ACH Strategic Plan

ACH Logo With Colorized people in the C

2021-2026 Strategic Plan

GOAL ONE

Accelerate DEI action and impact based on established strategy, goals, and outcomes.

  • Engage and prepare a deeper bench of leaders for DEI work internally and externally, as measured by the number playing leadership roles.
  • Grow the reach and impact of DEI strategies internally and externally as measured by progress versus the starting baseline.
  • Expand focus to develop and market courses in teamwork and clinical care with a DEI lens as measured by the number of new courses created during this period and our success in integrating DEI strategies into training and learning strategies.
  • Establish ACH as a valuable partner in the anti-racism movement as measured by progress versus the beginning baseline.
  • Expand focus on improving engagement of diverse professions in healthcare and allied areas as measured by progress versus the current baseline.
  • Ensure we are part of the national conversation on social justice and racism as a public health issue as measured by progress versus the current baseline.
  • Consider new organizational collaborations with attention to diversity of perspectives.

GOAL TWO

Adapt to virtual education, connection, and research and begin preparing for the return of in-person training with an ambitious and sustainable training and education strategy.

  • Continue to be a space for deliberative dialogue and skill-based learning in healthcare as measured by the number and types of spaces for these conversations.
  • Lead and innovate to strengthen relationship-centered communication in virtual spaces as measured by the development of new offerings.
  • Ensure feedback is received from members/clients/attendees about what they need to be successful in implementing relationship-centered communication.
  • Ensure ACH identifies opportunities that result from advances such as Open Notes/telehealth as measured by strategies for relationship-centered communication using these advancements/tools.
  • Strengthen data/analytics to guide training and engagement strategies as measured by data collection tools and data-informed decision-making.

GOAL THREE

Accelerate engagement with expansion audiences with membership recruitment, diversification and sustainability strategies.

  • Integrate and engage new and current members/clients through trainings and other opportunities as measured by progress versus starting baseline.
  • Facilitate identification of high-impact opportunities for patient engagement/input.

GOAL FOUR

Strengthen the organizational engine and proactively prepare for opportunities and challenges by focusing on sustaining and growing operations and visibility.

  • Strengthen ACH's role in culture change in healthcare by identifying areas of impact and opportunities to highlight influence.
  • Focus on understanding our competition and how we and our competitors fit into the healthcare ecosystem.
  • Increase name recognition and visibility of health communication teaching and scholarship as measured by progress versus the current baseline.
  • Address volunteer burnout and staff workload issues by tracking satisfaction and workload issues and doing cost/benefit analysis of all activities.
  • Ensure that the ACH leaders are demonstrating and putting into practice the communication and relationship values and practices promoted externally by creating space to learn how members and leaders are experiencing those values.
  • Increase visibility of the role that ACH has played in transforming health communication in the last 30-40 years as measured by defining and executing specific ways to amplify this role more broadly.
  • Review/upgrade web-based presence, approach and strategy (i.e., update website, participate more fully in online/social media spaces).
  • Clarify role, if any, in addressing conspiracy theories that undermine health systems and evidence-based science.
  • Clarify role, if any, in the policy space.

GOAL FIVE

Strengthen financial planning and health with sustainability and growth strategies.

  • Respond to financial impacts of changes in the healthcare environment.
  • Strengthen financial infrastructure and address factors related to financial stability.