There has never been a more important — or more challenging — time to plan for the future and become proactive and agile in an unpredictable world. AMDA – The Society for Post-Acute and Long-Term Care Medicine has done just that with its 2021–2023 Strategic Plan.
The document includes several key goals and some steps and strategies to accomplish them:
Ensure that the Society is a good steward of its resources — human, financial, time, infrastructure, and systems. This involves activities and strategies to ensure revenue generation and effective financial management, responsive staff/operational management, robust and effective volunteer engagement, and overall good governance.
Retain current Society members and attract and recruit new members. This involves understanding member needs, seeking ways to increase membership diversity, generating public pressure for PALTC-specialized expertise, and continuing to support state chapters, among other efforts.
Develop and deliver timely, relevant education and clinical tools for PALTC clinicians to improve patient/resident care. This involves activities and strategies such as developing and keeping updated evidence-based clinical practice guidelines and related clinical guidance resources and tools; adapting the Society’s clinical guidance tools for skilled nursing facilities across all settings of care and developing guidance for other PALTC settings; developing and delivering effective educational programming to Society members and others who are interested; promoting interprofessional inclusion in the Society’s content and developing PALTC team training; and supporting and enhancing the Foundation for Post-Acute and Long-Term Care Medicine’s Futures Program.
Advocate for public policy that facilitates the optimal delivery of PALTC medicine for the benefit of patients and residents. This will entail advocating for regulatory and legislative initiatives that support optimal care delivery in PALTC, supporting and participating in key policy coalitions, and raising visibility and improving understanding of federal PALTC policy among members and state chapters as well as external stakeholders.
Define and promote the unique roles and skills of PALTC medicine. This will require clearly articulating those components of care delivery that are unique to PALTC medicine; developing an elevator speech for PALTC medicine and communicating this widely; promoting the unique nature of PALTC medicine; nurturing alliances, both new and existing; offering and strengthening the certified medical director (CMD) credentialing program; and developing options for promoting PALTC clinical care as a specialty.
The Society’s president, Karl Steinberg, MD, CMD, said, “This strategic plan revision was done virtually, but was very productive despite not getting to be physically present with our fellow leaders. The pandemic has increased our Society’s visibility, credibility, and reach, and the strategic plan includes building on those attributes.” He added, “We also were more intentional about addressing inequities and disparities within our Society, in our care settings, and in the public arena. Finally, we want to highlight the status of PALTC medicine as a medical specialty and continue to emphasize the importance of engaged, knowledgeable, and preferably certified medical directors.”