Last October, FHCA’s Board of Directors came together for its quarterly meeting to discuss association business and the latest state and federal developments impacting our profession. We preceded that meeting with an organizational planning session and brought in an outside facilitator to help us dig deep into our current practices and what we, as members and volunteer leaders, perceive as the benefits of FHCA. We also talked about where we thought we were headed and where we needed to be going, given the many changes we’ll be experiencing over the next few years.
It was interesting to hear what was important to each of us. No surprise was that we are all busier than ever before, struggling to recruit qualified workers, operating on more limited budgets and challenged to keep our staff trained in the face of so many new and expanded state and federal regulations. Yet, none of us wanted to give up our opportunities to meet face-to-face, whether that was through an educational program, a district meeting or some other activity FHCA coordinates.
While increased use of technology for information and education was something we want the Association to focus on, staying connected with our professional peers still remained an invaluable benefit of membership that we did not want to go away.
Advocacy was another important reason why we engage with FHCA, yet all of us understood that success in the Legislature can often be determined by factors beyond our control. Changes in the administration and economic forecasts play a big role, so developing a longer-range plan would be a more effective way to accomplish our goals.
After much discussion about what FHCA could do to support members, both now and into the future, the Board came up with an organizational plan that focuses on four key areas: helping members improve quality care; being a powerful voice at the Capitol; keeping members informed and prepared; and being a strong organization.
Partnerships and collaborations will play a key role in helping us accomplish these goals, as will enhanced communications, responsiveness and strengthened political action. The work you see through the Quality Cabinet and its Councils, our Annual Conference and Professional Development Committees and our Government Affairs activity will be reported out in communications so members can stay informed about where we are going and how we will get there.
Developing a strategic plan takes time, and ensuring it becomes a living document requires the commitment of our volunteer leaders. But I have no doubt that the team we have assembled, from the Board of Directors and Committee Chairs to the staff as well, are dedicated and competent to help us achieve these organizational goals.
The first part of my presidency has already been an incredible journey. This plan will help ensure we stay united, make good decisions and work smartly to meet your member needs. I’m looking forward to 2019 and beyond to reach these goals, together, with each of you.