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2017 Strategic Planning Meeting Minutes Saturday, August 13, 2017

Agenda Summary and Meeting Process

#1—Presentation and Discussion: ASQ Strategic Plan and Change Imperatives

Environmental Scan Reference Documents: ASQ Strategic Plan Summary and ASQ Change

Imperatives Summary

Guest Presenter: William Troy

Required Actions: Determine how this information will be taken into account when HCD’s 2017 goals

are finalized

#2—Presentation and Discussion: Global State of Quality Study

Environmental Scan Reference Document: Global State of Quality Report Highlights (Second Study)


are finalized

#3—Presentation and Discussion: Voice of the Member Survey Results

Environmental Scan Reference Document: 2016 Voice of the Member Survey

Required Actions: Determine how this information will be be taken into account when HCD’s 2017

goals are finalized

#4—Presentation and Discussion: Results of Leadership Surveys

Environmental Scan Reference Documents: 2016 Leadership Committee Survey—Part 1 and 2016

Leadership Committee Survey—Part 2


are finalized

#5—Discussion: Select Factors That Will Guide Development of the 2017 Strategic Plan

Required Actions: Review emergent factors from the environmental scan and determine which ones

should be considered when deciding whether to make revisions, deletions, and/or deletions

to the current plan in preparation for 2017 (in order to be efficient, voting was used to

identify theses critical factors; results are included with the discussion of each strategic

initiative)

#6—Discussion: BHAG

Environmental Scan Reference Document: HCD Long-Term Objective (“Big, Hairy, Audacious, Goal”

[BHAG])

Required Actions: Determine if a team should be assigned to make recommendations to the

Leadership Committee regarding the BHAG

#7—Discussion: Draft 2017 Strategic Plan

Environmental Scan Reference Documents: 2016 Strategic Plan Summary and Status Report

Required Actions: Determine which 2016 strategic plan initiatives should be moved to the division’s

daily management system, revised, or dropped; also decide which new strategic initiatives

should be added to the 2017 plan.

#8—Discussion: Draft 2017 Strategic Plan Metrics

Required Actions: Assign one member of the strategic planning team to propose a key performance

indicator and 2017 target that can be used to track each 2017 strategic plan initiative.

“Big, Hairy, Audacious, Goal” (BHAG)

Background

Over five years ago, the leaders of the Healthcare Division decided that an over-arching goal

needed to be established to inspire the members. The following statement was created for that

purpose:

“HCD and its members will contribute materially to the elimination of $700 billion of annual

waste in healthcare.”

The following details were added to clarify the intentions of the BHAG:

We will do this by

• Enabling and equipping champions of performance excellence and continuous

improvement

• Informing, educating, and motivating members in a cost effective way

This will lead to sustainable

• Improved organizational and operational excellence

• Increased patient and customer satisfaction

• Positive changes to the culture of healthcare

In 2014, the two over-arching objectives shown below were developed:

• To advance the theory and practice of quality in healthcare and the allied arts and

sciences

• To maintain high professional standing among the division’s members

At that same time, a more specific 2020 objective was established, as follows:

By 2020 ASQ is recognized as the preeminent society in the world for leadership in

advancing quality philosophy and practices.

2017 Restructuring

During the 2016 strategic planning meeting, the team decided to discontinue use of the BHAG.

Although it did provide inspiration initially, there now are questions regarding its fairly focused

scope and the reliability of the quantifiable goal.

Instead, the division will now use the following statement to summarize its direction:

By 2020 ASQ is recognized as the preeminent society in the world for leadership in

advancing quality philosophy and practices.

We will do this by

• Enabling and equipping champions of performance excellence and continuous

improvement

• Informing, educating, and motivating members in a cost effective way

This will lead to sustainable

• Increased patient and customer satisfaction and improved organizational and

operational excellence through the advancement of the theory and practice of quality in

healthcare and the allied arts and science

• Positive changes to the culture of healthcare by maintaining high professional standing

among the division’s members

Maturity-Based Categorization System

Each of the 2017 strategic initiatives was assigned one of the following categorizations, based on

the strategic planning team’s analysis and decision regarding its priority in 2017:

• Explore—Used for goals that are being considered for further development and implementation. Recommendations regarding their valuable and viability are a minimally expected outcome of the strategic initiative. If they are deemed to be valuable and viable, a plan for moving them forward to full-scale implementation may also be an expected outcome.

• Develop—Used for goals that were previously explored and were determined to be valuable and viable for the division to adopt. During this stage, the associated strategic initiative is developed into a fully operational product, service, and/or support process. This includes determination of staffing requirements and sources, development of a detailed budget, and development and adoption by the Division Management Committee of a detailed implementation plan after feedback from Leadership Committee members has been obtained and considered.

• Maintain—Used for goals with existing approved plans that are underway. These products, services, and or support processes should be within one-year of shifting to the daily management system and not needing strategic attention. At that point, their processes should be so-well established that they no longer need special strategic oversight.

• Shift to Daily Management System—Used for goals whose associated products, services, and/or supporting processes have been developed completely and now are ready to become part of the division’s routine offerings.

• Revamp—Used for goals associated with the redesign of existing products, services, and/or support processes that have been impacted by changes in the environment surrounding the division and its activities. Effectively this classification sends the existing product, service, and/or support process back to the “Explore” stage, but it builds the required changes based on the historical baselines and newly obtained environmental information.

• Withdraw—Used for goals associated with existing products, services, and or support processes that have been impacted by changes in the environment surrounding the division and its activities. In this case, the historical baseline and newly obtained environmental information indicates that revamping the associated product, service, and/or support process is not worth the required investment of division resources, so an orderly discontinuation of the goal is planned.

Decisions Related to Review of the Environmental Scan Documents

Analysis of Considerations—ASQ Strategic Plan Required Actions:

• Determine if any of the current goals need to be shifted to different strategies in the ASQ plan, if they are maintained in the 2017

plan.

HCD Goal Global

Expansion

Membership

Transformation

Growing

Organizations

QBOK

Leadership

Operational

Excellence

Gift of

Quality

#1: Promote Quality Healthcare in Africa

Complete an Education Plan to enhance quality

healthcare in Africa

Maintain

Current

Alignment

#2: Retain First-Year Members

Develop and sustain a process to engage and

demonstrate membership value to first-year

members

Maintain Current

Alignment

#3: Engage Members

Increase member participation in division committees

and task groups

Maintain Current

Alignment

#4: Establish a Healthcare Certification

Develop a reading list from resources available in the

Healthcare Body of Knowledge and other sources

Maintain Current

Alignment

#5: Enhance Healthcare Market Task Groups

Develop and sustain task groups associated with key

healthcare market segments

Maintain Current

Alignment

HCD Goal Global

Expansion

Membership

Transformation

Growing

Organizations

QBOK

Leadership

Operational

Excellence

Gift of

Quality

#6: Healthcare Webinars

Develop and disseminate webinars based on

Healthcare Body of Knowledge content

Maintain Current

Alignment

#7: Obtain Grants, Sponsorships, and/or Donations

Promote activities that increase quality management

knowledge and skills in HCD members and their

organizations

Maintain Current

Alignment

#8: Expand the Healthcare Knowledge Center

Expand resources available to the Healthcare Body

of Knowledge and finalize the public portal for access

to collected materials

Maintain

Current

Alignment

#9: Establish an Operations Manual

Document and implement policies and procedures for

the division’s key operational process

Maintain Current

Alignment

#10: Establish Strategic Partnerships With Other

Organizations to Promote Engagement in Quality

Management

Maintain

Current

Alignment

Analysis of Considerations—Change Imperatives Group 1 CI #1: The meaning, relevance, and value of membership and networks is shifting

CI #2: Quality reach is extending across functions, affecting the work of every employee to create culture change

CI #3: Changing global landscape, supply chains, and economies require greater presence, diversity, sensitivity, and versatile skill sets

CI #4: The growing need for improved quality practices in developing countries and newer market sectors is impacting economic growth

and companies worldwide

CI #5: Open collaboration, partnerships, and new business models are driving growth

Required Actions:

• Determine which of the change imperatives, if any, needs to be addressed, if the current goal is maintained in the 2017 plan.

HCD Goal Change

Imperative

#1

Change

Imperative

#2

Change

Imperative

#3

Change

Imperative

#4

Change

Imperative #5




Category 2016: Explore

Proposed Category 2017: Develop

Change

Imperative

Needs to Be

Addressed

Change

Imperative

Needs to Be

Addressed

Change

Imperative Needs

to Be Addressed




members



Change

Imperative

Needs to Be

Addressed

Change

Imperative

Needs to Be

Addressed

HCD Goal Change

Imperative

#1

Change

Imperative

#2

Change

Imperative

#3

Change

Imperative

#4

Change

Imperative #5

#3: Engage Members

Increase member participation in division

committees and task groups



Change

Imperative

Needs to Be

Addressed

Change

Imperative

Needs to Be

Addressed


Develop a reading list from resources available in

the Healthcare Body of Knowledge and other

sources



Change

Imperative

Needs to Be

Addressed

Change

Imperative

Needs to Be

Addressed




Category 2016: Revamp

Proposed Category 2017: Revamp

Change

Imperative

Needs to Be

Addressed

Change

Imperative

Needs to Be

Addressed




Category 2016: Develop

Proposed Category 2017: Shift to Daily

Management System

Change

Imperative

Needs to Be

Addressed

Change

Imperative

Needs to Be

Addressed

Change

Imperative

Needs to Be

Addressed

HCD Goal Change

Imperative

#1

Change

Imperative

#2

Change

Imperative

#3

Change

Imperative

#4

Change

Imperative #5


Promote activities that increase quality

management knowledge and skills in HCD members

and their organizations



Change

Imperative

Needs to Be

Addressed

Change

Imperative Needs

to Be Addressed



of Knowledge and finalize the public portal for

access to collected materials



Change

Imperative

Needs to Be

Addressed

Change

Imperative

Needs to Be

Addressed

Change

Imperative

Needs to Be

Addressed

Change

Imperative

Needs to Be

Addressed

Change

Imperative Needs

to Be Addressed


Document and implement policies and procedures

for the division’s key operational process



Change

Imperative

Needs to Be

Addressed



Management



Change

Imperative

Needs to Be

Addressed

Change

Imperative

Needs to Be

Addressed

Change

Imperative Needs

to Be Addressed

Analysis of Considerations—Change Imperatives Group 2 CI #6: Explosion of content and more points of access requires faster, more open ways of generating and disseminating highly relevant

knowledge

CI #7: Rising expectations and accountability for social responsibility and a mission for doing good

CI #8: Leadership demands thought leadership that is real-time, bold, forward thinking, and actively takes a point of view

CI #9: Content is driving networks rather than networks driving content—people are increasingly forming their own groups, and

gravitating less toward life-long organizations that determine content

CI #10: The pace of change requires increased innovation and driving more agile practices and structures within organizations

Required Actions:

• Determine which of the change imperatives, if any, needs to be addressed, if the current goal is maintained in the 2017 plan.

HCD Goal Change

Imperative

#6

Change

Imperative

#7

Change

Imperative

#8

Change

Imperative

#9

Change

Imperative

#10



demonstrate membership value to first-year members



Change

Imperative

Needs to Be

Addressed

Change

Imperative

Needs to Be

Addressed

Change

Imperative

Needs to Be

Addressed

Change

Imperative Needs

to Be Addressed

#3: Engage Members

Increase member participation in division committees

and task groups



Change

Imperative

Needs to Be

Addressed

Change

Imperative

Needs to Be

Addressed

Change

Imperative

Needs to Be

Addressed

Change

Imperative Needs

to Be Addressed

HCD Goal Change

Imperative

#6

Change

Imperative

#7

Change

Imperative

#8

Change

Imperative

#9

Change

Imperative

#10






Change

Imperative

Needs to Be

Addressed

Change

Imperative

Needs to Be

Addressed

Change

Imperative Needs

to Be Addressed


Develop and disseminate webinars based on Healthcare

Body of Knowledge content


Proposed Category 2017: Shift to Daily Management

System

Change

Imperative

Needs to Be

Addressed

Change

Imperative

Needs to Be

Addressed

Change

Imperative Needs

to Be Addressed


Promote activities that increase quality management

knowledge and skills in HCD members and their

organizations



Change

Imperative Needs

to Be Addressed


Expand resources available to the Healthcare Body of

Knowledge and finalize the public portal for access to

collected materials



Change

Imperative

Needs to Be

Addressed

Change

Imperative

Needs to Be

Addressed

Change

Imperative

Needs to Be

Addressed

Change

Imperative Needs

to Be Addressed

HCD Goal Change

Imperative

#6

Change

Imperative

#7

Change

Imperative

#8

Change

Imperative

#9

Change

Imperative

#10


Document and implement policies and procedures for

the division’s key operational process



Change

Imperative

Needs to Be

Addressed

Change

Imperative Needs

to Be Addressed



Management



Change

Imperative

Needs to Be

Addressed

Change

Imperative Needs

to Be Addressed

Analysis of Considerations—Global State of Quality Research Required Actions:

• Determine which of the global state of quality research findings, if any, needs to be addressed, if the current goal is maintained in

the 2017 plan.

HCD Goal Quality: Strategic

Asset, Competitive

Differentiator

Business

Performance

Impact

Accelerating

“Qustomer”

Setbacks:

Controlled or

Not

Knowledge,

Learning, and

Culture






Take This Finding

Into Consideration

Take This Finding

Into

Consideration




members



Take This Finding

Into

Consideration

#3: Engage Members

Increase member participation in division

committees and task groups



Take This Finding

Into

Consideration


Asset, Competitive

Differentiator

Business

Performance

Impact

Accelerating

“Qustomer”

Setbacks:

Controlled or

Not

Knowledge,

Learning, and

Culture


Develop a reading list from resources available in

the Healthcare Body of Knowledge and other

sources



Take This Finding

Into Consideration

Take This Finding

Into

Consideration


Develop and sustain task groups associated with

key healthcare market segments



Take This Finding

Into

Consideration





Proposed Category 2017: Shift to Daily

Management System

Take This Finding

Into

Consideration



of Knowledge and finalize the public portal for

access to collected materials



Take This Finding

Into

Consideration


Asset, Competitive

Differentiator

Business

Performance

Impact

Accelerating

“Qustomer”

Setbacks:

Controlled or

Not

Knowledge,

Learning, and

Culture


Document and implement policies and procedures

for the division’s key operational process



Take This Finding

Into Consideration



Management



Take This Finding

Into Consideration

Take This Finding Into

Consideration

Analysis of Considerations—Voice of the Member Survey Required Actions:

• Determine if the prevailing feedback from the voice of the customer survey needs to be addressed, if the current goal is maintained

in the 2017 plan.

HCD Goal Overall—

Satisfiers

Overall—Dis-

satisfiers

Current

Products and

Services—

Satisfiers

Current

Products and

Services—Dis-

satisfiers

New Products

and Services—

Satisfiers

New Products

and Services—

Dis-satisfiers

Key Feedback Areas • Online classes

• More member

involvement

• Certification

plans

• Communication

frequency

• Website and

messaging

issues

• Available

content—

webinars,

website, and

other resources

• Local

connectivity

• Healthcare

Update

newsletter

• Healthcare

Knowledge

Center

• HCD website

• Division

sponsorship

at the Lean

Six Sigma

Conference

• Sponsorship

of the

Nightingale

Scholarship

• Member

reception

with speaker

at WCQI

• Publications

• Healthcare-

related

certification

program

• Virtual

conference

• Healthcare

professionals

for ASQ-and

division-level

recognition

• Global

education/

training/

certification

projects

None

HCD Goal Overall—

Satisfiers

Overall—Dis-

satisfiers

Current

Products and

Services—

Satisfiers

Current

Products and

Services—Dis-

satisfiers

New Products

and Services—

Satisfiers

New Products

and Services—

Dis-satisfiers


Develop and sustain a process to

engage and demonstrate membership

value to first-year members



Take These Findings

Into Consideration

Take These

Findings Into

Consideration

#3: Engage Members

Increase member participation in

division committees and task groups



Take These Findings

Into Consideration

Take These

Findings Into

Consideration

Take These

Findings Into

Consideration

#4: Establish a Healthcare

Certification

Develop a reading list from resources

available in the Healthcare Body of

Knowledge and other sources



Take These Findings

Into Consideration

Take These

Findings Into

Consideration

Take These

Findings Into

Consideration

HCD Goal Overall—

Satisfiers

Overall—Dis-

satisfiers

Current

Products and

Services—

Satisfiers

Current

Products and

Services—Dis-

satisfiers

New Products

and Services—

Satisfiers

New Products

and Services—

Dis-satisfiers


Develop and disseminate webinars

based on Healthcare Body of

Knowledge content


Proposed Category 2017: Shift to

Daily Management System

Take These Findings

Into Consideration

Take These

Findings Into

Consideration

#8: Expand the Healthcare

Knowledge Center

Expand resources available to the

Healthcare Body of Knowledge and

finalize the public portal for access




Take These Findings

Into Consideration

Take These

Findings Into

Consideration

Analysis of Considerations—Leadership Committee Survey Results Required Actions:

• Determine if the prevailing feedback from the voice of the customer survey needs to be addressed, if the current goal is maintained

in the 2017 plan.

HCD Goal Current Goal—

Satisfiers

Current Goal—

Dis-satisfiers

Alignment to

ASQ

Strategies

Addressing the

ASQ Change

Imperatives

Reaction to

Member/

Leader

Proposals

#1: Promote Quality Healthcare in

Africa

Complete an Education Plan to

enhance quality healthcare in Africa



• Do not limit this

goal to Africa


Develop and sustain a process to

engage and demonstrate membership

value to first-year members



• Expand goal to

include all

members


Satisfiers

Current Goal—

Dis-satisfiers

Alignment to

ASQ

Strategies

Addressing the

ASQ Change

Imperatives

Reaction to

Member/

Leader

Proposals

#4: Establish a Healthcare

Certification

Develop a reading list from resources

available in the Healthcare Body of

Knowledge and other sources



• Need to

determine

market demand

• Need to develop

specific metrics

• Need to

determine

cost/benefit

ratio

#5: Enhance Healthcare Market Task

Groups

Develop and sustain task groups

associated with key healthcare

market segments



• Need to

determine

cost/benefit

ratio

#7: Obtain Grants, Sponsorships,

and/or Donations

Promote activities that increase

quality management knowledge and

skills in HCD members and their

organizations



• Need to ensure

grants,

sponsorships,

and/or

donations do not

require the

division to make

inappropriate

commitments


Satisfiers

Current Goal—

Dis-satisfiers

Alignment to

ASQ

Strategies

Addressing the

ASQ Change

Imperatives

Reaction to

Member/

Leader

Proposals

#8: Expand the Healthcare

Knowledge Center

Expand resources available to the

Healthcare Body of Knowledge and

finalize the public portal for access




• Continue

baseline process

of identifying

existing content

from the QBOK

that applies to

HCD


Document and implement policies and

procedures for the division’s key

operational process



• Should be

incorporated

into the

division’s

ongoing

management

processes

#10: Establish Strategic Partnerships

With Other Organizations to Promote

Engagement in Quality Management



• Limit

partnerships to

products,

services, and

activities that

will benefit

most

Summary of Factors’ Impacts on 2016 Strategic Initiatives and Potential New 2017 Strategic Initiatives Required Actions:

• Summarize the high-level changes to the current 2016 strategic initiatives.

• Identify new strategic initiatives for inclusion in the 2017 plan.

HCD Goal Overall Decision and Leader Assigned to

Develop 2017 Metrics and Targets

#2017-1: Promote Quality Global Healthcare

ASQ Strategy Alignment: Global Expansion

2017 Maturity-Based Category: Revamp

Revamp 2016 strategic initiative to address changing

environmental factors.

Assigned leaders: Sue Peiffer and Graciela de Lujan

Perez

#2017-2: Increase Member Retention

ASQ Strategy Alignment: Membership Transformation




Assigned leaders: Sue Peiffer, Debbie Hopen, Bill

Dunwoody, and Marla Wachtl

#2017-3: Increase Member Participation in Division Committees and Task Groups


2017 Maturity-Based Category: Develop

Continue currently established approach.

Assigned leaders: Debbie Hopen

#2017-4: Identify Approaches for Healthcare-Related Certifications





Assigned leaders: Debbie Meeks and Carol Knight-

Wallace



#2017-5: Improve Outreach Processes


2017 Maturity-Based Category: Explore

Determine if there is a practical way for HCD to

address these member needs without an excessive

investment of resources.

Assigned leaders: Marla Wachtl and Debbie Hopen

#2017-6: Determine Potential Conference Approaches




sponsor/participate in conferences without an

excessive investment of resources and in a way that

fosters broad member participation (regardless of the

member’s location).

Assigned leaders: Dan Rand and Graciela de Lujan

Perez

#2017-7: Attract and Engage Young Quality Practitioners



Determine how to best engage young quality

practitioners, based on their preferred approaches.

Assigned leaders: Gary Kollm and Marla Wachtl

#2017-8: Expand the Healthcare Knowledge Center

ASQ Strategy Alignment: QBOK Leadership

2017 Maturity-Based Category: Develop

Continue currently established approach, adding new

processes for sourcing content items.

Assigned leaders: Swami Reyes

#2017-9: Implement a Process for Commissioning Publications

ASQ Strategy Alignment: QBOK Leadership



commission specific publications from selected

authors that can further the division’s goals and/or

generate revenue.

Assigned leaders: Deb Owens

Healthcare Webinars

2017 Maturity-Based Category: Shift to Daily Management System



Obtain Grants, Sponsorships, and/or Donations


Establish an Operations Manual


Establish Strategic Partnerships With Other Organizations to Promote Engagement in

Quality Management


Transitioning From 2016 to 2017 Strategic

Initiatives Decisions Related to Strategic Initiatives and Supporting

Rationale

2016-#1, 2017-#1 Strategic Initiative:

2016 Version

Promote Quality Healthcare in Africa Complete an Education Plan to enhance quality healthcare in Africa

2017 Version

Maturity Categorization: Revamp

2017 Alignment with ASQ Strategies: Global Expansion

Description: Promote Quality Global Healthcare

• Pilot an education plan in Kenya with Ubrica

• Contract with ASQ to administer a certification program associated specifically

with the educational materials

• Determine targeted expansion locations and local partners

• Begin implementation of expansion plan

Key Rationale for Decision:

• Development of the pilot education plan for Kenya is proceeding on schedule, and the

pilot will be launched in February 2017.

• Requests for expansion beyond Kenya/Africa have been received.

• The Leadership Committee members indicated that the U.S. should be included in

this project.

• An approach for ASQ to administer a division-developed Green Belt Certification

has been proposed and warrants additional exploration.


2016 Version

Retain First-Year Members

Develop and sustain a process to engage and demonstrate membership value to first-year

members

2017 Version


2017 Alignment with ASQ Strategies: Membership Transformation

Description: Increase Member Retention

• Identify issues associated with email communications

• Implement improved email communication processes

• Use those processes to promote products, services, and activities

• Create an enhanced process for communicating with new members


• Issues with renewal involve more than just first-year members although they tend

to have the highest non-renewal frequency.

• Recent tracking indicates that only 21.8% of members are opening the messages

sent by the division or ASQ for the division.

• Identification of the root causes of this low rate need to be determined so that the

division can improve member communications.

• The cost of postal messaging is prohibitively expensive.

• A special approach for engaging new members is warranted.


2016 Version

Engage Members

Increase member participation in division committees and task groups

2017 Version

Maturity Categorization: Develop


Description: Increase member participation in division committees and task groups

• Continue implementation of the new volunteer identification process

• Develop a process for obtaining volunteer satisfaction data


• The new volunteer identification process was launched recently and its

effectiveness still is being investigated.

• When that process was initiated, the division leaders agreed that a process needed

to be developed for measuring volunteer satisfaction and addressing any indicated

issues.


2016 Version

Establish a Healthcare Certification

Develop a reading list from resources available in the Healthcare Body of Knowledge and other

sources

2017 Version



Description: Identify Approaches for Healthcare-Related Certifications

• Determine if there is a sufficiently sized market to support development of a

certification to address the focus areas determined in 2016

• Begin development of a certification process if a sufficient market exists

• Identify opportunities for partnering with other organizations’ certifications if a

sufficient market does not exist

• Support the development of the global healthcare education certification process


• Members continue to express an interest in healthcare-related certification.

• Members of the Leadership Committee continue to question whether there is a

substantial enough market to justify the investment ASQ currently requires for

developing a new certification program.

• Changes in the approaches ASQ uses for its certification programs seem to be

changing, and there may be an opportunity for HCD to propose a more palatable

alternative process.

• The scope and topics associated with a potential healthcare-related certification

program have not been defined clearly in the past, but the newly formed team has

begun working systematically to define these elements.

• The process proposed for the “Quality Global Healthcare” strategic initiative

presumes that certification will be included. In this case, the certification approach

is expected to differ significantly from other ASQ certification programs. It will

include demonstration of mastery through completion of a DMAIC project and

examination on knowledge and skills related to the educational content provided.


2016 Version

Enhance Healthcare Market Task Groups

Develop and sustain task groups associated with key healthcare market segments

2017 Version

Maturity Categorization: Explore


Description: Improve Outreach Processes

• Investigate approaches for connecting with sections (with limited resource

investment)

• Investigate approaches for connecting with members from specific healthcare

markets (with limited resource investment)


• Members continue to express an interest in having HCD interact with local sections

and/or sponsor local events.

• Members of the Leadership Committee have observed that the special interest

group (SIG) approach has not worked consistently well at the section level. Most

sections have not wanted to maintain the structure and activities incorporated in

HCD’s SIG process. Instead, sections seem to be focused on requesting financial

support from HCD for local activities—without actual involvement or oversight from

the division.

• Members of the Leadership Committee also have observed that it has been difficult

to sustain the market-focused SIGs, and few tangible outcomes have been

demonstrated by their activities.

• The division could improve its reputation and potentially grow its membership by

having a more noticeable local presence.

• The division could foster interaction among members involved in specific markets

who share a desire to network and exchange information.

• Minimizing the required resources—financial and people—to gain these possible

positive outcomes needs to be a key constraint in the development of any new

approaches.

2017-#6 Strategic Initiative (New):

2017 Version



Description: Determine Potential Conference Approaches

• Investigate existing/planned conferences within and outside of ASQ that HCD

should support and promote

• Determine if HCD should develop its own virtual conference


• Members find little value in the division sponsoring presentations at conferences

that they cannot attend.

• The Leadership Committee is concerned about the return on investment from a

member perspective related to the sponsorship of conference speakers.

• Finding an approach that would make conference-type presentations accessible to

almost all division members could address these concerns. Virtual conferences might

be a possible approach, and they could be built on the division’s existing successful

webinar process.


2017 Version



Description: Attract and Engage Young Quality Practitioners

• Investigate preferences of young quality practitioners for division engagement

• Propose approaches for attracting and engaging this group


• Recent research by ASQ indicates that young quality practitioners have different

preferences regarding products, services, activities, and engagement.

• HCD would benefit from having a more diverse group of engaged members.

• Understanding and responding to the preferences of young quality practitioners

could help HCD establish a more robust and sustainable member base.


2016 Version

Expand the Healthcare Knowledge Center

Expand resources available to the Healthcare Body of Knowledge and finalize the public portal

for access to collected materials

2017 Version

Maturity Categorization: Develop

2017 Alignment with ASQ Strategies: QBOK Leadership

Description: Expand the Healthcare Knowledge Center

• Implement a new process for reviewing and editing items submitted by division

members

• Identify other potential publications and conferences for item exchange


• The current Healthcare Knowledge Center includes almost exclusively items that

have been published previously in ASQ journals/magazines or conference

proceedings. The process associated with vetting which of those items from the

Society’s QBOK should be included in the HBOK is in place and should be

transferred to the daily management system.

• Two other processes for acquiring content need to be developed and piloted—

original items submitted for complete technical review and items originally published

by other organizations with whom ASQ would need to contract.


2017 Version


2017 Alignment with ASQ Strategies: QBOK Leadership

Description: Implement a Process for Commissioning Publications

• Establish a process for identifying topics and authors for the monograph series

• Investigate potential publication opportunities with ASQ Quality Press


• The recent publication of A Hospital-Based Healthcare Quality Management System

Model monograph has demonstrated the impact that division-generated publications

can produce.

• If HCD wants to expand its development of division-generated publications, it needs

a process that identifies how topics and authors will be selected and whether

authors should be compensated for their commissioned work.

• ASQ Quality Press is interested in working with the division on new books, which

would generate a royalty stream to HCD.

• If HCD develops one or more certification programs, it would immediately have an

opportunity to work with ASQ Quality Press to publish a handbook.

2016-#6, 2017-DMS Strategic Initiative:

2016 Version

Healthcare Webinars

Develop and disseminate webinars based on Healthcare Body of Knowledge content

Maturity Categorization: Shift to Daily Management System

Key Rationale: The processes associated with webinar topic and speaker identification,

presentation/recording, and archiving have been developed and are working well. No additional

strategic support is required for this area.


2016 Version

Obtain Grants, Sponsorships, and/or Donations

Promote activities that increase quality management knowledge and skills in HCD members and

their organizations


Key Rationale: The processes associated with identifying grants, sponsors, and donors have been

investigated. Policies and procedures will be completed by December 31, 2016. In the future these

approaches will be linked directly to specific products, services, and/or projects. No additional

strategic support is required for this area.


2016 Version

Establish an Operations Manual

Document and implement policies and procedures for the division’s key operational process

M Maturity Categorization: Shift to Daily Management System

Key Rationale: The highly prioritized policies and procedures will be completed by December 31,

2016. Lower priority governing documents and revisions will be addressed through continuous

improvement of the baseline system. A committee will be established to provide oversight to these

efforts. No additional strategic support is required for this area.


2016 Version

Establish Strategic Partnerships With Other Organizations to Promote Engagement in Quality

Management


Key Rationale: The processes associated with identifying partners have been investigated. Policies

and procedures will be completed by December 31, 2016. In the future these approaches will be

linked directly to specific products, services, and/or projects. No additional strategic support is

required for this area.

2017 HCD Business Plan Draft Submitted to TCC for Initial Review on September 12, 2016