Alaska Speech-Language-Hearing Association

Alaska Speech-Language-Hearing Association Strategic Plan 2011 Alaska Speech-Language-Hearing Association Strategic Plan 2011 Strategic Planning Se...
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Alaska Speech-Language-Hearing Association Strategic Plan 2011

Alaska Speech-Language-Hearing Association Strategic Plan 2011

Strategic Planning Session 2010 December 4, 2010 Anchorage Alaska

Alaska Speech-Language-Hearing Association Executive Board Board Members in Attendance: Nichole Lachance - President Kathie Morgan- President-Elect Monica Glennl - Secretary Molly Thompson - Past-President Amy Russell- Continuing Education, SLP Co-chair Tracey Keaton- State Licensing Network Celia Foley - Scholarship Hilary Hardwick - Advocacy/Newsletter/Website Board Members on teleconverence: Susan Bunting-Audiology Charlotte Cannon - Advocacy Chair Belinda Burns - State Education Advocacy Leader (SEAL)

Facilitated by:Ron Felde Strategic Planning Consultant Planning Report produced by: Hilary Hardwick, Production Plus

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Alaska Speech-Language-Hearing Association Strategic Plan 2011 Table of Contents Executive Summary.................................................................................1 Mission.......................................................................................................2 Vision and Critical Issues.........................................................................3 Values..........................................................................................................4 Year In Review...........................................................................................5 AKSHA Goals.............................................................................................6 Next Steps and Strategies.......................................................................8 SWOT...........................................................................................................9 Context Map............................................................................................10 AKSHA E-Board Flow Chart...................................................................11 Addendum:..............................................................................................12 Strategic Planning Process Descriptions

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Alaska Speech-Language-Hearing Association Strategic Plan 2011

Acronyms used in this report: AKSHA: ASEC: ASHA: Aud: CE: CEU: E-Board: HIPPA: IDEA: ILP: NCLB: OT: PR: Psychs: PT: SLPA: SLP:

Alaska Speech-Language-Hearing Association Alaska Special Education Consortium American Speech-Language hearing Association Audiology Conservation Continuing Education Continuing Education Unit Executive Board of AKSHA Health Insurance Portability and Accountability Act Individuals with Disabilities Education Act Infant Learning Program No Child Left Behind legislation Occupational Therapist Public Relations Psychologists Physical Therapist Speech Language Pathologist Assistant Speech Language Pathologist

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Alaska Speech-Language-Hearing Association Strategic Plan 2011

Executive Summary Strategic planning is an on-going process of evaluation. With the recent economic and political changes, a new strategic vision takes on added importance. The Executive Board (E-Board) of the Alaska Speech-Language-Hearing Association - AKSHA conducted a strategic planning session on December 4, 2010 to review and update the 2005 Strategic Plan. The purpose was to re-evaluate the past, the present, and the plan for the future of AKSHA. We recognized that our successes require an involved memberships, our challenges remain the same yet we can achieve improvements, and that our mission, vision and values keep us strong and moving forward. The E-Board members present and on teleconference reviewed the 2005 plan, determined what was successfully accomplished, what was not and why and then established the strategies which contribute most effectively and consistently toward that organization’s mission and goals. A plan was then developed to implement the strategies. This report summarizes the strategic direction of AKSHA. It includes: rr Reviewing the history and mission; looking at the existing operations and how they serve us; and confirming the vision about how the future might look and how to revitalize the membership rr Analyzing the current environment by scanning trends, economic climate, political factors, technology factors, customer needs, and uncertainties - to determine impacts we can do something about and develop and implement action plans rr Stating the Strategic Goals of AKSHA - to meet those future needs and projections rr Identifying what actions will achieve results - to be accountable rr Establishing the next steps - to take action planning and get results The goals focused on the intention of solidifying sustainability, creating or refining programs that address the needs of the membership and our professions, to clarify relationships between AKSHA and other groups, and to enhance or stimulate our sustainability over time as an effective association.

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Alaska Speech-Language-Hearing Association Strategic Plan 2011 Mission The Alaska Speech, Language and Hearing Association (AkSHA) will meet the needs and promote the interests of its membership and those we serve. We will use innovative methods to promote stateof –the art practices. We believe in the equal access to the highest quality services for all people with communication disabilities. We believe in the development and dissemination of knowledge regarding communication disorders to professionals and the public.

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Alaska Speech-Language-Hearing Association Strategic Plan 2011 Viable Sustainability Advocacy and Appropriate Political Savvy

Strong and Active Membership

Effective Public Relations

Quality Mentorship

Vision

High-value Continuing Education

Innovative Practices State-of-the-Art

Continued critical Issues in Our Professions Clear delineation of professions/services and highest qualified provider Stable funding - federal, state, insurance Improved Public Relations - public needs to have greater knowledge of professions and services 3

Alaska Speech-Language-Hearing Association Strategic Plan 2011 Values Teamwork

Conducting open respectful dialogue, effective and timely exchange of views and information

Communication

Cooperating with others toward a common goal with respect for varied viewpoints, showing consideration and honoring differences as well as commonalities

Knowledge

Being knowledgeable and effective at what we do and recognizing new ideas that include seeking the truth and striving for understanding

Mentoring

Encouraging personal and professional development and nurturing new members throughout the profession

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Alaska Speech-Language-Hearing Association Strategic Plan 2011

Year in Review Challenges

Successes 1

Another successful convention

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2

Established additional social networking mediums - Facebok, Twitter

Need welcome packet for new members

2

Website updated with better links and more interactive

3

Voice going well; self-sustaining with subscriber ads

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4

Benefitted from better political savvy - slowed reimbursement cuts, connected to more groups, tracked and responded effectively to legislative issues that impacted our professions

Notification to membership of E-Board meetings and welcome attendance

4

Comprehensive job descriptions need so members know where they can volunteer and understand accountability

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Continued advocacy for our professions

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Stronger mentorship to new professionals; show how they can be involved in AKSHA

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Continue to seek funding sources for projects; improve financial reporting

5

Successful webinars

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Established process for Continuing Ed for both professions - SLP & Aud

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Received several ASHA grants and improved state-wide and national connections

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Scholarships and awards given annually

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More interest in scholarships and awards

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Developed guidelines for telepractice legislation and gained support from DEED

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Maintain momentum with other state agencies to stayed visible

10 Keep seeking methods to communicate to membership

10 Admin and Advocacy goals accomplished 5

Alaska Speech-Language-Hearing Association Strategic Plan 2011 Goals Membership Goals: ❒❒

Develop “New Member” packets that include a brochure on member benefits, information on Continuing Education and Website access, an E-board Chart and contact information

❒❒

Keep improving technology to effectively communicate with membership

❒❒

Mentor new members through tasks in committee work

❒❒

Work with Advocacy and Admin on Marketing and PR

Advocacy Goals: ❒❒

Develop marketing/PR materials for awareness of professions to public, legislature and other professions

❒❒

Continue to work for and facilitate highest qualified service providers

❒❒

Revise plan to establish lobbying efforts within our non-profit status and investigate change of status to 501c6

❒❒

Work with Membership and Admin on Marketing and PR

❒❒

Investigate feasibility of Licensing Board and position on Governor’s Council Everyday, do your very best. If you hate your job or going to work, find something you love to do - no one should work without passion. Steve Jobs 2010

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Alaska Speech-Language-Hearing Association Strategic Plan 2011

Continuing Education Goals: ❒❒

Continue to provide high quality Continuing Education opportunities for membership and our professions

❒❒

Develop more events that generate income - webinars, on-line training

Administrative Goals ❒❒

Develop policy and procedure manual for association officers, committee chairs and other positions on the E-Board

❒❒

Develop marketing plan with Advocacy and Membership to include: branding, national level ads that educate and promote, association brochure, interactive website, Juneau connections, career fairs, educating and advertising our services to broad public, parents, other professions, legislators - message specific to audience

❒❒

Review and revise the By-Laws as needed to support the changes and get revisions approved by the membership

❒❒

Investigate and develop stable funding including committee and convention budgets, grants, and other sources

❒❒

Establish a liaison between UAA/ASHA for BA/BS program development in the state

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Alaska Speech-Language-Hearing Association Strategic Plan 2011

Next Steps and Strategies 1. 2. 3. 4.

Focus on dynamic growth Develop strong sub-committees with new members Establish financial goals for Association Implement new goals

We have to maintain the momentum to achieve our goals We no longer depend upon a select group or individual (s); our membership is diverse and talented and we can always use the help of any volunteer and want members to get involved so we continue to serve all our varied needs We have improved our communication to the membership via technology- e-mail and our new web-site and a standard structure that allows/promotes completion of tasks, sustains followthrough on goals, and allows new folks in the membership to participate We are learning from the past and working for a positive impact on the future We respect and appreciate individuals/members from our past and value their input for the future We must continue proactive mentoring programs to include new people in committees and projects We need to continue to encourage inclusion at all levels and foster “new blood” in the active participation of the association

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Alaska Speech-Language-Hearing Association Strategic Plan 2011

Review of SWOT revealed that many areas remain the same but continuous improvement isimproving our conditionimprovements

Weaknesses

Strengths ☛☛ ☛☛ ☛☛ ☛☛

Many SLPs/Audiologist in state are not members of AKSHA Too few people step up to fill committees and offices Lack detailed policy and procedures for committees and activities Appearance that there is limited opportunity to provide input to regarding the association business or operating ☛☛ Audiologists are not actively involved ☛☛ Limited resources

☛☛ Made up of helping/caring people who are competent, willing folks dedicated to profession and clients ☛☛ Committed and involved volunteers ☛☛ Possess large pool of knowledge ☛☛ Make changes when needed ☛☛ Have close-knit groups in AKSHA as a whole ☛☛ Share common values and directions ☛☛ Improved access to members via e-mail and web page ☛☛ Share more information with membership; faster with technology

Opportunities

Threats

☛☛ Increase PR efforts to bring more recognition at local, state & national levels for profession ☛☛ Investigate feasibility of a lobbyist for our professions and improve political savvy ☛☛ Educate other professionals, especially related fields about our services – what we provide, what we can provide to community, public and potential clients ☛☛ Increase of potential members through Masters program ☛☛ Increase current membership numbers through 1) nurturing newer professionals, 2) reaching out to others around the state, and 3) mending/addressing past disagreements ☛☛ Take advantage of new technologies to provide greater networking state-wide and increase better use of telecommunications ☛☛ Develop new strategies for the Continuing Education Committee & increase participation and membership ☛☛ Maintain new organizational structure to remain viable over time and endure changes and adjustments

☛☛ ☛☛ ☛☛ ☛☛

Loss of knowledge base and experience with members retiring or leaving Burn-out of same volunteers year after year Lack of new people wanting to be involved with or join the association Cuts to funding – schools, Medicaid, Medicare – hard to maintain positions or private practices ☛☛ Shortage of personnel in schools including PhD level ☛☛ No advocacy at the state level; ASHA focus helps us but it’s not enough and doesn’t always coincide with our local needs

SWOT 9

Alaska Speech-Language-Hearing Association Strategic Plan 2011 Context Map

Trends

◆◆ Shortages statewide/nation-wide-clinicians and PhD’s; limited training programs ◆◆ Reimbursement programs/funding levels cut at federal/state for all levels of service in our professions ◆◆ Future funding (reimbursement rates) are predicted to continue to go down ◆◆ Work loads/case loads continuing to go up - service suffers ◆◆ More “involved” kids coming into Early Childhood services - challenge to provide appropriate services under school district models ◆◆ RTI-school based therapy; whole classroom intervention; Medicaid billin in schools ◆◆ Moved to consultive models rather than direct services ◆◆ Long Distance learning programs - MA/MS/AUDs ◆◆ Electronic record keeping ◆◆ OT’s & Psychs taking SLP services ◆◆ SLPA programs gaining momentum ◆◆ Changes of ‘least qualified’ encouraging more use of paraprofessional ◆◆ SLPA/Aids providing delivery with SLP - CCC as supervisors ◆◆ Evidence based practice ◆◆ EBP requirements different-differences between schools/private practice ◆◆ Telehealth/telespeech plus more web based training ◆◆ More state and federal autis ◆◆ More visibility on local levels - GCDSE, DEED, Job Fairs, ASSEC

Economic Climate

AKSHA

◆◆ More competition for Medicaid funds and funds are being cut - PT, OT, ILP, Dr’s, SLP/Aud, etc. ◆◆ Other groups are now dipping into Medicaid pot reducing amount available (non-profits, schools) ◆◆ Funding resources at all levels are decreasing and requirements/paperwork is increasing ◆◆ Recession/shortfalls in budgets

Customer Needs ◆◆ Increased early intervention services ◆◆ Sources with the highest qualified provider - not cheapest alternative ◆◆ Access to affordable more frequent services ◆◆ Adult services - Medicare coverage ◆◆ Improved insurance coverage ◆◆ Need access in rural areas

Technology Factors ◆◆ Long Distance learning programs - MA/MS ◆◆ Telemedicine gaining in popularity and limits direct client contact ◆◆ Getting harder to have AudComm devices paid for by insurance and Medicaid ◆◆ Teleconferencing is improving contact but also limits face-to-face meetings. New alternatives IPad, ITouch, etc.

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Political Factors ◆◆ Politicians are not concerned with quality of services - just cost - budget cuts are hurting our professions and services to clients ◆◆ Legislative need for funding sources (not caps) ◆◆ IDEA and NCLB legislation changing definitions of highly qualified personnel ◆◆ Visibility improving but still requires constant attention ◆◆ Still need to find lobbying expertise in Juneau; improving out image and relationships ◆◆ Our political savvy continues to need growth and enhancement ◆◆ Low political profile with Legislature

Uncertainties ◆◆ Work load and case load size ◆◆ Sustainable funding ◆◆ Services being taken on by other professions ◆◆ State/Federal legislation requirements and qualification changes ◆◆ Personnel shortage - SLP, Aud., PhD, AudD, Aud techs ◆◆ Specialized providers ◆◆ Adult services - Medicare caps ◆◆ Sustainability of Denali Kidcare and TEFRA ◆◆ Appropriate work space ◆◆ Undefined delineation of services - i.e OT/Speech, Literacy, Feeding, etc.

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• Website

• SEAL

• SMAC

• STAR

• Newsletter

Subcommittees: report to this chair

Advocacy:

• Rural Practitioners • Audiology • SLPAs/Aud Assists. • Students

• Audiology • SLPAs/Aud Assists. • Students

• Infants/Pediatrics

• Schools

• Healthcare

• Private Practice

Subcommittees report to these chairs (depending on their discipline)

Special Interests: Audiology Speech

• Awards

• Nominations

• Scholarships

Subcommittees: report to this chair

Nominations and Scholarships

• Recruitment/ Retention

Subcommittees: report to this chair

Membership

Committee Chairs (volunteers appointed by President)

ASHA Advisory Councilors (elected) Speech Audiology

Treasurer

Secretary

• Licensing

• Ethics

• Schools

• Healthcare

• Private Practice

Subcommittees report to these chairs (depending on their discipline)

Licensing & Regulations: Audiology Speech

President

President-Elect/Past President

Executive Officers

Authority and Communication Lines

AKSHA Executive Board and Committee Structure

• CE Administrator

Subcommittees: report to this chair

Speech and Audiology (co-chairs)

Continuing Education

Alaska Speech-Language-Hearing Association

Alaska Speech-Language-Hearing Association Strategic Plan 2011

ADDENDUM Strategic Planning Process Descriptions

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Alaska Speech-Language-Hearing Association Strategic Plan 2011

Strategic Planning Introduction The Strategic Planning process is critical and essential for any organization that is operating in the business world successfully. Strategic Planning is the means by which an organization constantly recreates itself to achieve a common purpose and maintain future successes. Organizations undertake the Strategic Planning process to identify what is required in this process and then develop the plan that will achieve it. As part of this process, it is important for an organization to determine how it aligns with its parent organization – ASHA and/or other state associations. The organization establishes the common purpose, mission and vision, which are laid out in the By-laws of the organization and which are adjusted to meet the existing operating needs of the organization. The AKSHA Executive Board used an nine step planning process to look at all aspects of the organization and to determine what course of actions will achieve the greatest common needs and goals of the organization. Each step is briefly described below. Step 1: Historical Review A historical review is conducted to look back at the inception, events, and performance of the organization. If you understand why the organization was formed and what it has done to date in its operations and achievements, then you have a foundation for evaluating the present and a basis for establishing the future direction. Purpose:

To analyze the past- performance, internal and external events, progress towards goals, alignment to mission and vision.

Objective:

To establish a historical timeline that chronologically looks at key events (both internally and externally) that influence the organization; staffing levels; budget and economics; competition; profession trends; and



To identify how effectively the organization follows the established mission; and provides an opportunity to evaluate the mission as to current relevance and appropriateness.

Product:

Written historical timeline; decision to maintain or revise the organization’s mission.

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Alaska Speech-Language-Hearing Association Strategic Plan 2011 Step 2: Values Values measure the rightness of decisions. All organizations have formal and informal values, which guide its direction, performance and mission. It is essential that the strategic direction of an organization be in alignment with the professional and cultural values of the broad membership of the organization. Purpose: To understand the organizational values and individual values within the organization and to evaluate alignment. Objective: To determine and define the organizational values; evaluate their alignment with individual values; and determine if they are aligned with the mission of the organization and align with the parent organization. Product: A comprehensive list of an organization’s and individual values and specific alignment with the parent organization. Step 3: Year in Review This activity is like a State of the Union address. The President gives a status review of the past year; what goals were completed, what the financial status of the organization is to date, what were the wins and losses for the past year. Purpose: To look at the past year’s performance. Objective: To provide a broad overview of the organization’s performance/progress. Product: The state of the organization as seen by the President. Step 4: Environmental Scan It is critical that an organization understands and knows what affects exist from external influences and factors. The organization must maintain current information on what is going on with its public relations, the professional groups it is a part of, what is happening on a state and national level and what its’ related fields are doing. Purpose:

To analyze the external factors.

Objective:

To conduct a thorough analysis of:



A. Professional trends-what’s going on in the professions.



B. Economic indicators and politics- what’s going on with the political and educational areas where the organization’s services are used i.e., Alaska, other states, nationally.

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Alaska Speech-Language-Hearing Association Strategic Plan 2011

Product:

C. Competition analysis- to know the strengths, weaknesses, opportunities and threats in regard to competitors- i.e. related fields. Identified impact to the strategic position and success of the organization. Step 5: SWOT Analysis of the Organization

When an organization decides to develop and implement a Strategic Plan, it is imperative that honest introspection of existing conditions be completed. While not always an easy task to do, the data obtained provides the basis in formulating goals, objectives, and strategies towards future success. Purpose: To look objectively and without bias at the internal strengths, weaknesses, opportunities and threats (SWOT). Objective: To identify performance, resources, and structures that exist within the organization using four indicators: Strengths - what works? Weaknesses - what doesn’t work? Opportunities - what innovations and creativity is available? Where can improvements be made? How can barriers be handled? And Threats -what barriers exist? Product: A written, comprehensive SWOT document. Step 6: Vision The vision is the broad, wide-range concept of where the organization can go. It is a look into the future of where an organization would like to see itself and how it would look if it got there. Purpose: To vision the future. Objective: To establish what strategic direction the organization needs to take based on the analysis of the past, evaluation of the present and assessment of the environment. Product: A statement reflecting the strategic direction of the organization. Step 7: Mission The mission of an organization is basically why the organization exists- it is the purpose behind what the group does. Purpose: To define in a clear and simply statement why the organization exists. Objective: To establish the reasons why the organization came into existence; describing in clear, concise and understandable language the main purpose it has for doing what it does, including who will benefit, who will be served, and what all its efforts will produce. Product: A statement reflecting the overall purpose of the organization. 15

Alaska Speech-Language-Hearing Association Strategic Plan 2011 Step 8: Goals The goals step is where the group looks at their vision and mission and then decides what major actions must take place to achieve them. Goals can be short term- usually a year or less in duration; or they can be long term- from 2 to 10 years or more depending on how far out the organization wants to look and make predictions about what can and needs to be done to accomplish the goals. Purpose: To define the actions the organization seeks to achieve. Objective: To establish specific, measurable and realistic targets which layout what the organization is going to do, how it will do it, and when it will be complete. Each goal is carefully aligned with the mission of the group and takes into consideration how it addresses the vision. Product: Defined goals in each appropriate operational area that contributes to achievement of the organization mission. Step 9: Roles/Structure In order for an organization to accomplish the goals and mission they have established, it is critical that the infrastructure (how the organization is structured, physical structure, and operational systems) and job assignments support and facilitate effective and efficient action. Purpose: To determine if roles and structure fit and support the established goals and mission. Objective: To look at human resources, systems and structure to determine if they support the organization in achieving the desired results. It requires a thorough analysis of: who does what?; why do they do it?; how does it align with other activities?; how does it contribute to the overall goals?; does the physical structure and management structure provide effective and efficient work flow? Is the best-trained and qualified person doing the job that maximizes their strengths? Does each role have clearly defined actions and does everyone know what they are? What products does each function deliver, to whom, and why?” Product: Clearly defined roles at all levels or the organization; structure and systems that maximize effectiveness and efficiency.

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