If you don t know where you are going

“If you don’t know where you are going any road will get you there.” — Lewis Carroll in Alice in Wonderland Where are we going and how do we get there? Those were the fundamental questions that ASHE’s Board of Directors wrestled with in 2006 to develop its Roadmap to Excellence; the 2007-2009 Strategic Plan. Facing the realities of unrelenting cost containment, increasing regulatory burden, and a graying workforce while simultaneously embracing the promises of creating new healthcare environments, increasing attention to patient safety and wellness, and further embracing high tech/high touch patient care, the Board and its strategic planning task force charted a bold course for ASHE’s future. Today’s Mission with a Vision for the Future Mission ASHE: Dedicated to optimizing the healthcare physical environment. Vision To engage stakeholders in the creation of the optimum healing healthcare environment. ASHE is comprised of dedicated healthcare professionals who form a community of essential partners collaborating with physicians and clinicians in creating an environment for healing. To that end our Mission is: ASHE: Dedicated to optimizing the healthcare physical environment. ASHE’s vision statement describes where we want our society to be at the conclusion of 2009. Optimizing the healthcare physical environment cannot be achieved by one person or even one society; it takes a diverse community. ASHE can be a convener of interested parties, a catalyst for improvement, and a conduit for sharing of evidencebased findings and knowledge. We seek to build bridges and tear down walls in the pursuit of our Vision: To engage stakeholders in the creation of the optimum healing environment. Values People, Innovation, Intention, Excellence Creating and Navigating Pathways for Growth While the mission and vision provide us with the “who we are and where we want to be” it does not provide the means to reach our final destination. To navigate our new roadmap and to keep our efforts focused, we developed five strategic goals with specific 2007 objectives, to establish our pathway to excellence. Member Loyalty and Growth First and foremost, ASHE is a membership society. It is paramount, before, embarking on any further goals, we earn our members loyalty and nurture continued growth. Analogous to the continuum of care of a patient progressing through stages in a healthcare setting, in 2007 we will strive to create a continuum to help members develop throughout their entire professional careers. Just as a patient’s healthcare needs change as they move from emergency, to surgery, to medical surgical, to discharge, your professional needs change. What you needed as a new employee differs from what you need as you climb the professional ladder to seasoned professional and then to organizational leader and mentor. ASHE will develop programs to support members throughout their continuum of learning and professional needs. The first step in this process is defining the core ASHE products and services and then conducting research using a variety of tools to discover the gaps and the areas that need to be enhanced One key resource we will utilize is the data from the 2006 membership survey identifying the top three dissatisfies and top three satisfiers for focused analysis and development of improved practices and products. The Professional Development and Empowerment of People, with a focus on our members The Advancement of ASHE’s Compelling Vision Through Innovation A Will to Provide Value to Those We Serve With Full Intention We will Strive to Provide All Services Through an Environment of Excellence Strategic Goals A. Developing and Engaging Stakeholders B. Increasing Member Loyalty & Growth C. Shaping the Healthcare Environment D. Enhancing Organizational “Capacity” E. Creating a Customer Service Culture Customer Service Culture ASHE members and customers deserve an outstanding customer experience with all the services that we provide, each and every time. We are committed to creating a customer service culture to achieve our goal of providing “world class customer service”. To make ASHE synonymous with excellence in customer service, we will develop a common definition/model of excellent customer service and plan for achieving it. To ensure that we are providing members with the products, information, service and education that they need to be successful, we will establish an ongoing process for identifying the needs of all ASHE customer groups. In 2007 our first step will be a focus on improving satisfaction with the CHFM (Certified Healthcare Facility Manager) program as a model for customer satisfaction. ASHE’s Impact on the Healthcare Environment As a society of more than 7,500 members, ASHE has had dramatic impact on regulatory issues ranging from consistent expectations for code compliance to reduced testing frequency where appropriate, from protection of our medical telemetry to acceptance of alcohol-based hand rubs throughout the care environment to combat the spread of infection. We will continue to lead the charge in shaping the healthcare environment by maximizing the use of evidence-based measures and best practices in ASHE’s decision making. The knowledge gained through member surveys, focus groups and requests for comments to proposed regulation will be used to add products and services that address the improved design and provision of the environment of care. ASHE will become the leader in research and education regarding emerging trends and issues in technology by collaborating with groups and organizations that have similar interests, concerns and commitments to the healthcare environment. Knowledge gained is marginalized unless it is shared with all regardless of size or economic status. ASHE is committed to developing a campaign that results in at least one ASHE service being utilized in each hospital in the U.S. Enhancing External Relationships To continue to be significant and relevant in the larger healthcare community, ASHE must look outwardly to develop and engage stakeholders over the next three years. This begins with a first step of developing an outreach collaboration program that identifies ASHE’s essential stakeholders. Recognizing the diversity in professional training, roles in the delivery of care, and focus of resources, ASHE is committed to including the perspectives of relevant stakeholders in all that we do allowing us to identify common goals rather then ruminate on differences. While seeking to develop new relationships we cannot be distracted from continuing to improve our core relationships. ASHE affiliated chapters are at the front lines of care delivery. We strive to never neglect this most import relationship by simply assuming no news is good news, We will actively re-engage dialog with all affiliated chapters by conducting a chapter needs assessment to identify ways that we can create mutually beneficial relationships between the chapters and ASHE. We strive to enhance, rather then compete with, each chapters’ ability to provide needed services to their members in order to strengthen all members of our professional community. Just as ASHE members develop relationship with their hospital administrators based on trust and achieving common goals and therefore transcend the formal relationship of employee and employer, ASHE’s relationship with the American Hospital Association transcends that of an operating unit within a larger organization. To that end we strive to optimize the relationship with AHA to increase collaboration and visibility of our members and our mission in alignment and support of AHA’s strategic goals. Keeping ASHE Strong In order to meet these challenges we must enhance ASHE’s organization “capacity.” This begins with an objective assessment of what we currently provide with an eye toward developing a strategic process to manage the life cycle of ASHE products and services. As our advocacy and education efforts have evolved from reactive to proactive, our desire to tap into and leverage evidence-based design and practice, demands that ASHE establish a research and development function. To be proactive requires a discipline and focus on further vision to identify opportunities for longer-term sustained growth. To that end, we commit to revisit the governance structure, composition and function, to ensure that the governance structure supports the strategic plan. Achieving these goals requires the best efforts of all our members. This extends beyond the officers, board members, and committee and task force members to ASHE’s professional staff. Realizing the need for a talented and passionate professional staff to implement and manage the operations of ASHE’s programs and initiatives, we are committed to creating a strategic staffing plan to ensure support of the strategic plan. All of these goals and objectives are guided by our values and grounded, effective stewardship of our resources. This Roadmap to Excellence allows us to visualize our future and create our destiny. Our future is bright. To learn more about the about the people who created this strategic plan, the specific elements of the plan, our guiding values and ASHE’s vision for the future, go to www.ashe.org and click on Roadmap to Excellence. Dale Woodin, CHFM, SASHE, Executive Director, ASHE, Chicago, IL and Sue Rubin, MPH, Editor, ASHE, Chicago, IL. For more information call the ASHE office at 312.422.3800 or email ashe@aha.org. # 2007 Board of Directors PRESIDENT REGION 1 REGION 6 Leo M. Gehring, CHFM, SASHE Vice Chancellor, Campus Operations University of Arkansas for Medical Sciences Little Rock, AR PRESIDENT-ELECT Ronald D. Vachon, SASHE Director, Facilities Management St. Andrews Hospital Boothbay Harbor, ME REGION 2 Steve Vinopal Director, Construction Engineering and Facility Services Mile Bluff Medical Center Mauston, WI REGION 7 John R. Wood, CHFM, SASHE Director, Plant Operation & Facilities McKenzie-Willamette Medical Center Springfield, OR IMMEDIATE PAST PRESIDENT Joseph J. Rawson, SASHE Regulatory Compliance Officer Fox Chase Cancer Center Philadelphia, PA REGION 3 Terry L. Martin, CHFM, SASHE Director, Engineering Medical Center of South Arkansas El Dorado, AR REGION 8 William R. Morgan, SASHE, CHFM Manager, Plant Operation & Engineering St. Alphonsus Regional Medical Center Boise, ID William T. Payne, CFPS, CHFM Director, Facility Engineering & Safety Alamance Regional Medical Center Burlington, NC REGION 4 David L. Howard Director, Facilities Penrose Saint Francis Health Services Colorado Springs, CO REGION 9 Mark C. Smith, SASHE, CHFM Director, Facility Services Summit Hospital Phenix City, AL REGION 5 Martin G. Schoonderwoerd, CHFM, SASHE Plant Operations & Maintenance Sharp Coronado Hospital Coronado, CA REGION 10 Jeffrey L. Arthurs, CHFM, CHSP Director, Plant Operations Illinois Valley Community Hospital Peru, IL Jody D. McQuade Building Services Coordinator St. Luke's Regional Medical Center Boise, ID Strategic Planning Task Force Sharon Autrey, CPS/CAP Project Manager, Governance American Society for Healthcare Engineering Chicago, IL Ken Cates, SASHE Principal Northstar Management Company, LLC St. Louis, MO Douglas S. Erickson, FASHE Consultant, Codes & Standards American Society for Healthcare Engineering Chicago, IL Jonathan J. Flannery, CHFM Facility Manager Gallup Indian Medical Center Gallup, NM Leo M. Gehring, CHFM, SASHE Vice Chancellor, Campus Operations University of Arkansas for Medical Sciences Little Rock, AR Robert W. Guerry, PE, CHFM Director, Engineering & Operations Duke University Medical Center Durham, NC Curt Hibbard, SASHE Director, Facilities Management St. Joseph Regional Medical Center Lewiston, ID James T. Lussier The Lussier Center/TLC Bend, OR Troy E. Martin, SASHE Director of Facilities Services Poudre Valley Health System Fort Collins, CO William R. Morgan, SASHE, CHFM Manager, Plant Operation & Engineering St. Alphonsus Regional Medical Center Boise, ID W. Thomas Schipper, CCE, FASHE Senior Consultant, Environment of Care Kaiser Permanente Lakewood, CA Albert J. Sunseri, PhD Executive Director American Society for Healthcare Engineering Chicago, IL Kathyrn Wickham Director, Operations American Society for Healthcare Engineering Chicago, IL Dale Woodin, CHFM, SASHE Deputy Executive Director American Society for Healthcare Engineering Chicago, IL