New England Society for Health Care Strategy Strategic Plan

Mission

The mission of the New England Society for Healthcare Strategy is to provide career and professional development opportunities to enable practitioners in healthcare strategy, business and network development and physician relations to enhance their competence and effectiveness, thereby contributing to the success of the organizations they serve. 

Vision 

We envision a professional society that provides access to:

A superb network of professionals working to build stronger healthcare systems to serve their organizations' communities.

The tools, methods and best practices used to craft and implement healthcare strategy.

Information regarding career opportunities in healthcare strategy, planning, business development, marketing, and network development.  

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Goals and Objectives 

1. (Membership) Provide access to a superb network of professionals for consultation, benchmarking, collegiality and support.

• Create a membership survey to determine the satisfaction level of our members, and use the results to improve the effectiveness of our organization
• Target membership growth and stronger relationships with Hospital Associations in New Hampshire, Maine and Eastern Connecticut
• Develop a new member orientation packet & process
• Evaluate and formalize State Representative Program to ensure accomplishment of intended goals and objectives

2. (Programs) Provide educational programs and services to facilitate the ability of our members to meet current and emerging challenges in their healthcare organizations.

• Provide 2 programs annually, in a central location, reasonably accessible for members.
• Provide at least 2 regional workshops/roundtables to engage regional members and promote the geographic reach of NESHS. Topics may also include career and professional development.
• Provide at least 1 “Deep Dive” educational program focusing on deep learning on specific skills or content
• Co-sponsor additional educational events with other regional or national associations as appropriate for subject matter that is relevant to the membership
• In collaboration with the newly expanded “Communications” Committee
• Focus on increasing the attendance of provider members at all educational programs
• Look for ways to cover program costs with program fees towards a true “break-even”
• Actively promote NESHS programs to non-members

3. (Webinars) Maintain a robust, remotely-accessed, educational agenda providing meaningful educational opportunities for the membership.

• Provide 10 educational webinars from September to June
• Ensure the webinar topics are of interest to the members, add value to their professional development and would provide adequate education content.

• Ensure the webinar topics and content are varied enough so that we consistently provide topics that match the diversity of our members in terms of years of experience, area of expertise and geographic location.
• Provide more content on current “hot topics” in health care such as reform, payment reform and the like.

• Ensure that topics presented by vendors do not have a “sales pitch” component but are focused on education and, where possible, have representative from the provider side.

4. (Sponsorships) Provide sponsorship opportunities for consultants, advisors and other firms that support member strategists in order to support the growing needs of the organization.

• Secure $12,500 in sponsorship funding
• Enhance communication with Sponsors to help foster connectivity and continued support of NESHS
• Seek ways to further distinguish value and benefits between Gold and Silver sponsorship levels

5. (Board Development) Recruit and develop leadership for the Board of Directors as well as the key working committees of Programs, Webinars and Membership.

• Recruit new committee members as needed from the ranks of NESHS membership
• Identify and recruit volunteer members to the Marketing and Communications Committee
• Begin to identify potential new Board member candidates which represent diverse backgrounds and geographies

6. (Marketing & Communications) Enhance outreach and communication to both members and non-members including active marketing and promotion of NESHS events and programs.  Utilize internet technology as a strategic communications vehicle.  The primary goals are to increase member satisfaction, and retention, by facilitating members' access to networking, educational and career information. 

• Increase members’ connectivity with NESHS resources:
  
• Increase communication through implementation of a quarterly Newsletter
• Increase utilization of List-serv
• Coordinate promotion of NESHS programs
• Increase capture and sharing of “voice of the customer” to improve understanding of customer needs/wants, e.g., more frequent mini-surveys
• Increase facilitation of registration
  - use of website for payment of member fees
• Increase communication with sponsor stakeholders
• Continually assess internet technologies (e,g, Facebook, LinkedIn, Twitter) for potential application to NESHS.org