CHA's 1999-2002 strategic plan

Health Progress, Sep/Oct 1999 by Place, Michael D, Gottemoeller, Doris, Connelly, Michael D

In today's dynamic and complex healthcare environment, collaboration among Catholic healthcare organizations has never been more essential. A variety of issues-- from advocacy at the national level, to articulation of a shared Catholic identity, to improved relationships among ministry leaders-are most effectively approached by a ministry working together, rather than as isolated systems or facilities.

In this context, the board of trustees of the Catholic Health Association of the United States (CHA), with extensive input from members, has mapped out a new path for the association. We are pleased to share with you this strategic plan outlining how CHA-as an association of members working together-can become a more effective vehicle for unifying the ministry and mobilizing its strengths to address a limited number of critical challenges.

This new role for CHA, and the new directions presented in this strategic plan, embody concepts and suggestions gathered over a year of extensive member engagement. The plan represents the collective wisdom of the President's Systems Task Force, regional meetings involving system CEOs and sponsors, advisory committee meetings, focus groups, and a range of other formal and informal gatherings.

As you'll see in the following pages, the association is also adopting a longer-term approach to strategic planning, beginning with CHA's new role, four strategic directions, and a three-year vision and three-year measures of success for each one of those directions. In addition, this document highlights the 1999-2000 operations plan, designed to begin moving us toward the three-year goals. The operations plan includes special projects, president's initiatives, vehicles for engaging the ministry, and a summary of the budget.

We encourage you to view this strategic plan as a living document, for which your involvement is critical. Foundational to the plan's success is how we accomplish these objec- tives by working together; how we anticipate and prepare for issues that are not critical now, but may be in the next year or two; and how we shift our priorities to accomplish the most important things in a timely manner. We invite your ideas, your concerns, and, most of all, your participation.

Rev. Michael D. Place, STD President/Chief Executive Officer

Sr. Doris Gottemoeller, RSM Chairperson, 1998-1999 CHA Board of Trustees

Michael D. Connelly Chairperson, 1999-2000 CHA Board of Trustees

CHA's Mission

Support and strengthen the Catholic health ministry in the United States

CHA's Role

Unite members to advance selected strategic ministry issues that are best addressed together rather than as individual organizations

Strategic Directions 1999-2002

1. Catholic Identity

Strengthen our ability to understand, articulate, and act on Catholic identity

2. Health Policy and Initiatives

Serve as a catalyst for accessible and affordable care for all in a just and compassionate healthcare system.

3. Church Relations

Enhance Church relations by increasing communication, understanding, and unity with and among bishops, sponsors, and other ministry leaders

4 Ministry Transformation

Exchange lessons and develop new models for ministry sponsorship and collaboration

Catholic Identity

Strengthen our ability to understand, articulate, and act on Catholic identity

Three-Year Vision

Our goal is that in three years there will be:

A greater ability within the ministry to articulate an identity that transcends individual institutions and organizations

Greater appreciation by persons outside the ministry of the distinguishing characteristics of our ministry

Ongoing processes to document our fidelity to the core characteristics of Catholic identity

Three-Year Measures of Success

We will know we have been successful if by 2002:

A concise statement of core values/commitments has been developed.

A majority of members affirm the identity described in the statement.

Processes are in place for benchmarking adherence to the core commitments.

A national communications campaign on the meaning and significance of the Catholic health ministry has been developed and implemented in concert with systems.

Health Policy and Initiatives

Serve as a catalyst for accessible and affordable care for all in a just and compassionate healthcare system

Three-Year Vision

Our goal is that in three years there will be a national consensus on the need for and desirability of accessible and affordable care for all, including:

Substantial support for and progress toward accessible and affordable care for all, with the systemic reforms necessary to sustain it

Widespread recognition that our ministry is committed to this vision and has helped advance it in partnership with others

Progress on other incremental advocacy efforts that are consistent with or contribute to systemic reform

Three-Year Measures of Success

We will know we have been successful if by 2002:

An advocacy scorecard has been developed and is monitored on a regular basis.

CHA members have helped shape a framework for accessible and affordable care for all.