1. NAHQ Strategic Planning Session Agenda Strategic Plan Review Process Environmental Scan NAHQ BHAG Data Review Operating Plan Update Current Goal Review Development of Goals & Objectives

2. 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

3. A 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.

5. 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?

6. NAHQ’s Envisioned Future Big (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.

7. DATA Membership Conference Journal/Newsletters Products Courses Board/Internal

8. Membership

9. Membership by Facility Type

23. Reviewing NAHQ’s Progress 2008-2009 Operating Plan Update

24. 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 Influence Accomplishments

25. 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

26. 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 Influence Recommendations

27. 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: Membership Accomplishments

28. 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: Membership Accomplishments

29. Goal: Membership Incomplete 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

30. 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: Membership Recommendations

31. 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, 2 nd edition, in conjunction with review course revision Goal: Professional Development Accomplishments

32. 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 Development Accomplishments

33. Goal: Professional Development Incomplete 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

34. Goal: Professional Development Incomplete 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

35. 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 Development Recommendations

36. 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

37. Goal Statements Any additions?

38. 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