Network of Overseas Healthcare Executives (NOHE) 2012-2014 Strategic Plan Overview To ensure continued Chapter development and expansion, the officers of the NOHE Chapter of ACHE and the officers of its Chapter Affiliated Groups (Central European Healthcare Executives (CEHE), Healthcare Executives of Yokosuka, Healthcare Executives of Okinawa, and Healthcare Executives of the Republic of Korea) conducted a focused review of this Strategic Plan in preparation for the launch of 2012 Chapter activities. NOHE is comprised of active duty Soldiers, Sailors, Marines, and Airmen who are of officer, enlisted and civilian ranks of the Department of Defense and who mostly specialize in Health Services Administration. This document summarizes the Chapter mission, vision, values, specific strengths, weaknesses, major opportunities, objectives, goals and strategies identified during a collaborative effort among NOHE Chapter and NOHE Chapter Affiliated Group officers. NOHE Chapter Officers President- COL Robert Goodman, USA, FACHE Treasurer- Col James Burks, USAF, FACHE Immediate Past-President- CAPT Robert Fry, USN, FACHE President-Elect- Lt Col Frank Capoccia, USAF, FACHE NOHE Chapter Affiliated Group Leaders & Board Advisors Director, Central European Healthcare Executives- Lt Col Zoya Lee-Zerkel, USAF, FACHE Director, Healthcare Executives of the Republic of Korea- LTC Steven Hankins, USA, FACHE Director, Healthcare Executives of Yokosuka- LT Anthony Coleman, USN Director, Healthcare Executives of Okinawa- LT Temitope Ayeni, USN, CDFM-A Page 1 of 8
NOHE Chapter Mission The mission of the Chapter is to be the professional membership society to serve affiliated ACHE healthcare executives in the uniformed services who are assigned overseas or who are civilian employees of the United States federal government and are employed overseas; to meet the members professional, educational, and leadership needs; to promote high ethical standards and conduct; to advance healthcare leadership and management excellence; and to promote the mission of ACHE. Page 2 of 8
NOHE Chapter Vision The Chapter vision is to help overseas Federal Sector affiliates maintain a local connection to the ACHE via local networking, educational and advancement preparation offerings. This vision augments the overall vision of ACHE, to be the premier professional society for healthcare leaders by providing exceptional value to our members. Page 3 of 8
NOHE Chapter Values The Chapter capitalizes and adheres to the values of ACHE: Integrity, Lifelong Learning, Leadership, and Diversity. Additionally, the values of each individual branch of the uniformed services and agencies of the federal government are core to the actions of the Chapter. Page 4 of 8
NOHE Chapter Strengths Diverse Department of Defense (DoD) healthcare leadership exists in Chapter and Chapter Affiliated Groups Chapter culture is cordial and welcoming of new members Although part of ACHE nationally (US), NOHE Chapter Affiliated Groups are in international markets; programming and networking opportunities can be tailored to be relevant to local markets Participation in individual Chapter Affiliated Group individual meetings are affordable; NOHE chapter reimburses Chapter Affiliated Groups for event expenses ACHE resources from the national level provide differentiating benefits among professional organizations Chapter Affiliated Groups exhibit strong leadership traits to recruit and retain local membership and to hold leadership events Page 5 of 8
NOHE Chapter Weaknesses There has been no formal strategic plan for advancing the Chapter and ensuring its continued success o There is no formal plan or structure for developing the next generation of Chapter leaders Historically, communication regarding the Chapter, its Chapter Affiliated Group programs and volunteer activities is sporadic and not well coordinated with communication from the national organization Realistically, because of geographic dispersion, an affiliate cannot enjoy the benefits of all Chapter educational, networking, recruiting and retention efforts put forth by all Chapter and Chapter Affiliated Group activities The Chapter has not fully leveraged the resources available from the national organization; that said, organic funding (i.e., that from the national organization) is limited to approximately $3,500-$4,000 per year (dues rebate for overseas affiliates). This funding cannot produce robust programming across 4 Chapter Affiliated Groups. o On a related note, the Chapter has not historically recruited financial sponsorship, thus limiting funding for opportunities for its Chapter Affiliated Groups o Chapter Affiliated Groups do not fully utilize funds that are available for local Chapter Affiliated Group networking, recruiting and educational programming opportunities Recent surveys indicate that affiliated members are historically more unfamiliar with their local Chapter and Chapter Affiliated Groups Page 6 of 8
NOHE Chapter Major Opportunities Assess governance and provide structure to ensure long-term Chapter strength and growth o More fully engage the Chapter Affiliated Groups to increase participation among current members through additional volunteer leadership opportunities Engage with Chapter Affiliated Groups for targeted networking, recruiting and educational programming opportunities o Explore opportunities for a more structured mentoring program among members o Market membership benefits from the Chapter- and Chapter Affiliated Grouplevel o Provide more targeted programming to meet member needs from a variety of different organizations and at differing stages in their careers Explore collaboration with other organizations o Investigate mutually-beneficial opportunities to strengthen ties with Chapter Affiliated Group local academia and businesses Develop longer-term financial plan o Commission research for Chapter sponsorship o Better leverage resources available from the national organization (ACHE) Page 7 of 8
NOHE Chapter Goals, Objectives & Strategies 2012-2014 OBJECTIVES 2012 STRATEGIES STATUS (UPDATED SEMI-ANNUALLY) CHAPTER GOVERNANCE, STRUCTURE GOAL 1: To sustain current momentum and ensure long-term growth, explore development of more formalized governance structure that will encourage greater member participation, proactively plan for Chapter leadership succession and provide Chapter financial stability Develop a more robust Chapter structure to increase involvement and provide the infrastructure that will contribute to longterm, consistent Chapter growth Use ACHE resources to assess best practices in local Chapter Board structure and practices Synchronize officer elections with the ACHE Congress year (to include Chapter Affiliated Groups) and institute ongoing succession planning for officer recruitment and selection Amend Bylaws as necessary POCs: Chapter President-Elect, Chapter Affiliated Group Directors Report: Quarterly CHAPTER FINANCIAL ACTIVITES GOAL 2: To increase financial resources available to the Chapter and Chapter Affiliated Groups Commission sponsorship feasibility study among Chapter and Chapter Affiliated Groups Engage with ACHE Regional Director to assess/clarify rules of engagement for Chapter sponsorship activities. Use Chapter and Chapter Affiliated Groups officers to contact national, regional and local potential sponsors for the long-term financial benefit of the Chapter Increase amount of reimbursement available to Chapter Affiliated Groups Amend Bylaws as necessary CHAPTER EDUCATION, MARKETING, AWARENESS GOAL 3: To increase Chapter educational opportunities, awareness and recruiting activities Increase the number of mandatory minimum Chapter Affiliated Group ACHE Category I or Category II credit events per year to two Use ACHE national, Chapter, and existing Chapter Affiliated Group resources to assess best practices in Chapter and Chapter Affiliated Group recruiting and educational events Amend Bylaws POCs: Chapter Treasurer, Chapter Affiliated Group Directors Report: Quarterly POCs: Chapter President-Elect, Chapter Affiliated Group Directors Report: Quarterly Page 8 of 8