The mission of the Michigan State Medical Society is to improve the lives of physicians so they may best care for the people they serve.
The Next 150 Years: Organizational Remodeling Discussion for the MSMS House of Delegates - Handout
Following the July 2014 session on long-term membership and non-dues revenue trends, the Michigan State Medical Society (MSMS) Board of Directors composed a Task Force on Membership and Sustainability. The members of the MSMS Board determined the accelerated changes in the broader health care environment and significant changes in the physician demographics have made it difficult to engage new generations of physicians in a structure that was built when the vast majority of physicians were in small, independent practices.
The focus of the Task Force on Membership and Sustainability were as follows:
- Identify who the Society serves;
- How is the Society serving those identified;
- Establish the future sustainability of the organization; and,
- Develop the optimal governance structure for MSMS.
Because the financial model and governance are intertwined and because there have been many discussions about change over the last four decades that did not have an impact, the Task Force on Membership and Sustainability and the MSMS Board of Directors determined an outside consultant with expertise in this area would allow MSMS to develop an organizational structure that will guide the next 150 years.
The core purpose of the Michigan State Medical Society is to bring all physicians together to achieve our mission.
The MSMS Board chose Tecker International to assist with restructuring MSMS. Throughout a series of sessions, MSMS leaders, members, and non-members gathered to examine the components of the infrastructure model and to asses the current structure and processes. This information was used to create several models of what MSMS’s infrastructure could look like in the future given the different needs that physicians have today.
During the review process, there were four areas evaluated:
- Operational excellence;
- Product or program leadership;
- Customer intimacy; and,
- Representational effectiveness.
Throughout this process common themes began to emerge:
- Smaller, more nimble governance;
- Enhanced role for specialty societies;
- Change in the geographic organization of MSMS membership and governance;
- Addition of Physician Organizations (POs) to MSMS governance; and,
- Modification of the House of Delegates to focus on policy, allowing the Board to focus on operations.
- Advocate on behalf of physicians and their patients
- Provide leadership
- Promote quality healthcare
- Demonstrate ethical behavior