The new year is always a time for reflection. A time to look back and reflect on achievements and lessons learned, and to make a plan to prioritize our intentions for the upcoming year. This past year the ACHE Board of Governors has followed suit, refreshing the Strategic Plan to guide our efforts over the next three years.
In doing that, the Board reflected on the challenges ahead, including the evolving nature of the healthcare provider enterprise and the accelerated pace and velocity of change. The Board also considered how these challenges will impact leaders who increasingly will emerge from nontraditional paths and will desire different professional development experiences. At the same time, our industry is growing, and one thing remained clear: ACHE has never been in a stronger position to embrace this future by helping leaders navigate change.
Launched Jan. 1, the ACHE 2025–2027 Strategic Plan will guide our efforts to create new experiences for leaders across career stages, disciplines and settings. It emphasizes our support for leaders through education and resources that can help them address the complexities of today’s ever-changing environment. The plan underscores the importance of our relationships and community. At the core of our community is a belief that when leaders come together with passion, a desire to collaborate and the right tools to succeed, we create a powerful ripple effect that helps all those we serve.
In taking a “deep dive” into the plan, the Board last year sought input from members, chapter leaders, Regents and other thought leaders across the country and continuum of care. The feedback offered a clear path forward and further defines our roles as Catalyst, Connector and Trusted Partner, as detailed below.
In our role as Catalyst, ACHE commits to achieve our highest calling to advance and innovate health for all while driving toward zero preventable harm and health equity. To achieve this, ACHE reinforces its commitment to leading for health equity and safety by creating essential leadership resources and tools to advance health. Showcasing innovative approaches and solutions will be a central feature of how we can make a meaningful difference for patients.
In our role as Connector, ACHE commits to grow and strengthen our professional community of leaders—ensuring every leader finds value nationally and locally. To better connect leaders, ACHE will expand its support for chapters so they can remain the vibrant, local nucleus of our learning community. Building on the growth of other engagement channels, such as through social media, we will build sustainable communities across the multiple dimensions of leaders in our field. Connecting people is the core of who we are.
In our role as Trusted Partner, ACHE commits to expand our reach and impact by helping leaders reach their highest potential. Cultivating leaders remains a priority for ACHE. While we grow and expand our professional community, we will ensure that we stand for the highest standards in delivering education and the FACHE® credential. Creating new ways to support employers in taking care of patients, while supporting future leaders as they advance in their career, will be important. At the core of our support is executing a digital-first strategy to create unparalleled, personalized experiences for leaders and provide seamless access to our thought leadership, resources and offerings.
Fundamental to the new Strategic Plan is our shared pledge to healthcare leadership excellence and our commitments to integrity, lifelong learning, leadership, and diversity and inclusion. Of utmost importance is our service to you and our field. We hope you find as much excitement, inspiration and optimism from the plan as we did in developing it. Shaping a new future will require our individual and collective commitments to help each other and our organizations advance health for all. We look forward to the journey with you.
Deborah J. Bowen, FACHE, CAE, is president/CEO of the American College of Healthcare Executives (dbowen@ache.org).