Strategic Plan 2018 - 2019
The Alliance strategic planning prepares the organization and the profession to achieve goals and set objectives in order to negotiate our changing healthcare environment. Our strategic plan is systematically reviewed annually as well as throughout the year to ensure relevancy and value to continuing healthcare educators. Input to the strategic plan is gathered from the Membership, Committee, Section, SIG leaders and the Board of Directors.
Goal 1.0: Professionalism
Promote and sustain the values and vision by which the continuing healthcare education profession and professional thrives.
Objective 1.1: Develop an educators’ curriculum that aligns with members’ needs and expectations
[1.1.a.] Action: Establish measurable goals and objectives for the continuous improvement of education in order to expand the knowledge and skills of continuing healthcare educators
[1.1.b.] Action: Evaluate educational offerings and opportunities based on National Learning Competency criteria
[1.1.c.] Action: Identify and categorize educational products of value for the membership
Goal 2.0: Strategic Outreach
Strengthen strategic alliances to advance engagement in the continuing education community and the position and utilization of the Alliance.
Objective 2.1: Identify and prioritize federal and state regulations and policies and other trends in healthcare
[2.1.a.] Action: Increase membership knowledge on key issues that affect the value and engagement of the profession and the professional through blended educational outlets
Objective 2.2: Engage key strategic accreditation, regulatory, and continuing professional development organizations in the healthcare industry
[2.2.a.] Action: Implement regular meetings and maintain a presence at meetings with key organizations
Goal 3.0: Membership Engagement
Build positive experiences to attract, develop and retain members through relevant forums, benefits and resources.
Objective 3.1: Enhance member communities to foster growth, engagement, and professional growth
[3.1.a.] Action: Cultivate year round engagement opportunities through sharing relevant and innovative information and resources on the website communities, through social media and podcasts, and support leadership development and orientation for succession planning
[3.1.b.] Action: Expand membership engagement through year-round peer-to-peer networking opportunities
Objective 3.2: Pilot a membership dues model to an identified membership community, assess and quantify financial outcomes as well as membership growth and retention
[3.2.a.] Action: Establish dues model price point, potential add-on benefits for maximum engagement of an identified membership community and evaluate membership growth results
[3.2.b.] Action: Assess international inter-professional continuing healthcare educators for membership engagement and recruitment
Objective 3.3: Institute an effective volunteer leadership plan
[3.3.a.] Action: Develop a process of systematically identifying, assessing, and developing membership talent to ensure leadership continuity
BOD revision approval 12/20/2017
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