About ACHE

 

 

ACHE Strategic Plan

2015–2017 Strategic Plan Overview

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 to five 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 data and analyze
  • 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.

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.

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 its 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:

  • Continue its focus on systems design, management and improvement by deploying systematic
    processes and training its workforce to engage in proactive improvements.
  • 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.
  • Conduct a review of Board-level governance processes, including Board selection.

Initiative: Product Development
To retain our reputation for high-value education programs, while exploring new venues and delivery channels, ACHE will:

  • 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.
  • Complete implementation of the Career Services Task Force recommendations, including launching a new online career “navigator” to help members develop their own career plans.
  • Repurpose and broaden the distribution of ACHE content to create new, relevant products that
    support the learning needs of healthcare leaders.

Initiative: Market Relevance
To continue to engage all healthcare leaders ACHE will:

  • 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.
  • Continue to enhance the value of the FACHE credential, especially to new market segments.
  • Increase member engagement as measured by their use of programs, products and services and
    participation in volunteer activities.
  • Conduct a brand assessment and create a strong, unified and cohesive branding strategy to increase recognition and communicate ACHE’s value in the marketplace.

Initiative: Thought Leadership
To tap into the latest thinking of key leaders and best practices of successful organizations, ACHE will:

  • Conduct industrywide summits by gathering top thought leaders to identify healthcare trends and solutions for the field.
  • Assess the feasibility of creating solution centers to provide practical, immediate resources in the form of best practices and emerging techniques.
  • 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.

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