Greetings colleagues:
As we boldly move forward with our launch of AUPHA’s 2020-2023 Strategic Plan, I continue to think about AUPHA’s role as the nationally and internationally recognized association for healthcare management and health policy education, and what that means with regard to what we intend to do, and for and with whom, in the next three years.
In my blog last month, I shared what I feel that means with regard to the for and with whom question - AUPHA’s program and individual members - what I called “the really big tent.” This month, I would like to share a little more about the what - which I’ll call “the big picture.”
The AUPHA Board has emphasized going big and being bold regarding AUPHA’s future, while aligning perfectly with AUPHA’s mission, vision, values, and philosophy:
Mission
AUPHA fosters excellence and innovation in health management and policy education, and scholarship.
Vision
To be recognized as the global leader in advancing higher education and scholarship in healthcare management and health policy.
Values
AUPHA achieves excellence and innovation in health management and policy education by embracing diversity and providing opportunities for learning and collaboration.
- Excellence: AUPHA believes that excellence in education leads to excellence in healthcare management practice, and ultimately leads to improved quality, efficiency and accessibility in healthcare delivery.
- Innovation: AUPHA promotes innovation, encourages the adoption of new strategies, and disseminates best practices in healthcare management and policy education.
- Collaboration: AUPHA collaborates in the generation and translation of research and the integration of theory and practice in interprofessional work environments.
- Diversity: AUPHA believes diversity — in people, in programs, and in perspectives — is essential for an effective interprofessional workforce.
- Learning: AUPHA pursues continual learning to advance and share knowledge, to foster the development of pedagogy, and to improve teaching and practice.
Philosophy
AUPHA achieves excellence and innovation in health management and policy education and scholarship by embracing diversity and providing opportunities for learning and collaboration.
The Board unanimously and enthusiastically approved the new AUPHA 2020-23 Strategic Plan in August. At the end of July, we had hosted a very well-attended Strategic Planning Town Hall. Following the Town Hall, we had 138 member volunteers step forward to contribute time and talent to implement the strategic plan.
Regardless of which work group, or work subgroup, you are involved in, I believe it’s helpful for all of us to see where our individual efforts fit and to be reminded of the overall plan - the big picture.
Strategic Plan - Pillar One
Pillar One focuses on our academic programs. First, by defining the Body of Knowledge (BOK) for health administration and policy education, and supporting the advancement of curricula with guidance. Secondly, the pillar focuses on developing leaders for our academic programs and recognizing excellence in academic leadership in health administration and policy.
Strategic Plan - Pillar Two
Pillar Two focuses on our faculty, the individual members of our academic community. This pillar first seeks to provide opportunities for faculty to improve their teaching, and to earn a teaching certificate. Secondly, the work within Pillar Two will allow AUPHA to recognize teaching excellence for the health administration and policy academy.
Strategic Plan - Pillar Three
The work of Pillar Three will ensure AUPHA’s role as the voice of the health administration education profession. This includes putting systems in place to continually identify and communicate the most recent trends in healthcare management practice and health administration and policy education. Pillar Three also focuses on AUPHA’s relationships and influence through the development of a communication plan, enhanced public relations, and expansion of our advocacy efforts.
Strategic Plan - Pillar Four
Pillar Four provides the foundation for the first three pillars and for AUPHA’s organizational structures and processes. These enabling systems include good Board governance, robust staff development plans, ongoing financial sustainability and reinvestment, and continual strategic assessment and evaluation.
As your President and CEO, I am excited about this plan; grateful to the Board, staff, and our many volunteers; and, optimistic for the future of AUPHA!
Very warmest regards,
Dan
Daniel Gentry, PhD, MHA
President and CEO