Vision
Ethical discourse and action advance the health and dignity of all persons
Mission
To raise and respond to ethical issues in health and health care
Our Core Value
Respect for human dignity
• We believe that all persons have intrinsic worth.
• We promote and protect the interests of those who can and cannot speak for themselves.
• We commit to the just delivery of healthcare.
Our Guiding Principles
• To be unfettered by special interests
• To listen actively, think critically and act wisely
• To lead and promote the leadership of others
• To collaborate with those who commit to civil discourse
• To work diligently toward our mission |
Working in three areas:
Clinical and Organizational Ethics
Health Policy Ethics
Life Sciences and Research Ethics
Making a practical difference:
• Raising and responding to real, complex issues in lay terms using the tools of ethics
• Convening disparate voices, facilitating civil discourse, finding common ground through:
- Education (Public and Professional)
- Consultation (Consumer and Clinical)
- Research and Publications
- Advocacy and Public Engagement
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Strategic Focus Areas
Advanced Illness and Shared Decision-making
• Providing resources and assistance for those
living with advanced illness
• Advance care planning
• Palliative care and pain treatment
• Disparity and diversity programs
Life Sciences and Research
• Translational research (Frontiers)
• Achieving the vision of Time to Get it Right
• Addressing emerging national issues |
Education and Scholarship (Publishing and Research)
• Certificate program, higher education contracting
• Consortia, symposia, The Bioethics Channel
Center Capacity
• Planning
• Staffing
• Funding
• Technology |
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Our Strategies, Goals, Initiatives
Strategy 1
 Build on current strengths and core competencies in improving care for those with advanced illness
Goal 1- Improve care for those with advanced illness through dissemination of best practices in shared decision–making
Initiatives:
- “Caring Conversations® Continued”
- Transportable physician order set reflecting patient preferences (multi-year, bi-state) (TPOPP)
- Provider handoffs (“Transitions of Care” )
Goal 2 - Improve pain treatment and promote palliative care
Initiatives:
- Create a national movement to change how pain is perceived, judged and treated
- Facilitate creation of the Pain Action Alliance to Implement a National Strategy (PAINS)
- Implement recommendations
Strategy 2
Expand role of ethics in life sciences and research
 Goal - Advance the role of ethics in the KC region life sciences to ensure the conduct of quality research and the protection of human subjects
Initiatives:
- Act on the vision set forth in Time to Get It Right to integrate the bioethical implications of life sciences into the KC academic community
- Formalize relationships among stakeholders
- Establish a Life Sciences and Research Ethics Chair
Strategy 3
Empower patients, families, and those who care for them to make value– and evidence-based decisions
Goal 1 - Expand public and professional educational offerings, emphasizing scholarship and research
 Initiatives:
- Pursue collaborative relationships with new entities
- Long term care and home– and community–based providers
- Health plans
- Emerging entities—accountable care organizations, medical homes
- Higher education offerings for health professionals
Goal 2 - Broaden professional growth opportunities for staff and volunteers (i.e., practicum students and interns)
Goal 3 - Maximize technology to host and deliver content
Strategy 4
Enhance capacity to achieve our mission and vision
Goal 1 - Adopt business plan to double service–related income from current position within 3 years
 Initiatives:
- Increase support from contracts
- Broaden membership marketing
- Establish consultation fee structure
Goal 2 - Build an operating reserve
Goal 3 - Develop technology infrastructure plan
Initiatives:
- Improve online learning (content storage and retrieval)
- Replace obsolete equipment
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About the Process
 In January 2012, the Center for Practical Bioethics embarked on a months long listening process to envision its future. The timing coincided with the start of my tenure as only the second executive in its 28-year history.
This tour explored fundamental questions from internal and external perspectives: How do we think and talk about ourselves? How do stakeholders value our work? What emerging issues should the Center embrace? Distinctive elements central to our success immediately emerged. Uniquely our own was the practical difference – confirming how we touch the lives of patients and families in real ways.
In more than 50 community meetings with advocates, patients and family members, as well as representatives from academia, medicine and healthcare, and philanthropy, we heard how the Center's groundbreaking work sets us apart–promoting shared healthcare decision–making, improving the care for the seriously ill, as well as modeling civil discourse while effectively advocating for the underserved. Clearly, this legacy should continue.
But strengthening those competencies was not enough. We were told to increase efforts in the care of those living with chronic and advanced disease and expand the role of ethics in life sciences and research in Kansas City's regional initiative. That guidance and that challenge manifest themselves in this plan:
Ensuring the Legacy, Embracing the Future.
John G. Carney,
President and CEO
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