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All Board ReportsPresident's Report
It has been a distinctive privilege to be president of STFM. This organization has been my academic home for 30 years. I have learned much and grown substantially from attending Families and Health, Predoctoral Education, and Annual Spring Conferences, where I made friendships spanning 3 decades. The past 4 years, starting as secretary-treasurer, has been my second opportunity to be on the Board of Directors and contribute back to a small degree what I have gained from my colleagues and this association. The list of names of those who have shaped my career and to whom I am grateful is too long for this report, but I thank each one of you for how you enriched my career and my life. I thank the members of the Board of Directors who have worked hard this year to steer our Society in a time of significant change for STFM and family medicine. I also thank all of the STFM members who have contributed their time and energy on STFM committees, groups, task forces, initiatives, work groups, and liaisons and who responded graciously to our requests. Lastly, I thank all of you for working every day in your local setting for the future of family medicine. In my charge to the Board of Directors at our first meeting last April, I outlined six goals for 2007-2008:
We have made amazing progress on these goals. (1) Find a successor for Roger Sherwood Stacy brought a long history of association management experience, deep understanding of STFM and academic family medicine, and outstanding organizational and leadership skills to her new position. She served as the STFM communications director from 1993 to 2000, when she was promoted to STFM deputy executive director. That same year, she was appointed executive director of the North American Primary Care Research Group (NAPCRG). Stacy has proven success as the executive director of NAPCRG; proven ability at growing an association in terms of finances, number of members, quality of programs, and organizational reputation; skill at facilitating boards, committees, and staffs toward the accomplishment of objectives; and skill developing partnerships and coalitions with key individuals from other associations. She worked with Roger Sherwood to ensure a smooth transition with his retirement on October 31, 2007, and with the Transition Committee since that time. This goal has been achieved exceedingly well! (2) Reassess our mission statement Committee members began by composing and submitting statements that captured STFM’s core values and then using appreciative inquiry questions to tap into committee members’ perceptions of the values that are in play when STFM functions really well. Two small groups worked separately and independently identified core values that are an enduring part of our organization present over the long term. The groups also considered and proposed core purpose statements in their deliberations. The committee presented the lists of values to the Board of Directors to engage the Board in the process and get initial reactions from the Board. The Committee then conducted a process for finalizing the values selection and limiting it to six, following Jim Collins’ experience that values are unlikely to be really core if there are more than five or six. The committee agreed on six values and presented them to the Board of Directors at its August 2007 meeting, which were discussed in detail, revised, and formally adopted at the Board’s November 2007 meeting. The committee then worked to finalize a core purpose statement, which it presented to the Board at its January 2008 meeting. The Board engaged in a considered discussion and approved a final statement. Core Values
Core Purpose
We have discovered our core values and core purpose and will use them to guide our decisions to assure alignment between our core and our programs and activities. (3) Maintain and strengthen our core membership services
Our core services continue to improve to meet the needs of our members. (4) Contribute to the emergence of the Council of Academic Family Medicine (CAFM) Purpose of the New Coalition
CAFM meets every 6 months and holds monthly conference calls. At its meeting in January 2007, it finished an environmental scan SWOT analysis and selected priority joint projects for action. The final SWOT analysis provided a context for choosing the joint projects, which were prioritized by ratings of impact and feasibility. Six projects were selected:
CAFM members and organizations took responsibility for starting action on the projects, such as creating work groups that involve other individuals who are in positions critical to the success of the projects. CAFM met in August 2007 to report on progress and reassess the status of the projects, which led to elimination of the public relations item. At its January 2008 meeting, it conducted another SWOT analysis and added a project:
CAFM has been functioning for only a little more than a year but has emerged as an effective way to coordinate the efforts of the member organizations to address important issues of concern to all of us in academic family medicine. STFM is a full partner in CAFM and has contributed to its emergence. (5) Energize the Priority Programs of the Special Task Force on the Future of Family Medicine Priority Programs:
These Priority Programs are becoming mature and will continue as they become integrated into STFM’s organizational structure. (6) Champion the assembling of patient-centered medical homes
STFM-sponsored conferences have had the PCMH as a theme this year:
STFM is working with CAFM on PCMH efforts as noted above but also was the first academic organization to join the Patient-centered Primary Care Collaborative (PCPCC), which includes more than 100 organizations. We were followed by the Society of General Internal Medicine, the Society of Primary Care Fellows, and the Association of Departments of Family Medicine. The organizations in the PCPCC represent the full array of constituencies that have a vested interest in the future of primary care:
The PCPCC is active in advancing the PCMH as the future for primary care in the United States, including federal legislation and large demonstration projects. See www.pcpcc.net for more information on this large effective collaborative. Lastly, the STFM Clerkship Medical Home Initiative (CMHI) is adding an important project for advancing the PCMH. The field has active national projects for residency education (P4 Project) and practice transformation (TransforMED). The missing element is a project focused on the clinical experience of third-year family medicine clerkship students, which is a pivotal time for specialty selection. The goal of the CMHI is to understand efforts to spread the PCMH model to clerkship teaching practices. The rationale for the initiative is that the field of family medicine needs to know the current status of clerkship PCMH clinical experiences and to learn how predoctoral programs are attempting to remodel their clerkship clinical practice sites to expose students to the principles of the PCMH model. The STFM Research Committee has designed a baseline study that assesses the PCMH features of systematically selected clerkship teaching practices. This will be followed by a 2-year observational project that will document and share information about strategies implemented by predoctoral and clerkship directors to achieve PCMH features in clerkship practices. A follow-up study of practices will be conducted at the end of the 2 years. STFM has vigorously advanced the PCMH model of practice during a year that has seen dramatic spread of this model since the initial release of the Joint Statement of Principles in February 2007. We have done well at championing this vision for our future clinical care and teaching. As many of you know, I am a whitewater rafter, mountain climber, and marathoner. If STFM were a person, it could say the same thing. Our organization has been in class IV and V rapids this year with its internal changes and external challenges and opportunities. Our organization has set high goals and ascended to new heights of achievement. Our organization has paced itself and shown sustained endurance. STFM has demonstrated that it is agile enough to respond rapidly to change, ambitious enough to reach high, and disciplined enough to last. I thank you again for a wonderful, unforgettable year as your president. Here’s the baton… |
2006-2007 |
Caryl Heaton, DO |
2005-2006 |
William K. Mygdal, EdD |
2004–2005 |
Jeannette South-Paul, MD |
2003–2004 |
Carlos Moreno, MD, MSPH |
2002–2003 |
Elizabeth Garrett, MD, MSPH |
2001–2002 |
Denise Rodgers, MD |
2000–2001 |
Stephen Bogdewic, PhD |
1999–2000 |
Elizabeth Burns, MD, MA |
1998–1999 |
John Frey III, MD |
1997–1998 |
Joseph Hobbs, MD |
1996–1997 |
Macaran Baird , MD , MS |
1995–1996 |
Katherine Krause, MD |
1994–1995 |
Janet Townsend, MD |
1993–1994 |
Richard Holloway, PhD |
1992–1993 |
Robert Davidson, MD, MPH |
1991–1992 |
Marjorie Bowman, MD, MPA |
1990–1991 |
Alan David, MD |
1989–1990 |
David Schmidt, MD* |
1988–1989 |
Jack Colwill, MD |
1987–1988 |
Jonathan Rodnick, MD* |
1986–1987 |
Joseph Scherger, MD, MPH |
1985–1986 |
L. Thomas Wolff , MD |
1984–1985 |
H. Thomas Wiegert , MD |
1983–1984 |
John Arradondo, MD, MPH |
1982–1983 |
Thomas Leaman, MD |
1981–1982 |
F. Marian Bishop, PhD, MSPH* |
1980–1981 |
Edward Shahady, MD |
1979–1980 |
William Kane, MD |
1978–1979 |
Theodore Phillips, MD |
1977–1978 |
L. Robert Martin , MD* |
1975–1977 |
Edward Ciriacy, MD* |
1973–1975 |
G. Gayle Stephens , MD |
1971–1973 |
Leland Blanchard, MD* |
1969–1971 |
Lynn Carmichael, MD |
*deceased
Harry Strothers III, MD, MMM
Despite the addition of new programming, a strong annual meeting, a good membership year, and hard work by staff and volunteers, 2007 will end in the red financially for STFM. We accomplished much over the year but will not end the year financially as we had hoped. We knew after last year’s first net income year following 6 years of deficits, it would be difficult to maintain the positive results of 2006 while moving to fund the Annals of Family Medicine from our regular operating budget for the first time. We ended the 2007 year with an operating deficit of $83,344. To put this into perspective, we funded Annals of Family Medicine at $85,000 from operating funds. If we had funded Annals from long-term reserves as we have the past 2 years, we would have shown net income of $2,095. Fortunately, the Society has strong reserves of more than $2 million to weather these financial dips. Long-term support of Annals and our other high priority programs and services through our operations dollars makes good business sense, and we are committed to finding the revenue to achieve this.
The good news is that membership dues were at 100.5% of budget, Family Medicine advertising income was $43,900 ahead of 2006 (and $6,500 more than budgeted), the annual meeting came in at $49,380 ahead of budget, and our newly launched Predoctoral Directors Development Institute netted $9,500 with budgeted net income of $6,100. Earnings on investments were $33,988 ahead of budget.
The challenges we faced include decreased sales of book inventory, decreased royalties, and overall decreased meetings and workshop net income. Two conferences in particular did not meet budget projections. We optimistically anticipated netting $45,160 from the new IMG Academy workshops but only netted $4,142. We also budgeted to net $45,000 for the 2007 Conference on Practice Improvement, yet net income was only $13,587 for this conference. We continue to face the challenge of decreasing registrations for some conferences and increasing hotel costs. We are committed to determining and implementing the best approaches for turning this around in 2008.
Our plan to achieve a balanced budget has several components. Membership renewals are at similar levels as last year, so with the modest approved dues increase ($10 for physicians, $5 for nonphysicians), we should generate an additional $40,000 in revenue compared to 2007. With membership dues bringing in one third of our operating income, we’ll continue to focus on ways to recruit and retain members. We plan to pursue appropriate partnerships more aggressively in 2008, and we have budgeted far less net income from the IMG Academies to give this program a chance to get up and running. We have made conscious efforts to curtail the over-expended areas of 2007, as some of our liaison and committee expenses exceeded their 2007 budget. Perhaps not in 2008, but long term we anticipate receiving new income from the National Procedures Institute for which STFM is a 20% partner.
While we have several challenges ahead of us, our new leadership combined with our staff and volunteer efforts have a clear vision of how to lead STFM to succeed in the future. The Board has committed to doing an analysis of STFM activities to identify those programs that are most relevant to our core purpose and our outcomes of success. This exercise will provide us with the data to make decisions on where to devote our precious and limited Society resources. We are confident that our disciplined approach to our finances will result in a renewed focus on activities that will move the Society and discipline forward and will improve our long-term financial situation.
It has been a pleasure to serve our wonderful Society as your secretary-treasurer. I have appreciated the opportunity to work with our Board and outstanding staff in this role.
Stacy Brungardt, MA, CAE
New Beginnings From a 15-year STFM Veteran
STFM has begun a new journey. After 26 years of leadership from our most capable Roger Sherwood, CAE, on October 1 of 2007, a new era began in the Society staff leadership. Although I’ve been blessed to be a part of this Society for nearly 15 years in various roles, this year has marked a significant new beginning for STFM and a new role for me.
Over the past year, I’ve been asked what I see as the main challenge for STFM. My response is—remaining relevant, a seemingly simple response to what I see as a complex, overarching issue. Put in another way, the Society needs to proactively and continually identify the needs of our members and the discipline and deliver quality programs and services to meet those expectations. Members face a multitude of options about how they can spend their volunteer time and dollars. For our Society to grow and prosper, we need to be razor sharp in understanding the changing needs of our members and family medicine education and then deliver on those opportunities as they fit within our core purpose. This has to be an iterative process that becomes ingrained in how we operate. Our conferences need to offer the latest and best practices in family medicine education. We need to find ways to connect our members with like interests in meaningful ways. We must proactively look for new educational methods and appropriate alliances to improve family medicine. We need to develop, teach, evaluate, and share the best ideas and methods of family medicine and advocate for more resources to improve family medicine education.
How Do We Do This?
Your Board of Directors has been involved in a process of identifying our core values and core purpose. If you’re a Jim Collins fan, you’ll recognize the terms. If you are new to Jim Collins, go here to read more: http://www.jimcollins.com/. With input from the membership, the six values that the STFM Board identified as inherent to our Society are integrity, relationship-centered, openness, nurturing, excellence, and learning. Our core purpose is to advance family medicine to improve health through a community of teachers and scholars.
We’re taking these important pieces and asking ourselves how we use them to identify and define our success as an organization. In other words, we’re starting with the end in mind. Heard that before? Why does STFM matter as an organization? How do we define it, and how do we measure it? As we did with our core purpose, we’ll be gathering input from members along the way. We’ll use these outcomes to better align our programs, services, and resources to what matters most to the success of the Society.
In my first few months on the job, I’ve devoted a significant amount of time focusing on the staff and Board to ensure a smooth transition from one exec to another. Our staff has been remarkable in the transition. I’ve been impressed by their supportive attitudes and their ability to embrace the new ways we are approaching our work together. I am also proud of the dedication and commitment our staff bring to their work. We believe that our work serves an important role in improving family medicine education, and we are looking at new approaches of thinking and behaving as a team to accomplish the work that best serves you, our members. Our core values as a staff are your core values, and we have started a process of aligning staff behaviors and actions with the Society’s core values.
Finally, I want to acknowledge some key contributors who launched into new projects for STFM this past year:
Predoctoral Directors Development Institute—In 2007, this program helped provide important and unique training to 26 fellows who are new or aspiring predoctoral directors. Special thanks to Katie Margo, MD; Kent Sheets, PhD; David Little, MD; Alec Chessman, MD; Paul Paulman, MD; Alison Dobbie, MD, Jeff Stearns, MD; Cathy Pipas, MD; and Dana Greco, CAE, who took this program from idea to successful fruition.
IMG Academies—STFM is indebted to the faculty who launched this new program in 2007. There is a long list of folks who get credit for this, ranging from the faculty who developed the survey and gathered input to the faculty who developed the curriculum and presented it. I’d like to acknowledge the special efforts of our project leads, Kathy Zoppi, PhD, and Laurel Milberg, PhD, and the rest of the faculty of Luigi Tullo, MD; Crystal Cash, MD; Christine Jerpbak, MD; Alan Roth, DO; and Gerry Whelan, MD, for enduring the challenge of developing a new curriculum on a short timeline.
Regional Faculty Development Series Workshop—The Ohio State University faculty stepped up and provided outstanding leadership for one of, if not the, most successful regional faculty development series workshops to date. Larry Gabel, PhD, and Holly Cronau, MD, made a strong leadership team that revised the workshop and brought in some of the top regional leaders in faculty development to this workshop. A record 84 people attended.
These are just a few of the new activities STFM took on in 2007. This past year has been one of the most remarkable ones in my life. I look forward to collaborating with you and other members of the family on new beginnings as we work together to improve health for all.
 President John C. Rogers, MD, MPH Baylor College of Medicine |
 President-Elect Scott Fields, MD Oregon Health & Science University |
 Immediate Past President Caryl J. Heaton DO UMDNJ-New Jersey Medical School |
Secretary-Treasurer Harry S. Strothers III, MD, MMM Morehouse School of Medicine |
 Executive Director Stacy Brungardt, MA, CAE STFM |
 Member-at-Large Kim Marvel, PhD Ft Collins Family Medicine Residency |
 Member-at-Large Deborah K. Witt, MD Thomas Jefferson University |
 Member-at-Large Ellen G. Whiting, MEd Northeastern Ohio Universities College of Medicine and Pharmacy |
 Representative to CAS Susan E. Skochelak, MD University of Wisconsin |
 Representative to CAS Mark S. Johnson, MD, MPH UMDNJ-New Jersey Medical School |
 Communications Chair Betsy Naumburg, MD University of Rochester |
 Education Chair Jeffrey Stearns, MD University of Wisconsin |
 Legislative Affairs Chair Terrence E. Steyer, MD Medical University of South Carolina |
 Membership Chair Sim Galazka, MD University of Virginia |
 Program Chair James W. Tysinger, PhD University of Texas HSC at San Antonio |
 Research Chair James M. Gill, MD, MPH Delaware Valley Outcomes Research, Newark, Del |
 Resident Representative Jennifer Bacani, MD Via Christi FM Residency Program, Wichita, Kan |
 Student Representative Erin Corriveau University of New Mexico |
