Education 5-Year Business Plan ( )

Education 5-Year Business Plan (2014-2018)
Draft

Approach & Timeline April – June
Analyze Existing Curriculum & Business Trends July – Aug LLOC* Sets 2015 Curriculum Aug - Sept Assess & Prioritize 5-yr. Approach Sept - Oct Develop 3-5 year plan Education staff analyze current program/product data Bill, Julia, Anita, Ahmed participate Develop decision criteria Set areas for increased focus to improve balance Target areas for repurposing and expansion Map strategy and build-out ideas Assess feasibility and mission value Prioritize which ideas to pursue Year 1, Year 2, etc. Finalize ideas as new initiatives Make financial projections Gain Approval May 14 Jul 30 Sept 3 Oct 1 We are here * Lifelong Learning Oversight Committee

Table of Contents Education Business Trends and Member Needs
Strategic Mapping for Purposeful Education Financial Projections & Key Assumptions Critical Success Factors New Initiative Descriptions

(1) Healthcare professionals are pressed for time.
Challenges cited across all ACC member segments: Lack of time Managing workload Information overload Short staffed Managing time Source: From September 2014 Value of ACC Executive Summary

(2) Health systems as employers expect more from healthcare providers to stay competitive.
Source: ACC 2012 Practice Census

(3) Interprofessional education and team-based activities are increasingly essential.
The number of nonphysician participants in CME activities is increasing. (Source: 2013 ACCME Annual Report) The number of nurses and PAs is expected to increase 22% and 39% respectively between 2008 and (Source: IOM (Institute of Medicine) Allied health workforce and services: Workshop summary. Washington, DC: The National Academies Press.) According to the Josiah Macy Foundation “healthcare professionals who learn about, from, and with each other will be more likely to develop the competencies needed to work effectively together to care for patients and communities.” (Source: Conference Recommendations. Transforming Patient Care: Aligning Interprofessional Education with Clinical Practice Redesign New York: Josiah Macy Jr. Foundation.)

(4) Funding from industry continues to decrease.
Source: Accreditation Council for Continuing Medical Education (ACCME®) 2013 Annual Report Executive Summary. July 15, 2014.

(5) Healthcare providers increasingly access education from digital sources and in the workplace setting. Source: March 2013 CardioSurve. N=151

(6) Live meetings continue to play an important role in the learning curriculum.
Nationally, live courses made up almost half of all CME activities offered in 2013. Source: Accreditation Council for Continuing Medical Education (ACCME®) 2013 Annual Report Executive Summary. July 15, 2014.

(7) Credit systems are evolving from counting hours of participation to maintenance of certification. CME MOC I. Professional Standing II. Lifelong Learning III. Cognitive Expertise IV. Performance Assessment Hours Healthcare regulators, payers and patients now expect physicians to demonstrate continuous professional development and quality patient care. Source: The Alliance for Continuing Education in the Health Professions (ACEHP)

(8) International members need best practice updates, guidelines education and certification preparation. Q: Which of the following clinical cardiovascular educational needs are most important to you? (n=1204) Source: ACC’s Global Education Needs Assessment July 2014.

(9) Migration continues from ensuring “people in seats” to measuring learner, patient and population outcomes. Some grantors will only support CME providers with a demonstrated ability to design and deliver educational initiatives that objectively measure improvements/changes in HCP performance (Level 5) and/or patient health (Level 6). Source: Moore's 7 Levels of CME Outcomes Measurements. Moore DE, et al. J Contin Educ Health Prof. 2009;29:1-15. 7. Community Health 6. Patient health 5. Performance 4. Competence 3b. Knowledge 3a. Learning 2. Satisfaction 1. Participation Historic CME Measures

(10) Healthcare education is increasingly integrated with performance data sources.
Review Individual Performance Data (via EHRs, NCDR, etc.) Identify Personal Knowledge / Performance Gaps Receive Targeted Online Education Participation in MOC activities is associated with greater improvements in care. Source: Galliher JM1, Manning BK, Petterson SM, et al. J Am Board Fam Med Jan-Feb;27: Do professional development programs for Maintenance of Certification (MOC) affect quality of patient care?

How ACC Education Should Address Trends
Education Solutions 1 Professionals are pressed for time Personalized learning access via web; regional learning venues (i.e., chapters, institutions) 2 Health systems’ expectations for providers Needs-based learning activities; clinical, leadership and administrative 3 Interprofessional and team-based activities Expand education for care teams & their members 4 Decreased industry funding Diversify funding sources; new, sustainable revenue models to support mission 5 Digital learning in the workplace setting Point-of-care learning; self-paced drill & practice 6 Live meetings play an important role Expanded board reviews; highly relevant Ann. Mtg. 7 Credit for maintaining professional certification Offer convenient, relevant credits for all ACC members; more MOC IV; simultaneous CME/MOC 8 International member education Expand guidelines-based education, latest updates and certification prep internationally 9 Measuring learner, patient, population outcomes Automated outcomes reporting for individuals and groups 10 Integrating education with performance data sources Educational activities linked with NCDR registries and other data systems

ACC Research Shows Member Alignment With Trends
Members are pressed for time & struggle to stay updated Members know that ACC has a lot to offer, but don’t know what is most relevant for them Members want more leadership and professional development offerings from ACC Members want help with the business aspects of cardiology Members want more resources for and inclusion of non-physician member types Includes all member segments…FITs, ECPs, CCAs, Clinical Cardiologists, Internat’l

ACC Education Vision by the End of 2018 …
Annual Meetings and Programs ACC.xx content is a foundation for ACC’s curriculum ACC.xx is a multi-society partnership ACC.xx is anchored domestically with a framework for expansion internationally Delivery Technology & Digital Education Digital content licensed in customized packages to healthcare teaching institutions, hospitals, industry, individuals Digital content licensed to institutions and medical schools worldwide – ACC certifies faculty to teach this curriculum Full complement of point-of care learning available Assessment and Reporting Assessment targets personalization of an individual’s educational offerings Learning outcomes can be sorted and filtered for individuals and groups of learners Outcomes are linked with performance data through the ACC NCDR registries Credit Efficiency Reciprocal credit is offered across multiple international accrediting bodies MOC products provide points to satisfy multiple board requirements (e.g., ABIM, ABP, ABTS, AAPA, ACPE, ANCC, etc.) CME and MOC points are largely interchangeable Grants and External Funding Grant funding proposals are based on annual educational curriculum goals Grant activities demonstrate higher-level outcomes (e.g., performance in practice changes, improvement in patient health, etc.) A broader set of external funders (e.g., foundations, insurers, etc.) is tapped for supporting educational initiatives Collaboration with Business Development, Education and Science & Quality drives the implementation of comprehensive disease-state initiatives

Purposeful Education – Key Strategies

How Key Strategies Map to High Level Objectives
Expand member engagement Improve learner competence Balance educational mission with financial margin Diversify revenue education standards Improve curriculum management Strengthen collaborative workflow Increase staff & member knowledge & skills Increase production efficiency Increase member value

How High Level Objectives Are Grouped By Category
Members/Stakeholders Stewardship Internal Processes Organizational Capacity Expand member engagement Improve learner competence Balance educational mission with financial margin Diversify revenue education standards Improve curriculum management Strengthen collaborative workflow Increase staff & member knowledge & skills Increase production efficiency Increase member value

How Annual Themes Create Year-Over-Year Progress
Audit & Analysis Repositioning for the Future Digital & International Expansion Data Mining & Individualized Reporting Personalized Education 2014 2015 2016 2017 2018 High Level Objectives

2015 — “Repositioning for the Future”
Strategic Objectives and Strategy Map 2015 New Initiatives Members/Stakeholders • External Society Collaboration • COCATS 4 Publication • MOC Points for Appropriate CME Certified Educational Activities • National Re-accreditation for CNE • Guideline Bundles for International Audiences • Industry Advisory Leadership Group • Lecture Library for Advocacy and Leadership • CME Credit and International Claiming Systems • NCDR Integration with ACC Annual Meeting Stewardship LAUNCH • Board Review Prep • Redesigned Nuclear Live Course (for Board Review) • Multi-national “Best of ACC” Program • Drill & Practice Digital Product Suite (launch first product) • ACC.xx “Encore” Education Bundles • ACC.xx Grand Rounds for Chapters & Institutions • International Board Review Activities • Offer Best of ACC.xx Live Course to Health Systems PLANNING AND DESIGN • Multi-society ACC.xx • CV Disease Certification Curriculum for APNs & PAs • Content Bundle Licensing (e.g. Phillips) • ACCSAP 9 Internal Processes • New Educational Relationship Guidelines • New Activity Planning Table Process • Annual Curriculum Evaluation Process • Curriculum Content Tagging • Revised Grant Proposal and Funding Process • Opportunities/Threats Communication Process Organizational Capacity • Question Management Database • Faculty Database • LCMS/Authoring Tools Integration & Content Migration (if acquired) • Staff Professional Development, Goal Sharing and Cross Training • Clinician Educator Professional Development Increase member value Improve learner competence Expand member engagement Balance educational mission with financial margin Diversify revenue Improve education standards Strengthen collaborative workflow Improve curriculum management Increase staff & member knowledge & skills Increase production efficiency

(to be approved through LLOC)
2016 — “Digital & International Expansion” Strategic Objectives and Strategy Map 2016 New Initiatives (to be approved through LLOC) Members/Stakeholders External Society Collaboration • NCDR-based Options for MOC Part IV credit (via Science & Quality) • Expand Options for MOC Eligibility for Equivalent Credit via Multiple Boards (e.g., ABP, ABIM, ABTS) • Launch Medical Professionalism MOC module • Updated Curricular Milestones/Competencies Publication Stewardship LAUNCH • Multi-society ACC.xx • Drill & Practice Digital Product Suite (add one new) • Critical Care Board Prep (Digital Offering) • Content Bundle Licensing (e.g. Phillips) • International Board Review Activities (add one new) • ACCSAP 9 PLANNING AND DESIGN • CD Curriculum Bundles for Medical Schools • International Board Review Activities (add two new) • ACC Clinical Decisions Micro-Simulation Course • Point-of-Care Educational offerings • CathSAP and EchoSAP (new versions) Internal Processes No new initiatives in this area – continued refinement of 2015 initiatives) Organizational Capacity • Authoring Tools for Micro-Simulation • Personalized Education Based on Self-Assessment (single clinical pathway) Increase member value Improve learner competence Expand member engagement Balance educational mission with financial margin Diversify revenue Improve education standards Strengthen collaborative workflow Improve curriculum management Increase staff & member knowledge & skills Increase production efficiency

2017 — “Data Mining & Individualized Reporting” Strategic Objectives and Strategy Map 2017 New Initiatives (to be approved through LLOC) Members/Stakeholders • External Society Collaboration • Education-sourced Performance Improvement Tracking Via Registries • Push Notifications Relative to Learning Gaps Stewardship LAUNCH • Multi-society ACC.xx • Drill & Practice Product Suite (add one new) • CD Curriculum Bundles for Medical Schools • International Board Review Activities (add two new) • ACC Clinical Decisions Micro-simulation Course • Point-of-Care Educational Offerings • CathSAP and EchoSAP (new versions) PLANNING AND DESIGN • CD Curriculum Bundles for Simulation Centers • Educational Product Translation into Multiple Languages Internal Processes • “Crowd sourced” Education from Member Sections Organizational Capacity • LCMS Additional Reporting/Analytics Capability Released (Individual Learning Gaps) Increase member value Improve learner competence Expand member engagement Balance educational mission with financial margin Diversify revenue Improve education standards Strengthen collaborative workflow Improve curriculum management Increase staff & member knowledge & skills Increase production efficiency

2018 — “Personalized Education” Strategic Objectives and Strategy Map 2018 New Initiatives (to be approved through LLOC) Members/Stakeholders • Development of New 5-year Business Plan Stewardship LAUNCH • Multi-society ACC.xx • CD Curriculum Bundles for Simulation Centers • International Board Review Activities (add two new) Internal Processes No new initiatives in this area – continued refinement and across College collaborations for efficiency Organizational Capacity • LCMS Additional Reporting/Analytics Capability Released (Analysis of Learner Populations) Increase member value Improve learner competence Expand member engagement Balance educational mission with financial margin Diversify revenue Improve education standards Strengthen collaborative workflow Improve curriculum management Increase staff & member knowledge & skills Increase production efficiency

Additional Information:
New Initiative Descriptions Created for Each 2015 Idea (See Section 5 — Descriptions to be updated each successive year) Description: Users have asked for several key improvements to ACCSAP: 1) offer the education in multiple formats (text, video, and audio), 2) make the questions more prominent, 3) display question-related information in a user-friendly dashboard, and 4) allow users to choose whether to access the content online or offline via a mobile app. By modifying the SAP building tool and merging together our two existing Board Review products (ACCSAP and the CV Board Review MOD), ACC can deliver these improvements and meet user’s needs while increasing the price and realizing more net profit. Additional Information: Department: Education Target Audience: Cardiologists preparing for either initial Board cert or recert; cardiologists looking for a comprehensive overview of adult clinical cardiology. Credit Offered: CME and MOC Part II Financial Value: Price increase will result in a much higher net --$2.1M to $3.8M (a 64% or 184% increase over ACCSAP 8). Non-Financial Value: Two of our member segments (FITs and Clinical Cardiologists) depend greatly on ACC for Board review education. Basis for Change: Feedback from ~200 ACCSAP users Strategic Plan: Purposeful Education 5 Yr Goal: Deliver ed using new technology & formats Existing or Planned Core product exists but proposed improvements are planned. Feasibility Low High Incremental Expense Expense to be covered by LCMS budget Med Dependencies New SAP authoring tool integrated with LCMS Revenue/Pricing Price: $1,225 online; $1,400 online + print Unit Sales: 2,851 – 4,025* SEE SECTION 5 BEGINNING ON SLIDE 38

Total Projected Incremental Revenue
Revenue by Pilot ($ thousands) Revenue 2015 2016 2017 2018 Total External Society Collaboration $ - $ $ Guideline Bundles Int'l $ 30 $ $ $ $ Industry Advisory Group Lecture Library Board Review Prep $ 22 $ $ 148 $ $ Multi National Best of ACC.xx $ 126 $ $ Drill and Practice $ 98 $ $ 249 $ $ ACC.xx Encore $ 120 $ $ 120 $ Virtual Grand Rounds $ 90 $ $ 480 $ $ 1,560 Int'l Board Review $ 100 $ 300 $ $ Best of ACC.xx (Institution) $ 500 $ $ 1,600 ACC.xx Expansion $ $ $ 1,500 CVD Cert for APN/PA $ $ 204 $ Content Bundling ACCSAP9 (incremental from core) $ $ 525 $ $ 1,735 Curriculum Content Tagging Revised Grant Proposal/Funding Question database Faculty database Clinician Educator Development

Total Projected Incremental Reach

Total Projected Net Income
Net Income by Pilot ($ thousands) Net Income 2015 2016 2017 2018 Total External Society Collaboration $ (70) $ (140) $ (140) $ (490) Guideline Bundles Int'l $ 30 $ $ $ $ Industry Advisory Group $ (58) $ (58) $ (58) $ (232) Lecture Library $ (46) $ (46) $ (46) $ (185) Board Review Prep $ (41) $ (48) $ $ $ (76) Multi National Best of ACC.xx $ - $ $ Drill and Practice $ 85 $ $ 201 $ ACC.xx Encore $ 63 $ $ $ Virtual Grand Rounds $(110) $ $ 280 $ $ Int'l Board Review $ 25 $ $ $ $ Best of ACC.xx (Institution) $ 84 $ 422 $ $ 1,350 ACC.xx Expansion $ $ 165 $ $ CVD Cert for APN/PA $ $ $ Content Bundling $ (52) $ $ $ ACCSAP9 (incremental from core) $ $ 142 $ $ Curriculum Content Tagging $(140) $ (560) Revised Grant Proposal/Funding $ (70) $ (70) Question database $ (45) $ (15) $ (15) $ (90) Faculty database $ (75) $ (75) $ (75) $ (300) Clinician Educator Development $ (80) $ (80) $ (80) $ (320)

Education Incremental Expenses
Expenses by Pilot ($ thousands) 2015 2016 2017 2018 $ 70 $ $ 140 $ - $ $ $ 58 $ $ $ 46 $ $ $ 63 $ $ 138 $ $ 126 $ $ 13 $ $ $ 57 $ $ $ 200 $ $ 200 $ 75 $ $ 225 $ $ 16 $ $ $ $ $ 335 $ $ $ 157 $ $ 489 $ $ $ 383 $ $ 140 $ $ $ 45 $ $ $ $ $ 80 $ $ $1.0M

Member Governance for Annual Curriculum Management
Digital Strategy Lifelong Learning Oversight Committee Science & Quality Education Standards & Outcomes Committee Curriculum Design Committee ACC Competency Management Committee • Set curricular competencies • Produce COCATS and advanced training statements • Examine overall curriculum balance • Analyze learning needs data • Vet/approve new educational proposals • Evaluate success of key courses & products • Set standards and activity review metrics IT & Informatics Advocacy • Approve annual ACC curriculum • Set ACC.xx strategic themes Member sections Implementation (via course directors, product chairs, meeting chairs, staff support)

Cross-College Collaboration On Vision is Essential
Education Clinical Guidelines Journal Science Digital Technology Point of Care Information Access

Communication of Member Value is Key
Execute the Plan Communicate Member Value

Metrics for Evaluating Curriculum Activities
1 Conventional Reach Finances Educational Impact Needs assessments (based on evidence of learning need) Outcomes (competence, performance, patient outcomes) Environmental Adaptability (use of MOC, AUC, guidelines, hot topics) Targeted Audience (member engagement) Members Care Team Collaborative effort (member sections, other societies, etc.) Differentiators (between other ACC education, between other groups outside ACC) Competitive pressure (Anyone else in space?) Delivery Innovation/Adaptability Technology Methodology of Delivery Potential in Repurposing for Personalized Education 2 3 4 5

5-Year Measures Will Chart Overall Achievements …
• # repeat participants • Improved learner knowledge, competence, performance • % of members engaged in learning through ACC (learners, committees, content developers) • Report % of revenue in these categories: annual meeting, self-assessment and board prep, groups (institutions, etc.), individuals, international and grantors • % revenue contributing to overall margin • Overall balance in curriculum (multiple criteria) • New standards & processes implemented • # collaborations (internal & external) • New tools implemented • Staff & member professional development Expand member engagement Improve learner competence Balance educational mission with financial margin Diversify revenue education standards Improve curriculum management Strengthen collaborative workflow Increase staff & member knowledge & skills Increase production efficiency Increase member value

1-Year Targets Will Track Our Progress:
5-YEAR MEASURE 2015 TARGETS • # repeat participants 10,220 • Improved learner knowledge, competence, performance Establish baseline numbers from member data • % of members engaged in learning through ACC (categories: learners, committees, development) Establish baseline percentages for each contributor category • Revenue balance by source (e.g., % annual meeting, self-assessment and board prep, groups (institutions, etc.), individuals, international and grantors) Report % of revenue in these categories: annual meeting, self-assessment and board prep, groups (institutions, etc.), individuals, international and grantors • % revenue contributing to overall margin Hold steady at 26% • Overall balance in curriculum (multiple criteria) Report out for: Career stages, member category, content type, domains, credit type • New standards & processes implemented New Sponsorship policy published 2016 curriculum approved • # collaborations (internal & external) Minimum two new activities (external) Minimum four collaborations completed (internal) • New tools implemented LCMS acquired; 40% of content converted Faculty database launched Question database launched • Staff & member professional development New faculty development opportunities Staff professional development documented 38

External Society Collaboration Launch in 2016
Description: A key strategy outlined for Purposeful Education is to provide educational programs that improve members’ clinical, administrative and leadership competencies. Knowing we lack the resources available for administrative (practice management) and leadership education development, we plan to partner with third party societies who possess expertise in these areas, i.e., APHA, AAPA, and ACPE to create relevant education that meets the unique needs of the Cardiovascular healthcare provider. Existing or Planned Additional Information: Department: Education Target Audience: Various member segments, external societies Credits Offered: CME, CE, and potentially MOC Non-Financial Value: Mission fulfillment for ACC members through access to educational content to improve administrative and leadership competencies Strategic Plan: Purposeful Education 5 Yr Goal: Increase in external society collaborations Planned Dependencies Willingness of other societies to participate Revenue/Pricing No revenue is directly associated with this activity Incremental Expense .5 in 2015 1 FTE in 2016 and ongoing Feasibility Stewardship Low Med High

COCATS 4 Publication Launch in 2015
Description: COCATS is an important contributor to the development of the training requirements for Cardiovascular Disease and provides curricular content detail beyond the ACGME minimum requirement for general cardiovascular disease to define progressive levels of skill and competency in designated areas. Over the past several years there has been progressive movement toward competency-based training, the key characteristic of which is evaluation focused on specific learner outcomes. The competency tables in COCATS 4 will replace the milestone statements in the ACCF Cardiology Competency Statements and will lead to additions and revisions to the Lifelong Learning Statements, which are used in the tagging of continuing education offerings. Existing or Planned Additional Information Department: Education Target Audience: Training Program Directors and Fellows participating in their programs Basis for Change: As advances in cardiovascular science and technology evolve, so too must training recommendations for fellowship programs. Strategic Plan: Purposeful Education 5 Yr Goal: System for COCATS updates in place allowing for evolution/addition of Task Force Reports and Competence Statements Existing project, Task Force Reports are in peer review phase Dependencies Peer review and public comment feedback able to be resolved in timely fashion to allow for Board Review prior to ACC.15. Revenue/Pricing Publication through JACC No revenue is associated with this activity Incremental Expense No incremental expense is associated with this activity Feasibility Members/Stakeholders Low Med High

MOC Points for CME Certified Educational Activities Launch in 2015
Description: The ABIM, in an effort to address concerns expressed by member societies regarding the 2014 changes to MOC, has proposed a modified medical knowledge recognition program. Specifically: 1) Increasing the number of medical knowledge (Part II) options for physicians and 2) Including CME activities that physicians currently participate in to count for Part II MOC points. ACC CME certified activities in enduring, live and journal based formats which include an assessment of the learner would be eligible for consideration for MOC points. ABIM has proposed a 1:1 CME to MOC point formula, which is currently being evaluated by the Societies for its applicability and final approval by ABIM. Existing or Planned Additional Information: Department: Education Target Audience: ACC member cardiologists participating in the MOC program Credit Offered: CME and MOC Part II points Non-Financial Value: ACC members have expressed significant concerns regarding the changes to the MOC program. Offering MOC points for CME activities they are already participating in would be a meaningful and valuable response by ACC. Basis for Change: Feedback from ABIM’s Member societies and ACC members Strategic Plan: Purposeful Education 5 Yr Goal: Create broad and efficient credit attainment Existing & planned CME certified activities will be routinely assessed for MOC points Dependencies Pending final decision on the designation of CME credits to MOC points formula Revenue/Pricing Part II MOC (enduring) activities are available free to members as are the journal club CME activities Possibility of extra fee for MOC activity points at live activities Incremental Expense No incremental expense Feasibility Members/Stakeholders Low Med High

National Re-accreditation for CNE Launch in 2015
Description: The American Nurses Credentialing Center (ANCC) Accreditation Program identifies organizations worldwide that demonstrate excellence in CNE. Accredited organizations use evidence-based ANCC criteria to plan, implement and evaluate the highest quality CNE activities. As an ANCC accredited provider, ACC is required to complete the re-accreditation process every four years to maintain our status and demonstrate compliance with ANCC standards and guidelines. Existing or Planned Additional Information: Department: Education Target Audience: Nurses, Nurse Practitioners Credits Offered: CNE Financial Value: Increased nursing attendance at ACC educational activities may result in increased revenue Non-Financial Value: ACC CV Team members and key constituents look to ACC for core cardiovascular education that is certified for CNE credit. Strategic Plan: Purposeful Education 5 Yr Goal: Create broad and efficient credit attainment; increase NP/PA/RN and team-based education Planned, in progress Dependencies None Revenue/Pricing No revenue associated with this activity Incremental Expense $9,500 application fee due in 2015 Feasibility Members/Stakeholders Low Med High

Guideline Bundles for International Audiences Launch in 2016
Description: International audiences’ are eager for targeted education around ACC’s guidelines. ACC will work with international societies, international resellers and other third parties to license the rights to translate and distribute our guideline education bundles, which will increase understanding and applicability of the guidelines into practices around the globe. Existing or Planned Additional Information: Department: Education Target Audience: International Clinical cardiologists, NPs, and PAs Credits Offered: CME, CE, and eventually international credits Non-Financial Value: ACC/AHA guideline documents are one of our most valuable resources. The international community often looks to the U.S. to establish such guidelines to guide the international practice. Providing education to assist with the understanding and implementation of these guidelines into practice will expand our footprint within the international space. Strategic Plan: Purposeful Education 5 Yr Goal: Expand ACC education for international CV specialists Some content exists Some content is planned Dependencies LCMS Revenue/Pricing Pricing: $10k per society for up to 500 users Target is 3 sales in 2015 and 10 by 2018 Revenue - $30k - $100k Incremental Expense Feasibility There is no incremental expense for this effort. Members/Stakeholders Low Med High

Industry Advisory Leadership Group Launch in 2015
Description: A key divisional strategy is to provide programs that improve members’ clinical, administrative and leadership competencies. While leaders in clinical education, we lack the resources to develop content and provide education in administrative (practice management) and leadership education. Rules from the ACCME prevent us from partnering with industry, or having them sit on our education planning groups. We propose launching an advisory group that would be made up of various industry experts, i.e. pharma, education, practice management consultants, EHR companies and insurance companies. The goal would be to guide us on “hot topics”, education gaps and best practices used to improve efficiencies and outcomes. They would also alert us to trends seen in other non-healthcare industries that might pave the way. Existing or Planned Additional Information: Department: Education Target Audience: ACC education staff, business development, membership services, industry personnel interested in supporting ACC’s mission Non-Financial Value: Mission fulfillment for ACC members through access to educational content to improve administrative and leadership competencies Strategic Plan: Purposeful Education 5 Yr Goal: Offer clinical, administrative, and leadership education Planned CV Summit formed a mini group to help with the content development of that course Dependencies Willingness of participants to engage in this leadership group Revenue/Pricing No direct revenue realized Incremental Expense Organizational Capacity & Members/Stakeholders Feasibility Semi-annual meeting at $15k per meeting Total $30k per year .2 FTE Low Med High

Lecture Library for Advocacy and Leadership Launch in 2015
Description: A key strategy outlined for Purposeful Education is to provide educational programs that improve our members’ clinical, administrative and leadership competencies. The development of a library of didactic lectures comprising slides and teaching points will be assembled and made available for use as embedded lectures within ACC live courses or Chapter programs and also as standalone presentations via webinars or other online programs. Two to three lectures addressing hot topics in advocacy and a similar size set for basic leadership concepts will be developed. Content from the CV Summit meeting or recent Advocacy seminars may be repurposed for use in this library. These lectures will be certified for CME (and potentially CNE) credit and linked to the ACC curricular competencies. A list of qualified ACC member faculty speakers will also be made available as a part of the library. Existing or Planned Additional Information: Departments: Education, Advocacy, Membership Target Audience: ACC members with an interest in advocacy or leadership topics Credit Offered: CME, potentially CNE if content is appropriate Non-Financial Value: Mission fulfillment for ACC members through access to educational content covering administrative and leadership competencies Basis for Change: Key strategy outlined in the strategic plan Strategic Plan: Purposeful Education 5 Yr Goal: Offer clinical, administration, leadership education Planned (some content may be repurposed from existing sources) Dependencies Member expert volunteer time to produce slides and teaching points Revenue/Pricing No revenue is expected from this initiative Education offered as a mission-based member benefit Incremental Expense Feasibility Members/Stakeholders .33 FTE Low Med High

CME Credit and International Claiming Systems Launch in 2015
Description: To make ACC education even more valuable to international CV specialists, reciprocal credit is offered across multiple international accreditation bodies. The AMA has an agreement of mutual CME credit recognition with the European Union of Medical Specialties (UEMS). The AMA will convert credit for live & eLearning activities certified by the European Accreditation Council for CME (EACCME) to AMA PRA Category 1 CME credit through an application process. The European Board of Accreditation in Cardiology will convert AMA PRA Category 1 CME credit to ECME credit. ACC will explore the possibilities and benefits of facilitating the conversion of AMA PRA Category 1 CME credit to other non-European national accreditation systems as appropriate. Existing or Planned Additional Information: Department: Education Target Audience: International CV specialists Credit Offered: CME & ECME Non-Financial Value: Service to our national and international members & key constituents Basis for Change: Feedback from national and international members Strategic Plan: Purposeful Education 5 Yr Goal: Create broad and efficient credit attainment; expand ACC education for international CV specialists Planned Dependencies International accrediting organizations and boards credit systems which may or may not provide an opportunity to convert CME credit internationally Revenue/Pricing No direct revenue is associated with this activity, although making our education more relevant for international audiences could increase our overall reach and revenue Feasibility Incremental Expense Members/Stakeholders No additional expense beyond current budget is required. Low Med High

NCDR Integration with ACC Annual Meeting Launch in 2015
Description: ACC hosts an annual NCDR Conference as a co-located, but separate, event with the annual ACC Scientific Session. A phased approach to integrating the two separate meetings will: 1) increase ACC scientific session attendees awareness of the value of NCDR and how it can support organizational and practice initiatives that may affect clinical behavior, potentially resulting in improved patient care, and 2) expose NCDR conference attendees to broader cardiology-based curriculum offered at the ACC scientific sessions. The model to be pursued keeps the two meetings as discrete events, but better integrates NCDR content into the ACC scientific session. NCDR specific programming will be offered at ACC Sessions and will be specifically tagged through the annual meeting app as such. More prominent branding of sessions that integrate NCDR data will be pursued. Existing or Planned Additional Information: Department: Education and Science & Quality collaboration Target Audience: ACC and NCDR meeting attendees Credit Offered: CME, potentially CNE if content is appropriate Non-Financial Value: Mission fulfillment for ACC members through access to educational content infused with NCDR data and experiences Basis for Change: Expand linkages between education and NCDR Strategic Plan: Purposeful Education 5 Yr Goal: Expand NCDR/performance-driven education Existing Dependencies None Revenue/Pricing No additional revenue is expected from this initiative Education offered as a mission-based member benefit Incremental Expense Feasibility Members/Stakeholders No additional expense beyond current budget is required. Low Med High

Board Review Prep Launch in 2015
Description: ACC plans to expand our online Board review offerings to incorporate other sub-specialty Board prep products. The ABIM will begin to offer a new certification exam in Adult Congenital Heart Disease in the fall of 2015, and to support members and other key constituents who are planning to take this exam, ACC will develop an online Board prep product that consists of ~200 ABIM style questions. We will expand these offerings to reach Heart Failure and EP by 2018. Existing or Planned Additional Information: Department: Education Target Audience: Physicians preparing for the Board certification exams in ACHD, EP and Heart Failure Credit Offered: CME Financial Value: These products will net $87k over four years. Non-Financial Value: Expanding our Board Review activities creates non-financial value by reinforcing our brand as a Board Review provider. Strategic Plan: Purposeful Education 5 Yr Goal: Expand library of certification and recertification prep offerings Content is currently being developed Dependencies None Revenue/Pricing Pricing will be $295 for members Unit sales vary by product; ~50 units/yr for ACHD; ~400 units/yr for EP; ~200 units/yr for HF Total revenue over four years = $427k Incremental Expense Development costs vary by product and range from $35k to $50k .2 FTE Feasibility Stewardship Low Med High

Redesigned Nuclear Live Course (for Board Review) Launch in 2015
Description: The Nuclear Cardiology course will be redesigned and packaged as a board prep product to include the live meeting and MOD inclusive package. In 2016 the course will also be moved to the Heart House to minimize the cost. Existing or Planned Additional Information: Department: Education Target Audience: Healthcare professionals who practice nuclear cardiology. Credit Offered: CME Financial Value: Revenue dollars will drop by $50k, but margin will increase by 8% Strategic Plan: Purposeful Education 5 Yr Goal: Expand library of certification & re-certification prep offerings Existing Dependencies Hotel Contracts for 2015 and 2016 Revenue/Pricing Pricing: $750 - $1450 Revenue: $173k 2016 and beyond – $128k Incremental Expense Expenses will drop by 33% to allow for a higher margin recognized Feasibility Stewardship Low Med High

Multi-national “Best of ACC” Program Launch in Miami in 2015
Description: Best of ACC.xx was developed to bring ACC.xx to a regional audience. A year’s worth of content on key topics is distilled by experts and presented in an intimate setting. The course is offered in two locations that are outside of the ACC.xx vicinity. We propose to add an internationally recognized keynote speaker and offer simulcast translation based on the registered audience. The translated content would also be recorded and accessible by both the participants of the course as well as other international members. The course would be located in a region easily accessible to our International members, i.e., Miami would be marketed to Central and South American members. Existing or Planned Additional Information: Department: Education Target Audience: National and international cardiologists looking to stay current on the latest science delivered during ACC.xx as well as listen to an internationally recognized member deliver a keynote address Credit Offered: CME, MOC and International relevant credit Non-Financial Value: Broadens ACC international reach by repurposing already-created ACC educational content and offering simulcast translation Basis for Change: Feedback from international members Strategic Plan: Purposeful Education 5 Yr Goal: Expand ACC Ed for international CV specialists Content already exists Dependencies Collaboration with International Chapters Expand internationally based on interest Market Size vs. Target Market: 32 International Chapters Target: Expand to global CV meeting by 2017 and expand to 3 meetings by 2018 Revenue/Pricing Pricing: $450 - $775 per person Revenue: $126k - $378k Incremental Expense $8,300K per translational services $2.5K for recording of content Once content delivered in international space – pricing and expenses will change .25 PM FTE beginning in 2017 Feasibility Stewardship Low Med High

Drill & Practice Digital Product Suite Launch in 2015
Description: ACC's Drill & Practice product line is designed to present information that members love – images and questions – in a way that is fun/engaging. Each product in the line will consist of discrete content elements (ECGs, echos, questions) that are pushed to the user on their mobile device. Users must answer each question correctly twice; once they have done so, they do not see the question again. This methodology is based upon two psychology research findings (the spacing and testing effects), and has been shown in randomized trials to improve knowledge acquisition, boost learning retention for up to two years, and durably improve clinical behavior. Existing or Planned Additional Information: Department: Education Target Audience: Clinical cardiologists, NPs, and PAs Credits Offered: CME, CE, and eventually international credits Financial Value: Although each individual product in this line may not look significant from a financial perspective, in aggregate, the numbers are more impressive. Additionally, these products will add value to CardioSource Plus. Non-Financial Value: ACC members and key constituents look to ACC for core cardiovascular education and these products will expand our footprint within that space Strategic Plan: Purposeful Education 5 Yr Goal: Build a suite of drill & practice products Planned, does not exist Dependencies LCMS Revenue/Pricing Price: $150 each Unit Sales/Year: 650 per year per product (based on 5 yr average of Heart Songs sales) Revenue: $97.5k - $390k 4 products by 2018 Incremental Expense $13k per product (excluding LCMS) $5k for editor honoraria $3k for image processing & copyediting $5k for marketing .25 FTE beginning in 2016 Feasibility Stewardship Low Med High

ACC.xx “Encore” Education Bundles Launch in 2015
Description: ACC.15 will feature a vast amount of outstanding content that can easily be repurposed. One plan for repurposing entails redeploying the most popular of the ACC.15 “intensive” sessions (4-6 hours in length) as regional programs, tacked onto existing ACC courses in major metropolitan areas to minimize expense. A planned 2015 pilot features the 2 most popular intensives from ACC.15 immediately before or after NYCVS & the Chicago Board Review so that healthcare professionals in those cities can experience the education without having to travel. In addition, these popular sessions will be captured and made available to chapters and institutions for a fee. Existing or Planned Additional Information: Department: Education, Membership Target Audience: Healthcare professionals with an interest in cardiology Credit Offered: CME, CE Financial Value: Between registration fees, grant support, and institutional licensing, ACC.15 Encore offerings have the potential to be profitable Strategic Plan: Purposeful Education 5 Yr Goal: Repurpose content from Annual Meeting Content already exists Dependencies None Revenue/Pricing $200 x 300 attendees = $60k Grant support = $50k Licensing to third parties = $10k Total = $120k Incremental Expense $30k per course = $60k total Feasibility Stewardship Low Med High

ACC.xx Grand Rounds for Chapters & Institutions Launch in 2015
Description: Develop a series of grand rounds for hospitals to leverage to ease some of the burden of creating cardiovascular grand rounds for themselves. Hospitals that participate are able to have one of the grand rounds be held on their site (depending on demand). Hospitals that do not have an onsite grand round, can still be a part of the program and will have a smaller fee. Grand Rounds content would be developed from “Best of ACC” content and each grand round would be an hour. Content would be archived and saved for paying participants to reference. Content could also be available to Chapters. Existing or Planned Additional Information: Department: Education, Membership Target Audience: Institutions and ACC Chapters Credit Offered: CME Financial Value: $15k - $25k per subscribing institution; Product becomes profitable in year 2 Non-Financial Value: Relieve some of the burden from hospitals of producing educational grand rounds content by providing high-quality, trusted CV educational grand rounds series; Provides chapters with a limited amount of free education to use at their meetings Strategic Plan: Purposeful Education 5 Yr Goal: Repurpose content from Annual Meeting Planned, does not exist currently Dependencies Content already exists Institutional Sales Strategy Market Size vs. Target Market: 50 Systems, 2,100 Hospitals Target: 12 onsite participants/ year and 30 virtual programs by 2019 Revenue/Pricing Revenue: $90-$600K per year Onsite Pricing: $25K/hospital/yr Virtual Pricing: $15K/hospital/yr Incremental Expense Expenses: $25-$159K per year .33 Bus Dev FTE .5 Education FTE ongoing .1 IT FTE ongoing .5 Ed Sales FTE for recruitment ongoing Feasibility Stewardship Low Med High

International Board Review Activities Launch in Singapore in 2015
Description: ACC plans to repurpose and customize our wealth of Board review content for select international audience, beginning with Singapore and expanding to Brazil, China, the Middle East, and Mexico. Education could be delivered in any combination of live and online formats, with live sessions devoted to topics that are specific areas of weakness for the country, and online modules available to cover the entire curriculum of adult clinical cardiology. Countries could mix and match the content formats to meet their budget. ACC will offer a pricing scale that takes into account the varying economic status between countries. Existing or Planned Additional Information: Department: Education Target Audience: International cardiologists preparing for either initial Board certification or recertification; cardiologists looking for a comprehensive overview of adult clinical cardiology. Credit Offered: Country relevant credit Non-Financial Value: Broadens ACC international reach by repurposing already-created ACC educational content Basis for Change: Feedback from international members Strategic Plan: Purposeful Education 5 Yr Goal: Expand ACC education for international CV specialists Content already exists Dependencies None Market Size vs. Target Market: 32 International Chapters Target: 5 Courses by 2018 Revenue/Pricing Revenue $100K – $500K per year Price – $100K per Board review course 2015: 1 session; 2018: 5 sessions Incremental Expense Feasibility Stewardship Travel & honoraria for faculty ($60k for Singapore) .1 FTE in 2015, .2 FTE in 2016, .3 FTE in ongoing Expense will vary by country Low Med High

Offer Best of ACC.xx Live Course to Health Systems Launch in 2015
Description: The Best of ACC.xx Live Course was developed to bring ACC.xx to a regional audience. A year’s worth of content on key topics is distilled by experts and presented in an intimate setting. The course is offered in two locations that are outside of the ACC.XX vicinity. We propose offer customizable day-long ACC.xx and NCDR.xx educational events to hospitals and systems, for a fee, to be held on or near their campus. Existing or Planned Additional Information: Department: Education Date Established: Best of ACC.xx debuted in 2013 Contract: Would be executed with individual Health Systems Current Projects: Proposal to HCA has been delivered, not response yet Future Projects: Considering future delivery formats for ACC.xx Non-Financial Value: Broadens ACC reach by repurposing already-created ACC educational content Strategic Plan: Purposeful Education 5 Yr Goal: Repurpose content from Annual Meeting Best of ACC.xx currently exists Best of NCDR.xx does not exist Market Size vs. Target Market: 50 Hospital Systems Target: 7 sessions for ACC.xx by 2018 Revenue/Pricing Revenue: $100K-$700K Price per ACC.xx Session: $100K Grow from 1 session each/yr in 2015 to 7 sessions each/yr in 2018 Incremental Expense Feasibility Stewardship Expenses: $50-$350K per year ACC Expenses per ACC.xx Session: $50K .5 FTE in Ed Sales ongoing Low Med High

Multi-society ACC.xx Planning & Design 2015; Launch 2016
Description: This initiative is a first step toward transforming the Annual Meeting into a multi-society partnership. During the ACC.16 planning and design phase, ACC will develop a business plan and management model, followed by negotiation with one selected partner society. ACC.16 implementation is dependent upon all leadership decisions being made no later than April 2015 when the ACC.16 programming will begin. Existing or Planned Additional Information: Department: Education Target Audience: ACC.xx attendees Credit Offered: CME and MOC Part II Basis for Change: To maintain relevance and positioning of ACC.xx in the marketplace and to retain its position as the leader in cardiovascular education Strategic Plan: Purposeful Education 5 Yr Goal: Transform Annual Meeting into a multi-society partnership Core product exists but proposed enhancements are planned Dependencies Finalization of business model by April 2015 for ACC.16 planning Model finalization will influence FTE expense Market/Target Market: 5 relevant sub-specialty societies Target: 1 by 2016, 2 in 2017 and 3 by 2018 Revenue/Pricing $500 special pricing in year 1 for each society member; after year 1 – based on member pricing $250k - $750k Feasibility Stewardship Incremental Expenses Fee to society: $100k-$250k .25 FTE in 2016 and ongoing Low Med High

CV Disease Certification Curriculum for APNs & PAs Planning & Design in 2015; Launch in 2016 Description: To make ACC the professional home of advanced practice nurses and physician assistants, and make it more likely that they maintain their membership, the Education Division plans to develop a curriculum to help them prepare for certification in the cardiovascular space. Leveraging the CCT Council’s expertise and leadership, ACC will develop a certification exam either on its own or in conjunction with another organization, and offer a Board Review curriculum to help examinees prepare for the exam. Existing or Planned Additional Information: Department: Education Target Audience: Advance Practice Nurses & PAs Credit Offered: CE Financial Value: Board Review activities tend to be profitable for ACC. This would be an extension of that line. Non-Financial Value: Offering key education to our APN and PA members would add value to their ACC membership. Strategic Plan: Purposeful Education 5 Yr Goal: Increase NP/PA/RN and team-based education Content exists through Industry Training and Board Review Dependencies Creation of a cardiovascular certifying exam or identification of a partner with an existing exam or who will develop an exam Revenue/Pricing $995 x 200 = $200k $5k in grants $205k total Incremental Expense $157k to put on the course .5 FTE to research exam possibilities for 2015 Feasibility Stewardship Low Med High

Content Bundling and Licensing (e.g. Phillips) Planning & Design 2015; Launch 2016 Description: ACC educational content is world class and draws frequent licensing requests from companies across industries and institutions who are interested in using our content to support their business needs (i.e. Philips Healthcare, GE, Daiichi-Sankyo). Content bundling and licensing would benefit the ACC in several key ways: 1) diversify revenue stream; 2) provide a customized package of meaningful learning most applicable to an organization’s needs and budget; 3) provide a mechanism to more accurately identify relevant educational gaps and direct appropriate solutions to sustain ongoing business relationships (e.g. modified content, consulting services); and 4) expand the overall consumption and reach of ACC educational offerings (i.e. mobile, CV content marketplace). Existing or Planned Additional Information: Department: Education Target Audience: Domestic and global companies with a need for CV education, centrally controlled by their in house Learning Management System (LMS) i.e. medical device, pharmaceutical Industry, any hospital or medical center Credit Offered: CME, CE, other as offered by ACC Basis for Change: Improve valuation of content, acquisition of educational outcomes data, need for adoption of multi channel model Strategic Plan: Purposeful Education 5 Yr Goal: Repurpose content, deliver education using new technology and formats Content already exists Past conversion of CathSAP supports concept, ongoing Industry requests Dependencies Conversion of online content to a federated format ACC maintains control as sole content owner and distributor Data transfer standards maintained Revenue/Pricing Revenue: $250k - $750k $250k per bundle Incremental Expense Feasibility $175k per content bundle Software licensing $29k per bundle .25 Bus Dev FTE in 2016 ongoing .25 IT FTE in 2016 ongoing .2 FTE in 2016 ongoing *Incremental expenses will drastically decrease if LCMS acquired Low Med High Stewardship

ACCSAP 9 Planning & Design 2015; Launch 2016
Description: Users have asked for several key improvements to ACCSAP: 1) offer the education in multiple formats (text, video, and audio); 2) make the questions more prominent; 3) display question-related information in a user-friendly dashboard; and 4) allow users to choose whether to access the content online or offline via a mobile app. By modifying the SAP building tool and merging together our two existing Board Review products (ACCSAP and the CV Board Review MOD), ACC can deliver these improvements and meet user’s needs while increasing the price and realizing more net profit. Existing or Planned Additional Information: Department: Education Target Audience: Cardiologists preparing for either initial Board certification or recertification; cardiologists looking for a comprehensive overview of adult clinical cardiology Credit Offered: CME and MOC Part II Financial Value: Price increase will result in a much higher net --$2.1M to $3.8M (a 64% or 184% increase over ACCSAP 8) Non-Financial Value: Two of our member segments (FITs and Clinical Cardiologists) depend greatly on ACC for Board Review education Basis for Change: Feedback from ~200 ACCSAP users Strategic Plan: Purposeful Education 5 Yr Goal: Deliver education using new technology & formats Core product exists but proposed improvements are planned Dependencies New SAP authoring tool integrated with LCMS Revenue/Pricing Price: $1,225 online; $1,400 online + print Unit Sales: 2,851 – 4,025* Revenue: $3.8M - $5.4M Incremental Expense Expense to be covered by LCMS budget Feasibility *lower range unit sales reflects ACCSAP 8 sales less 30% & higher range reflects ACCSAP 8’s projected unit sales. Stewardship Low Med High

New Educational Relationship Guidelines Launch 2015
Description: ACC currently provides CME joint providerships, co-providerships and CNE co-providerships to non-CME/CNE accredited ACC chapters and other organizations in which ACC member leaders are involved, allowing CME/CNE credits to be awarded to participants in the activity. The terms and requirements of these relationships are dictated by the ACCME and the ANCC and require ACC to assume final responsibility for the content and conduct of the activity. Additionally, a number of other loosely defined educational relationships exist at ACC (e.g. collaboration, cooperation, endorsement, secondary co-sponsorships, etc.). ACC wishes to create clarity and consensus regarding the meaning & use of all of the above relationships and associated policies, procedures and fee structures. Existing or Planned Additional Information: Department: Education Target Audience: ACC Staff, ACC Chapter Governors & Executives, other joint, or co-providers & other organizations Credit Offered: CME/CNE Financial Value: There is income potential by providing (and potentially expanding) these educational relationships. Approximately $50K in fee income was realized in 2013 from some of these relationships Basis for Change: To create consistency throughout ACC’s educational relationships and assure ACCME & ANCC compliance Strategic Plan: Purposeful Education 5 Yr Goal: Standardize educational relationship opportunities Relationships already exist Standardization is planned Dependencies ACCME requirements for CME joint providerships & co-providerships, ANCC requirements co-providerships (CNE) Revenue/Pricing $50k or more $50k r more Incremental Expense No additional expense beyond the current budget is required. Feasibility Internal Processes Low Med High

New Activity Planning Table Process Launch in 2015
Description: An updated planning table process will allow ACC to partner with faculty to identify and describe the linkage of educational needs through assessment and instructional design for an activity. This updated process will simultaneously capture the activity-level documentation needed to support both ACCME and ANCC accreditation and also the linked evidence that will enhance the focus and quality of our educational offerings. Our clinical needs assessments are the foundation of our educational planning process. This information is then linked with competencies, which is the method by which we will be able to tag our education to support our movement toward personalized education. Assessment methodologies are also linked to support the capture of key performance indicators, which feed our opportunity to analyze activities across our full CME/CE Program. Existing or Planned Additional Information: Department: Education Target Audience: Faculty planners and staff Financial Value: Increase efficiency of planning process and include key staff team members at appropriate time of process to effectively support faculty planners Basis for Change: Evolutionary need for incorporation of key information from gap and LLL Statements as part of activity development to support tagging that will allow for delivery of personalized educational recommendations to learners and curriculum analysis metrics Strategic Plan: Purposeful Education 5 Yr Goal: Employ quality standards for excellence in education Existing staff team in place and work on the updated documentation is in process Dependencies None Revenue/Pricing There is no revenue directly associated with this activity. Incremental Expense No additional expense beyond the current budget is required. Feasibility Internal Processes Low Med High

Annual Curriculum Evaluation Process Launch in 2015
Description: ACC’s educational curriculum must stay relevant to its members and offer learning based on evidence of member needs. Members should govern the process of analyzing the curriculum and determining what changes and/or updates should be made to keep the curriculum current. An annual curriculum evaluation process is being set up via a collaborative effort among the ACC Competency Management Committee, the Education Standards & Outcomes Committee and the Curriculum Design Committee. Staff will support the process by providing data and reports. Recommendations for annual curriculum changes will be brought before the Lifelong Learning Oversight Committee (the top member governance group for Education) for their vetting and approval each year. Existing or Planned Additional Information: Department: Education Target Audience: ACC Education committee members Non-Financial Value: Mission fulfillment for ACC members through designing a curriculum of highest relevance and need Basis for Change: Process to keep curriculum nimble and current Strategic Plan: Purposeful Education 5 Yr Goal: Offer a nimble and relevant ACC curriculum Planned Dependencies Staff timely production of data analyses and reports Committee decisions according to timeline Revenue/Pricing There is no revenue directly associated with this activity. Incremental Expense Feasibility Internal Processes No incremental expenses Low Med High

Curriculum Content Tagging Launch in 2015
Description: Using key elements from our planning table we will begin to tag key identifiers to our content during the development process. The tags will allow for increased content/curriculum level search capabilities. The tagging will also form the basis for the evolution of our ability to provide personalized learning plans for our learners. Existing or Planned Additional Information: Department: Education Target Audience: All learners accessing ACC content Credit Offered: Applicable to all credit-type offerings Financial Value: Increases value of ACC education to membership as they are able to have personalized learning experience Basis for Change: Feedback from members for personalized learning plans Strategic Plan: Purposeful Education 5 Yr Goal: Offer a nimble and relevant ACC curriculum Existing: Tagging to ACGME Competency Domains Planned: Tagging to LLL Competency Statements Dependencies Content management system that allows for tagging at this level and ability for learner to search for content based on competency Revenue/Pricing There is no revenue directly associated with this activity Incremental Expense 1 FTE in 2015 ongoing Feasibility Internal Processes Low Med High

Revised Grant Proposal and Funding Process Launch in 2015
Description: The Education grants team plans to re-design the grants process to provide greater opportunities for the ACC. The four main focus areas include: 1) higher level integration with curriculum planning cycle to validate grantor direction/strategy; 2) higher grantor ROI by showing linkages among funded opportunities (grant activities which are built upon prior funded activities); 3) introduction of new non-traditional funders (foundations, insurers, etc.) to provide non-clinical education (leadership, communications, etc.); and 4) increased collaboration with other ACC business lines to provide grantors with greater depth of content (NCDR data, education, advocacy); collaborative efforts for disease state initiatives. Existing or Planned Additional Information: Department: Education Financial Value: By providing greater ROI and well-designed initiatives, grant funding will be consistent YOY at a minimum. Increased funding is likely by ensuring that initiative outcomes are robust. Non-Financial Value: Grantors are beginning to look for a greater return on their investment and will be evaluating providers with greater scrutiny. The new process will ensure that the ACC will maintain its high status among grantors and their continued support for ACC initiatives. Basis for Change: Need to provide greater ROI for grantors Strategic Plan: Purposeful Education 5 Yr Goal: Build an efficient grant funding system Planned for 2015 Dependencies Data needs to be easily attainable Revenue/Pricing 5-10% increase in grant funding YOY; for 2016 would equate to $250k-$500k Incremental Expense .5 FTE beginning in 2017 ongoing Feasibility Internal Processes Low Med High

Opportunities/Threats Communication Process Planning & Design 2015
Description: 2015 will bring a new intensity to our focus on organizational health. ACC education recognizes that greater cohesion and collaboration across divisions is paramount to our success and maintaining our competitive advantage. A disciplined approach to tactical and strategic discussions will be established, which form the backbone of a internal process that can be preserved. Some of the overall outcomes of these efforts will include: 1) improved alignment with business development, monitoring industry pipeline changes to intelligently identify future funding opportunities; 2) align curriculum offerings with educational gaps to maintain competitive advantage; and 3) provide greater member value in preparation for inevitable competing forces in the cardiovascular education. Existing or Planned Additional Information: Department: Education Target Audience: Business line leads Non-Financial Value: Establish/reinforce business goals, strategic anchors, measured value and practice the disciplines of healthy organizations Basis for Change: Evolution of new strategic plan, recognition of need for improved communication amongst teams Strategic Plan: Purposeful Education 5 Yr Goal: Offer a nimble and relevant ACC curriculum Implementation of new grantor strategy Dependencies Cross divisional/business line goal sharing Revenue/Pricing There is no revenue directly associated with this activity. Incremental Expense There is no expense beyond the existing budget. Feasibility Internal Processes Low Med High

Question Management Database Launch in 2014
Description: Questions are the backbone of most of ACC’s educational offerings and they are currently managed through spreadsheets and Word documents, which makes it impossible to easily and efficiently update and maintain them. Centralizing all questions in a single database will allow staff to determine how many questions already exist that meet specific criteria and allow faculty to write and review their questions in a central system. Existing or Planned Additional Information: Department: Education Target Audience: Staff, faculty, all ACC members and key constituents who participate in ACC educational activities Credits Offered: CME, CE, and eventually international credits Financial Value: Although there is no revenue directly associated with a question database, questions are the most popular element of many of our educational offerings (ACCSAP, CathSAP, EchoSAP, etc.) Non-Financial Value: Efficiency for staff and faculty who write questions Strategic Plan: Purposeful Education 5 Yr Goal: Employ technology tools to enhance educator efficiency Question database exists Font end presentation and mobile app are planned Dependencies IT integration with ACC.org and Personify for transcript Revenue/Pricing $0 – revenue will be actualized within other products, i.e., ACCSAP9 Incremental Expense $45,000 first year/$15,000 each consecutive year $30,000 one-time customization fee $15,000 annual licensing rate Feasibility Organizational Capacity Low Med High

Faculty Database Launch 2015
Description: The development of a central repository of Clinician Educator information will provide a consistent and systematic method to facilitate informed selection of appropriate and qualified faculty for ACC’s educational offerings. In addition to the efficiency created, this tool will improve two key areas: 1) targeted member engagement in the development and delivery of education, both domestically and internationally; and 2) increased opportunities for outreach and involvement of ACC chapter members in ACC educational activities. Existing or Planned Additional Information: Department: Education Target Audience: Course Directors, ACC staff , ACC member stakeholders (BOG, Master faculty) Financial Value: Best practice approach to secure best faculty will help maintain existing educational revenue streams Non-Financial Value: Meet the technology requirements of ACC Member leaders, Course Directors, Program Managers Basis for Change: Operational need to search, filter, sort ACC faculty across multiple selection criteria (i.e. Emerging Faculty) Strategic Plan: Purposeful Education 5 Yr Goal: Maintain high performing team, employ tools to enhance educator efficiency Functional prototype currently developed Member group surveys planned Dependencies IT integration with requisite educator demographic data and meeting level data Revenue/Pricing There is no revenue directly associated with this activity. It is foundational and will support other revenue generating activities. Incremental Expense $25k - $100k depending on whether we build or license the system Feasibility Organizational Capacity Low Med High

LCMS/Authoring Tools Integration & Content Migration (if acquired)
Description: The Education business unit is currently assessing the benefits, risks and overall feasibility of acquiring and integrating a new Learning Content Management System (LCMS)* to meet the current and future educational needs for the members of the College. Key activities being performed during the assessment include — • Developing business cases, a market analysis and a financial forecast outlining potential opportunities and risks of acquiring an LCMS for the College • Documenting user requirements to assist ACC through the solicitation and potential selection of the new LCMS • Preparing and presenting a final recommendation on the acquisition of an LCMS, including a preferred vendor partner *A Learning Content Management System (LCMS) is a software technology that provides a multi-user environment where developers, authors, instructional designers, and subject matter experts may create, store, reuse, manage, and deliver digital e-learning content from a central repository. An LCMS would allow content to be designed and distributed in a greatly expanded number of ways, allowing for licensing of custom content bundles to healthcare institutions, training programs, CV simulation centers and healthcare industry partners. Additional Information: The LCMS proposal and business plan is being delivered as a separate document and proposal. Notations have been made in this plan of activities that are dependent on the acquisition of an LCMS for successful implementation. Organizational Capacity

Additional Information: Organizational Capacity
Staff Professional Development, Goal Sharing and Cross Training (Launch in 2015) Description: As the field of continuing education advances so too must our staff. Just as we need to evolve the skill sets of our faculty and our members, we also need to evolve the skill sets of our staff team. Our goal is to have the staff team rate both level of relevance and confidence relative to a set of key staff competencies. The output of this exercise will form the basis for a more coordinated professional development plan that will reach across the education division and leverage our resources more efficiently in meeting common needs of the group, while still supporting specific needs of specialists within our group. Existing or Planned Additional Information: Department: Education Target Audience: Staff team Non-Financial Value: Supporting staff in evolving their careers should be a mitigating factor in retention and also increase our collective abilities to deliver value to our members. Basis for Change: Required to keep staff performance at optimal level to support changes in Education and the translation of these changes into our Curriculum that provides maximum benefit to our learners Strategic Plan: Purposeful Education 5 Yr Goal: Maintain a high performing staff team While professional development happens yearly, we want to evolve our planning Dependencies Development of education staff competencies for use in measurement phase of project Revenue/Pricing No revenue is directly associated with this activity Incremental Expense There is no expense beyond the existing budget. Feasibility Organizational Capacity Low Med High

Additional Information: Organizational Capacity
Clinician Educator Professional Development Elements to Launch Across Years – Through 2018 Description: As we continue to shift from teacher-directed education to learner-directed education, in which the focus of the activity will be sharpened by the learning needs of the audience and learning needs will be juxtaposed against the competencies that are essential for the highest quality, patient-centered clinical practice, we must support our clinician educators through this process. Our project objectives are: 1) to create a faculty cohort that supports the implementation of a competency-based education program; 2) to enhance the effectiveness of all faculty members in responding to learner needs; 3) to develop a progressive ladder and mentorship program that supports, recognizes, and promotes the educational expertise of faculty members from initial presenters to master educators; and 4) to nurture a community of educators who are committed to learning and to education at the ACC. Existing or Planned Additional Information: Department: Education Target Audience: Clinician educators Financial Value: Investing in our faculty will result in higher-quality educational offerings, justifying our registration fees and sales prices and helping to maintain our existing revenue streams. Strategic Plan: Purposeful Education 5 Yr Goal: Employ technology tools to enhance educator efficiency Existing….pilot in progress Dependencies Financial support to enhance offerings to clinician educators Revenue/Pricing No revenue directly associated with this Feasibility Incremental Expense Organizational Capacity $80k for live course that occurs every year Low Med High

Education 5-Year Business Plan ( )

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