Strategic Plan

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

Note: While the wording of our Mission and Vision refer to physicians only, please note that the strategic initiatives contained herein are for the benefit of ALL of our key member provider constituents: Physicians, Physician Assistants, students (both medical and PA), residents.

Our 2018 Strategies and Objectives:


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

  1. Continue evolving the WCMS’ Healthy Healer Program to include coaching, counseling, on-line resources, advocacy for policy change, and other services, 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 fourth burnout-prevention workshop/retreat.
  4. Investigate offering peer-to-peer and professional support for stressors such as investigations by NCMB and malpractice lawsuits.
  5. Continue researching and promoting innovative local practices to our membership.

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 early career physician and providers, 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 evidence-based professional decisions and to enhance their practice of medicine.


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

Legislative Priorities:
a) Patient and provider protections in new Medicaid Reform law
b) Medicaid expansion
c) Mental Health Access
d) Keeping legislation out of the exam room
e) Scope of Practice

  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).

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

  1. Opioid Addiction
    • 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
      • Promote educational opportunities to providers about the NC Medicaid guidelines for writing opioids
      • Promote educational opportunities to providers about the STOP Act

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.
    • Explore opportunities to build a cadre of trusted Community Health Workers to help PA (and possibly other) patients navigate, find resources, and address social determinants of health.
    • Explore developing Community Health Worker services to offer to ACOs and WNC practices.
    • Begin screening and finding resources in areas that address social determinants of health, such as employment, transportation, food security, and housing.
    • 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 and McDowell in 2018, where opportunities currently exist).
    • Work with Sona PBM 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
    • Continue strengthening ASL interpreter services by incorporating suggestions from the Deaf community and checking in with 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.
    • Explore partnership with MAHEC for WIN to expand high quality interpreter training opportunities.
  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
    • ​Project Access® will participate in the WNC Colorectal Cancer Screening Initiative, in partnership with Digestive Partners (AGA), Mission, AMCHC, WNCCHS, ABCCM, Cancer Care of WNC, American Cancer Society.
    • Project Access® will explore with MAHEC and Buncombe County Department of Health and Human Services a preconception health services offering for PA patients of childbearing years.
    • Project Access® will explore partnering with the CDC to participate in the National Influenza Vaccine Campaign.

Strategy 9: Offer 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.

  1. Promote WCMS wellness program with other small organizations.



View quarterly updates to our Strategic Plan.