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Page | 1 – IPNA Strategic Plan, 2019
International Pediatric Nephrology Association
Strategic Plan
2019 - 2022
Page | 2 – IPNA Strategic Plan, 2019
Plan Contents
I. Introduction 3
ll. Our Mission & Vision 4
lII. Strategic Map 5
IV. Our Priorities and Strategic Goals 6
V. Next Steps – Implementation and Monitoring 18
Vl. Acknowledgements 19
Page | 3 – IPNA Strategic Plan, 2019
Introduction
Welcome to the International Pediatric Nephrology Association (IPNA) 2019-2022 Strategic Plan. IPNA
was officially founded in 1974 and since then has worked tirelessly to create a unified and collaborative
group of pediatric nephrologists around the world. Through education and the dissemination of
information, IPNA and its members have helped advance the field of pediatric nephrology from a
physiological discovery to the distinct specialty it is today. This is a record to be proud of – and on which
to build.
Currently, more than 2 million people worldwide receive treatment with dialysis or a kidney transplant to
stay alive, yet this number may only represent 10% of people who actually need treatment to l ive. When we
began this planning process in spring, 2018, our goal was to build a comprehensive plan that represented the
voice of our members who in turn represent the voice of “little kidneys everywhere”. At our planning
meeting in fall, 2018, armed with the results from 452 members and numerous phone interviews, we realized
that for us to be successful, every voice would be welcomed (even if it was difficult to hear) and no subject
would be off l imits if we were to draft a plan in full support of our mission and vision.
As you read through these pages, you will see that we are focused on 4 key areas:
1. Strengthen IPNA’s infrastructure
2. Enhance capacity of providers to care for children with kidney disease
3. Expand and diversify funding to support IPNA initiatives
4. Increase engagement of Pediatric Nephrology community
We then sent the draft plan to our members, opening the plan up to feedback from all. That feedback
reinforced that we had put our own biases aside as we read the data to ensure that the plan remained
focused on our mission and vision. This plan includes strategic indicators that will be used by Council,
our members, our donors, and others to measure our performance. We will report regularly and
transparently about how we are doing - have we been successful or not? What might need to be
changed? In this way, we will demonstrate our commitment to the kind of accountability that our
members should expect from us.
We believe this plan will help drive the positive change(s) to continue to advance the specialty that
drives our passion in all we do. We know that there are many factors that will continue to drive
unprecedented challenges and opportunities for us that we believe this bold, collaborative plan,
supports.
Pierre Cochat, M.D., France
IPNA President
Hui Kim Yap, MD, Singapore
IPNA President-elect
Page | 4 – IPNA Strategic Plan, 2019
Our Mission and Vision – Why we do what we do
IPNA is a global, 501(c)3 nonprofit charitable organization that works to disseminate knowledge about kidney
disease in children in the areas where care is needed most. "Optimal care for all children with kidney disease" is IPNA´s vision.
Our mission is to lead the global efforts to successfully address the care for all children with
Kidney disease through advocacy, education, and training.
Page | 5 – IPNA Strategic Plan, 2019
Strategic Map Based on the extensive feedback and hours of discussion and work, we have identified four overarching Goals, identified in the Strategic Map below. Specific strategic initiatives and recommended action items within each of these areas are detailed in the pages that follow.
Strengthen IPNA's infrastructure
Modify IPNA governance to increase transparency and improve efficacy
Revise management model to augment IPNA operations
Enhance functionality of IPNA's technology and resources
Enhance capacity of providers to care for children with kidney disease
Improve quality of educational and teaching programs
Facilitate IPNA member access to clinical and educational resources
Support local efforts for establishment and expansion of clinical infrastructure
Increase interaction with related societies
Expand and diversify funding to support IPNA initiatives
Attract external funding (USD $300,000) over the next 2 years to support educational
activities
Secure financially favorable contract (same or better) with a Journal publisher by 2020
Grow the investment portfolio by 10% by 2021
Increase engagement of the Pediatric Nephrology Community
Involve non-councilor IPNA members in IPNA activities
Expand the IPNA community to include patients/parents
Create new opportunities for Pediatric Nephrology providers to participate in IPNA
activities
Enhance communications of the PN community
Page | 6 – IPNA Strategic Plan, 2019
Goal 1 – Strengthen IPNA’s infrastructure Strategy Tactics Responsibility Time Frame Metric
Modify IPNA’s governance to increase transparency and improve efficacy.
Ensure democratic election of IPNA council members through a transparent procedure in Regional societies
EC Venice council meeting (10/19)
Description of new procedures added to IPNA Manual of Operations and posted on website Creation of dashboard of desired Councilor characteristics/expertise
Develop procedure for need and selection of ex officio Councilors
EC Venice council meeting (10/19)
Create tasks description for IPNA council members to include election of members based on motivation and proven experience
EC Venice council meeting (10/19)
Develop list of operational decisions to ensure transparency in decision making that get voted on by:
EC Entire IPNA council
Entire IPNA membership
IPNA council Venice council meeting (10/19)
Transparency in selection of location of IPNA council meetings
EC Venice council meeting (10/19)
Page | 7 – IPNA Strategic Plan, 2019
Goal 1 – Strengthen IPNA’s infrastructure Strategy Tactics Responsibility Time Frame Metric
Revise management model to augment IPNA’s operations.
Implement more frequent meetings of IPNA leadership
EC, C-IN Venice council meeting (10/19)
Increased frequency of Executive and other committee meetings Revised list of Councilor expectations Reports of committees regularly updated on the website
Regular review of Councilor expectations
Council Ongoing
Assign each Councilor specific, mission-driven tasks
IPNA council Venice council meeting (10/19)
Implement scheduled e-meetings of committees,
C-IN Venice council meeting (10/19) then quarterly
Produce and disseminate committee reports
C-IN Venice council meeting (10/19) then quarterly
Goal 1 – Strengthen IPNA’s infrastructure Strategy Tactics Responsibility Time Frame Metric
Enhance functionality of IPNA’s technology and resources.
Use previous survey responses as a basis for establishing functionality of the website.
Website committee Chair
May-June 2019 Increased usage of website by committees for their work Improved functionality of website, including for fundraising Website users regularly surveyed regarding satisfaction
Consult C-IN on costing for further development of website features
Website Committee C-IN
June 2019
Engage web developer consultant to evaluate IPNA website functionality
Website Committee Chair
April 2019
Review changes recommended by web developer and make recommendations to Council
Website committee
October 2019
Implement changes to IPNA website
C-IN Early 2020
Page | 8 – IPNA Strategic Plan, 2019
Goal 2 – Enhance capacity of providers to care for children with kidney disease Strategy Tactics Responsibility Time Frame Metric
Improve quality of educational and teaching programs.
Have standardized application forms online for programs, applicants, etc.
IPNA Fellowship Committee
By July, 2019 Standardized application forms and reports to inform the value of the educational and teaching programs and progress after completion of same Expand IPNA training programs by 25% in each 2-year period using philanthropic funding Ensure active participation of Regional and National Societies through updated processes Consistent attendance of Juniors at Master Classes
Have a standardized progress report for programs and fellows
IPNA Fellowship Committee
Ongoing
Create process and forms for fellows to complete and submit
Trainees with review by Fellowship Committee
Ongoing
Seek philanthropic support for expanding IPNA training programs to increase the number of programs in underserved areas, the number of fellows, and provide training infrastructure to the training programs in underserved areas
IPNA leadership
Ongoing
Define process to add the participation of Regional Societies in the decision process to admit new Training Centers and new Fellows
IPNA Fellowship committee with input from Regional Societies
October, 2019 (Venice Congress)
Define process to withdraw IPNA training centers license after 5 years without Fellows
IPNA Fellowship committee
October, 2019 (Venice Congress)
Define process that would allow IPNA to map the need for fellows at the country level ensuring clarity of the number of PNS and need for fellows by country
IPNA Fellowship committee with input from Regional and National Societies
By July, 2020
Create a web-course for fellows on basis of clinical research – epidemiology, statistics,
IPNA leadership
By January, 2020
Page | 9 – IPNA Strategic Plan, 2019
Goal 2 – Enhance capacity of providers to care for children with kidney disease Strategy Tactics Responsibility Time Frame Metric
academic writing, presenting and publishing scientific studies
Maintain IPNA-Regional society Master Classes for Junior IPNA members
Juniors Committee
Ongoing
Goal 2 – Enhance capacity of providers to care for children with kidney disease Strategy Tactics Responsibility Time Frame Metric
Facilitate IPNA member access to clinical and educational resources.
Develop website functionality based on IT consultation or recommendations of Website Committee Chair to facilitate access to education resources (including tiered access)
Website Committee, C-IN.
July-September 2019
Increased utilization of materials on website Website users regularly surveyed regarding satisfaction
Engage chairs of each committee to provide deliverables for posting to website where such resources are lacking
All committee Chairs, C-in
July-September 2019
Communicate new functionality and access to resources to IPNA membership
Communications (newsletter) committee, C-IN
Ongoing
Page | 10 – IPNA Strategic Plan, 2019
Goal 2 – Enhance capacity of providers to care for children with kidney disease Strategy Tactics Responsibility Time Frame Metric
Support local efforts for establishment and expansion of clinical infrastructure.
Enhance sister center program through collaboration with ISN
Sister center committee
November 2019
Designation of initial IPNA-ISN sister center program At least 1 clinical or research project active by the end of the grant period Completion of goals established by the Centers in the application form within 2 years after finishing the grant period
Educational webinars – monthly via telecom/webinar including case studies, workshops and lectures
Sister centers Start of program, then ongoing (2018 – 2020)
Clinical Training of staff including medical, nursing and allied health involved in caring for children with kidney disease
Part of webinars or face to face teaching
Start of program then ongoing (2018 – 2020)
Developing and upgrading services of children and adolescent with kidney diseases
Sister centers End of each 2 years – current end 2020
Clinical Research development
Sister centers During period of program
Follow up reviews with assessments of success and challenges of program at 1 year, 2 years and 1 year post-completion of program
Sister center committee
Up to 1 year after program
Goal 2 – Enhance capacity of providers to care for children with kidney disease Strategy Tactics Responsibility Time Frame Metric
Increase interactions with related societies (ISN, IPA)
Develop list of issues and schedule conference call with ISN Executive Director
IPNA leadership
October 2019 Committee established and convenes initial meeting at ASN Minutes of the conference calls to be distributed beyond IPNA leadership alone Pediatric Nephrologist on
Establish combined IPNA-ISN committee to oversee collaborations
IPNA leadership, ISN Exec Director
November 2019
Set a timeline for regular conference calls between ISN and IPNA leadership for an every two to three month time frame
IPNA leadership, ISN Exec Director
November 2019
Page | 11 – IPNA Strategic Plan, 2019
Goal 2 – Enhance capacity of providers to care for children with kidney disease Strategy Tactics Responsibility Time Frame Metric
Contact IPA leadership to introduce IPA and IPNA leadership to lead regular conference calls
IPNA leadership, IPA liaison
Spring 2020 EC meeting
every ISN regional board
Research missions of liaisons such as IPA and ISN and ensure interaction with same to determine commonalities and potential for partnerships
IPNA leadership, IPA liaison, ISN Exec Director
Spring 2020 EC meeting
Create joint subcommittees of the organizations to address next steps as to potential interactions, overlaps, etc.
ISN, IPA and IPNA leadership
Spring 2020 EC meeting
Keep Regional Societies abreast of the activities of the IPA, IPNA and ISN
IPNA leadership, ISN Exec Director, IPA liaison
Ongoing at all times
Goal 3 – Expand and diversify funding to support IPNA initiatives Strategy Tactics Responsibility Time Frame Metric
Attract external funding (USD 300,000) over the next 2 years to support educational activities.
Revision of fundraising materials to reflect IPNA history and identify areas of greatest need
Development committee
October 2019 Fundraising advisors identified, script for use with external contacts clarified and 2-3 new targets for funding potential identified yearly Fundraising materials distributed to potential donors
Form group of fundraising advisors with a commitment to IPNA & have fundraising experience
Development committee
October 2019
Develop list of potential corporate and private entities for distribution of packet and personal contact information.
Development Committee, Fundraising advisors
October 2019
Page | 12 – IPNA Strategic Plan, 2019
Goal 3 – Expand and diversify funding to support IPNA initiatives Strategy Tactics Responsibility Time Frame Metric
Schedule visits to respective Listees by IPNA Ambassadors
C-IN Ongoing $75,000 ‘ask’ by Q3; $25,000 secured by Q4
Continued identification of potential targets of solicitation, i.e., industry, foundations, individuals
Development committee, Fundraising advisors
Ongoing
Convene periodic conference calls among the representatives of the committee and if need be, schedule- a meeting/retreat for brainstorming regarding development tactics.
Development committee, C-IN
In person meetings, Regional meetings annually
Major gifts Development committee
July-Dec 2019; April-September 20202
Grant submission and sponsorship
C-IN and development committee
May 2019-May 2021
$225,000 total secured from $85,000 grant submission per quarter
Individual annual giving via direct mail, social media
C-IN and development committee
August-December 2019
2019- $10,000 2020 - $15,000
Goal 3 – Expand and diversify funding to support IPNA initiatives Strategy Tactics Responsibility Time Frame Metric
Secure financially favorable contract (same or better) with a Journal Publisher by 2020.
Receive and review renewal bid from Springer
Executive committee
October 2019 Income from journal contract provides similar or better income than current contract
Solicit bids from additional journal publishers
Publication committee
December 2019
Review bids and identify best proposal
Publication Committee
Spring –Summer 2020
Page | 13 – IPNA Strategic Plan, 2019
Goal 3 – Expand and diversify funding to support IPNA initiatives Strategy Tactics Responsibility Time Frame Metric
Make recommendation to EC/Council regarding most favorable bid
Publication Committee
Fall 2020 Council meeting
Sign contract with publisher
EC/IPNA President
December 2020
Goal 3 – Expand and diversify funding to support IPNA initiatives Strategy Tactics Responsibility Time Frame Metric
Grow the investment portfolio by 10% by 2021.
Analysis of current investment portfolio to identify strengths and weaknesses
Finance Committee, investment advisor
Twice yearly
Continued positive investment income 5% increase in equities
Obtain guidance from additional members and consultants (Henry)
Finance committee
Twice yearly
Modify portfolio to include a greater percentage of equities
Finance committee, investment advisor
January 2020
Goal 4 – Increase engagement of the Pediatric Nephrology community Strategy Tactics Responsibility Time Frame Metric
Involve non-Councilor IPNA members in IPNA activities
Develop process to solicit IPNA members to join IPNA Committees
EC Spring-Summer 2019
Each IPNA committee adds several non-Councilor members At least 100 IPNA members are involved in committees on an ongoing basis
Hold in-person meetings of expanded committees
IPNA council October 2019 (Venice congress)
Delegate specific projects to expanded committees based on strategic plan
IPNA council October 2019 (Venice congress)
Create mechanisms for expanded committees to hold virtual meetings
C-IN
December 2019
Expanded committees submit regular reports to Council
Committees Quarterly starting in January 2020
Page | 14 – IPNA Strategic Plan, 2019
Goal 4 – Increase engagement of the Pediatric Nephrology community
Strategy Tactics Responsibility Time Frame Metric
Expand the IPNA community to include patients/parents
Expand web-based patient education material by disease Review and assess all previous material linked.
Patient education committee
Ongoing All collections are complete and posted to website, updated 2x/year Webpage counts reflecting utilization will be monitored and reported quarterly Action plan in place to reflect analyses of results
Expand web-based patient education material by region and language - through questionnaire to all IPNA membership
Patient education committee
Survey results to be shared at Venice Congress (Council Meeting)
Create questionnaire feedback from patient families
Patient education committee
Results presented in Venice
Regional materials received, vetted and posted on website
Patient education committee
December, 2019
Analyze results of patient feedback and create action plan based on same
Patient education committee
To be presented in Venice
Ongoing verification of website links and response to patient feedback
Patient education committee
4-6 monthly
Create IPNA sponsored patient education meetings (similar to IPNA teaching courses) to be held regionally by IPNA members
Patient education committee
Present recommendation at Venice Council Meeting
Page | 15 – IPNA Strategic Plan, 2019
Goal 4 – Increase engagement of the Pediatric Nephrology community Strategy Tactics Responsibility Time Frame Metric
Create new opportunities for PN providers to participate in IPNA activities.
Increase number of countries participating in IPNA registry by 20 to ensure greatest number of societies and countries participating
Registry Committee
December, 2021
3 new guidelines produced with participation from at least 50 PN experts Country participation in registry to increase by 10-15 percent
Generate scientific output from IPNA Registry to at least 3 major publications, including co-authorship of at least 1 participant from each active country
Registry Committee
December, 2021
Create, distribute & implement IPNA guidelines via congresses (IPNA & regional societies), webinars, teaching courses, workshops on guidelines & registries
Best practice & standards committee
2019
Increase sponsorship of new members from developing countries by senior members by 10%
All members By 12/2020
Generate a list of most targeted people in regions needing sponsorship
Regional Secretaries
Create process for new calls for guideline development
Guideline committee
2019-2021
Develop web-based communication system for needs assessment that can be used in the face of local disasters
Members of continental societies
2019-2021
Page | 16 – IPNA Strategic Plan, 2019
Goal 4 – Increase engagement of the Pediatric Nephrology community Strategy Tactics Responsibility Time Frame Metric
Enhance communications of the Pediatric Nephrology community.
Review survey data from IPNA Committee Chairs’ input on website design to assess current state of the build, identify issues that require modification to existing functionality, and identify any requests that have not yet been built. Generate list of issues and/or concerns from survey results in preparation for discussion with consultant
C-IN, Website Committee
June, 2019 Survey of membership will reflect an increase in satisfaction from 2018 survey including increased usage and perceived value
Consult IT professional on the following issues:
Location of website given required financial transactions may be influenced by jurisdiction of registration
Best practices for content management system selection to ensure longevity of the website
Best practices for website design to meet ISO standards for design and communication
Workflow for sustainable communication to members highlighting relevant and timely practices
Merging the existing littlekidneys.org and ipnaonline.org websites recognizing their independent audiences
IPNA Executive and C-IN, Website Committee
August, 2019
Page | 17 – IPNA Strategic Plan, 2019
Goal 4 – Increase engagement of the Pediatric Nephrology community Strategy Tactics Responsibility Time Frame Metric
best practices for communications to the membership
Research other membership organizations or members to learn about additional options
C-IN, consultant September, 2019
Develop an approach to engage broad membership in a Communication Committee that includes dissemination of information through social media.
Website Committee, IPNA Exec, C-In, Communications Committee
October, 2019
Page | 18 – IPNA Strategic Plan, 2019
Next Steps: Implementation, Evaluation and Monitoring
This Strategic Plan sets in place the roadmap that IPNA will follow for the next several years. We expect
that much of what we can’t predict (politics, economy, healthcare) will cause us to regularly review this
document and update it accordingly. Ongoing feedback from our members will necessitate change(s)
also.
We look to this document as an opportunity to build on our strengths and membership engagement to
deliver on our mission and vision that follows a thoughtful, inclusive approach utilizing the diverse views
of our many stakeholders and their respective ‘worlds’.
We will use the four goals outlined in these pages to provide updates to our members and other key
stakeholders. We look to our members to hold us accountable for providing measurable outcomes and
proof of our work and successes.
We hope that this plan will cause different members to become more curious about our work, seeking
out opportunities to get actively involved and join committees or take action that will help drive our
plan forward.
The best plans are dynamic, flexible tools that guide our decision-making process. The recommended
initiatives will be integrated into our daily work and shaped by our budget and finances. In the course of
implementation, new issues, challenges and ideas will emerge. We expect to make midcourse
corrections based on new knowledge and will share what we learn with our members.
While our goals are lofty given economic times, the results of implementing these goals will enable our
mission to become more real in all of the countries and for all of the pediatric nephrologists and
associated support teams with whom we work. We strive to meet current needs and the needs of future
generations of pediatric nephrologists and associated partners in order to best take care of the children
and families that need us.
Page | 19 – IPNA Strategic Plan, 2019
Acknowledgements
IPNA would like to thank a number of individuals for their guidance and contributions in our planning process. Their efforts and energy have and will allow us to move forward to best support our members and the children and families we ultimately serve.
Strategic Planning Facilitator
Susan Newton, Development Strategies Plus
Planning Retreat Participants
Dr. Alfonso Huante Anaya
Dr. Melvin Bonilla-Felix
Dr. Joseph Flynn
Dr. Paulo Koch
Dr. Elena Levtechenko
Dr. Deborah Lewis
Dr. John Mahan
Dr. Mignon McCulloch
Dr. Bradley Warady
Dr. Hui Kim Yap
Lucie Semanská, C-IN
Lyon Executive Committee Meeting Participants
Dr. Patrick Brophy
Dr. Pierre Cochat
Dr. Kenji Ishikura
Dr. Mara Medeiros
Dr. Maury Pinsk
Dr. Franz Schaefer
Survey Participants
All were anonymous, but to the numerous members (see below) that took the time to complete and
share their thoughts, we thank you!
Planning kick-off survey – 452 members
Draft plan review survey – 72 members
To the 12 members that participated in phone interviews while the kick-off survey was taking place, also
providing us with their insights, thank you also!