AMERICAN COLLEGE OF HEALTHCARE EXECUTIVES STRATEGIC PLAN: Progress Report as of September 30, 2015

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1 ACHE has committed to a strategic planning process designed to prepare the organization and the profession to respond to the rapidly changing healthcare environment. The plan will help 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: Gather, analyze and synthesize inputs Develop plan attributes and initiatives Operationalize the plan by deploying within the organization and with key partners Execute, monitor and adjust the plan as necessary Mission, Vision and Values ACHE s mission, vision and values provide the basis for organizational direction and decision making and continue to serve the organization and profession. ACHE s fundamental purpose (mission) and the essential core values of the profession form the foundation for our strategy. The desired long-term future (vision) is also a fundamental guiding principle for ACHE s strategic direction. Mission: To advance our members and healthcare management excellence. Vision: To be the preeminent professional society for healthcare executives dedicated to improving health. 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: We advocate inclusion and embrace the differences of those with whom we work and the communities we serve. 1

2 Goals and Objectives: The Strategic Direction ACHE s three strategic goals: preserve and enhance, extend and adapt, innovate and educate serve as broad statements of what the organization most wants and expects to achieve over the next several years. GOAL: Preserve and Enhance core offerings to drive continued recognition of ACHE as the preeminent organization and trusted partner for healthcare leadership growth. Appropriate investment in providing relevant offerings that deliver a high level of satisfaction and service must be a priority. By doing so, ACHE will continue to earn its status as the trusted partner for healthcare leadership growth. GOAL: 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 need to be extended to and adapted for the changing healthcare leader. GOAL: Innovate and Educate to deliver meaningful new solutions to healthcare leaders and those they serve. The goals are supported by a number of objectives that further define specific accomplishments to pursue within the plan horizon. Each objective provides guidance for designing and implementing programs of work, defining areas of research and exploration, and increasing customer value. For example, ACHE s plan to convene thought leaders to identify and address trends, issues and opportunities... will be an ongoing series of initiatives and investments that will position ACHE as a thought leader and result in a vibrant, informed and engaged member community. 2

3 Objectives Raise awareness and heighten perceived value among senior healthcare executives by leveraging existing member relationships. Demonstrate the value of the FACHE credential to existing, new and emerging audiences. Evaluate opportunities to integrate communities, technologies and/or competencies that align with ACHE s strategy to produce near-term return on investment or mission. Expand ACHE s offerings in education, networking, credentialing and career development to appeal to the evolving market of healthcare executives and supporting organizations. Optimize ACHE s brand identity to align to the expectations and attitudes of priority audiences. Test methods of organizational engagement to drive higher levels of market share among healthcare leaders from nontraditional backgrounds, including physicians/clinicians. Increase capacity to rapidly identify and fill knowledge gaps with resources that help leaders address their most pressing challenges. Identify, validate and educate on emerging competencies for healthcare leaders that will be essential to drive positive health outcomes. Convene thought leaders to identify and address trends, issues and opportunities that will drive the need for transformational change to improve quality, reduce costs and expand access. Strategic Initiatives: Focusing Our Efforts To achieve our goals, ACHE will embark on the following four initiatives. Each initiative includes a series of cross-functional programs and activities designed to advance/achieve the goals and objectives outlined above. Initiative: Performance Excellence To improve our organizational performance, agility and value to our customers in a changing healthcare environment, ACHE will: 1. Journey to Excellence Continue its focus on systems design, management and improvement by deploying systematic processes and training its workforce to engage in proactive improvements. (Summy/Thompson) 3

4 Status: In September, we successfully completed our site visit with Illinois Performance Excellence (state-level Baldrige organization). We will be provided with the results of this visit in the fourth quarter. 2. Association Management System Adopt a next-generation association management system (AMS). This system will improve internal operations and communication, and provide new features and functions for chapters and members. (Division of Management Information Systems) Status: As of September 30, the systems requirement analysis (SRA) with our implementation partner, Agilutions, was complete. The primary goal of our work with Agilutions is to design the integrations of NetFORUM with our website, ache.org. The work of developing these integrations will begin in the fourth quarter. We have a well-defined project management process for controlling and directing the AMS implementation. We continue to utilize our project charter and timeline, defined project roles and responsibilities, our communication matrix, risk register and formal change management process. To date, we have not had any scope changes that would increase costs or delay our timeline. A summer 2016 go-live is still being projected. 3. Governance Review Conduct a review of Board-level governance processes, including Board selection. (Freyer) Status: Field review has been completed on the Preliminary Report and Recommendations of the Task Force by the end of the third quarter, as scheduled. A robust field review process with multiple communications yielded comments by eight individuals (Four Past Chairmen and four Regents). These comments will be considered by the Task Force in the fourth quarter prior to Board action in November. Initiative: Product Development To retain our reputation for high-value education programs, while exploring new venues and delivery channels, ACHE will: 1. Professional Development Task Force Implementation Implement the recommendations of the Professional Development Task Force and launch the ACHE Leadership Competency Framework to guide future development of products for individuals and organizations. (Lawler) 4

5 Status: During Congress, a competency framework, brand and tagline were developed and tested in several focus groups. ACHE educational offerings, including chapter templates and HAP self-study courses, were cataloged using the competency framework, and a gap analysis was performed. From this, eight new seminars that fill gaps in ACHE course offerings were developed and tested; four of the seminars have launched as of September 30. In addition, a microsite for physician leaders was created and planning for three pilot programs for physician leaders has begun. Two will be delivered in the fourth quarter of The final pilot will be a hybrid program consisting of both Face-to-Face and distance education to be delivered in Career Services Task Force Implementation Complete implementation of the Career Services Task Force recommendations, including launching a new online career navigator to help members develop their own career plans. (Broscio) Status: CareerEDGE is the new online career navigator. Nearly 1,000 accounts have been created as of September 30. Initial user survey was distributed and results are being examined for areas of improvement. A report with recommendations on better addressing the needs of members in special groups (women, minorities, transitioning military and clinical leaders) was completed and implementation is now underway. The Career Resource Center will also launch a new product focused on interviewing skills, to fill a current gap in ACHE career offerings. 3. Expanded Content Distribution Repurpose and broaden the distribution of ACHE content to create new, relevant products that support the learning needs of healthcare leaders. (Cunningham) Status: Health Administration Press (HAP) continues to broaden distribution of ACHE content. These activities include completing a detailed pricing analysis, prospecting at additional for-profit academic institutions in our fall 2015 outreach, launching select books on a new digital platform targeted to academic librarians, and engaging in further research for more robust journal distribution. Development of enhanced instructor resources continues on two additional titles. 5

6 Initiative: Market Relevance To continue to engage all healthcare leaders, ACHE will: 1. Member Growth Strategy Develop and execute a member growth strategy and conduct a segmentation analysis to identify new growth opportunities. Develop a membership marketing campaign that articulates the value of ACHE membership and develops messaging for targeted recruitment of high-profile, nonmember CEOs and new members from identified market segments. (Hahn) Status: Value propositions and marketing messages were developed for each target segment and were incorporated into a multi-channel campaign including direct mail, chapter outreach and advertising. In the third quarter, eight chapters launched a pilot membership recruitment program to the segments. The ACHE Board is recruiting nonmember system CEOs from a top 100 system list. 2. FACHE Credential Value Awareness Continue to enhance the value of the FACHE credential, especially to new market segments. (Hahn) Status: Messages highlighting the value of the FACHE credential were developed and tested for the new target segments. The messages were incorporated into marketing direct mail campaigns to Fellow eligible members from each of the new market segments. New ads promoting the FACHE credential to the target segments are under development. 3. Increase Member Engagement Increase member engagement as measured by their use of programs, products and services and participation in volunteer activities. (Hahn) Status: A member engagement scoring algorithm was developed and refined to annually calculate engagement scores. As of the third quarter all engagement pilots had been launched and analysis is underway on their effectiveness, including revising the online Member welcome center and packets and promoting Early Careerist Network coupons to early careerists. 6

7 4. Brand Assessment Conduct a brand assessment and create a strong, unified and cohesive branding strategy to increase recognition and communicate ACHE s value in the marketplace. (Chess) Status: This year we have concentrated on more proactive messaging of the new strategic plan and outreach to the field. We have reframed and refocused efforts to entice emerging audiences to programs, products and services. Research conducted will further inform this work going forward. Initiative: Thought Leadership To tap into the latest thinking of key leaders and best practices of successful organizations, ACHE will: 1. Leadership Summits Conduct industrywide summits by gathering top thought leaders to identify healthcare trends and solutions for the field. (Freyer) Status: Extensive research on thought leadership options has informed a new initiative which will be included in the Strategic Plan per the Board s request. 2. Solution Center Assess the feasibility of creating solution centers to provide practical, immediate resources in the form of best practices and emerging techniques. (TBD) Status: Testing of a solutions-oriented marketing approach for ACHE programs is underway. A more specific plan for developing the solution center concept will be developed in

8 3. Thought Leadership Compendium Assess the feasibility of producing a quarterly thought leadership compendium of previously published ACHE content organized by themes such as improving quality, reducing costs and expanding access to care. (Chess) Status: A new digital publication, Elevating Leadership, will focus on population health and will launch on November 1. Desired Outcomes Increased membership and participation across the spectrum of healthcare leadership Higher levels of member engagement and satisfaction Increased brand awareness and perceived value among members and key constituents Greater impact in advancing effective and efficient healthcare 8