NAHQ Strategic Planning SessionAgenda

• Strategic Plan Review Process

• Environmental Scan

• NAHQ BHAG

• Data Review

• Operating Plan Update

• Current Goal Review

• Development of Goals & Objectives

Elements of Successful Strategic Plan Implementation

• Annual Strategic Plan Review, Update and Adjustment

• Aligned Organizational Strategy, Including Structure, Programs, Processes and Culture

• Aligned Operational Strategy, Including Action Plans and Monitoring Systems

• Aligned Fiscal Strategy• Aligned Board Governance• Ongoing Stakeholder Communication

A Board Role ContinuumA Board Role Continuum

Strategy and Policy: All board work is focused on the strategic, long-term direction of the organization, including external scanning, goal and strategy development, policy development, and overall evaluation and accountability.

Strategy, Policy, and Management: Most board work is focused on strategy and policy, but also includes some high-level management functions.

Management: The majority of the board's work is comprised of managing the operations of the association, including planning, organizing, directing, supervising, and evaluating operations.

Management and Operations: The board spends most of its time managing the operations of the association, but also serves as the actual workforce for certain administrative or programmatic operations.

Operations and Activities: The majority of the board's work is comprised of actually doing the frontline operational work of the organization, because board members also are the organization's volunteers.

NAHQ’s World

• What’s happening in healthcare?– Federal and State– Healthcare settings (i.e. acute, HH, LTC)– Funding vs. Financing

• What’s happening in our members institutions?

• What’s happening in associations?

NAHQ’s Envisioned FutureBig (Hairy) Audacious Goal (BHAG):• NAHQ is universally recognized as the leading resource for healthcare

quality professionals and is their essential connection for leadership, excellence, and innovation in healthcare quality.

Vivid Description of the Desired Future:• NAHQ is the definitive leader representing healthcare quality

professionals. The association embraces diversity of setting and specialty encouraging interaction across all segments and stakeholder groups within healthcare quality. NAHQ is recognized globally for its progressive, innovative, and influential leadership in shaping the future of healthcare quality through setting universal standards, supporting research, and educating quality professionals. Other organizations seek to partner with NAHQ.

• NAHQ members are informed, certified, and viewed as leaders and change agents within their diverse professional settings and positions. NAHQ members are viewed as trusted partners in utilizing research and developing outcomes and making data accessible to the consumer. Healthcare quality and patient safety have been measurably improved because of the contributions of the association and its members.

DATA

• Membership

• Conference

• Journal/Newsletters

• Products

• Courses

• Board/Internal

Membership

0

500

1000

1500

2000

2500

3000

3500

4000

4500

5000

2006 2007 2008

Lapse

Renew

New

Membership by Facility Type

NAHQ Membership by Facility Type 2008

39%

5%2%4%2%3%

7%

8%

1%

12%

2%

2%

5%

6%2%

Acute

Ambulatory

Behavioral Health

Home Health

Insurance Company

Long-Term Health

Managed Care

Multi Healthcare System

Military

Other

Pediatric

Rehabilitation

Service/Consultant Firm

University/Teaching Hospital

Veterans Administration

Educational Products Revenue vs. Expenses

$0

$20,000

$40,000

$60,000

$80,000

$100,000

$120,000

$140,000

2006 2007 2008

Year

Am

ou

nt

Revenue (Owned Prod)

Expenses (Owned Prod)

Revenue (Brokered Prod)

Expenses (Brokered Prod)

NAHQ Educational Offerings 2006-2008

$0

$5,000

$10,000

$15,000

$20,000

$25,000

$30,000

Courses

Webcasts

Courses $9,500 $1,351 $20,200 $11,411 $27,925 $23,215

Webcasts $7,500 $3,860 $11,100 $3,706

Revenue Expenses Revenue Expenses Revenue Expenses

2006 2007 2008

Reviewing NAHQ’s Progress

2008-2009 Operating Plan Update

National: – Developed Friends of NAHQ list– Develop the External Advisory Council– Scheduled 1st EAC meeting in September 2009 to

focus on future of profession– Developed new relationship with AHA and IHI

State: – Presented at State Leaders’ Summit, May 2009– Discussed model for states to use in fostering

strategic relationships

Goal: Leadership InfluenceAccomplishments

Goal: Leadership Influence Incomplete Tactics

National:– Develop guidelines for strategic partnerships– Develop grid of potential partnerships

State:– Develop model for partnership development

for the state affiliates– Implement task team to develop above

model

• Focus on strengthening current relationships and targeting a small strategic list of new potential partners.

• Develop a model for partnership development for the state affiliates.

Goal: Leadership InfluenceRecommendations

• Targeted non-acute care accredited facilities through a direct mail campaign. Mailed three times, including letter w/$25 coupon, meeting brochure and healthcare quality week. 1% response rate. Mailings resulted in 60 total customers, who either purchased a product or became members. This is the standard for return on direct mail campaigns.

Goal: MembershipAccomplishments

• Targeted groups as part of exhibit strategy – including home health, behavioral health and long term care

• Continually promote resources through NAHQ communication vehicles

• Initiated Special Interest Groups – January 2009

Goal: MembershipAccomplishments

Goal: MembershipIncomplete Tactics

• Develop message for targeted markets related to benefit of membership using:– Focus group methodology– Zoomerang survey

• Implementation of 11 month member calls

• Membership Satisfaction Survey – put on hold due to Market Research project

• Target efforts and segment markets more specifically with customized messaging and offering premium/incentive.

• Determine most cost-effective and measurable manner in which to impact member retention within the first two years of membership.

Goal: MembershipRecommendations

• Reviewed course in-a-box content – renamed to CPHQ Review Course

– reformatted into a three step study system

– available as facilitator directed

– includes sample questions

• Developed criteria for CPHQ Review Course faculty

• Completed revision of Q-Solutions, 2nd edition, in conjunction with review course revision

Goal: Professional DevelopmentAccomplishments

• Produced and sold a conference recording (in voice-over Powerpoint format) from the 2008 conference as pilot for future offerings. Offered five webcasts in 2008-09– 2 NAHQ sponsored – 3 webcasts offered in conjunction with HCPro

• Partnership Opportunity – AHIMA ICD 10 Summit presentation by Munn and Iorio in April 2009

• Development of NAHQ Professional Leadership Models related to practice and governance

Goal: Professional DevelopmentAccomplishments

Goal: Professional DevelopmentIncomplete Tactics

• Integrate current self-assessment exam as pre & post test for facilitator directed or learner paced CPHQ study preparation – not possible with current HQCB Self-Assessment Exam

• Promote and inform leadership in all healthcare settings on the value of certification

• Create an online CE exam for the updated Q-Solutions

• Make concurrent sessions into self-study and provide online exam for each

Goal: Professional DevelopmentIncomplete Tactics

• Identify opportunities to partner with states in providing educational opportunities

• Create skills survey for members. Put on hold until completion of the Leadership Competency Model and next CPHQ job analysis

• Identify and create a plan to assess the gap between what is currently provided and what skills will be needed in the future

• Increase accessibility of CPHQ Review Course by making available as an online course

• Evaluate audio recording for 2009 conference and continue to provide web-based educational offerings

• Develop self-assessment tool for leadership• Publish the leadership models and provide

targeted education based on the models

Goal: Professional DevelopmentRecommendations

Review Goal Statements• Goal: NAHQ will engage in partnerships to

develop sound healthcare policy, standards, and measures.

• Goal: NAHQ will increase and retain its customer base by providing value-added products and services.

• Goal: NAHQ will ensure its relevancy and long-term sustainability through a high-performing governance model

Goal Statements

Any additions?

Develop Objectives

• Divide into small groups and develop 1-2 measureable (outcome oriented) objectives for each goal statement. – 15-20 minutes for each objective

• Focus on objectives, not strategies• Share objectives• Rank objectives to determine future focus