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Sandhills Healthcare Executives ForumStrategic Planning Initiative 2019-2022SHEF’s strategic planning process is designed to prepare the organization and the profession to respond to the rapidly changing healthcare environment. The plan will ensure the organization’s ongoing value to healthcare leaders as they work to improve care delivery and population health. It is based on input from the membership, chapter leaders and other interested parties in session held on the campus of Methodist University on October 17, 2019.Strategic Plan Development and Deployment ProcessThe initial strategic planning session was conducted by the faculty at Methodist University, and included chapter leaders, students, and interested members. An overview of strategic planning and management was presented, and the attendees were broken into small groups. Each group completed a component of a SWOT analysis of the organization from their perspective. The results of each group were presented, and the data combined. Each group had excellent suggestions that were used to develop specific strategies in a TOWS matrix. From that tool, this document was developed, and should be used by the organization to guide activities for the next 3 years. It should be reviewed annually.Mission, Vision and ValuesMission: "We serve as the professional membership society of choice for healthcare executives in the Sandhills region of North Carolina.”Vision: To be the preeminent professional society for healthcare executives in North Carolina dedicated to improving health.Core Values: As members of the American College of Healthcare Executives, we are committedTo the following? 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.Strategic Objective: Setting Organizational DirectionACHE’s three strategic objectives—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. SHEF will follow the lead established by ACHE, and will work to enhance each of these three areas of service to our membership.Strategic GoalsSHEF’s leadership in 2019 decided that there needed to be a broader approach to serving the membership than just a few core leaders, and to accomplish that required a specific plan of action. With that in mind we will seek to do several things in the coming years, and will develop specific measurements to meet these goals. We will seek to engage more effectively with the membership, including new social networking sessions away from the excellent education already provided. We will continue the use of technology to engage the membership, to include improving and updating our website, and to register for education and other sessions. We will also increase engagement with the membership through the development of an active program of outreach to our early careerists and students to develop emerging leaders for the future.. We will seek to develop a more active approach using social media to reach out to a new generation of future healthcare executives, and enhance communication with senior leadership in HCOs to better inform them of the benefits of membership in SHEF. Strategic Goal: Enhanced Communication, Recruitment and Marketing SHEF will seek to increase and retain members through enhanced communication, recruitment and marketing. Communication will be through a variety of measures to include social media platforms and direct outreach from existing members. .Desired Outcome: Improving retention and recruitment Measurement: increase membership by a minimum of 40 new members by the end of 2022, to make the total membership approximately 240 members. Retention will be measured by an improvement in the retention rate of 10%.Strategic Goal: Develop a social media campaign to enhance membership.Generational changes require that SHEF seek to reach early careerists and students where they live, and that means new approaches to marketing. Instagram, Snap Chat and others are necessary to help bring this new generation of future leaders into the organization and enhance our opportunity for growth and development as an organization. Desired Outcome: Increase and enhance membership.Measurement: Increase the number of early careerists and students members by 10% by 2022Strategic Goal: Enhance Communication and Outreach to Senior Leadership SHEF will increase efforts to communicate and inform senior leaders in health care organizations in the region. . Desired Outcome: To get senior leadership support for membership in SHEF. Measurement: Evaluation of data from each HCO in the regionStrategic Goal: Evaluate the Cost Structure SHEF will conduct an analysis of costs in comparison to competing organizations to determine appropriate costs for our members. During the Strategic Planning session, a number indicated that costs prohibited their active participation in some events.Desired Outcome: Improved overall chapter performance, and enhanced engagement with the membership.Measurement: Completion of analysis within one year. Strategic Goal: Enhance Outreach to Students and Early CareeristsSHEF will seek to improve outreach to students and early careerists by developing a structure within the leadership to allow for enhanced student and early career voices to be heard, and through recognition of students and early careerists, possibly with specific awards programs. Desired Outcome: Bringing more students and early careerists into the membership of the organizationMeasurement: Improving both of these membership categories by 10% by 2022. Submitted by: Warren G. McDonald, PhD, Methodist University ................
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