Over a period of more than a year, a group of KAFP members convened to set a new vision for our organization for the coming years. The product of that work is our Strategic Plan for 2022-2025.

About the plan

The plan has four main components:

In order for KAFP accomplish its goal, the Three-Year Outlook, we need to focus on Strategic Priority Areas. These priorities were identified through analyzing the components of the Three-Year Outlook. In doing this work, we recognized three overarching themes; these are called Resonating Themes — universal themes by which all goals of the strategic priority areas are measured. With the Vision and Mission Statements serving as guideposts for all KAFP activities to advance the KAFP to that future Three-Year Outlook.

Our Three-Year Outlook

Envisioning future success of any organization is key to building a successful strategic plan. As such, members worked together to identify what a thriving KAFP would look like after three years of focusing on strategy. Several similar themes arose as the members discussed the future. Those themes are the Three-Year Outlook of the KAFP that will guide the work of the board of directors, staff and our committees, workgroups and task forces.

New physician recruitment, involvement, and leadership development
Highlighting the unique role, education and skill set of family physicians to elevate awareness and educate the public and partners
KAFP as an agile, collaborative partner to advance matters related to family medicine while retaining steadfast focus on its mission and priorities
A robust collection of CME offered in a variety of formats and ranging across all levels of practice and types of provider
A warm, welcoming community to all interested in family medicine regardless of experience, previous engagement, or membership history
A vibrant, engaged membership enthusiastically leading KAFP’s volunteer and leadership efforts towards advancing its mission

Vision and mission

Our Vision and Mission statements summarize our goals as an organization:

Vision Statement: ‘A vibrant, trusted and empowered family of physicians creating a healthier Kansas.’

Mission Statements: Empower and cultivate Kansas family physicians to:

  • Serve as trusted and innovative leaders
  • Champion a diverse, sustainable and inclusive workforce
  • Advocate and collaborate for the health of all Kansans
  • Pursue professional development and personal well-being

Strategic Priority Areas

After members reviewed the Three Year Outlook and Vision and Mission Statements already identified, the strategic priority areas were developed.

Three factors for each strategic priority areas include:

  • Strategic Priorities: Key priority areas where the Academy will focus its resources to advance the mission.
  • Goal: Accomplishments that define the area of focus.
  • Indicators of Success: How success in each strategic priority area will be measured within the first, second and third years of the strategic plan.

Strategic priority #1: Leading voice


  • The value and medical expertise of family physicians will be well known to all stakeholders
  • The KAFP will lead and collaborate on advocacy efforts for healthy communities

Indicators of success

  • Members, community leaders, learners, and the public ask for the support and input of the KAFP on medical and public health initiatives
  • Purposeful collaborations have been created on key issues, efforts, and messages with partners who have similar interests and goals
  • A process to continually refine legislative goals has been established
    Increasing rates of Kansas medical graduates choosing Family Medicine


  • Evaluate and strategically foster internal and external relationships to best align with the Academy’s needs and goals
  • Advocating for members and educating legislators, communities, and learners through communication of key messages, including the value of family physicians
  • Bidirectional communication with membership and strategic partners is utilized for advocacy efforts

Strategic priority #2: Professional growth


  • Provide innovative, high-quality, evidence-based education that is relevant to each unique member throughout their educational and professional lifecycle

Indicators of success

  • Increased proportion of membership engaging with opportunities
  • Increased proportion of membership who identify educational offerings as a value added to membership
  • Those who participate in KAFP educational offerings have a positive experience and would recommend KAFP opportunities to others


  • Increase opportunities for diverse CME both in-person and virtual
  • Develop and implement a process to regularly assess and respond to members’ educational needs
  • Deploy comprehensive marketing and communications plan for CME opportunities

Strategic priority #3: Vibrant membership


  • An empowered, engaged, inclusive and diverse membership that is welcoming and growing

Indicators of success

  • All members are able to communicate the value of belonging to the KAFP community
  • Increased participation and engagement of members; including leadership opportunities, educational offerings, and innovative programming
  • Evolved leadership to include new, experienced and diverse representation of Kansas family physicians


  • Define, develop, communicate, and showcase the value of KAFP membership to each unique member and potential members
  • Evolve programming to meet member needs
  • Focus on recruitment and retention, meeting members wherever they are on their personal and professional path
  • Create a welcoming environment for all members
  • Provide structure for mentorship and sustaining engagement for family physicians and medical learners

Strategic priority #4: Thriving academy


  • Create an inclusive organizational structure that is representative of and responsive to our diverse membership
  • Develop an efficient and sustainable Academy through fiscal stewardship

Indicators of success

  • KAFP has new and innovative business models and revenue opportunities
  • KAFP has strong pathways to volunteer leadership and provides inclusive opportunities for contribution
  • Through a governance restructure KAFP has a proactive and efficient board of directors with robust supporting governance


  • Determine ROI of current investments (time, talent, treasure)
  • Ensure a continuous plan of program evaluation and resource allocation
  • Identify and implement a variety of non-dues revenue growth opportunities
  • Communicate the value of serving as a volunteer leader in the KAFP
  • Actively listen to members to help identify our leadership pipeline
  • Transparently plan and implement a governance restructure, which includes bylaws and policy alignment
  • The work of the board will be focused on strategic innovation

Resonating Themes

Throughout the development of the strategic priority areas, three main themes became evident, the importance of which created resonating themes for the KAFP. They are:

  • Innovation
  • Financial Sustainability
  • Diversity, Equity and Inclusion

These themes allow for cohesiveness and streamlining the strategic process, as illustrated in the graphic below:

Thanks to our work group

Special thanks goes to the members of our strategic plan work group, who volunteered dozens of hours to help us set a vision for the future of the KAFP for the coming years. We’re immensely grateful to these exemplary family physicians whose dedication and hard work have benefited not only their patients, but the entire field of family medicine here in Kansas.

Strategic Plan Work Group

  • Jen Bacani McKenney, MD, FAAFP
  • Dorothy Breault, MD
  • Philip Dooley, MD, FAAFP
  • Debra Doubek, MD, FAAFP
  • Lynn Fisher, MD, FAAFP
  • Allen Greiner, MD
  • Courtney Huhn, MD
  • Gretchen Irwin, MD, MBA, FAAFP
  • Chad Johanning, MD, FAAFP
  • Jared Johnson, MD
  • Sabesan Karuppiah, MD, MPH, FAAFP
  • Rex Keith, MD, FAAFP
  • Kelsey Kelley, MD
  • Kimberly Krohn, MD, MPH, FAAFP
  • Erin Locke, MD, MPH
  • Mariah Miller, MD
  • Cooper Nickel, MD
  • Beth Oller, MD, FAAFP
  • Jeremy Presley, MD, FAAFP
  • Keith Ratzlaff, MD
  • Tessa Rohrberg, MD
  • Dirk Smith, MD, FAAFP
  • Christine Donnelley