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APC Announces 2020-2022 Strategic Plan


APC Forum, November 2019, Vol. 21 No. 7

 

On November 8-10 the 2019-2020 APC Board of Directors met in Nashville, Tennessee to finalize APC’s next 3-year Strategic Plan.  This meeting was the culmination of work over the last year between board members, local leadership, national committee chairs and the membership to identify those areas where APC has inherent interest, influence, and provide member value.

The first step in crafting the 2020-2022 APC Strategic Plan began in 2017 with a comprehensive Membership Satisfaction Survey conducted by Association Metrics, a third-party research firm that was brought in to survey APC’s membership and analyze the results.  By using an outside party to gather this important membership feedback, APC could ensure that the data was both anonymous and reliable.  The results from the survey gave the board and staff valuable feedback on those areas where members wanted increased service, and those areas where APC needed to better communicate with the membership.  Data from the survey was used to make changes to several “Value Drivers” as well as direct the board’s focus when crafting the new strategic plan.  More information about that survey can be found in June 2018 and September 2018 issues of the APC Forum.

One of the findings from the Membership Satisfaction Survey was that APC local leaders (State Representatives, State Continuing Education Chairs, Area Certification Chairs) wanted more interaction with the APC Board of Directors.  While APC local leaders are regularly invited to participate in leadership training and discussions at the annual conference, the APC board saw this as an opportunity to learn how best to support local leaders and members.  The board began an enhanced outreach program to local leaders with mailed correspondence, emails, phone calls and more.  This dialogue was centered on APC and our member’s needs but was also open-ended so that your local leadership could speak to those issues that they felt were important to the success of APC and the profession.

The last, and most important component to the new strategic plan was you, the APC member.  Over the last year APC’s now Past-President, Ron Oliver had encouraged members to share their thoughts and ideas regarding the direction of the association with him via the APC presidential email address, President@professionalchaplains.org.  Our new APC President, Joe Perez plans to continue this outreach campaign, including requesting feedback on this new plan.  APC also had a S.W.O.T. activity at the 2019 APC Conference where members could list any perceived Strengths, Weaknesses, Opportunities, and Threats they saw for the organization and the profession moving forward. 

The board used the feedback it received from the S.W.O.T. activity at conference, interactions with APC local leadership, member correspondences and the Membership Satisfaction Survey in crafting the 2020-2022 Strategic Plan.  The plan identifies four areas where APC can improve the impact and service of the association, invest in the profession, provide value to members and deepen relationships with aligned organizations.  These four areas are expounded upon with specific deliverables the board has identified as key performance indicators for the plan, the profession, and APC.
 

 

 


The Four Pillars of the 2020-2022 APC Strategic Plan
Value Partnerships Technology Education
 
   

 

 

Value: Empowering and Equipping Members to Promote the Value of Professional Chaplains.
 

1.  Sponsor and conduct research that establishes and advances the value of professional chaplaincy.
2.  Develop best practices in three areas: clinical chaplain competency, holistic care, and resilience for the institutions in which chaplains serve.
3.  Market the value of professional chaplains to organizations.
4.  Leverage professional chaplaincy expertise to support organizational resilience initiatives.


Tactics:

1.  Foster research that establishes and advances the value of professional chaplaincy.
2.  Organize resources into an advocacy toolkit for members and educate members how to implement and align these resources into their professional settings.
3.  Provide developmental resources aimed at the career stages of professional chaplains, from student through retirement.


Partnerships: APC will Develop Partnerships that Enhance Professional Chaplaincy.
 

1.  Engaging with current strategic partners - ACPE, CASC, NACC, and NAJC - to conceptualize and may form a new entity that enhances professional chaplaincy.
2.  Engaging allied chaplaincy organizations with whom APC shares a similar mission, vision, and values for spiritual care.
3.  Establishing and deepening relationships with affiliate organizations that relate to professional chaplaincy.


Tactics:

1.  APC President, President Elect, CEO, and Ron Oliver (former President appointed by the President as a liaison for the Strategic Partner process), will lead APC’s effort to build the formal structure with  strategic partners.
2.  Create and execute a communication plan that ensures membership is fully informed about discussions and developments with the Strategic Partners.
3.  The APC Board will identify allied chaplaincy and affiliate organizations whose mission, vision, and values are similarly aligned with APC.

a. Prioritizing organizations into three groups:       

i.   Organizations we need to establish a relationship

ii.  Organizations we need to deepen our relationship

iii. Organizations we need to conclude the relationship

b. Develop an action plan for each organizational relationship

  
 
Technology: Enhance/maximize member, candidate, and customer services through technology.
 

1.  Identify ways to offer our members and candidates resources on demand, such as through the use of apps, and to implement enhancements.
2.  Implement technologies that enhance educational offerings, discussion forums, and member engagement; including the updating or replacement of website and database system.
3.  APC/BCCI will grow its digital environment to decrease paper processes by at least 50% by 2022.


Education: Enhancing Professional Competency Through Education.
 

1.  Advance the understanding of the heritage, practice, and future of professional chaplaincy care.
2.  Acquire new knowledge and skills to maintain our high standards and to apply our professional competencies.
3.  Promote research, research literacy, and developments in the field of professional chaplaincy.


Tactics:

1.  Live-by-web education events (Webinars, Journal Club, Symposium)
2.  Annual Conference
3.  Access to journals/publications
4.  Collaborating on educational programs with strategic partners
5.  Curate and make available CE opportunities from APC local leaders and organizations