Strategic Plan2014

Sect ion o f Genera l Pract ice

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ContentsAcknowledgements Page 2

Mission statement Page 3

Purposes of SGP Page 4

Goals and objectives Page 5

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The Section of General Practice (SGP) hosted its annual strategic retreat on November 28-30, 2013. Several groups attended and provided guidance and direction when setting the goals and objectives of the SGP Strategic Plan.

• Current SGP Executive Committee members

• Immediate past SGP Executive Committee members

• Section of Rural Medicine Executive Committee members

• PCN Physician Leads Executive members

• Alberta College of Family Physicians representative

• AMA president

• AMA senior staff

We are thankful for each groups contribution and dedication to improving primary care in Alberta.

Acknowledgements

Dr. Ann R. Vaidya, President Section of General Practice

Mission statement The Section of General Practice helps general practitioners:

• Achieve and maintain economic well-being.

• Provide quality care.

• Enjoy quality of life.

3 Dr. Darryl D. LaBuick

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NPurposes of SGP• Toadvancethescientific,educational,

professional and economic well-being of its members.

• To represent its members in an effective manner.

• To work in close liaison with other organizations representing common members such as the Section of Rural Medicine of the Alberta Medical Association and the Alberta Chapter of the College of Family Physicians of Canada.

• To elect the requisite number to the Representative Forum of the Alberta Medical Association in accordance with the Constitution of the Alberta Medical Association.

• To serve and further the objects, needs and interests of the Alberta Medical Association and the Canadian Medical Association.

Goals and objectives1. Systemefficiencies

In support of the concept that primary care reform is synonymous with health system reform:

a. Where possible, incent primary care physicians to think about the impacts on the entire system when making patient-care decisions.

b. Develop stronger linkages with specialists.

i. Promote the work of Strategic Clinical Networks (SCNs) to be driven by the needs of primary care.

ii. Engage physicians in a discussion on the issues of “transi-tions of care.”

iii. Develop early warning system for service backlog and access issues.

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2. PhysiciancompensationNeedtoalignhealthcarefinancingwithhealthcaredelivery (e.g., incentives need to be aligned):

a. Begin making changes to the fee schedule that incent the appropriate outcomes within the fee-for-service option.

b. Develop and implement a blended-capitation payment model that aligns with the appropriate outcomes.

c. Assess the need for intra-sectional and inter-sectional relativity.

d. Ensure the concerns and needs of primary care reform are represented in fee relativity.

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3. InfrastructureTo acquire the required infrastructure that moves us along the path of system reform:

a. Support the measurement of processes, outputs, and outcomes that aid physician decision-making, while minimizing unnecessary bureaucracy.

b. Support the sharing of information with patients to empower them as an active partner in their health care as well as investing in the physician-patient relationship.

c. Acquire and encourage information technology systems that promote information sharing in a secure and user-friendly environment and which are driven by clinical processes.

d. Balance the advantages of solutions that leverage “economies ofscale”withlocalsite-basedmanagementefficiencies.

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4. ContinuityofcarePromote internal and external linkages and supports to meet the common objectives of system reform:

a. Supporting member representatives on SCNs and linking them back to primary care leadershipinwell-definedprocesspromotinganeffective interface.

b. Engagespecialistcolleaguesspecificallyon“transitions of care” through the system.

c. Establish improved integration with other community-based services including Public Health, Community Care, and Human Services to improve patient care and reduce redundancy and waste of resources.

d. Promote the system enablers that strengthen continuity of care within the “medical or health home.”

5. LeadershipRecognizing the need that member physicians must be empowered to assume and continue leadership positions:

a. Support members in their educational requirements of becoming primary care leaders.

b. Inventory current leadership and encourage. participation in collaboratively moving towards system reform.

c. Influenceresidencycurriculatoincludecomponentsof leadership.

d. Promote the on-going stewardship of primary care physicians through PCNs, Choosing Wisely and other reform measures.

e. Develop a campaign promoting “the value of family physicians” within academia, other medical specialty programs and the public.

f. Develop better collaboration internally amongst physician groups and externally with AH, AHS and allied health professionals.

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6. PublicengagementPromote engagement with patients, community and municipal leadership, and other government stakeholders to support and understand the need for primary care and health system reform:

a. Advocate patient-centered care throughout the entire health care system.

b. Develop processes and structures that ensure the patient perspectiveisreflectedinsystemreform.

c. Encourage a long-term strategy and policies that address the far “upstream” determinants of health including the reform of urban design and a sustainable and healthy social and physical environment.

Dr. Carolyn A. Lane

12230 106 AVE Edmonton AB T5N 3Z1http://bit.ly/1dp81qh