Strategic Plan

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2008-10

Adopted June 6, 2008

GOALS AND OBJECTIVES

GOAL 1. Maintain excellence of service within current resources.

Objectives:

• 1.1 Continue operations without backlogs.
  Major activities:
  • Manage licensing and enforcement programs to stay current daily without additional staff
  • Support licensing and enforcement coordinators as chief program officers of Board
  • Keep focused on core functions of licensing and enforcement
• 1.2 Maintain the issuance of licenses the same day all requirements met.
  Major activities:
  • Maintain close communication with applicants
  • Pursue housekeeping amendments to Regulations for clarity
  • Sponsor primary source verification legislation and enforce it
• 1.3 Keep expediting investigation of consumer complaints and prosecution of open cases.
  Major activities:
  • Support Enforcement Coordinator
  • Achieve Staff Manager promotion recognizing breadth of responsibility
  • Continue monitoring enforcement matrix reports on case processing timeframes
• 1.4 Maintain quality probation monitoring.
  Major activities:
  • Continue retired annuitant program
  • Assess alternatives for cost and effectiveness
  • Insure Board's final orders are effectively enforced
• 1.5 Maintain national leadership in Continuing Competence program.
  Major activities:
  • As the only doctor-licensing program in the nation implementing this long-recommended reform in the organized medicine literature, do it well
  • Support the Licensing Coordinator, recognizing her critical core contributions
  • Monitor the longitudinal decline in consumer complaints and respond appropriately to opportunities to serve as ambassadors for preventing patient harm rather than responding to it once harm has been done
• 1.6 Continue licensure of all residents and annual review and approval of schools and graduate medical education programs.
  Major activities:
  • Maintain the Residency License requirement ever minimizing the occasional incidents of unlicensed residency practice that disserve all involved
  • Seek sunsetting of the four-year cap on graduate medical training
  • Consider whether school and residency approvals should be nationalized now or in the future, or if California's program should be maintained

GOAL 2. Maintain credibility and respect of BPM's integrity.

Objectives:

• 2.1 Continue the public-service ethic so many have contributed to over succeeding decades, realizing BPM as an institution is of great importance to patients and the profession.
  Major activities:
  • Emphasize the statutory mission
  • Support Board development and the Members' importance as a Board
  • Promote the goals and objectives of the Board
• 2.2 Remain open, candid and responsive.
  Major activities:
  • Maintain unspotted positive press coverage
  • Build on confidence from profession to enhance consumer outreach
  • Support Departmental programs
• 2.3 Represent the public
  Major activities:
  • Maintain BPM culture that licensee and lay Board Members are equal
  • Maintain BPM culture that licensee and lay Board Members have same statutory role
  • Maintain BPM culture that licensee and lay Board Members all represent the public at large
• 2.4 Maintain good government values
  Major activities:
  • Reflect well on California State government
  • Focus on the positive aspects and developments
  • Take opportunities as they present themselves to advance public policy

GOAL 3. Work collaboratively with other organizations.

Objectives:

• 3.1 Utilize Departmental services and follow its lead.
  Major activities:
  • Fine tune Applicant Tracking System (ATS)
  • Implement i-Licensing in 2009 for online credit card transactions
  • Distribute orthotics brochure and Departmental press release
  • Pursue Spanish language brochure on diabetic foot care
  • Participate in annual DCA Board and Bureau Conferences
• 3.2 Maintain liaison with California Podiatric Medical Association.
  Major activities:
  • Maintain good liaison with CPMA Board
  • Continue participation at House of Delegates
  • Continue exhibiting at Western Podiatric Medical Congress
• 3.3 Continue involvement with Federation of Podiatric Medical Boards.
  Major activities:
  • Seek continuation of a California representative on FPMB Board
  • Maintain dues and attendance at FPMB Annual Meeting
  • Support updates to Model Law as indicated, e.g., equivalent exams

GOAL 4. Remove barriers to podiatric medical care.

Objectives:

• 4.1 Consider sponsoring reciprocity statute (facilitating alternative exams).
  Major activities:
  • Develop options, pros & cons for Board vote
  • Liaison with organized podiatric medicine, Department and Legislature
  • Facilitate easier movement of California licensees to other States and reciprocity of qualified out-of-State licensees in California
• 4.2 Support Legislative consideration of full FPMB Model Law scope of practice for benefit of Californians.
  Major activities:
  • Coordinate with CPMA in five-year follow-up to AB 932 of 2004
  • Support efficient delivery of high quality care in all California health facilities
  • Work with the profession as it develops its evolution, standards and direction for the future
• 4.3 Support inclusion in State's publicly-supported health science teaching centers.
  Major activities:
  • Support Western University initiatives
  • Encourage CPMA's participation in coalitions for UC-Merced and UC-Riverside
  • Keep focus on obtaining UC-sponsored podiatric medical residency programs

OUR STAKEHOLDERS -- THEIR NEEDS AND WANTS

BPM's success depends on a clear understanding of our statutory mission and the needs of the public. Our public stakeholders include:

• Consumers, who seek accurate and timely information about providers.
• Licensees, who seek expeditious and accurate services, fair administration of the law, and timely and accurate communication on issues of interest to them.
• Applicants, who seek expeditious and accurate services, fair administration of the application process, and timely and accurate communication on issues of concern.
• Health facilities, which seek clear licensing information.
• Staff, who seek clear direction, recognition by management, and training programs to better serve our stakeholders and grow professionally.
• Other state agencies, which seek accurate and timely information.
• The Legislature, exercising its lawmaking, authorization, budgeting and oversight roles.

ENVIRONMENTAL SCAN

External environment factors include:

• Fiscal Challenges -- BPM must do the best job possible with the resources available.
• Accountability -- BPM seeks to follow the soundest possible administrative procedures.
• Advancing Technology -- BPM attempts to stay current to the fullest extent practicable.
• Business and the Economy -- As an agency that licenses doctors treating millions of Californians annually, the health care community expects BPM to operate efficiently and partner to protect podiatric medical patients.
• Changing Demographics -- California's population is increasing, aging and growing more diverse every day.