America's Benefit Specialist December 2023

A CONVERSATION WITH JESSICA BROOKS-WOODS

That’s a comprehensive and forward-thinking approach. As you share these goals for NABIP, how do you envision the role of strategic partnerships in achieving these objectives? Jessica Brooks-Woods : Enhancing our strategic partner ships is a critical component of our roadmap for NABIP. Our focus is not just on maintaining existing relationships but also on transforming them from transactional interactions to truly transformational collaborations. We’re actively working to elevate these partnerships to new levels, where mutual growth and impact are at the forefront. In the coming months, we have some very exciting collab orations set to be unveiled. These partnerships are not just about expanding our network but are strategically aligned with our mission and vision for the future of healthcare and benefits. They’re designed to bring tangible benefits to our chapters and members, helping them succeed in innovative and previously unexplored ways. This work has already commenced, and our members can look forward to enhanced tools, resources and accessi bility. We are committed to ensuring that NABIP serves as a dynamic and responsive organization, one that actively sup ports and empowers its members to navigate the evolving healthcare landscape successfully. As these plans come to fruition, our members can expect a NABIP that is not only a leader in the field but also a proac tive partner in their professional journey. Stay tuned for these exciting developments, as we aim to strengthen our commu nity and elevate the value we deliver to each member. In your initial interactions with our chapters and members, what have been the key takeaways from those conver sations? Is there a consistent message or sentiment that you’re picking up from the members?

of Insurance nationwide. We’re looking to re-engage the millions of women who left the workforce and to ensure our workforce mirrors the diverse consumer base we serve. It’s about shifting our success metrics from mere coverage to well-being, patient experience, safety and security. NABIP is set to become the epicenter of trust and quality assurance in American healthcare. Innovation is another pillar of our strategy. We are em barking on a journey of digital transformation, embracing technologies like AI to work for us, not against us. Under standing the implications of AI and aligning with initiatives like President Biden’s Executive Order on AI is part of this transformative approach. Moreover, we aim to strengthen the connection between our national activities and the work done at the regional and local levels. We’re focusing on ensuring that every member understands the value of their national and local involvement and how it benefits them. Equipping our chapters with the right resources and strategic tools is key to amplifying their value and rebuilding trust in the marketplace. Health equity, mental health and addressing social deter minants of health are core principles for me and NABIP. We aim to make our Foundation more visible and active, show casing the impact we’re having in healthcare inclusion and doing no more harm. This aligns with my belief that we must connect with communities in meaningful ways, partnering with our members to make NABIP a name that resonates in every household. While all of this may not be fully achieved within the next two years, this is the path we’re committed to. It’s about evolving NABIP from the inside out, ensuring we have the skills and capabilities to meet these ambitious goals.

24 ABS | benefitspecialistmagazine.com