Where We're Going and How We'll Know We Get There
1/16/2013
Jud Richland, MPH, AANP CEO
Wednesday, January 16, 2013
by: Jud Richland, MPH, AANP CEO

Section: CEO Update




I’m sure most of you are like me in that you pack so much into your days that time seems to fly by. I’ll occasionally look at my calendar for the previous couple of weeks, amazed at how many phone calls and meetings I’ve had. I’ll sometimes congratulate myself for being so busy and productive.

And then I’ll snap out of my self-congratulatory haze and remind myself that the number of fires I put out or the number of e-mails I send is not how I, and AANP as a whole, should be evaluated. AANP ultimately will be judged by how successful we are in advancing naturopathic medicine in big, not little, ways.

At its October 2012 meeting, the AANP Board of Directors took significant steps in defining the essence of AANP and in establishing the framework by which AANP’s success will ultimately be judged. The Board adopted a set of overarching goals and strategic objectives for the organization. Our five goals are as follows:

  • Naturopathic Physician Members: Naturopathic physicians will have the opportunity to be professionally and financially successful.
  • People: Every person will have access to a naturopathic physician licensed to practice the full scope of naturopathic medicine.
  • Naturopathic Profession: The naturopathic profession will grow and evolve while preserving the core philosophy and principles of naturopathic medicine.
  • Health Care System: The health care system will be patient-centered and include naturopathic physicians and naturopathic practices of wellness, health promotion, prevention, and disease management.
  • Global Health: Countries will include naturopathic physicians in their health care systems. Social and cultural attitudes and actions will transform to include naturopathic principles.

Each goal is supplemented by a set of concrete objectives, which you can view here. Over time, the objectives will serve as a compelling measuring stick that tells us how we’re doing as an organization. We’re now beginning the process of identifying specific, quantifiable measures (along with the best data sources) for each objective. The measures will enable the Board and CEO to report to you on how we think we’re doing and, more importantly, for you to tell us how you think we’re doing.

Fans of Stephen Covey know that we spend way too much time on activities that are urgent but not important. He says, “The key is not to prioritize what's on your schedule, but to schedule your priorities.” My New Year’s Resolution is to emphasize the important at the expense of the urgent but less important. That’s easier said than done as the daily press of business moves forward. AANP’s newly adopted goals and strategic objectives aim to remind us continuously of what’s important.
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