College Overview and Strategic Priorities

1. College Overview and Strategic Priorities Facilitator: William A. Zoghbi, MD, FACC President, ACC

2. ACC Strategic Plan To Transform Cardiovascular Care and Improve Heart Health Strategic Metrics Strategic Priorities Revised as of March 2012

3. Mission To Transform Cardiovascular Care and Improve Heart Health Vision The members of the College will dramatically reduce the incidence, severity and complications of cardiovascular disease as we promote prevention, reduce disparities in health care, and improve personal and population-based cardiovascular health.

4. Values • Professionalism: The interests of patients are primary. • Knowledge: The College must promote growth, dissemination and application of knowledge about cardiovascular medicine. • Value of the cardiovascular specialist: The cardiovascular profession makes a distinct contribution to medical care that should be recognized and enhanced. • Integrity: Honesty, compliance with legal requirements, and ethical behavior are essential in all activities. • Member driven: The College and its major activities must be led by active members and must promote volunteerism. • Inclusiveness: The College involves a broad range of volunteers that reflects the composition of its membership.

6. Members and Stakeholders Internal Processes ACC/ACCF Strategy Map To Transform Cardiovascular Care and Improve Heart Health Our Mission To ensure that we attain Increase the Value of Membership Turn CV Knowledge Into Practice to ImprovePatient Care 10. Strengthen members’ ability to effectively lead, manage and improve their practices 12. Add value to the FACC designation 1. Help improve cv care and foster disease prevention 3. Communicate the latest advances Member Service Excellence 11. Deliver cost-effective products and services for all member segments 13. Obtain a high level of member involvement and satisfaction 2. Improve patient engagement and outcomes thatdrive our 4. Create and develop responsive, innovative, and relevant educational opportunities 14. Run programs and services in an effective and efficient manner 17. Communicate effectively to ensure members recognize and appreciate the impact of the College’s efforts 7. Identify the latest advances 5. Disseminate tools and best practices (products, services, and programs) for ready use by providers, patients and policymakers 8. Promote and uphold the highest professional standards in patient care and physician conduct 15. Collaborate effectively with other health related organizations (US and Non-US) to achieve mutual goals 18. Use environmental and market information to drive member value theStrategic Actions 9. Promote adequate workforce, training and support for cv patient care 16. Strengthen policy, political and payer advocacy to support and promote the role and importance of cv specialists 6. Develop clinical standards enableus toexecute 19a. Promote innovation and cv science leadership in all we do 19b. Drive Health System Reform to deliver highest quality care People and Culture With Our People 20. Promote good governance and maintain a member-driven organization 21. Develop a high performing, satisfied staff 22. Cultivate leadership among engaged members Financial Our Resources 23. Maximize sales revenues from current activities 24. Manage net assets 25. Manage expenses versus budget 26. Ensure a healthy mix of funding sources Revised as of March 2012

7. Top Five Strategic Priorities Quality Improvement Efforts to Transform Practice (Previously called “Practice Transformation/ Strategic Plan”) CardioSmart (Previously called “Patient-Centered Care”) Digital Strategy Competency Based Curriculum/LLL Portfolio International Strategy

8. Top Five Strategic Priorities • Quality Improvement Efforts to Transform Practice -(Originally Called “Practice Transformation/ Strategic Plan”) • Strengthen & expand NCDR and its impact, enhancing in-house data analytics capabilities • Facilitate Value-Based Purchasing by Accelerating NCDR Business Intelligence Capabilities (ICD & ACTION-GWTG Registries) • ACC Participation in Coalition Addressing Fundamental Tort Reform • Build NCDR TAVI/TAVR module and Advance ACC’s Capabilities/Credibility in FDA, CMS Post-Market Surveillance • Work on Payment Reform Models • Work with ABIM on “Choosing Wisely: The Five Things Campaign” • Affirm Wisconsin SmartCARE Project & Explore Other Potential Localities • CardioSmart - (Originally Called “Patient-Centered Care”) • A Patient-Centered approach to ACC’s Mission & Programs • Affirm Current CardioSmart Direction & Examine Potential Expansion of Patient Engagement Efforts

9. Top Five Strategic Priorities • Digital Strategy • Invest in Improving the CardioSource User Interface including Mobility & Device Specific Capabilities • Competency Based Curriculum/LLL Portfolio • Develop a Core Competency-Based Curriculum • Invest in the Capability to Move NCDR Registry Data into the LLP & Facilitate MOC • Continue with Launch and Early Work of Educational Quality Review Board (EQRB) • Improve Co-Sponsored CME Approach • International Strategy • Gradual growth in global educational reach and leadership • Affirm the International Strategy & Examine Governance Structure

10. 5 Year Vision Developed in August 2007 at the Board of Trustees Retreat Meeting