In This Issue
Alan L. Copland
Immediate Past President
Board of Directors
Michele A. Jackson
Brian M. Wofford
Eastern North Carolina Local Program Council
Michael R. Raisig
Scott B. Bankard
Megan S. Booth-Mills
Jay T. Briley, FACHE
F. Matthew Gitzinger
Sandra J. Sackrison, FACHE
Meredith B. Sclater
Kelli P. Smith, FACHE
Lee A. Syphus, FACHE
THEF 2011 - 2013 Strategic Plan|
To ensure continued chapter development and expansion, the officers of the Triangle Healthcare Executives’ Forum (THEF) conducted a focused planning retreat on February 4, 2011 in preparation for the launch of 2011 chapter activities. Called by Alan Copland, incoming THEF president, and facilitated by Burl Stamp, FACHE, president of Stamp & Chase, the retreat provided an opportunity for a diverse group of approximately 30 chapter members to discuss key organizational strengths and weaknesses, then draft specific strategies to facilitate growth in THEF programs and membership.
Terra L. Levin, FACHE, CAE, Regional Director for the American College of Healthcare Executives, also participated in this retreat to provide information, advice and perspective from the national organization.
This document summarizes the specific strengths, weaknesses, objectives and strategies identified during the planning retreat. The document should be viewed as an overall roadmap and starting point for chapter officers and committees to develop specific tactical plans which will ensure achievement of the stated goals and objectives.
THEF chapter officer are indebted to the members who generously gave their time and expertise to make this process successful.
THEF Chapter Strengths
* Strong chapter leadership that enthusiastically communicates benefits of participation in THEF/ACHE to current and prospective members.
* Diversity of membership from a wide-range of organizations contributes to networking opportunities and constructive dialogue among members.
* “Above-and-beyond” attitude has contributed to increased benefits for chapter members. (Example: additional Category I educational programs)
* Strong educational institutions in the Triangle offer a significant potential resource to the chapter.
* Population and economic growth in the Triangle market offers opportunities for continued advancement for the chapter and its individual members.
* THEF enjoys support from beyond the immediate Research Triangle, which provides additional options for chapter growth and development.
* ACHE resources from the national level provide differentiating benefits among professional organizations.
* Chapter culture is very cordial and welcoming of new members.
* Although a part of the ACHE nationally, the THEF chapter provides programming and networking opportunities that are highly relevant to the local market.
* Initial participation in individual meetings for prospective members is very affordable, and ACHE/THEF dues are discounted for younger members.
* Sponsorships contribute to strong programming, chapter development and support for local student chapter members.
* Strong student chapters are affiliated with THEF and provide an important pipeline for future chapter membership.
* THEF enjoys a collaborative relationship with the North Carolina Hospital Association.
* The chapter is “youthful,” both demographically and philosophically.
* Engagement in the chapter is on the upswing, as evidenced by the strong participation by members in the one-day planning retreat.
THEF Chapter Weaknesses
* Senior executive involvement in the chapter is more limited than desired.
* There has been no formal strategic plan for advancing the chapter and ensuring its continued success.
* Fewer members are involved as volunteers than optimal and desired.
* The committee structure is limited, and the chapter does not actively use committees as a means for getting members more involved in chapter activities.
* There is no formal plan or structure for developing the next generation of chapter leaders.
* Communication regarding the chapter, its programs and volunteer activities is sporadic and not well coordinated with communication from the national organization.
* Past educational programs have at times been too time-intensive to develop and implement.
* The chapter has not fully leveraged the significant resources available from the national organization.
* THEF has not actively promoted advancement to Fellow status for members, nor encouraged current FACHE members to become more involved in local chapter program and activities.
* The chapter has not proactively reached out to non-provider industry organizations to expand and further diversify membership.
* Diversify membership.
* Assess governance and provide additional structure to ensure long-term chapter growth.
* Explore collaboration with other organizations.
* Better communicate/educate members on the benefits of THEF/ACHE member, encouraging dialogue about the chapter and its activities with additional members.
* Provide more targeted programming to meet the needs of all members from a variety of different organizations and at differing stages in their careers.
* Continue to increase financial stability to ensure future chapter development and growth.
* Develop plans to expand geographic diversity of membership.
* Better leverage significant resources available from ACHE.
* Increase participation among current members through additional volunteer opportunities.
* Explore opportunities for a more structured mentoring program among members.
* Investigate mutually-beneficial opportunities to strengthen ties with area universities.
Goals, Objectives & Strategies – 2011-13
Chapter Governance, Structure, & Finance
GOAL: To sustain current momentum and ensure long-term growth, explore development of more formalized governance structure that will encourage greater participation from members, proactively plan for chapter leadership succession and provide financial stability.
Objective: Develop a more structured Board of Directors to increase involvement and provide the infrastructure that will contribute to long-term, consistent chapter growth.
* Appoint a Governance Task Force to examine and recommend options for formation of a Board of Directors.
* Use ACHE resources to assess best practices in local chapter Board structure and practices.
* Synchronize officer elections with fiscal year, and institute ongoing succession planning for officer recruitment and selection.
* Include requirements for select Board seats to be filled by Fellows.
* Amend Bylaws.
Objective: Clarify committee structure; use committees to solicit additional volunteer involvement in chapter activities.
* Annually re-evaluate charters for current committees:
* Institute new committees:
GOAL: Improve communication strategies to current and prospective members that will increase THEF membership, encourage attendance/involvement in chapter activities and leverage ACHE benefits and resources.
Objective: Assess members’ specific needs and desires for educational programming and other chapter activities.
* In cooperation with the Membership Committee, develop and field a brief survey to assess members’ specific interests and needs, including how they prefer to be informed about chapter events and activities.
* Share results of survey with all chapter members, along with specific plans that are a direct result of member input.
Objective: Pursue additional linkages with other major professional organizations and/or their conferences to leverage the “captive audience” of healthcare executives in attendance at their events.
* Develop a list of the specific professional organizations where there may be a mutually beneficial link with THEF.
* Offer THEF members as greeters at area health care events.
Objective: Assess all current communication strategies and vehicles to ensure they best meet the needs of THEF membership.
* Coordinate local chapter communication with that coming from ACHE to ensure consistency.
* Link THEF website to all email communication to members from the chapter.
Objective: Increase participation of current and prospective members in chapter activities to encourage their continued involvement and support.
* Explore addition of CEO-hosted, by-invitation events for members.
* Seek members to be panelists at chapter educational programs.
GOAL: Continue to increase THEF membership by at least 5% each year, focusing on broadening the membership base by geography, types of organizations represented and level of experience.
Objective: Assess and pursue strategies that will increase membership among non-provider health care organizations.
* Develop targeted approaches to reach prospective members in:
* Health departments
* State government
* Professional services firms (consultants, accountants and attorneys)
* Nursing homes/post-acute care
* Physician groups
* Ensure recruitment strategies are broadly developed to encourage a diverse membership base.
* Minority members
* Senior-level executives
* Physician executives
* Mid-level managers
Objective: In cooperation with other committees, ensure strategies are developed to ensure a diverse and growing membership through programming and other chapter activities.
* Host events/programs in geographically diverse locations.
* Encourage new members to get involved in the chapter early through committee work, presentations, etc.
* Recognize members’ promotions and achievements to strengthen links with THEF.
RELATIONSHIPS & COLLABORATION
GOAL: Through mutually beneficial collaboration and relationships, strengthen THEF’s presence in the Triangle Market and its value to members.
Objective: Assess current members’ involvement with other professional organizations and their interest in collaborative efforts.
* Through the survey fielded by the Membership and Education Committees, assess member involvement in other professional organizations.
Objective: Leverage resources and expertise of ACHE to further strengthen the Triangle Healthcare Executives’ Forum.
* Leverage resources to strengthen local educational programs, especially those that offer Category I credit.
* Use ACHE expertise to bring best- practices perspective to all THEF activities (communication, membership strategies, etc.)
Objective: Explore stronger linkages with local universities for mutual benefit.
* Identify primary point of contact at each major educational institution.
* Communication THEF programming to university communities.
* Explore options for including faculty in THEF programs and activities and granting CE credit for participation.
What: “Developing Proactive Physician Alignment and Employment Practices,” presented by Ken Mack, FACHE, from Ken Mack & Associates in Brecksville, OH. Open to the first 40 registrants.
Where: WakeMed Cary Hospital – 1900 Kildaire Farm Rd, Cary, NC 27518
When: Monday, August 15 from 9:00 a.m. – 4:00 p.m.
Why: 6.0 ACHE Category I credit hours; breakfast & lunch will be served