Strategic Plan

Transcription

1 Strategic Plan Approved by : ACHSM Board

2 Vision Mission Goals Our Vision Better leadership. Healthier communities. Our Mission Recognise, develop and support effective health leadership and management to deliver quality services and improve health and wellbeing. Goals Develop and support health leaders and managers. Promote the profession of health and community leadership and management. Ensure a sustainable and vibrant College for the future. OUR VALUES Leadership Innovation Collaboration Learning Respect Community

3 Goal 1 - develop and support health leaders and managers A reviewed ACHSM leadership and management framework that underpins all ACHSM programs and is the reference point for all programs ACHSM accredits. June 2016 Capability Framework review completed Self assessment tool developed end 2016 ACHSM Framework formally underpins and guides Mentoring, Fellowship and HMIP programs in 2017 intakes Expand learning and education program industry accreditation to all accredited programs (late 2016) and non-accredited short courses (2017) and Develop and promote searchable database on ACHSM website launch database 2017 Increased connectivity and diversity of access points to informal learning and networking experiences 60% of ACHSM delivered PD programs to be available by webinar by end 2016 Webinar library organised by content area against ACHSM Capability Framework by Special interest groups launched, enabled, fostered and self generating by 2017 All ACHSM members at all levels recognize and commit to lifelong learning and Continuing Professional Development Revitalised and monitored Continuing Professional Development Program for all ACHSM members launched 2016 Programs certified against ACHSM Framework and promoted to members commencing 2017 Database access for members to log CPD hours 2017 First biennium monitored and audited 2018 ACHSM delivers best practice programs at all career stages of leadership and management and encourages and partners with other providers Entry level HMIP, emerging managers special interest groups Consider business case for expansion of HMIP to SA and Tasmania 2017 Emerging manager SIGs operate in most branches by end 2017 Ongoing Mentoring, CPD Mastery Fellowship Connectivity and partnering accreditation of all types of programs reviewed against ACHSM Framework commencing 2016

4 Goal 2 - Promote the profession of health and community leadership and management Increase profile of ACHSM, its vision, mission and goals across the health sector and more broadly to health consumers and stakeholders and profile health leadership and management expertise through multiple communication vehicles Develop agreed schedule of senior executives within key health and community services organisations including health departments, large health entities, universities etc Schedule visits to CEO s or senior executives on an annual basis to discuss ACHSM and current initiatives, objectives and benefits of membership and participation to be undertaken by CEO, EO s and Board members Health Leader and Journal to be distributed to developed contact list commencing 2016

5 Goal 3 Ensure a sustainable and vibrant future for the College Increase membership by 10% each year Grow membership intake by 20% per annum Specific targets by branch commencing January 2016 Monthly metrics report to Branches on membership against target commencing February 2016 Twice annual campaigns to database Reduce membership churn to less than 10% per annum Focus on : Year 1 onboarding 1-3 year Associate Fellow group Promote benefits of Fellowship to Associate Fellows profile new Fellows in Health Leader Retain HMIP graduates as members for more than 1 year Increase net equity position of College by 150% by June 2018 FY16 budgeted to be breakeven FY17 increase equity by $80k Increased membership revenue Increased return from HMIP Qld If agreed, launch HMIP to Tasmania and SA (to be managed from Victoria) FY18 increase equity by $90k Strategies as per above and New revenue stream from database listing of courses and programs

6 Success Measures By July 2018 the College : has more than 2,500 financial members has additional revenue streams from non-membership dues with a retained balance of 20/80 More than 50% of members consider the ACHSM Competency / Capability Framework as the key tool for professional development 50% of members are committing to CPD and logging CPD obligations ACHSM database of accredited programs has more than 100 programs listed Effective Special Interest Groups are meeting / pursuing networking across 3 interest areas 50% of applications for membership are aged 35 or under