2017 2019 STRATEGIC PLAN PROGRESS REPORT AS OF SEPTEMBER 30, 2017 ACHE s strategic planning process is designed to prepare the organization and the profession to respond to the rapidly changing healthcare environment. The plan will ensure ACHE s ongoing value to healthcare leaders as they work to improve care delivery and population health. Based on input from the membership, chapter leaders and Regents, the ACHE Board of Governors has developed this strategic plan to direct organizational focus over the next three years. Strategic Plan Development and Deployment Process ACHE conducts a systematic annual planning process to develop and deploy its strategic plan using a four-step methodology: 1. Gather data and analyze 2. Develop plan attributes and initiatives 3. Operationalize the plan by deploying within the organization and with key partners 4. Execute, monitor and adjust the plan as necessary Vision, Mission and Values ACHE s vision, mission and values provide the basis for organizational direction and decision making in service to the organization and profession. ACHE s fundamental purpose (mission) and the essential core values of the profession form the foundation for our strategy. Creating the desired long-term future (vision) is a fundamental guiding principle for ACHE s strategic direction. Vision: To be the preeminent professional society for healthcare executives dedicated to improving health. Mission: To advance our members and healthcare management excellence. Core Values: As members of the American College of Healthcare Executives, we are committed to: Integrity: We advocate and demonstrate high ethical conduct in all we do. Lifelong Learning: We recognize lifelong learning is essential to our ability to innovate and continually improve ourselves, our organizations and our profession. Leadership: We lead through example and mentoring, and recognize caring must be a cornerstone of our professional interactions. Diversity and Inclusion: We advocate inclusion and embrace the differences of those with whom we work and the communities we serve. 1
As of July 31, 2017 Strategic Objectives: Setting Organizational Direction ACHE s three strategic objectives preserve and enhance, extend and adapt, innovate and educate serve as broad statements of how the organization expects to create value for members and the profession over the next several years. Preserve and Enhance core offerings to drive continued recognition of ACHE as the preeminent organization and trusted partner for healthcare leadership growth. Investing in relevant programs and services that deliver a high level of satisfaction and value must be a priority. By doing so, ACHE will continue to earn its status as the trusted partner for healthcare leadership growth. Extend and Adapt ACHE offerings and brand position to meet the needs of the emerging market in healthcare leadership. Today s healthcare leaders come from increasingly diverse settings, disciplines and backgrounds. Education programs, career services, the FACHE credential, networking and volunteer leadership opportunities will be extended to and adapted for the changing healthcare leader. Innovate and Educate to deliver meaningful new solutions to healthcare leaders. Challenges unlike those of the past confront today s leaders and new solutions are needed for continued growth. The strategic objectives will be implemented through four key initiatives that further define specific accomplishments to pursue within the plan s horizon. The success of the plan will be measured to accomplish the following outcomes considered desirable to achieve ACHE s strategic intent. The strategic outcomes include: Increased membership and participation across the spectrum of healthcare leadership Increased brand awareness and perceived value among members and key constituents Higher levels of member engagement and satisfaction Greater impact in advancing safe, effective and efficient healthcare Strategic Initiatives: Focusing Our Efforts To achieve its strategic objectives, ACHE will embark on the following four key initiatives. Each initiative includes a series of well-developed, cross-functional action plans designed to advance or achieve the strategic objectives. Leadership To advance the practice and community of leadership through partnerships, ACHE will: 1. Advance Executive Diversity: Take a leadership role in helping to advance diverse healthcare executives by forming sustainable partnerships, engaging stakeholders and offering resources to help diverse executives be successful. (Armstead) 2
Usage of the new Executive Diversity Career Navigator (http://edcnavigator.org/) website is trending positively, with all key metrics for quarter three showing increases over quarter two numbers. The 2018 Thomas C. Dolan Executive Diversity Program recipients have been confirmed. ACHE continues targeted outreach to increase engagement of current members and recruit new members for the Asian Healthcare Leaders Forum and LGBT Forum. As of October, AHLF had 163 and LGBT Forum had 193 members. The 2018 Summer Enrichment Program registration opened on October 2, 2017. For this year s campaign, chapters are asked to secure at least two host sites and Regents are encouraged to work closely with their chapter(s) to achieve the goal. 2. Innovate Leadership Solutions: As part of our ACHE/National Patient Safety Foundation (NPSF) partnership, develop and export leadership practices identified to develop and sustain cultures of safety. (Bowen) The document, Leading a Culture of Safety: A Blueprint for Success launched on May 18 and has been downloaded over 4,800 unique times. A free joint webinar with ACHE and IHI/NPSF was held on September 6, 2017 which focused on the Blueprint. There were over 1,700 total viewers. A call to action is being developed for healthcare professional to pledge their commitment to a culture of safety. This will launch in 2018. Market Relevance To expand engagement of all healthcare leaders, ACHE will: 1. Increase Membership and Engagement: Promote the value of ACHE membership for targeted recruitment of high-profile, nonmember CEOs and new members from identified market segments. Increase member engagement in the use of programs, products and services and participation in volunteer activities. (Hahn/Ryan) ACHE continues its focus on increasing membership across the continuum with enhanced marketing campaigns to: System CEOs, Physician Executives, Nurse Executives, Group Practice Managers and Insurance Executives. This targeted marketing also includes cultivating MBA/MD program candidates. ACHE launched a reinstatement initiative with chapters to help reinstate lapsed members who were suspended for non-payment of dues. Chapter Leaders shared best practices during the Chapter Leaders Conference and the dialogue continues during monthly calls. 3
The seven chapters in the Chapter Member Engagement Pilot Program have been meeting every two months via conference call to share ideas for engaging new members in the first 90 days. In September, two of the chapters presented at the Chapter Leaders Conference in a session named Recruit, Engage and Retain Members, where they shared how they meaningfully engage their members when they join so they enthusiastically get involved. 2. Enhance FACHE Value: Enhance efforts to market the credential to key stakeholders across the career lifecycle of the profession to ensure its continued relevancy to the marketplace. Enhance the value of the FACHE credential, especially to new market segments. (Hahn) A comprehensive integrated marketing program that promotes the value of the FACHE credential to potential applicants, influencers and employers is under development. The new marketing campaign, which includes videos and interviews of Fellows from target market segments, launched in the third quarter. A new ad was developed to promote the FACHE credential. It was placed in Healthcare Executive and other publications in the third quarter. The ad is first in a series of six that will be placed in publications throughout the next year. A separate Trustee ad is under development. Digital advertisements and social media, targeting both member and nonmember audiences are under development and will be launched in the fourth quarter. 3. Strengthen our Brand: Strengthen ACHE s brand by creating a strong, unified and cohesive strategy to increase recognition and communicate ACHE s value in the marketplace. (Chess) A digital content management partner has been selected to redesign ache.org. Assessments have been conducted to identify key areas of focus required to optimize brand identity, user experience, functionality and technology integration. A beta test site is planned for delivery by year-end. Value Creation To add value to leaders by delivering relevant, high-value programs, products and services through a variety of delivery channels, ACHE will: 1. Expand Education Channels: Expand educational opportunities to meet the needs of individuals and organizations by delivering content that addresses current healthcare issues and challenges. (Halvorsen) 4
Three new face-to-face courses were created and delivered in the third quarter. An additional seminar is scheduled for Development testing in February 2018. 2. Develop Physician Leaders: Develop physician leaders by increasing physician leadership development offerings, aligning current offerings with the needs of physician executives and exploring opportunities to collaborate with other organizations. (Halvorsen) One Developmental test course focused on physician development, Monetizing Quality in a Pay for Value World was very well received by its test audience and immediately scheduled for the last Cluster of 2017. Due to an unexpected opening in the Washington DC Cluster, the second test course on physician development, Improving Medical Group Performance: Methods for Creating Practical Value was able to be included by an already vetted faculty, Brian Silverstein, MD and two of his colleagues. This test course received very positive results and will join the slate in 2018. Three on-location programs, specific to physicians are scheduled through the year s end. And ACHE is in discussions with two medical specialty associations, to open the dialogue toward developing a physician/clinical leadership development program. 3. Enhance Career Services: Enhance ACHE CareerEDGE based on user feedback and enrich current programs, products and services to better meet the career needs of a diversified membership. (Broscio) ACHE s CareerEDGE has surpassed the 3,600 mark in accounts created since its launch in May 2015. ACHE CareerEDGE,SE, a student version of ACHE CareerEDGE, which was fully launched in the third quarter of 2016, now has more than 600 user accounts. The Career Resource Center completed its second Chapter CareerEDGE Navigator Program designed to increase knowledge and use of this key resource. Twenty members from 10 Chapters participated. Pilot programs covering Career Planning using CareerEDGE and Emotional Intelligence, designed for organizational use, were completed in the third quarter and both received positive evaluations. Excellence To improve organizational performance, agility and value to our customers in a changing healthcare environment, ACHE will: 1. Optimize the Member Experience: Enhance its commitment to customer service by listening to the requirements of customers and working to exceed the expectations of members and customers. (Hahn) 5
Improvements to the Customer Service Center continue. Enhancements to data dashboards were implemented making it easier to track and trend phone and email volume by day, response time, and customer satisfaction data. These demand driven data approaches have improved ACHE s ability to provide adequate staffing to ensure service levels can be consistently met. A new Customer Relationships Management (CRM) module launched with the NetFORUM computer system, enabling staff to categorize and trend common requests. Members can access a record of their request in the MyACHE area of their member records, allowing them to see the request and to reopen it if they are not satisfied or need additional service. A monthly new Member survey launched in the third quarter allowing ACHE to track the reasons why Members joined. ACHE is sending follow-up emails to Members requesting more information. 2. Advance Performance Excellence: Continue its focus on systems design, management and improvement by deploying systematic processes and training its workforce to engage in proactive improvements. (Thompson) ACHE did not receive a site visit from the Malcolm Baldrige National Quality Program, but is working through priority items from the Baldrige feedback report. ACHE has engaged consultation regarding best practices related to effective goal cascading, leadership measurement, alignment of staff to Mission/Standards of Excellence and assessing/enriching workforce engagement. 3. Accelerate Technology Advancement: Plan for and adopt relevant technology advancements to improve internal operations and communication, and provide new features and functions for members and chapters. (Cole) ACHE is continuing efforts to re-design ache.org, which includes the implementation of a Content Management System and features that utilize personalization to enhance the member experience. We have selected a solution partner, completed the re-design discovery phase and selected Sitecore as the association s web Content Management System. ACHE is continuing efforts to implement ACHE365 a mobile app that integrates national and chapter content. We have selected a solution provider, assembled a cross-functional team, completed the project kick-off activities, and development activities are currently underway. For questions or feedback on ACHE s Strategic Plan, please contact Megan Silverman, Strategic Project Manager at msilverman@ache.org. 6