Strategic plan 2017-20

ADEA Strategic Plan 2017-2020

Vision

ADEA is the leading organisation in the development and provision of quality, evidence-based diabetes education and standards.

Guiding Principles

1. Professionalism

We instil professionalism in the standards we set, in our delivery of education and through our members.

Priorities:

• Develop further evidence-based national standards that are relevant and maintain currency through regular evaluation
• Maintain our core business in accreditation and credentialling
• Promote appropriate implementation of our standards across Australia

2. Innovation

We use research to enable innovation in diabetes management.

Priorities:

• Fund and promote outcome-based research including self-management and lifestyle focused studies
• Measure the outcomes of CDE practice and promote evidence-informed innovation
• Translation of standards into practice.

3. Person-centred

We promote a person-centred approach to prevention and management of diabetes.

Priorities:

• Implement outcomes from research in early intervention, prevention and management
• Meaningful engagement and collaboration with consumers regarding priorities that impact their care
• Focus on the specialised and individualised education and management process of CDE practice

4. Relevance

We maintain our relevance by improving value to our members and key stakeholders.

Priorities:

• Government, policy and stakeholder advocacy to increase the awareness, utility and use of CDEs
• Tap into our extensive outreach network
• Provide value to our members that encourages membership growth
• Remain at the forefront of changes and opportunities relating to diabetes education and management

Context behind the development of the Strategic Plan

Background

The current ADEA Strategic Plan 2012 will expire in 2017, therefore we have been going through a process to develop a new one commencing 2017.

Why have a strategic plan?

The Strategic Plan is a high level document that serves as guide for the organisation both in terms of strategic intent and direction. The strategic plan is used to construct a detailed business plan each year that outline the detail and budget associated with its implementation.

A strategic Plan is an essential document for any organisation as it provides the blueprint for directions and decisions by the board and management to ensure efficient and effective uses of resources and its performance and to guide the organisation into the future.

It is the primary document from which all other documents are drawn, such as a corporate plan, annual business plans, budgets and individual work plans, and some policy decisions. It provides order and direction to an organisation.

Strategy development and monitoring its implementation are primary functions of strong governance by the boards of all organisations. In order to protect member interests, the board must be confident the strategic plan fits the risk profile of the organisation, will generate appropriate returns, and is consistent with the purpose, vision and values of the organisation. Management’s role is to have input into its development and then implement the strategic plan through development of detail within corporate and business plans and to meet the objectives therein. The board has final approval of the plan and monitors its implementation.

The process so far

Stage 1

Over 90 members provided initial feedback to a survey to gain input into the development of the draft Strategic Plan. This feedback was incorporated in Stage 2.

Stage 2

The board had a facilitated planning day to develop the next Strategic Plan and incorporate member feedback in that process. The following gives you a flow and flavor of the planning day:

Opening of planning day by Tracy Aylen – President

In the past, we have been exposed to strategy planning approaches where we involved various Committees and Branch chairs.

Our workshop today is not just about the next three years but about the organisation in the longer term. We need to be thinking about the longer term of our objectives and goals. To help us with this longer term thinking, we have completed a SWOT analysis with the help of our members, as a good foundation for the future.
There are also numerous positives with the direction we are heading in. We have increased stakeholder communication (for example, through the Deloitte Report) providing opportunity to harness for lobbying processes for CDE access.

We have big opportunities today! As part of the preparation for today, we sought input from our members. We conducted a survey; over 90 people responded to this survey – the results of which have been shared with you.

Purpose

• Board members brought together in a facilitated conversation to explore the future direction of ADEA.
• It considered what the future vision for ADEA should be in the next 3 – 5 years.
• Sought to place the Board members in the shoes of its stakeholders to help better understand their needs and requirements and how this impacts ADEA as an organisation.
• Articulated key principles that ADEA will focus on with some high-level priority areas that require further exploration.
• Enabled the Board to reflect on critical risks and possibilities to take ADEA forward in the future.
• Engaged the Board in a creative way to engage with these ideas, risks and opportunities using games as a medium.

Photos of the initial process – defining the context

External

Internal

We also explored:

• Stakeholders: members, industry, collaborators and competitors, people with diabetes, teaching institutions and government departments
• Key drivers:
  • Proactively reframing and controlling our relevance in the healthcare environment
  • Our membership and the value that we provide to them
  • Our ability to keep up with technological developments
  • Effective establishment and implementation of Diabetes standards into clinical practice
  • Political environment: changes in government, political leadership and policy
  • Budget
  • Build advocacy to lobby government
  • Medicare freeze and CDE funding
  • Partnerships and work activities with other diabetes organisations
  • Funding and regulation role of CDEs
  • Health system focus on diabetes across all layers of government
  • Private health insurance
  • Our organisational structure
  • Internal leadership and the direction they provide us as an organisation
  • APHRA recognition of CDE
• Strategic risks: explored through key questions:
  • How do we ensure our specialty is recognised?
  • What should be our field of control?
  • How do we provide value to our stakeholders with tightening budget and resources?
  • What is it specifically that we do and do well that members value us so highly?
  • How can we improve /ensure maintenance of these factors?

Future vision – a process in picture form

This leads to our Strategic Intent or future vision for ADEA:

ADEA is the leading organisation in the development and provision of quality, evidence-based diabetes education and standards.

Stages 1 and 2 have culminated in the draft Strategic Plan, which has 4 Guiding Principles with associated priorities. These will guide the business plan that will be the vehicle through which these are implemented.

A Journey to the Guiding Principles

Stage 3

We are now ready to share the 2017-20 Strategic Plan with members.

This will be launched at the 2016 ASM.