoverage–HIGH

GenericStrategy:AggressiveCompetitionRecommendedProgramStrategy:AggressiveCompetitionwithafocusonuniqueeducationalofferingsthatareatMSMScore–practicemanagement,economics,businessofmedicine,etc.KeyChallenges

Thestrengthisinnon-clinicaleducation.FocusingontheeducationalsweetspotforMSMSandunderstandingothersstrengthswillbecriticaltoconnectingtomembersandcontinuingsuccesswithprogramming(non-clinicalvs.clinical,demographicsoftheprofession,lookingatthefuture,etc).Alsolookingatinnovativeeducationalmethodologiesiscritical–focusonwhatneedstobelearnedratherthanthemethodofteaching.

OrganizationalImplicationsASMistheonlyplacesomeresidencieswillbringtheirresidents.Thisconnectsbacktoconnectingtoresidentswithoutafocusontheresidentsection.

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Program:ContinuingMedicalEducation

• ProgramAttractiveness–LOW• CompetitivePosition–STRONG• AlternativeCoverage–LOW

GenericStrategy:SouloftheOrganizationRecommendedProgramStrategy:Maintainandlookforopportunitiesleverageconnectionswithorganizationsutilizingtheaccreditationservices.KeyChallenges

Itisacriticalserviceandwouldbemissedifitdidnotexist,butisnothighlyvaluedbymembers.OrganizationalImplications

Couldbecomeanenhancementtogroupmembership.

Program:ElectronicMedia


GenericStrategy:OrderlyDivestmentRecommendedProgramStrategy:BuildStrengthinnichefortargetedcontentandmarketsKeyChallenges

• Time• -ThespaceiscrowdedwithMSMSnotaprimarysource(websiteuseisdeclining)• Advertisingsales• Communicationswithmembersisnecessaryandrequirescleardecisionstopushcontentoutthatis

relevant,timely,andtargeted.• Needtocontinuetoexploresocialmediaoptions


• Nothavingpresencenorpropercommunicationsisnotanoption• Websiteneedstoconnecttousefulcontentthroughothersocialmediatools• Examinecontractingwithmulti-mediaoutlets

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Program:MichiganMedicine

• ProgramAttractiveness–MARGINAL• CompetitivePosition–WEAK• AlternativeCoverage–HIGH

GenericStrategy:Aggressive/OrderlyDivestment(ifattractivenessishigh),SouloftheOrganization(ifattractivenessislow)RecommendedProgramStrategy:SouloftheOrganizationKeyChallenges

• Advertisingrevenuedeclining• Readersareoldermembers• Generatingcontentisasignificantchallenge


• Notdeliveringaproductthatbeganin1902(souloftheorganization)• ItispartoftheMSMSbrand• Eliminatingaperceivedmemberbenefit• Canthecontentandbrandbeconnectedtointeractivecontent?

Program:Engage

• ProgramAttractiveness–HIGH• CompetitivePosition–STRONG• AlternativeCoverage–LOW

GenericStrategy:AggressiveGrowthRecommendedProgramStrategy:AggressiveGrowthKeyChallenges

• MembersOnly


Program:Guides,Checklistsand/orAlerts

• ProgramAttractiveness–HIGH

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• CompetitivePosition–STRONG• AlternativeCoverage–LOW


• Manylawfirmsoffersimilarinformation• Timecommitmenttoproduceandmakingsurethetopicsarecurrent.• Shelflife• Relevancetodayvs.insixmonths;timingofcommunications

OrganizationalImplicationsConfirmationofbenefits;theneedtocommunicatethevaluetothephysician.

Program:Lobbying



• Hardtomonetize• Freeloaders;whenthereisasuccess,itisnotattributedtoMSMSandbenefitsallphysicians• Advocatingforanissue,itmayalienateaportionofourmembers• Doctorsdon’trealizehowinfluentialtheycouldbe;it’shardtosellonwhathasn’thappened;sellingfear

isachallenge


Program:PolicyDevelopment


GenericStrategy:AggressiveGrowth

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RecommendedProgramStrategy:AggressiveGrowthKeyChallenges

• Breadthofissuesareinfinite• Magnitudeofchangesaredifficult;makingthemupastheygo.


• DoctorsperceiveMSMSisn’thelpingthemifalawwedonotsupportpasses.

Program:Grassroots



• Increasingemploymentofphysicians• Needingmoremoney…thisisatoolassociatedwithstrategicadvocacy• Alienatingcertainphysicianswhodonotlike“supported”candidates


Program:PracticeManagementandHIT


GenericStrategy:AggressiveCompetitionRecommendedProgramStrategy:AggressiveCompetitionKeyChallenges


• Financial,ifareimbursementpolicyischanged,physicianscouldlosemoneyandultimatelynegativelyaffectmembership

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Program:DPAForms

• ProgramAttractiveness–Low• CompetitivePosition–Weak• AlternativeCoverage–LOW

GenericStrategy:ForeignAidorJointVentureRecommendedProgramStrategy:SellorLicenseKeyChallenges


Program:MSMSPracticeSolutions

• ProgramAttractiveness–LOW• CompetitivePosition–WEAK• AlternativeCoverage–HIGH

GenericStrategy:BuildUptheBestCompetitor

RecommendedProgramStrategy:KeyChallenges


Program:MSMSPhysiciansInsuranceAgency


GenericStrategy:AggressiveCompetitionRecommendedProgramStrategy:CompetitionKeyChallenges

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Program:PCVS




Program:WealthcareAdvisors

• ProgramAttractiveness–LOW• CompetitivePosition–WEAK• AlternativeCoverage–LOW

GenericStrategy:ForeignAidorJointVentureRecommendedProgramStrategy:KeyChallenges


Program:QuantumMedicalConcepts




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Appendix1:BackgroundWorksheets

Program:POCouncil

ProgramObjectives/ValueProposition(To…):TheMSMSExecutiveCouncilofPhysicianOrganizationsisanentitytosupportitspartnersinpursuitofhigherquality,lowercostsandanenhancedclinicalexperienceforphysiciansandpatients.TheExecutiveCouncilofPhysicianOrganizationsprovidesaforumforlike-mindedleaderstodevelopcommonstrategiesandsolutionstoachievethesegoals.Physicianorganizationleadersmeetquarterlytodiscussthemovementawayfromfee-for-servicetofee-for-valueandhowtobestachieveall-payer,all-patientpopulationhealthmanagement.Thetwotopprioritiesinpursuitofthesegoalsarethealignmentofcommonqualitymetricsacrossall-payer,all-patientinitiativesandtheoptimizationofhealthinformationtechnologyorhealthdataexchangeinfrastructuredesign.TheExecutiveCouncilcreatedthePhysician-PayerQualityCollaborative(PPQC)toengagegovernmentandcommercialpayersinanefforttofocusqualityimprovementeffortsaroundacoresetofmeasuresandstandardizeperformancereportstohealthplans.PartnerorganizationsontheExecutiveCouncilalsohaveanumberofeducationaloradvocacyactivitiesprovidedbyMSMSbasedontheneedsoftheirphysicians.ThisincludescustomizedCMEeventsatalocallevel,accesstoMSMSstaffcontentexpertsandorganizationofregulatoryorlegislativeadvocacycampaignsorvisits.TargetedCustomers,Audience,MarketorMemberSegment(identifyprimaryandsecondarycustomersegments):ThetargetmarketiscomprisedoftheexecutiveandphysicianleadersofthephysicianorganizationsthatparticipateinBCBSM’sProviderGroupIncentiveProgram(PGIP.)Currentlythereare44BCBSMPGIPorganizations,listedatthebottomofthepagehere.TheprimarytargetsarethoseorganizationsthatoperateanIndependentPracticeAssociation(IPA)modelwiththesecondarytargetsasthelargehealthsystemsthatrepresentamajorityofemployedphysicians.TheIPAmodelismoresuitedtovaluethetraditionalbenefits,servicesandresourcesprovidedbyMSMS.MemberSurveyFeedback(ifavailable):n/aAlternativeProviders(currentorpotential):[i.e.,Whatinternaland/orotherorganizationscurrentlyprovideormayprovideinthefutureacompetingprogramwithsimilargoals,eventhoughtheprogrammaybedesigneddifferently?]InMichigan,theorganizationwiththemostsimilargoalsistheMichiganPrimaryCareConsortium(MPCC).Theychargephysicianorganizationsanannualfeetoparticipateinactivitiesdesignedspecificallytosupportprimarycare.ThereareothernationalorganizationssimilarsuchasthePatient-CenteredPrimaryCareConsortium(PCPCC)andtheInstituteforHealthImprovement(IHI).

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FinancialPosition:Whatistheprogram’sfinancialstrategy?Isitsupposedtogeneraterevenueoverexpenses,breakeven,ortobesubsidized(runataloss)?Ataminimum,revenuefromtheExecutiveCouncilshouldcoverthestaffexpensesforitsactivities.Ideally,theExecutiveCouncilwouldbeanetrevenuegeneratorforMSMS.Whatistheprogram’scurrentfinancialposition?Isitgeneratingrevenueoverexpenses,breakingevenorissubsidized(runningataloss)?Revenueoverexpenses.Istherevenuestreamtrendingupordown?Isitprojectedtoincrease/decrease/stayflatinthenext3years?Theprogrambeganin2015andfrom2015to2016therevenuestreamincreasedslightly.It’sprojectedtocontinuetogrowin2017viaaffiliatedpartnershipswithmorepotentialgrowthinfutureyears.Whatpercentageoftheorganization’stotalexpense/revenuedoesthisprogramrepresent(includinggeneraloverheadandstaffsalaries)?Seeattached.Whataretheprogram’sfiscalgrowthchallengesand/oropportunitiesforthefuture?TheopportunityisinthenumberofPGIPphysicianorganizations.Withonly12POscurrentlyontheExecutiveCouncil,thereare32remainingpotentialpartnerstorecruit.ThereisadditionalopportunitytoidentifyinitiativesoractivitiesundertheguidanceoftheExecutiveCouncil.Forinstance,thePhysician-PayerQualityCollaborativehasimprovedthevaluepropositionandhasthepotentialtoattractrevenuefromothersourcessuchasstateand/orfederalgrants.ThechallengesaretocontinuetosellanddemonstratethevaluepropositionoftheExecutiveCouncil.Whiletheannualpartnershipfeeof$20,000isthoughttobereasonable,physicianorganizations–particularlyinindependentpracticemodels–havelimitedmarginsandcompetingresourceneedsthatmoredirectlyimpacttheiroperationalsuccess.TheExecutiveCouncilmustcontinuetoidentifytheprioritiesofthephysicianorganizationcommunityandincorporatetheseprioritiesintoallitsactivities.Anotherchallengeistherateofgrowthamongemployedphysiciansandevenlargeindependentphysicianorganizations.Manyofthebenefitstraditionallyprovidedtoindividualphysiciansorindividualphysicianpracticesarebeingadministeredbysuchgroups.Manyoftheseorganizationsarebecomingsolargetheyfeeltheycanreachtheiradvocacy,educationaloroperationalgoalsontheirownanddonotseeaneedforparticipationinthelargercollectivevoiceprovidedbyorganizedmedicine.Program:MembershipRecruitment&Retention

ProgramObjectives/ValueProposition(To…):TheobjectiveofthisprogramistokeepthecurrentduespayingmembersofMSMSengagedandseeingthevalueoftheirmembershipandconvincenon-memberphysicianstojoinMSMS.WedothisbyhighlightingtheachievementsofMSMS,theworkwedoonbehalfofeachphysicianinMichiganandshowingthemanydifferentwaysthatmemberphysicianscanseeafinancialreturnontheirinvestment.Thisincludesbreakdownsofbenefits

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andachievementsbasedonspecialty,geographicalareaandanyotheruniquecharacteristicsthatwecanidentify.Membershiprecruitmentandretentionisayearroundendeavorandthemembershipdepartmentworkscloselywithcommunicationsstafftodevelopthebeststrategiestoengageourmembersandpotentialmembers.Withmoreandmorephysiciansbecomingemployed,ithasbecomeimperativethatMSMScontinuetousenewcommunicationvehiclestoshowthevalueofcontinuedmembershiptoallMichiganphysiciansandotherentitiesthatmakedecisionsonhowduesdollarsareallocated. TargetedCustomers,Audience,MarketorMemberSegment(identifyprimaryandsecondarycustomersegments):OurprimarymarketisMichiganphysicians.Historically,thesearephysicianswhohavetendedtobeinprivatepracticeandhavebeenmovingmoreandmoreintoemployedmodels.Whensurveyedthesephysicianstendtoidentifyadvocacy,accesstoinsurance,supportoftheprofession,andpracticeresourcesasthereasonstheybelongtoMSMS.Oursecondarymarketisprimarilymadeupofpeoplewhoarenotphysicians,butdomakemembershipdecisions.Thisgroupismadeupofpracticemanagersatlargegroups,PhysicianOrganization(PO)leadershipandhospitaladministrators.ThismarketisnormallylookingforMSMStoprovidebenefitsthataremoretangibleandhavelesstodowithsupportingtheprofessionofmedicine.ThecommunicationeffortstothisgroupfocusontheabilityofMSMStotailoreducationalcourses,practiceassistance,payeradvocacyandothereffortstotheneedsofthelargegrouporPO.Thismarketisalmostexclusivelybottomlinedrivenandislesslikelytojoinorchoosetohavetheirphysiciansremainmembersjusttosupporttheprofession.

MemberSurveyFeedback(ifavailable):

AlternativeProviders(currentorpotential): [i.e.,Whatinternaland/orotherorganizationscurrentlyprovideormayprovideinthefutureacompetingprogramwithsimilargoals,eventhoughtheprogrammaybedesigneddifferently?Wearecompetingagainsthundredsofothermedicalsocieties,manyofwhomwepartnerwithonlegislativeadvocacy,forincreasinglyscarceduesdollars.Eachtypeofphysicianspecialtyandsub-specialtyhasitsownsociety.Manyhavebothnationalandstatelevelsocieties.Physicianshaveanaturalaffinitytowardstheseorganizationsandwilloftentimesjointhemfirst,beforeconsideringlargerumbrellaorganizationslikeMSMSandtheAMA.Eachoftheseorganizationswilloftentimesemployorcontractwithalobbyingfirmtodopoliticaladvocacyforthem.MSMSisalsocompetingagainstPhysicianOrganizations(PO’s).PO’shaveeffectivelyorganizedlargenumbersofprivatepracticephysiciansandhavereplicatedmanyofthebusinessfocusedservicesthatMSMShashistoricallyoffered.PO’shavenotyetexpressedaninterestinbecomingpoliticallyactiveentities. FinancialPosition: Whatistheprogram’sfinancialstrategy?Isitsupposedtogeneraterevenueoverexpenses,breakeven,ortobesubsidized(runataloss)?

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ThegoalofthisprogramistoretainandrecruitasmanymembersonayearoveryearbasisandhelpfinanciallysupportMSMS.Ifthisprogramissuccessful,theneedtocountonothersourcesofrevenuearediminishedanditassistsinoureffortstomakesurethatMSMSremainsastrongandfinanciallysecureorganization.

Whatistheprogram’scurrentfinancialposition?Isitgeneratingrevenueoverexpenses,breakingevenorissubsidized(runningataloss)?Thisprogramgeneratesrevenueoverexpenses.

Istherevenuestreamtrendingupordown?Isitprojectedtoincrease/decrease/stayflatinthenext3years?Duetoanincreaseinphysicianretirementandphysiciansbecomingemployed,thisprogramhasbeentrendingdown.Wehaveseensomesignsofmoderationofthattrend,buttheexpectationisstillforacontinuingofthedownwardtrendin2017. Whatpercentageoftheorganization’stotalexpense/revenuedoesthisprogramrepresent(includinggeneraloverheadandstaffsalaries)?

Whataretheprogram’sfiscalgrowthchallengesand/oropportunitiesforthefuture?ThefiscalchallengesforthisprogramarethesameastheyarefortheotherprogramswithinMSMS.InorderforMSMStoproperlymeetitsmissionitneedsrevenue.TheopportunityforthisprograminthefutureiswithanincreaseinmembershiprevenuethatMSMSwillhavetheresourcesavailabletoittohaveabroaderreachandlargerimpactonthelivesofphysicians.Thiswouldmaketheyearroundefforttoshowvaluetoourmemberseveneasier. Program:BoardofDirectors

ProgramObjectives/ValueProposition:TheBoardofDirectorsistheexecutivebodyoftheSocietyandmeetsperiodicallythroughouttheyeartooverseeimplementationoftheorganizationspolicyandlegislativeagenda,financialoperations,membershipgrowthandotherorganizationalactivities.AsdescribedinbylawstheMSMSBoardofDirectorsresponsibilitiesareto:

• MakecarefulinquiryintotheconditionoftheprofessionineachcountyintheState,increaseinterestatthelocallevelandpromotephysicianengagement.

• TodirectandcontrolthepublicationoftheJournaloftheMichiganStateMedicalSociety.• ToprovideandmaintainsuchheadquartersforthisSocietyasmayberequiredtoconductitsbusinessproperly• TorenderanAnnualReporttotheHouseofDelegates.• Overseethedisbursementoffundsandborrowmoneyasneeded.

Onapracticallevel,theBoardofDirectorsactsonbehalfofthemembershipasneededbetweensessionsoftheHouseofDelegates.Itiscomposedofdistrictdirectorswhicharegeographicallyelected,officerelectedbytheHouseofDelegates,andrepresentativesnominatedbythevarioussectionsandformallyelectedbytheHouse.Eachisresponsibleforbringingpertinentinformationfromtheirconstituencytotheboarddiscussionsandconveyinginformationback,aswellasengagingphysiciansintheorganization’sactivities.

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TargetedCustomers,Audience,MarketorMemberSegment(identifyprimaryandsecondarycustomersegments):TheBoardservesthegeneralmembershipandcarriesoutpoliciesenactedbytheHouseofDelegates.MemberSurveyFeedback(ifavailable):

AlternativeProviders(currentorpotential): [i.e.,Whatinternaland/orotherorganizationscurrentlyprovideormayprovideinthefutureacompetingprogramwithsimilargoals,eventhoughtheprogrammaybedesigneddifferently?]

FinancialPosition: Whatistheprogram’sfinancialstrategy?Isitsupposedtogeneraterevenueoverexpenses,breakeven,ortobesubsidized(runataloss)?TheoperationoftheBoardofDirectorsisafundamentalresponsibilitydescribedintheMSMSbylawsandisnotexpectedtogeneraterevenue.

Whatistheprogram’scurrentfinancialposition?Isitgeneratingrevenueoverexpenses,breakingevenorissubsidized(runningataloss)?TheoperationoftheBoardissubsidized.

Istherevenuestreamtrendingupordown?Isitprojectedtoincrease/decrease/stayflatinthenext3years?BecauseoftheimpactofdemographicandmarkettrendsonMSMSmembersandsubsidiaryrevenue,themidsummerboardmeetingwaschangedfromamulti-dayupnorthretreattoaonedayboardmeetingatMSMSheadquarters.Thisresultedinasavingsofapproximately$70,000.Forthecomingyear,plansarebeingmadeforadayandahalfmeetinginEastLansing,withsomefamilyactivitiesandagroupdinner.Thiswillallowtheboardtotestoutanotherwaytodevelopcollegialrelationshipsasagroupwithouttheaddedexpenseoftheoldformat.Thebudgetwillincreaseabout$15,000nextyearforthispurpose.Whatpercentageoftheorganization’stotalexpense/revenuedoesthisprogramrepresent(includinggeneraloverheadandstaffsalaries)?Seeattached.Whataretheprogram’sfiscalgrowthchallengesand/oropportunitiesforthefuture?

Norevenue.It’ssubsidized.

Program:BoardofDirectors

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ProgramObjectives/ValueProposition:TheBoardofDirectorsistheexecutivebodyoftheSocietyandmeetsperiodicallythroughouttheyeartooverseeimplementationoftheorganizationspolicyandlegislativeagenda,financialoperations,membershipgrowthandotherorganizationalactivities.AsdescribedinbylawstheMSMSBoardofDirectorsresponsibilitiesareto:

• MakecarefulinquiryintotheconditionoftheprofessionineachcountyintheState,increaseinterestatthelocallevelandpromotephysicianengagement.

• TodirectandcontrolthepublicationoftheJournaloftheMichiganStateMedicalSociety.• ToprovideandmaintainsuchheadquartersforthisSocietyasmayberequiredtoconductitsbusinessproperly• TorenderanAnnualReporttotheHouseofDelegates.• Overseethedisbursementoffundsandborrowmoneyasneeded.

Onapracticallevel,theBoardofDirectorsactsonbehalfofthemembershipasneededbetweensessionsoftheHouseofDelegates.Itiscomposedofdistrictdirectorswhicharegeographicallyelected,officerelectedbytheHouseofDelegates,andrepresentativesnominatedbythevarioussectionsandformallyelectedbytheHouse.Eachisresponsibleforbringingpertinentinformationfromtheirconstituencytotheboarddiscussionsandconveyinginformationback,aswellasengagingphysiciansintheorganization’sactivities.TargetedCustomers,Audience,MarketorMemberSegment(identifyprimaryandsecondarycustomersegments):TheBoardservesthegeneralmembershipandcarriesoutpoliciesenactedbytheHouseofDelegates.MemberSurveyFeedback(ifavailable): AlternativeProviders(currentorpotential): [i.e.,Whatinternaland/orotherorganizationscurrentlyprovideormayprovideinthefutureacompetingprogramwithsimilargoals,eventhoughtheprogrammaybedesigneddifferently?]

FinancialPosition: Whatistheprogram’sfinancialstrategy?Isitsupposedtogeneraterevenueoverexpenses,breakeven,ortobesubsidized(runataloss)?TheoperationoftheBoardofDirectorsisafundamentalresponsibilitydescribedintheMSMSbylawsandisnotexpectedtogeneraterevenue.

Whatistheprogram’scurrentfinancialposition?Isitgeneratingrevenueoverexpenses,breakingevenorissubsidized(runningataloss)?TheoperationoftheBoardissubsidized.

Istherevenuestreamtrendingupordown?Isitprojectedtoincrease/decrease/stayflatinthenext3years?

MSMS23


BecauseoftheimpactofdemographicandmarkettrendsonMSMSmembersandsubsidiaryrevenue,themidsummerboardmeetingwaschangedfromamulti-dayupnorthretreattoaonedayboardmeetingatMSMSheadquarters.Thisresultedinasavingsofapproximately$70,000.Forthecomingyear,plansarebeingmadeforadayandahalfmeetinginEastLansing,withsomefamilyactivitiesandagroupdinner.Thiswillallowtheboardtotestoutanotherwaytodevelopcollegialrelationshipsasagroupwithouttheaddedexpenseoftheoldformat.Thebudgetwillincreaseabout$15,000nextyearforthispurpose.Whatpercentageoftheorganization’stotalexpense/revenuedoesthisprogramrepresent(includinggeneraloverheadandstaffsalaries)?Seeattached.Whataretheprogram’sfiscalgrowthchallengesand/oropportunitiesforthefuture?

Norevenue.It’ssubsidized.

Program:HouseofDelegates

ProgramObjectives/ValueProposition(To…):

MSMSBylawscurrentlyrequiresatleastonemeetingofthedelegatebodyperyear.TheMSMSHouseofDelegatesprovidesmemberstheopportunitytosubmit,debateandapprovepolicy.

TargetedCustomers,Audience,MarketorMemberSegment(identifyprimaryandsecondarycustomersegments):

Approximately200delegatesattendtheHouse.


AlternativeProviders(currentorpotential): [i.e.,Whatinternaland/orotherorganizationscurrentlyprovideormayprovideinthefutureacompetingprogramwithsimilargoals,eventhoughtheprogrammaybedesigneddifferently?] Stateandnationalspecialties,AMA. FinancialPosition: Whatistheprogram’sfinancialstrategy?Isitsupposedtogeneraterevenueoverexpenses,breakeven,ortobesubsidized(runataloss)?

Subsidized.

MSMS24


Whatistheprogram’scurrentfinancialposition?Isitgeneratingrevenueoverexpenses,breakingevenorissubsidized(runningataloss)?

Subsidized.

Istherevenuestreamtrendingupordown?Isitprojectedtoincrease/decrease/stayflatinthenext3years? Revenuehasremainedfairlyconsistentoverthelast5years.

Whatpercentageoftheorganization’stotalexpense/revenuedoesthisprogramrepresent(includinggeneraloverheadandstaffsalaries)?

Whataretheprogram’sfiscalgrowthchallengesand/oropportunitiesforthefuture? Expenseshavedecreasedsignificantlyprimarilyduetoeliminatingonedayfromtheagenda.Sponsorshipsandexhibitrevenuecontinuetobechallengingformanyreasons.Delegatestendtobeolderandmanyareretired.Commercialentitiesprefertofocusonspecialtyeventswithyoungerattendees.Additionally,manyphysiciansdonotenjoyvisitingwithexhibitors.

Program:AMADelegation


TheprimaryobjectiveoftheAMADelegationistoprovideMichigan’sperspectiveinAMApolicy.MSMSsendsapproximately20resolutionsperyeartotheAMAforaction.AMApolicyincludesnationalreimbursementpolicy,publichealthprioritiesandregulatoryhassles.


PrimarycustomersarethemembersoftheAMADelegation.However,theyrepresentallMSMSmembers.

MemberSurveyFeedback(ifavailable): None


Nationalspecialtysocietiesprovidesadvocacy.

FinancialPosition:

Whatistheprogram’sfinancialstrategy?Isitsupposedtogeneraterevenueoverexpenses,breakeven,ortobesubsidized(runataloss)?

MSMS25


Subsidized.


Subsidized.

Istherevenuestreamtrendingupordown?Isitprojectedtoincrease/decrease/stayflatinthenext3years? N/A


Whataretheprogram’sfiscalgrowthchallengesand/oropportunitiesforthefuture? N/A

Program:CountyMedicalSocieties

ProgramObjectives/ValueProposition(To…): Theobjectiveofthisprogramistoprovidethenecessarymembershipdata,billing,andphysicianrecruitment/retentiontothecountymedicalsocieties(CMS).MostoftheworkputintothisprogramisbasedonsupportingtheCMSthatarelargeenoughtohavetheirownstaff.TheCMSdonotdoanyoftheirownbillingandtheamountoftimeandresourcestheyputintomembershiprecruitment/retentionvariesgreatlybycounty.Thesamecanalsobesaidfortheamountofinformationthattheykeeporattempttosecureontheirownphysicians.Monthlycallswiththecountyexecutivesaboutcurrentactivitiesarepartofthisprogram. TargetedCustomers,Audience,MarketorMemberSegment(identifyprimaryandsecondarycustomersegments): TheCMSareourprimaryaudience.95%ofoureffortsinthisprogramarespentwiththestaffedCMS.MostCMSthatdonothaveatleastparttimestaffarelargelydormant.MemberSurveyFeedback(ifavailable):


MSMS26


NootherorganizationinteractswiththeCMSlikewedo.SomeCMSdohavealooserelationshipwiththeAmericanMedicalAssociationorareactivepartnersinlocalpublichealthconsortiums.

FinancialPosition: Whatistheprogram’sfinancialstrategy?Isitsupposedtogeneraterevenueoverexpenses,breakeven,ortobesubsidized(runataloss)? MSMSdoesnotreceiveanyrevenuefromtheCMS.Wehandleallbilling,paymentprocessinganddatabasemanagement.SomeCMSareactiveandwillingpartnersinoureffortstorecruitandretainmembers,butthoseeffortsaremostlylimitedtoaveryfewcounties.Thisprogramissubsidized. Whatistheprogram’scurrentfinancialposition?Isitgeneratingrevenueoverexpenses,breakingevenorissubsidized(runningataloss)?ThisprogramissubsidizedbyMSMS.

Istherevenuestreamtrendingupordown?Isitprojectedtoincrease/decrease/stayflatinthenext3years?NorealrevenuestreamfromtheCMSexists.Aspartoftheoverallmembershipefforts,thatrevenuestreamhasbeentrendingdownward.

Whatpercentageoftheorganization’stotalexpense/revenuedoesthisprogramrepresent(includinggeneraloverheadandstaffsalaries)?Whataretheprogram’sfiscalgrowthchallengesand/oropportunitiesforthefuture? ThechallengesfortheCMSaresimilartothatofMSMS.Inordertoremainfinanciallyviable,theyneedtoillustratevaluetophysicians.Also,thefactthatsomeCMScontinuetochargeduesanddonotprovideanythingofvaluehasbecomeaproblemforMSMSasmembershipinaCMSisrequiredtobeamemberofMSMS.

Program:MedicalStudentSection


Theobjectiveoftheprogramistofirstrecruitandthenengagemedicalstudentsinorganizedmedicine,withthegoalofkeepingthemengagedthroughresidencyandintopractice.RecruitmentisdoneatallsixallopathicmedicalschoolsinMichigan,withthestudentselectingtheirownleadershipandsendingthemtoboththeMSMSandAMAHouseofDelegates.


MSMS27


Thetargetaudienceisfirst,second,thirdandfourthyearmedicalstudents. MemberSurveyFeedback(ifavailable):


TheAmericanAssociationofMedicalStudentsandtheAMAdoprovidethemostanalogousalternativeformsofengagementformedicalstudents.WedoactivelyrecruitwiththeAMAtoencouragemedicalstudentstojoinbothorganizations,butsomemedicalstudentsdochoosetojointheAMAwithoutjoiningMSMS. FinancialPosition: Whatistheprogram’sfinancialstrategy?Isitsupposedtogeneraterevenueoverexpenses,breakeven,ortobesubsidized(runataloss)?

The program is subsidized by MSMS. In a normal year, the dues collected from medical students is around $1,500 while the budgeted expenses for the medical student section, not factoring in staff time and travel expenses, is over $15,000.


Subsidized.


The revenue stream is trending upwards this year. We have seen better engagement from the medical students and an increase in membership for 2017. Whatpercentageoftheorganization’stotalexpense/revenuedoesthisprogramrepresent(includinggeneraloverheadandstaffsalaries)?

See attached.

Whataretheprogram’sfiscalgrowthchallengesand/oropportunitiesforthefuture? The opportunity exists to work more closely with the medical schools to increase medical student membership. Considering the extremely low amount charged for medical student dues, this will have little impact on the financial wellbeing of MSMS.

MSMS28


Program:OtherSections

ProgramObjectives/ValueProposition(To…): Theobjectivesofthesesections,theYoungPhysicianSection,Resident/FellowsSectionandInternationalMedicalGraduates(IMG)Sectionaretoengagethesetypesofphysiciansandfocusontheuniqueissuestheyface. TargetedCustomers,Audience,MarketorMemberSegment(identifyprimaryandsecondarycustomersegments):Thetargetaudiencesofthesesectionsareanyphysicianwhoqualifiestoparticipateinthem.Eachsectionhasspecificcriteriathataphysicianmustmeetinordertobeconsideredpartofthisconstituency. MemberSurveyFeedback(ifavailable):

AlternativeProviders(currentorpotential): [i.e.,Whatinternaland/orotherorganizationscurrentlyprovideormayprovideinthefutureacompetingprogramwithsimilargoals,eventhoughtheprogrammaybedesigneddifferently?]Allofthephysicianswhoarepartofthesegroupscanalsobelongtotheirspecialtysociety,theAMAorinthecaseoftheIMGSectiontheyoftenbelongtotheirethnicmedicalsociety.TheAMAhasasimilarsetupforeachoftheseconstituenciesaswell. FinancialPosition: Whatistheprogram’sfinancialstrategy?Isitsupposedtogeneraterevenueoverexpenses,breakeven,ortobesubsidized(runataloss)? None of these programs generate any revenue above the membership dues that each of these physicians are already paying to be a member of MSMS. Whatistheprogram’scurrentfinancialposition?Isitgeneratingrevenueoverexpenses,breakingevenorissubsidized(runningataloss)?ThisprogramisentirelysubsidizedbyMSMS.Ithasneverbeenintendedtogeneraterevenue.

Istherevenuestreamtrendingupordown?Isitprojectedtoincrease/decrease/stayflatinthenext3years?Notapplicable. Whatpercentageoftheorganization’stotalexpense/revenuedoesthisprogramrepresent(includinggeneraloverheadandstaffsalaries)?

MSMS29


Whataretheprogram’sfiscalgrowthchallengesand/oropportunitiesforthefuture?Notapplicable.

Program:MSMSAlliance

ProgramObjectives/ValueProposition: TheMSMSAllianceisagroupofphysicianspousesthatengageincommunityactivitiesandsupportlegislativeagendasatthestateandlocallevel.PreviouslysupportedwithastaffpersonsubsidizedbyMSMS,theAllianceisnowvolunteerrunwithsomestaffsupportfromtheWayneCountyMedicalSociety.TheAlliancemanagestheirprogramwithsomeduesrevenueandasmallsubsidy($9,000annually)fromMSMS.AlthoughitcarriestheMSMSconnectioninitsname,itisaseparateorganizationthatpartnerswith,butisnotmanagedby,MSMS.TargetedCustomers,Audience,MarketorMemberSegment(identifyprimaryandsecondarycustomersegments):Physicianspouses,primarilytheBoomergeneration,asyoungerphysiciansaremorelikelytobeintwo-physicianmarriagesorhavespouseswithfulltimecareers.Alliancemembershiphasbeendecreasingovertheyears. MemberSurveyFeedback(ifavailable): AlternativeProviders(currentorpotential): [i.e.,Whatinternaland/orotherorganizationscurrentlyprovideormayprovideinthefutureacompetingprogramwithsimilargoals,eventhoughtheprogrammaybedesigneddifferently?]Twoorthreecountymedicalsocietiesstillhaveanactivealliance,mostlyfocusedoncivicengagement.Althoughdemographicdataisavailable,thelackofyoungerspousesthatengageatthestatelevelwouldindicatethatthedemographictrendsaresimilaratthelocallevel.

FinancialPosition: Whatistheprogram’sfinancialstrategy?Isitsupposedtogeneraterevenueoverexpenses,breakeven,ortobesubsidized(runataloss)?TheMSMSsubsidyissignificantlylessthanthefinancialandin-kindsupportofferedseveralyearsago,butitwasneverexpectedtogeneraterevenue.Inthepast,theAlliancewasseenasapartnerontheMSMSadvocacyagenda,andmanyprivatepracticeswererunbyphysicianspousessotheywereengagedindaytodaypracticemanagement.TheirsupportwasmeanttoengagepracticesatanotherlevelandprovideadditionalvalueforthephysicianmembershipinMSMS.

Whatistheprogram’scurrentfinancialposition?Isitgeneratingrevenueoverexpenses,breakingevenorissubsidized(runningataloss)?Subsidized.

MSMS30


Istherevenuestreamtrendingupordown?Isitprojectedtoincrease/decrease/stayflatinthenext3years? No revenue.

Whatpercentageoftheorganization’stotalexpense/revenuedoesthisprogramrepresent(includinggeneraloverheadandstaffsalaries)?Byconvertingfromstaffingtoasmallsubsidyaroundfiveyearsago,MSMShaseliminatedthesubstantialexpenseofsupportingtheorganizationwithpartofanFTEandotheroverheadcosts.Otherthan1-2hoursperyearoftheCEO’stimetoprovideanupdateonMSMSactivitiestotheMSMSAllianceboard,therearenostaffcosts. Whataretheprogram’sfiscalgrowthchallengesand/oropportunitiesforthefuture?ThereisnoexpectationthatthetrendinAlliancemembershipwillreverseduetosignificantsocialandeconomicchangesinthelastseveraldecades.TheMSMSsubsidyisasmalltokentosupportthefewgoodleadersthatarecurrentlyengaged,allowingthemtotrytorecruitnewmembers,buttheexpectationisthatthedownwardtrendwillcontinue.

Program:EducationalProgramming


Providingcosteffective,highquality,timelycontinuingmedicaleducationforphysicians.

TargetedCustomers,Audience,MarketorMemberSegment(identifyprimaryandsecondarycustomersegments): Allphysiciansandpracticeadministrators.MemberSurveyFeedback(ifavailable):


Otherhealthcareassociations,healthsystems,onlineeducationcompanies

FinancialPosition: Whatistheprogram’sfinancialstrategy?Isitsupposedtogeneraterevenueoverexpenses,breakeven,ortobesubsidized(runataloss)?

Breakevenorgeneraterevenueoverexpense.

MSMS31



Breaksevenandoftengeneratesrevenueoverexpensebeforeoverhead.


Revenuehasremainedsteadyoverthelastfewyears.


Whataretheprogram’sfiscalgrowthchallengesand/oropportunitiesforthefuture? CompetitioninthestateforCMEishigh.However,MSMShasanicheonclinicaleducationforouroldermembersinadditiontosecuringseverallarge,multi-yeargrantsonleadershipanddocumentation.

Program:ContinuingMedicalEducationAccreditation/Programming


TheprimaryobjectivesoftheCMEprogramaretoaccreditcontinuingmedicaleducationprogramsforCategory1CMEwhichisrequiredbystatelicensureandtorecognizeotherhealthcareorganizationstoallowthemtoaccredittheirownCMEprograms.


AllphysicianswithanactivelicenseneedCMEcredits.

MemberSurveyFeedback(ifavailable): AlternativeProviders(currentorpotential):

[i.e.,Whatinternaland/orotherorganizationscurrentlyprovideormayprovideinthefutureacompetingprogramwithsimilargoals,eventhoughtheprogrammaybedesigneddifferently?]

ManyotherhealthcareorganizationsprovideCMEincludingspecialtysocieties,healthsystemsandevenforprofiteducationcompanies.

FinancialPosition:

MSMS32



Breakeven.


Closetobreakevenbeforeoverhead.

Istherevenuestreamtrendingupordown?Isitprojectedtoincrease/decrease/stayflatinthenext3years? Recognitionrevenuehasbeentrendingdownduetohospitalmergers.Additionally,somearechoosingnottoruntheirownCMEprogram.Revenueforjointsponsorshiphasbeentrendingupagainsincemanyhospitalsarechoosingsponsorshipoverrecognition.

Whatpercentageoftheorganization’stotalexpense/revenuedoesthisprogramrepresent(includinggeneraloverheadandstaffsalaries)? See attached. Whataretheprogram’sfiscalgrowthchallengesand/oropportunitiesforthefuture?

TheadministrationofCMEistediouswork.Westruggletokeepthefeesaffordablewhilestillcoveringthecostsoftheprogramincludingstafftime.WhilethereiscompetitionforCME,organizationsstillvaluethestatemedicalsocietyapproval.Asmentionedinapreviousquestion,physiciansarerequiredtohave50hoursofCMEperyear.So,membershipdependsontheirprofessionalassociationtooffersomeamountofeducationonlineandinperson.

Program:ElectronicMedia,ie:Medigram,MSMS.org,Mobileapp,andsocialmediasites.

ProgramObjectives/ValueProposition(To…): All electronic media are means to provide the latest, most in-depth information to the members of the Michigan State Medical Society.


In most cases, the targeted customers are members of the Michigan State Medical Society; however, there is an element of public health initiatives and solicitations that would benefit non-member physicians as well as the general public.

MSMS33


MemberSurveyFeedback(ifavailable): n/a


Most, if not all, health care-related associations offer similar electronic media.


Medigram is to generate revenue. The mobile app and MSMS.org offer advertisements as well; however, these are more for information purposes without any obligations to revenue. Social media is to be subsidized.


Subsidized.

Istherevenuestreamtrendingupordown?Isitprojectedtoincrease/decrease/stayflatinthenext3years? Medigram is trending upward. Website and mobile app is flat.


See attached.

Whataretheprogram’sfiscalgrowthchallengesand/oropportunitiesforthefuture? Sales to potential advertisers and sponsors. Specifically with Medigram, we use a third-party service as the delivery mechanism, but also as the sales rep. I think smart packaging is an opportunity, but because of a third-party, it’s also a challenge, ie: multiple points of contacts from MSMS.

MSMS34


Program:MichiganMedicine

ProgramObjectives/ValueProposition(To…):MichiganMedicineistheofficialjournaloftheMichiganStateMedicalSocietyandisdedicatedtoprovidingusefulinformationtoMichiganphysiciansaboutactionsoftheMichiganStateMedicalSocietyandcontemporaryissues,withspecialemphasisonsocio-economics,legislationandnewsaboutmedicineinMichigan. TargetedCustomers,Audience,MarketorMemberSegment(identifyprimaryandsecondarycustomersegments):

Physician members of the Michigan State Medical Society.



Michigan Osteopathic Association (TRIAD), Michigan Academy of Family Physicians (Family Physician)


Break even but also to generate revenue to continue the product.


Subsidized.

Istherevenuestreamtrendingupordown?Isitprojectedtoincrease/decrease/stayflatinthenext3years? Trending downward due to advertising sales. We are currently in the process of changing the sales structure to help with increases.


See attached.

MSMS35


Whataretheprogram’sfiscalgrowthchallengesand/oropportunitiesforthefuture? Challenge is advertising revenue. Opportunity is outreach to untraditional advertisers. Also, developing smart packages with sponsorships/exhibiting, Practice Solutions, etc.

Program:Engage

ProgramObjectives/ValueProposition(To…): Engage is a grassroots effort for physician members to contact their lawmaker(s) on a variety of issues being considered in the legislature.


Physician members; however, users outside of the organization are able to send messages to their lawmaker(s).

MemberSurveyFeedback(ifavailable): As a means of continually asking members if they like Engage, in a follow-up email letting them know their message was sent, there is an option to send an email asking for their input and/or experience. 100% of those responses have been “easy to use”. There have been no negative comments regarding its usability and product. There have, however, been comments made regarding a specific issue a physician may not agree with.


Some associations offer this service, MHA, MOA, etc. However, for those associations who are not financial solvent or with a smaller budget, this is not available.


Subsidized

MSMS36



Subsidized



See attached.

Whataretheprogram’sfiscalgrowthchallengesand/oropportunitiesforthefuture? Subsidized.

Program:Guides/Checklists/Alerts


A member benefit, the MSMS guides/checklists/alerts supply advice and tips on various issues affecting the health care industry.


Members of the Michigan State Medical Society.



MSMS is in a unique position offering these pieces as compared to other associations; however, health care attorneys, IT-related companies, financial-related organizations may already provide this advice to their customers. MSMS’s unique approach is that our focus is 100% on the physician.

MSMS37



Subsidized




Whataretheprogram’sfiscalgrowthchallengesand/oropportunitiesforthefuture? There is a level of sponsorship opportunities that may become available. For example, on our legal alerts, we may want to work with a specific law firm to sponsor them, etc.

Program:Lobbying

ProgramObjectives/ValueProposition(To…):translatethepolicypositionsofMSMSthataredeterminedbytheBoard,HouseofDelegatesandStandingCommitteesintolegislativeorregulatoryinitiativesthatservethephysiciancommunitybroadly.

TargetedCustomers,Audience,MarketorMemberSegment(identifyprimaryandsecondarycustomersegments):theprimarycustomersaretheactivemembersinMSMSthatunderstandthatMSMSistheirvehicletomagnifytheirimpactwithinthelegislativeprocess.TotheextentthattheprocesswithinMSMSisdemocraticandourpoliciesarereflectiveoftheprofessionofmedicinebroadly,thesecondarycustomerisallphysicians. It should be noted that in the instance of lobbying that the customers are physicians, but that the audience is often the elected officials or regulator that have jurisdiction over the policy change that is being sought.

MSMS38


MemberSurveyFeedback(ifavailable): AlternativeProviders(currentorpotential):TheaggregateimpactofMSMScouldconceivablybeundertakencollectivelybymedicalspecialties,thechamberofcommerce,politicalparties,andseveralothergroupsthatadvocateforsegmentsofthoseissuesimportanttophysicians. [i.e.,Whatinternaland/orotherorganizationscurrentlyprovideormayprovideinthefutureacompetingprogramwithsimilargoals,eventhoughtheprogrammaybedesigneddifferently?]Dependinguponthetrajectoryofhealthcaredelivery-hospitalsorlaborunionscouldbesituatedtocompetewithMSMS.

FinancialPosition: Whatistheprogram’sfinancialstrategy?Isitsupposedtogeneraterevenueoverexpenses,breakeven,ortobesubsidized(runataloss)?Advocacyisheavilysubsidizedfrombudgetaryperspective,andgenerallyanyadditionalrevenuesspecifictoadvocacyareplowedbackintoadvocacyefforts.Fromafinancialperspective,thereisacasetobemadethatadvocacyingeneralandlobbyingspecifically,istheprimarypurposeforduespaidbyphysicianstoMSMS.

Whatistheprogram’scurrentfinancialposition?Isitgeneratingrevenueoverexpenses,breakingevenorissubsidized(runningataloss)?Heavilysubsidized

Istherevenuestreamtrendingupordown?Isitprojectedtoincrease/decrease/stayflatinthenext3years?N/A Whatpercentageoftheorganization’stotalexpense/revenuedoesthisprogramrepresent(includinggeneraloverheadandstaffsalaries)?

Whataretheprogram’sfiscalgrowthchallengesand/oropportunitiesforthefuture?Corporatefundingofpoliticalcandidateshasbecomemoreofthenorminthepost“CitizensUnited”decisionworldcoupledwithanacrosstheboarddecreaseoverallinpoliticalgivingbyphysicians.

Program:PolicyDevelopmentProgramObjectives/ValueProposition(To…):…):

MSMS39


Toserveassingularentityforphysicianstouseastheirconduittolegislativeandregulatoryinvolvementatthestateandfederallevels.Toaggregatethecollectivevoicesofphysicianstoserveviaoutreachandinfrastructurecompileactionableitemstohelpmitigatetheimpedimentstophysiciansdeliveringcaretopatients.ForMSMStoserveastheprimarysourceofinformationtothelegislatureasitrelatestopatientandphysicianissues.

TargetedCustomers,Audience,MarketorMemberSegment(identifyprimaryandsecondarycustomersegments):theprimarycustomersaretheactivemembersinMSMSthatunderstandthatMSMSistheirvehicletomagnifytheirimpactwithinthelegislativeandregulatoryprocess.TotheextentthattheprocesswithinMSMSisdemocraticandourpoliciesarereflectiveoftheprofessionofmedicinebroadly,thesecondarycustomerisallphysicians.MemberSurveyFeedback(ifavailable): AlternativeProviders(currentorpotential): [i.e.,Whatinternaland/orotherorganizationscurrentlyprovideormayprovideinthefutureacompetingprogramwithsimilargoals,eventhoughtheprogrammaybedesigneddifferently?]Nationalspecialties,AMA,othernon-medicalorganizations(ieChamberofCommerce,SierraClub,etc.).Differentiationissignificanthowever,MSMSissoleorganizationdedicatedtophysicianissueswithsufficientstafftoimplementthem.

FinancialPosition: Whatistheprogram’sfinancialstrategy?Isitsupposedtogeneraterevenueoverexpenses,breakeven,ortobesubsidized(runataloss)?Norevenueassociatedwiththisarea


subsidized

Istherevenuestreamtrendingupordown?Isitprojectedtoincrease/decrease/stayflatinthenext3years? n/a


see attached

Whataretheprogram’sfiscalgrowthchallengesand/oropportunitiesforthefuture? subsidized

Program:Grassroots

MSMS40


ProgramObjectives/ValueProposition(To…):Toserveassingularentityforphysicianstouseastheirconduittolegislativeandregulatoryinvolvementatthestateandfederallevels.ToaggregatethecollectivevoicesofphysicianstoserveasthebasisforactionbylegislatorsandregulatorstoactinamannerconsistentwiththepoliciesofMSMS.ForMSMStoserveastheprimarysourceofinformationregardingtheactivitiesofthelegislatureasitrelatestopatientandphysicianissues.

TargetedCustomers,Audience,MarketorMemberSegment(identifyprimaryandsecondarycustomersegments):Primarycustomersarethephysicianswhoaremostpoliticallyactive,secondaryaudienceisallphysicians,andtertiaryaudiencearetheelectedofficialsandregulatorsthathavethepotentialtoaffecttheagendaofMSMS.

MemberSurveyFeedback(ifavailable): AlternativeProviders(currentorpotential): [i.e.,Whatinternaland/orotherorganizationscurrentlyprovideormayprovideinthefutureacompetingprogramwithsimilargoals,eventhoughtheprogrammaybedesigneddifferently?]Specialtysocieties,Counties,othernon-healthrelatedgroups,apathy

FinancialPosition: Whatistheprogram’sfinancialstrategy?Isitsupposedtogeneraterevenueoverexpenses,breakeven,ortobesubsidized(runataloss)?Ideally,grassrootshelptoprovidepoliticalgivingthatsupplementsthelobbyingactivitiesofMSMS.Overall,grassrootsandlobbyingshouldbecomplimentaryonmanyfronts.Grassrootsdoesrequiresomefundingformaintenance,butitisdifficulttodistinguishwheregrassrootsendandlobbyingbegins,yetlobbyingisfarmoreeffectivewithsignificantlyactivatedandengagedgrassroots.

Whatistheprogram’scurrentfinancialposition?Isitgeneratingrevenueoverexpenses,breakingevenorissubsidized(runningataloss)?Revenuesinthisareaareusedtofacilitatepoliticalgivingandnottounderwritetheservicesofstaff.Fromabudgetarystandpoint,thisaspectprobablyoperateswithasubsidy,howeverthatisalsobasedonthedecisionthatpoliticalgivingbyphysiciansshouldgotowardspoliticalcandidatesandnottheadministrationofthegrassrootsprogramitself.ThisisthestandardfornearlyallassociationsinMichigan

Istherevenuestreamtrendingupordown?Isitprojectedtoincrease/decrease/stayflatinthenext3years?PACrevenueshouldincreaseoverthenextthreeyears,however,partofthatprobabilityisbasedontemporarydownturningivinginprioryears.Asthattrendlevelsoff,marketingstrategiescanbere-tooledtobesttargetdonors.

MSMS41



Whataretheprogram’sfiscalgrowthchallengesand/oropportunitiesforthefuture?Physicianemploymentarrangementsservetofurtherinsulatephysiciansfromtheimmediacyofpoliticalandregulatorychallenges. Program:PracticeManagementandHIT

ProgramObjectives/ValueProposition(To…): Advocacy,educationandresourcesintheareasofHIT,practicemanagementandpayerrelations.Thiswouldincludepayerrelations,broadpayerpolicysuchasPCMH,practicemanagement,EHRs,diseaseregistries,qualityreporting,PQRSandMeaningfulUse.TargetedCustomers,Audience,MarketorMemberSegment(identifyprimaryandsecondarycustomersegments): Allmembers,andtheirstaff.MemberSurveyFeedback(ifavailable): AlternativeProviders(currentorpotential): [i.e.,Whatinternaland/orotherorganizationscurrentlyprovideormayprovideinthefutureacompetingprogramwithsimilargoals,eventhoughtheprogrammaybedesigneddifferently?]

Noothersocietiesinthestatehavestafftrainedinthisarea.


Subsidized.


MSMS42


Subsidized.



Seeattached.

Whataretheprogram’sfiscalgrowthchallengesand/oropportunitiesforthefuture? Thisisavaluableresourceformembers.Itconsistentlyrankshighinmembersurveys.However,ifa

practicehasonephysicianmember,theyareentitledtothisservice.Manypracticeswillhaveonlyonephysicianmemberintheirgroup.

Program:Coding&ReimbursementAdvocacy

ProgramObjectives/ValueProposition(To…): Advocacy,educationandresourcesintheareasofbilling,codingandreimbursement.Thiswouldincludefrontofficecollections,billing,AR,benefitanalysis,coding,paymentpolicy,incentiveprograms,payercontractsanddenials.TargetedCustomers,Audience,MarketorMemberSegment(identifyprimaryandsecondarycustomersegments): Allmembers,andtheirstaff.MemberSurveyFeedback(ifavailable): AlternativeProviders(currentorpotential): [i.e.,Whatinternaland/orotherorganizationscurrentlyprovideormayprovideinthefutureacompetingprogramwithsimilargoals,eventhoughtheprogrammaybedesigneddifferently?]

Noothersocietiesinthestatehavestafftrainedinbilling,codingandreimbursement.


MSMS43


Subsidized.


Subsidized.



Seeattached.



Program:LegalandRegulatoryAdvocacy

ProgramObjectives/ValueProposition(To…): Advocacy,educationandresourcesintheareasofhealthcarelawandbothstateandfederalregulations.Thiswouldincludemedicalrecords,HIPAA,Stark,medicalmarijuana,employmentcontracts,workerscompensation,physiciansalaries,quality,andMACRA.TargetedCustomers,Audience,MarketorMemberSegment(identifyprimaryandsecondarycustomersegments): Allmembers,andtheirstaff.MemberSurveyFeedback(ifavailable): AlternativeProviders(currentorpotential): [i.e.,Whatinternaland/orotherorganizationscurrentlyprovideormayprovideinthefutureacompetingprogramwithsimilargoals,eventhoughtheprogrammaybedesigneddifferently?]

Noothersocietiesinthestatehavestafftrainedintheseareas.

FinancialPosition:

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Subsidized.


Subsidized.



Seeattached.



Program:DPAForms


The Durable Power of Attorney for Health Care is an important legal document anyone should discuss with their physician. In cooperation with the State Bar of Michigan, Michigan Osteopathic Association, and the Michigan Health and Hospital Association, the Michigan State Medical Society has produced the DPA form for physicians to use in their practices.


Michiganders, 18+.


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Because of the partnership, no other association offers such a form. However, there are other folks, ie: Western Michigan University Homer Stryker MD School of Medicine, who offer such a thing at no additional charge.


Generate revenue to expand the program.

Whatistheprogram’scurrentfinancialposition?Isitgeneratingrevenueoverexpenses,breakingevenissubsidized(runningataloss)?

See attached.

Istherevenuestreamtrendingupordown?Isitprojectedtoincrease/decrease/stayflatinthenext3years? Trending flat and projected to remain flat.


See attached.

Whataretheprogram’sfiscalgrowthchallengesand/oropportunitiesforthefuture? Marketing efforts will grow the program.

Program:MSMSPracticeSolutions


The primary purpose of MSMS Practice Solutions is to provide discounts on various products and services physicians use both professionally and personally. Secondarily, it is to provide an opportunity for non-dues revenue through marketing dollars, commissions/revenue shares and/or exclusive rights.


MSMS members and their office managers are the primary target for the benefits; however, companies that offer products or services which help physician practices are the primary target for negotiating discounts and revenue share.

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MemberSurveyFeedback(ifavailable): A couple of surveys have been completed specific to medical supplies trying to help MSMS Glove Program determine messaging.


Most other associations have an affinity program; however, some are more active than others.


Revenue over expenses.


Subsidized

Istherevenuestreamtrendingupordown?Isitprojectedtoincrease/decrease/stayflatinthenext3years? Trending flat.


Whataretheprogram’sfiscalgrowthchallengesand/oropportunitiesforthefuture? Continue to search for partners who provide both a service/product to members and non-dues revenue to MSMS.

Program:PSIManagement/Consulting


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OffersbenefitandotherconsultingservicesincludingPhysicianReviewOrganizationmanagementservices.


Physicians,PhysicianOrganizations,Employers,andHealthcareCompanies

MemberSurveyFeedback(ifavailable): NotAvailable


Boutiquehealthcareconsultingcompanies.


OneofPSIManagement/Consulting’sprimarygoalsistogeneratenon-duesrevenueforMSMS.


PSIManagement/Consultingisgeneratingrevenueoverexpenses.

Istherevenuestreamtrendingupordown?Isitprojectedtoincrease/decrease/stayflatinthenext3years? Revenueistrendingup.


Whataretheprogram’sfiscalgrowthchallengesand/oropportunitiesforthefuture?PSIManagement/Consulting’sopportunityisitsaccesstomorethan15,000medicalprofessionals.

Program:MSMSPhysiciansInsuranceAgency(PIA)


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TheMSMSPhysiciansInsuranceAgency(PIA),awhollyownedsubsidiaryofMSMS,isafull-serviceagency,offeringphysicians,theirfamiliesandtheiremployeesanentirelineofinsuranceproducts,includingprofessionalliability,workers'compensation,health,dental,auto,home,business,andmuchmore.BydoingbusinesswithPIA,notonlydophysiciansreceivediscounts,value,anddedicatedcustomerservice,buttheyalsohelpprotectyourprofessionbysupportingtheeffortsofMSMS.


Physicians,theirfamiliesandtheiremployees.

MemberSurveyFeedback(ifavailable):WorkingwiththeMSMSPhysiciansInsuranceAgencyteamisprofessional,informative,efficientandfriendly.-AnnuMohan,MD,RosewoodHealthCare,MountPleasant

NotonlydidMSMSPhysiciansInsuranceAgencysavemypracticemoneyonourinsuranceproducts,buttheyareveryresponsivetoourneeds.It'sgreattoworkwithanorganizationthatprovidesexcellentcustomerservice.-RoseM.Ramirez,MD,JupiterFamilyMedicine,Belmont

AlternativeProviders(currentorpotential):AllMichiganinsuranceagencies.

FinancialPosition:Whatistheprogram’sfinancialstrategy?Isitsupposedtogeneraterevenueoverexpenses,breakeven,ortobesubsidized(runataloss)?

OneofPIA’sprimarygoalsistogeneratenon-duesrevenueforMSMS.In2015,non-duesrevenuemadeup54percentoftheOperatingFund’srevenue.PIAwasamajorcontributorofnon-duesrevenuewithmorethan$1milliontransferredtoMSMSfromthewhollyownedsubsidiary.


PIAisgeneratingrevenueoverexpenses.

Istherevenuestreamtrendingupordown?Isitprojectedtoincrease/decrease/stayflatinthenext3years? PIA’srevenuestreamistrendingdownandisprojectedtocontinuetotrenddownoverthenext3years.


Whataretheprogram’sfiscalgrowthchallengesand/oropportunitiesforthefuture?

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Asanagencythatservicestheentirestatewithover4FTEsweregularlyconfront/competewithlocalagentsthatliveandworkinthesamecommunitiesasourphysicians.WeremindourmembersthatbydoingbusinesswithPIA,notonlydophysiciansreceivediscounts,value,anddedicatedcustomerservice,buttheyalsohelpprotecttheirprofessionbysupportingtheeffortsofMSMS.Stilltheideaofsupportingorganizedmedicineoftenisn’tenoughbyitselfwhencompetinginamarketwithanagentthatisrootedinthecommunity.Whenaphysicianclosestheirsmallpracticetojoinalargerpracticeorthehospital,theytypicallyjointhatentity’sinsurancecoverage.Thisresultsinlossofbusinessfortheagency.Additionally,in2014oneofPIA’scompetitiveadvantagesended.PIAhadtostopsellingtraditionalindemnityplanstophysiciansbecauseindividualplanscouldnolongerbetreatedasagroupproductundertheACArules.TheseplanswerepopularwithMSMSmembersbecausetheyhad100percentcoveragewithnoorsmallco-paysanddeductibles.

Program:ProfessionalCredentialVerificationServices(PCVS)


Professional Credential Verification Service (PCVS) is a non-profit Credentials Verification Organization (CVO), accredited by National Committee for Quality Assurance (NCQA), Utilization Review Accreditation Commission (URAC) and is fully compliant with The Joint Commission’s credentialing standards. PCVS is one of only six CVOs in the nation that is dually accredited by both NCQA and URAC.

PCVS was founded in 1992 and is owned by the Physician Holding Company, a wholly-owned subsidiary of the Michigan State Medical Society (MSMS).

Through MSMS, PCVS is able to maintain a dynamic understanding of the state of health care and health-related issues.

PCVS has more than 100 active clients and has credentialed more than 82,000 providers.

As initiatives and projects arise, PCVS will embrace those changes within credentialing that allow for simplification of the administrative process.


Health plans, hospitals/health systems are the main targets.

MemberSurveyFeedback(ifavailable): PCVS does an annual survey to its customers. The majority of its responses are either Satisfied or Very Satisfied. PCVS does a great job with turnaround and customer service. The clients are please.


n/a

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Revenue over expenses to support MSMS activities.


Revenue over expenses. 2016 should reach their highest billables ever.

Istherevenuestreamtrendingupordown?Isitprojectedtoincrease/decrease/stayflatinthenext3years? Upward. Continue to increase.


Whataretheprogram’sfiscalgrowthchallengesand/oropportunitiesforthefuture? The opportunity is to be determined; however, reaching outside of Michigan and focus on a national marketing strategy is PCVS’s biggest opportunity. There are some levels of efficiencies that may also be incorporated. Also, PCVS is in the process of identifying potential new products and services.

Program:WealthCareAdvisors(WCA)


WealthCareAdvisorsistheonlywealthadvisoryfirmpartneredwithMSMS.WealthCarewasestablishedbyMichiganphysicianstoserveMichiganphysicians.Additionally,WealthCareAdvisorsisafiduciarywealthmanagementfirm.Thedifferencebetweenafiduciaryandthetypicaladvisoristhatafiduciarymust,bylaw,puttheclient’sbestinterestsfirst. Mostofourclientsalreadyhavecompetentprofessionaladvisors(suchasattorneysandaccountants)thathaveprovidedthemwithacertainleveloffinancialplanning.WealthCarereviewsourphysiciansclientsentirefinancialsituationfromacross-disciplinaryperspective,notjustfromalegal,taxorinvestmentviewpoint.Thisallowsustoidentifybothcoordinationgapsandplanningopportunitiesthatareoftenmissed.Ourclientshavefoundthatthedifferencebetweenmerelyhavingtheirplanning“done”vs.havingit“doneright”canleadtopeaceofmindwhilesavingtimeandmoney.


Physiciansandtheirfamilies


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NotAvailable


WealthandFinancialManagementFirms


Generatenon-duesrevenueforMSMS.


Revenueoverexpensesbeforeoverhead.

Istherevenuestreamtrendingupordown?Isitprojectedtoincrease/decrease/stayflatinthenext3years? Therevenuestreamisflatandprojectedtostaysooverthenext3years.

Whatpercentageoftheorganization’stotalexpense/revenuedoesthisprogramrepresent(includinggeneraloverheadandstaffsalaries)?Whataretheprogram’sfiscalgrowthchallengesand/oropportunitiesforthefuture?

Alotoftheservicesadvisorsusedtoprovidefortheirclients(assetallocation,alphageneration-platformtechnologysolutionusedinalgorithmictradingtodevelopquantitativefinancialmodels,ortradingstrategies,thatgenerateconsistentalpha,orabsolutereturns.)arebeingcommoditizedbyrobo-advisorsandETFs.

Program:QuantumMedicalConcepts(QMC)


QuantumMedicalConceptsisapartnershipoftheMichiganStateMedicalSociety.ThroughourpartnershipQuantumprovidesearly-stageinvestmentfundingtocompaniesinthemedicalsector.Ourbusinessmodelisunique,inadditiontoinvestingupto$250,000instartupfunding,weprovideaccesstomorethan15,000medicalprofessionalsandactivemanagementsupportforourportfoliocompanies.Thisallowsustoquicklyidentifyandsupportproductsandcompaniesthathaveahighlikelihoodofsuccess.


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Medicalsectorproductsandcompanies

MemberSurveyFeedback(ifavailable): Notavailable


Thisisauniqueoffering,wearenotawareofanyotherhealthcareassociationsdoingthistypeofwork.


Quantum’sprimarygoalsaretogeneratenon-duesrevenue.


Quantumiscurrentlyoperatingataloss.

Istherevenuestreamtrendingupordown?Isitprojectedtoincrease/decrease/stayflatinthenext3years? Therevenuestreamisprojectedtoincreaseinthenext3years.


Whataretheprogram’sfiscalgrowthchallengesand/oropportunitiesforthefuture? Theopportunitiesinthisareaareabundant…thechallengeissuccessfullygrowingandexitingcompaniesoverthenext3–5years.

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Appendix2:GenericProgramStrategiesCELLI HighProgramAttractiveness,StrongCompetitivePosition,andHighAlternativeCoverageGenericStrategyforCellI: AggressiveCompetitionThestrategyforeachoftheseprogramsistoaggressivelycompetetomaintainastrongpositioninareaswheretheorganizationiscurrentlystrong.Thesehighlyattractivestrongpositionprogramscanplayavitalroleinthefutureinthattheycanbeapossiblegrowthbasefortheorganizationaswellasgeneratesurplusresourcesforotherprograms.CELLII HighProgramAttractiveness,StrongCompetitivePosition,andLowAlternativeCoverageGenericStrategyforCellII: AggressiveGrowthTheessentialfeatureofthiscellisthatthefieldisopentotheorganization.Thustheimperativeistoexpandtheseprogramsasrapidlyaspossible,andtoconsolidatethestrongpositionbybuildingupcapabilitiesinasmanyofthecompetitivepositionvariablesaspossible,soastosecuretheseprogramsfromfuturecompetition.CELLIIIHighProgramAttractiveness,WeakCompetitivePosition,andHighAlternativeCoverageGenericStrategyforCellIII:OrderlyDivestmentGenerallythisisatransitionstrategy.Asprogramattractivenessishigh,andtheorganizationisinaweakpositiontoprovidesuchprograms,thekeythemeisresponsibleorderlyconcession,notabandonment.Identifytheexitbarriersandbuildaplantoaddressthosebarriersandexittheprogram.CELLIVHighProgramAttractiveness,WeakCompetitivePosition,andLowAlternativeCoverageGenericStrategyforCellIV:BuildStrengthorSellOutGenerally,thisisatransitionalstrategy.Programsthatfallintothiscategoryareoften,butnotalways,newprogramsforwhichtherearerecentlydeveloped,rapidlygrowingneeds,andtheorganizationdoesnotyethavethenecessaryskillsinplacetobeinastrongpositiontoservethem.Iftheprogramsaretrulyattractive,iftheorganizationhastheresources,andifexitbarriersarenotanticipated,thenthenecessaryresourcesshouldbedeployedtodevelopneededskillsasrapidlyaspossible,thusmovingtheprogramtoCellII.Iftheresourcesarenotavailable,thentheorganizationshouldidentifyotherorganizationswithappropriateskillsandadvocatetheirofferingtheprogram,evenaidingtheminskillbuildingifnecessary.Onceagain,itwilltakestrongleadershiptorecognizethatinthelongrun,thestakeholdersservedwillbebetteroffiftheorganizationdoesnottaketheeasyshort-termoptionofcontinuingtheprogramwithinadequatecapabilities.CELLV LowProgramAttractiveness,StrongCompetitivePosition,andHighAlternativeCoverageGenericStrategyforCellV:BuildUptheBestCompetitor

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Asprogramattractivenessislow,iftheorganizationhasalternativeprogramsonwhichtofocusitsresources,exitfromtheseprogramsiscalledfor.Sincetherearemanycompetitorsvyingfortheseprograms,theonlyfactorthatshoulddelaythetransferofsuchprogramstootherorganizationsisthefactthattheorganizationhasclearsuperiorityoveritscompetitors.Hencetheimperativeforthiscellistotransferprogramcoveragetothebestorganizationcurrentlyservingthesegment(thusincreasingtheattractivenessoftheprogramforthesurvivingprovider).CELLVILowProgramAttractiveness,StrongCompetitivePosition,andLowAlternativeCoverageGenericStrategyforCellVI: SouloftheOrganization(UnattractiveButEssential)Programsthatfallinthiscategoryarenotattractivetotheorganization.However,theproblemisthatiftheneedsbeingaddressedbytheseprogramsareessential,theorganizationmaybetheonlysourceforsuchservices.CELLVIILowProgramAttractiveness,WeakCompetitivePosition,andHighAlternativeCoverageGenericStrategyforCellVII:AggressiveDivestmentForeachoftheseprograms,itappearsthattherearesubstantialcompetitorsprovidingsimilarprograms.Ifthesecompetitorsareabletoprovidesuperiorservices,thereisreallynojustificationfortheorganizationtooffertheseprograms,nomatterhowattractivetheymaybe.Thedecisiontoconcedesuchprogramsisoftenaverydifficult,requiringstrategicvisionandleadership.Ifthereisanyclearcompetitioninthemarketplace,continuationofsuchprogramsisdetrimentaltotheorganization,astheseprogramsareconsumingresourcesthatcouldbebetterusedelsewhere.CELLVIIILowProgramAttractiveness,WeakCompetitivePosition,andLowAlternativeCoverageGenericStrategyforCellVIII:TransitiontoOthersorJointVentureProgramsfallinginthiscellareneededbuttheorganizationvastlyunderestimatedtechnicalskillsrequired.Thegenericstrategyistoidentifyand/orsupportotherorganizationsthatarebetterpositionedor"jointventure"withthem.Thekeychallengeistofindwaysoftransferringprogramstothoseorganizationsthatmayhavetheskillsandprovidingthemwithsupport,(orjointventuringwiththem)ortakinganactivistpositiontoattracttheattentionofconstituentstotheproblem.

Documents

Strategic Program Assessment Report · Tecker International, LLC 301 Oxford Valley Road, Suite 1504B • Yardley, PA 1906 7• (215) 493-8120 • Fax (215) 493-8125 • MSMS Current