The Vancouver Division of Family Practice continues to evolve alongside a rapidly changing healthcare landscape. At the centre of that work is Cheryl Hogg, whose role as Chief Operating Officer—and Chief Financial Officer—touches every part of the organization.
“I'm responsible for all of the operations of the organization… and all of the financial back end,” Cheryl explains. “Making sure that the public money we receive is spent in a way that's defensible—to the public, to government, and to our funders—is a huge part of it.”
Her role is both broad and deeply operational, ensuring that the Division delivers on its commitments while staying aligned with member needs and system priorities.
A Year of Adaptation and Delivery
Over the past year, one of the Division’s most significant accomplishments has been its ability to navigate major internal and system-level change—while continuing to support members.
“I think our major restructure… and the shift that we had to make—everybody made that pivot pretty well,” Cheryl reflects.
Following the end of the Service Plan cycle, the organization adjusted staffing levels, restructured teams, and realigned resources—without losing momentum in service delivery. Equally important has been the continued stabilization of Primary Care Networks (PCNs) and team-based care structures.
“Getting the PCN work to a place where it's stable… we're still adjusting, but it's in a much stronger place now.”
These efforts reflect a broader strength of the Division: its ability to remain nimble. Whether responding to system shifts, evolving physician needs, or funding changes, the organization continues to iterate—refining programs, winding down what no longer works, and focusing on what delivers the most value.
Acting on Member Feedback
While funding structures and system priorities shape part of the Division’s work, a significant portion of its direction comes directly from members.
“A lot of the service delivery is on the basis of feedback that we get from members,” Cheryl says.
This feedback is gathered through multiple channels—committees, working groups, and ongoing conversations with physicians across practice settings. From mental health and long-term care to maternity and women’s health, these physician-led groups help define where support is needed most.
In practice, this means the Division is not simply delivering pre-defined programs. It is actively translating frontline experience into operational solutions.
Whether that involves adapting recruitment and retention approaches, supporting clinics with operational challenges, or refining patient attachment processes, the goal is the same: respond to what physicians are experiencing in real time.
The Division also plays a role in ensuring those insights reach the broader system. While not a lobbying organization, it helps surface trends, concerns, and emerging needs to partner organizations and system stakeholders—ensuring that the realities of practice are reflected in ongoing conversations.
This continuous feedback loop—listening, adapting, and sharing—is central to how the Division delivers value.
Growth with Purpose
The scale of the Division’s work has expanded significantly in recent years.
“We were a $500,000-per-year organization… and now we're well over $7 million-per-year,” Cheryl notes.
Despite that growth, the approach remains grounded in responsiveness. Programs are regularly evaluated against member needs, and when something is no longer effective, it is adjusted or concluded.
“We continuously iterate… we figure out what we need to shift—and when something isn’t meeting the need anymore, we adjust.”
Strengthening Alignment and Communication
As the organization grows in scope and complexity, maintaining clear alignment across teams and leadership remains a priority.
“As an organization, we're in the weeds operationally all the time,” Cheryl notes, highlighting the depth and pace of the work underway.
Looking ahead, the Division is placing greater emphasis on how it communicates its work—ensuring that key priorities, outcomes, and impacts are shared in a clear, accessible and meaningful way.
This includes refining how information is presented to support effective governance and decision-making, while also strengthening how the Division communicates its value to the broader membership.
Looking Ahead: Priorities for the Year
As the Division moves into a new planning cycle, several priorities are emerging that will shape the next 12–18 months.
Continued Strengthening of Team-Based Care
Support for Primary Care Networks (PCNs) and integrated team-based care will remain a central focus, building on the progress made over the past year.
Expanded Focus on Women’s Health
The transition from a maternity-focused committee to a broader women’s health committee reflects an effort to better align with evolving physician needs.
Improved Communication and Engagement
Enhancing how the Division communicates its work—internally and externally—has been identified as a key initiative for the coming year.
“Ongoing, clear communication… so that members are aware,” Cheryl notes, pointing to a more intentional approach to sharing information and impact.
Greater Flexibility Through New Funding Models
Another major shift this year is the move toward a more flexible funding structure.
“Our new funding gives us more flexibility in terms of what we can deliver to members,” Cheryl explains.
Rather than working within rigid program deliverables, the Division will focus on key priority areas, including physician well-being, recruitment and retention, patient attachment, team-based care, and emerging needs.
This approach allows the organization to respond more dynamically — directing resources where they will have the greatest impact.
A Responsive Organization in a Changing System
At its core, the Vancouver Division of Family Practice exists to support physicians in practical, meaningful ways.
That means listening closely, adapting quickly, and delivering programs that reflect the realities of practice. It is an ongoing process—one that requires flexibility, collaboration, and a clear focus on what matters most to members.
And as the system continues to evolve, that responsiveness will remain the Division’s greatest strength.