2017 Strategic Plan

Our Strategic plan is guided by our mission, values, vision, goals and strategic partners.

Our 2017 Strategies and Objectives

Strategy 1: Address the growing trends of physician burnout and diminishing joy in the practice of medicine by strengthening peer to peer relationships and providing physician/provider support systems

  1. Develop, and implement Physician/Provider Wellness Program (The Healthy Healer) to include coaching, counseling, on-line resources, advocacy for policy change, all as resources allow
  2. Continue Affinity Groups as appropriate for membership and further the development of each with guidance from Physician/Provider Champions and input from group members.
  3. Implement third burnout-prevention workshop/retreat.
  4. Continue researching and promoting innovative local practices to membership.
  5. Identify/enhance & promote technology (e.g., website, listserve, text, social media) to help physicians/providers and families with peer to peer communications.

Strategy 2: Provide physician/provider leadership opportunities

  1. Collaborate with NCMS’ Leadership College by identifying potential participants locally for NCMS, and supporting the work the participants do through the College.
  2. Offer local leadership opportunities to young and/or up-and-coming physician and provider leaders, such as leading the planning/execution of aspects of WCMS’ strategic plan, championing an affinity group, and serving on one of our boards or committees. 

Strategy 3: Serve as a clearing house for important local, state and national health care trends to guide physicians and providers in making sound, data-based professional decisions and to enhance their practice of medicine.


Strategy 4: Engage physicians/providers across the region in Legislative advocacy

  1. Continue in-person visits to legislators with local physicians and providers, both in WNC between sessions and in Raleigh during sessions (e.g., White Coat Wednesdays).  

Legislative Priorities:

  1. Patient and provider protections in new Medicaid Reform law
  2. Medicaid expansion
  3. Mental Health Access
  4. Keeping legislation out of the exam room
  5. Scope of Practice

Strategy 5: Support efforts to address public health crises as they arise and work to prevent them

  1. Opioid Addiction
    • Adopt and commit to the CDC guidelines
    • Advocate for effective policies/regulations locally and in Raleigh
    • Support and connect local/regional efforts to prevent abuse
    • Promote educational resources for prescribing health care practitioners

Strategy 6: Improve access to care for medically vulnerable populations in WNC

  1. Collaborate with our funders and other community partners to continuously redesign Buncombe Project Access® (PA) to address the changing needs of medically vulnerable populations:

    • Explore opportunities to add dental care into the PA network

    • Continue focusing on areas that address social determinants of health, as well as more primary care homes, mental health, navigational services, and specialty care.

    • Expand Project Access® into rural counties where there are federally qualified community health centers and free clinics in need of wraparound services such as screening and prevention, primary care, specialty care, medication assistance, navigational services, interpreter services, labs, imaging, physical therapy, social determinants, and more (e.g., focus on Madison, McDowell, Jackson, Macon, Henderson etc. where opportunities currently exist.)

    • Work with Asheville Buncombe Community Pharmacy (ABCP) and other pharmacies to determine how to achieve medication cost savings.

    • Continue WCMSF involvement in CareShare at State level. (CareShare Health Alliance is an NC organization which helps communities coordinates care for underserved people through collaborative networks like Project Access®).

  2. Employ Health Access Counselors (HACs) to provide ‘in-reach’ counseling to current PA patients to determine their eligibility for the Health Insurance Marketplace (HIM), outreach counseling about same to target populations throughout WNC (including but not limited to African American, Latino, LGBTQ, young adults, rural, persons with psychiatric illness), and counseling to general public.

  3. Investigate and apply for supplemental grants and other funding opportunities to fill the void of currently diminishing funding streams. 

Strategy 7: Reduce health disparities among vulnerable populations in WNC

  1. Continue moving toward health parity by marketing, growing, and improving WIN services throughout the region.
    • Expand presence in rural counties via grants.
    • Strengthen ASL interpreter services by incorporating suggestions from the Deaf community, as resources allow.
    • Explore new opportunities for interpreter/translation business outside of traditional health care services that address social determinants of health (e.g. job training, education, nutrition, housing, legal aid).
    • Plan and implement a certification process for language interpreters to improve qualification requirements and quality of service.
  2. Advance WCMS Foundation’s Dr. Charles Blair Health Parity Fund, which provides scholarships for minority youth pursuing health careers.

Strategy 8: Promote prevention, health and wellness across medically vulnerable populations in WNC 

  1. Advance WCMS Foundation’s Endowment Fund--each year, earnings from the Endowment provide essential financial support to local health-related charitable programs serving communities across WNC.
  2. Develop/collaborate in a community-based prevention and/or wellness program (recommend adding only if resources allow, focus TBD)

Strategy 9: Promote WCMS’ Foundation 501(c)(3) status to engage physicians/providers in obtaining grants for health care/community health improvement/wellness initiatives


Strategy 10: Promote health, wellness, and work-life balance for WCMS employees through our Wellness Program, policies, benefits (as resources allow), and a supportive workplace culture. 


View quarterly updates to our Strategic Plan.