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To advance our members and healthcare management excellence
Integrity
Lifelong
Learning
Leadership
Diversity and
Inclusion
Strategic Plan 2016–2018
•
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 effective and effi cient healthcare
Innovate and Educate
to deliver meaningful new solutions to healthcare leaders.
Extend and Adapt
ACHE offerings and brand position to address the needs of the emerging market in healthcare leadership.
Preserve and Enhance
core offerings to drive continued recognition of ACHE as the trusted partner for healthcare leadership growth.
Strategic Objectives
Core Values
Mission
Leadership
– Advance Executive Diversity; Innovate Leadership Solutions
Market Relevance
– Increase Membership and Engagement; Enhance FACHE
®
Value; Strengthen our Brand
Value Creation
– Expand Education Channels; Develop Physician Leaders; Enhance Career Services
Excellence
– Optimize the Member Experience; Advance Performance Excellence; Accelerate Technology Advancement
Initiatives
To be the preeminent professional society for healthcare executives dedicated to improving health
Vision
Outcomes
Â
201
6
–
201
8
STRATEGIC
PLAN
OVERVIEW
ACHE
’s
str
a
te
g
i
c
planning
pro
c
ess
is
desig
n
ed
to
prep
a
r
e
the
organization
and
the pro
f
ession
to
respo
n
d
to
the
rapidly
chang
i
n
g
healt
h
care
environ
m
ent.
The
plan
will
ensure ACHE’s
ongoing
value
to
h
ealthcare
leaders
as
they
work
to
i
m
prove
care
delivery
and population
health.
Based
on
input
from
the
m
e
m
b
e
r
ship,
chapter
leaders
a
n
d
Regents,
the
ACHE Board
of
G
o
vernors
has
developed
this
strategic
plan
to
direct
organizational
focus
over
the
next three
years.
Strategic
P
l
an
Develo
p
m
ent
and
Deployment
Proc
e
s
s
ACHE
con
d
ucts
a
syste
m
atic
annual
planning
process
to
develop
and
deploy
its
strategic
plan
using
a
four
-
step
m
ethodology:
1.
Gather
data
and
analyze
2.
Develop
plan
attributes
and
initiatives
3.
Operatio
n
alize
the
p
l
an
b
y
deploying
within
the
organization
and
with
key
partners
4.
Execute,
m
o
nitor
and
adjust
the
p
l
an
as
neces
s
ary
Vision
,
Mis
s
ion
and
Values
ACHE’s
vision
,
m
i
ssion
and
values
provide
the
basis
for
organizational
direction
and
decision
m
aking
in service
to
the
organization
and
profession.
ACHE’s
f
u
nda
m
ental
purpose (
m
ission)
and
the
essential
core
values
of
t
h
e
profession
form
the
foundation
for
our
strategy.
Creating
the
desired
long
-
term
f
u
ture
(vision)
is
a
funda
m
ental
guiding
principle
for
ACHE’s strategic
direction.
Vision
:
To
b
e
the
pree
m
inent
profes
s
i
onal
s
o
ciety
for
healthcare
exec
u
tives
dedicated
to
i
m
proving
health.
Missio
n
:
To
advance
our
m
e
m
bers
and
he
a
lt
h
care
m
anage
m
ent
excellence.
Core
Values
:
As
m
e
mbers
of
the
A
m
erican
College
of
Healthca
r
e
Exe
c
utives,
we
ar
e
com
m
itted
to:
ï‚·
Integrity:
We
advocate
and
de
m
onstra
t
e
high
ethical
conduct
in
all
we
do.
ï‚·
Life
l
on
g
Le
a
rning
:
W
e
r
e
cogniz
e
life
l
on
g
lea
r
nin
g
i
s
ess
e
ntia
l
t
o
ou
r
abilit
y
t
o
innovat
e
a
nd
continuall
y
i
mprove
ourselves,
our
organizations
and
our
profession.
ï‚·
Leadership:
We
lead
through
exa
m
pl
e
and
m
entoring
,
and
recognize
caring
m
ust
be
a
cornerstone
of
our
professional
interactions.
ï‚·
Diversity
and Inclusion
:
We
advocate
incl
u
sion
and
e
m
brace
the
differences
of
those
with
whom
we work
and
t
h
e
communities
we
serve.
Â
ACHE
201
6
–
201
8
STRATEGIC PLAN
O
VERVIEW
Strategic Objectives
: Setting Organizational Direction
ACHE’s three
strategic objective
s
—
pre
s
erve and
enhance, extend and adapt, innovate and
educate
—
serve as broad state
m
ents of
how
the organiz
a
tion expects to
create value for
members and the profession
over the next
several
years.
Preserve and Enhance
core offerings to drive conti
n
ued recognition of
ACHE as the
pree
m
inent organization and trusted partner f
o
r
h
ealt
h
care le
a
dership
g
r
ow
th.
Investing
in
relevant
programs and services
that deliver a high level of satisfaction and
value
must be a
p
r
iority. By doing so, ACHE will continue
to e
a
rn its st
a
t
us
as the tru
s
ted p
a
rtner
f
or
healt
h
care leadership
g
r
ow
th.
Extend and Adapt
ACHE offerings and brand position to
m
eet the needs of the e
m
erging
market in healthcare lea
d
ership. Toda
y
’s healthc
a
re leaders come from
increasingly diverse
settings, disciplines
and background
s
. Education progra
m
s, career services, the FACHE
®
credential, networking and volunteer lea
d
ership opportunities
will
be extended to and adapted
for the cha
n
ging healthcare leader.
Innovat
e
an
d
Edu
c
at
e
t
o
d
e
live
r
m
e
aningfu
l
n
e
w
s
o
l
ution
s
t
o
he
a
lthcar
e
lead
e
r
s
. 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 acco
m
plish
m
ents to
pursue within the plan
’s
horizon.
Strategic I
n
itiatives:
Focusing
O
u
r Efforts
To achieve its
strategic objectives
, A
C
HE will e
m
bark on the
fo
llowing
f
our
key
initiatives. Each initi
a
tive includes a series of
well
-
developed,
cross
-
functional
action
plans
designed to advance
or
achieve the
strategic objectives
.
L
e
adership
To advance the practice and community of leadership through partnerships
, ACHE
will:
ï‚·
Advance Executive Diversity:
Take a leadership role in helping to advance diverse
healthcare
executives by forming sustainable partn
erships, engaging stakeholders
and building an executive diversity roadmap.
ï‚·
Innovate Leadership Solutions:
Explore new partnership opportunities
that engage
top leaders in developing innovative leadership solutions.
Market Relevance
To
expand
engage
ment of
a
l
l healt
h
care leaders
,
ACHE will:
ï‚·
Increase Membership and Engagement:
Promote
the value of A
C
HE m
e
mbership
for targeted recruit
m
ent of high
-
profile, non
m
e
m
ber CEOs
and new
m
e
mbers from
identified
m
arket seg
m
ents.
Increase
m
ember engage
m
ent
in the
use of progra
m
s,
products and services and particip
a
tion
in volunteer
acti
v
ities.
ï‚·
Enhance FACHE
®
Value:
Review
the
FACHE
®
credential, including the
Â
ACHE
201
6
–
201
8
STRATEGIC PLAN
O
VERVIEW
requirements to advance and
recertify to ensure relevancy to the marketplace and
stakeholders.
E
nhance the value of the
FACHE
®
credential,
especially to new
m
arket seg
m
ents.
ï‚·
Strengthen our Brand:
Strengthen A
CHE’s brand by creating a st
r
ong, unified and
cohesive strategy to increase
recognition and communicate
ACHE’s value in the
m
arketplace.
Value Creation
To
add
value
to leaders
by delivering
relevant,
high
-
value progra
m
s,
products and services
through a variety of
deliv
e
ry ch
a
nnels, ACHE will:
ï‚·
Expand Education Channels:
Expand
education
al opportunities
to meet the needs of
individuals
and
organizations by delivering content that addresses
current healthcare
issues
and challenges.
ï‚·
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.
ï‚·
Enhance Career Services:
Refine CareerEDGE
â„¢
based on user feedback, develop
interviewing
preparation tool
s
,
and enhance current programs, products and services to
better meet the needs of
a diversified membership.
Excellence
To i
m
prove organizational p
e
rfor
m
ance, agility and value to our custo
m
ers in a changing
healt
h
care
e
nviron
m
ent, ACHE
will:
ï‚·
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.
ï‚·
Advance Performance Excellence:
Continue its focus on syste
m
s design,
m
anage
m
ent
and i
m
prove
m
ent by deploying syste
m
atic processes and training its
workforce to engage in proactive i
m
prove
m
ents.
ï‚·
Accelerate Technology Advancement:
Plan for and a
dopt
relevant
technology
advancements to i
m
prove internal operations and communicat
i
on, and
provide new
fea
t
ures and functions for
members and
chapters.
Desired O
u
tcomes
ï‚·
Increased me
m
bership and participation acro
s
s t
h
e spectrum
of healthc
a
re
lead
e
rship
ï‚·
Increased brand awareness and perceived value among
m
e
m
b
ers and key constituents
ï‚·
Higher levels of
m
e
m
ber
engage
m
ent and satisfaction
ï‚·
Greater i
m
pact in adva
n
cing effecti
v
Â
e and efficient healthcare
Answers
Status NEW
Posted 22 Jul 2017 03:07 PM
My Price 10.00
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