About MSHA

2016-2019 Strategic Plan

 

Mississippi Speech-Language-Hearing Association

Strategic Plan

March 2, 2016-February 28, 2019

 

Vision Statement

Empowering communication professionals to optimize service delivery and quality of life for all.

  

Mission Statement

MSHA supports audiologists and speech-language pathologists through education, networking, maintaining ethical standards, and advocacy for positive change.

 

 Note: All board members and designated committee chairs will participate in completion of specific strategies as directed by the “Person Responsible” with approval of the president or presidential committee.

Strategic Objectives and Organization Goals

Focus:  Finance

Strategic Objective: To increase the revenue of the association by 25% within 3 years.

 

Organizational Strategies

Person Responsible

End Date

Survey conference participants to determine reason for attendance.

VP Finance

May 1, 2016

Research other state associations regarding conference expenses.

●     Fees for speakers

●     Travel expenses

VP Finance

May  31, 2016

Cut conference expenses based on data collected.

VP Finance

July, 2016

Increase non-dues revenue in new areas:

●     Webinars (at least 1 per year)

●     Marketing – products by next year’s conference

●     Advertising (by conf. next yr.)

●     Sponsors and exhibitors (3 per yr.)

VP Finance

Ongoing – February, 2019

 

Outcome: 

  • Increased revenue and further financial stability of the association with appropriate reserve funds.

Indicators of Success: 

  • 25% increase in revenue
  • ½ income non-dues, ½ income membership, ½ - 1 yr. income in reserve
  • Decrease in costs to run state conference
  • Increased number of webinars offered (minimum - 1 per year for a total of 3)
  • Increased number of sponsors and exhibitors at conference (3 per year for a total of 9 in 3 years)
  • Newly developed products/marketing materials

 

Focus: Membership

Strategic Objective: To increase membership by 25% in 3 years.

 

Organizational Strategies

Person Responsible

End Date

Increase student membership by President’s appointment of a student representative to the board to bridge communications with universities.

●     Speaking at each university (5) once per year for the next 3 years.

Membership Chair and Past President

Student appointment by October 2016.

●     Ongoing- 2016, 2017, 2018

Produce video e-blasts  encouraging membership as well as the following:

●     Advocacy

●     Speech-Language Evaluation Instrument

●     Did You Know

Membership Chair and Past President

November,  2016

Increase healthcare-based speakers by 10% and healthcare based attendees to conference.

Membership Chair, Past President, VP Healthcare and VP Audiology

February, 2019

 

Outcome:

  • Increased student and full members with emphasis on healthcare-based members.

Indicators of Success: 

  • A continued increase noted in membership data in 2016, 2017, 2018
  • In 3 years have completed 15 speaking engagements with universities
  • Graduate student member appointed to the board by the president annually
  • 10% increase in healthcare-based speakers and attendees

 

 

 

 

 

 

Focus: Advocacy/Networking

Strategic Objective: To partner with a minimum of 5 agencies/professions to increase support for MSHA related issues.

Organizational Strategies

Person Responsible

End Date

Research associations who have shared views to develop alliances (Telehealth, Medicaid, Dyslexia, ABA)

VP of Healthcare, VP of Schools, VP Audiology, and Legislative Chair

December 2016

Establish and maintain relationship with point of contact at each identified association (Start in January, 2017).

VP of Healthcare, VP of Schools, VP Audiology, and Legislative Chair

Ongoing 2017, 2018

Create 1 coalition a year.

VP of Healthcare, VP of Schools, VP Audiology, and Legislative Chair

Ongoing by end of 2016, 2017, 2018

 

Outcome:

  • Established relationships that lend to collaboration when advocacy issues across professions is impacted, requiring communication and joint initiatives.

Indicators of Success: 

  • A list of point of contacts
  • Invitations to meetings/events
  • Joint advocacy efforts

 

 

 

 

 

 

 

 

Strategic Plan Manager:   Executive Director

Evaluation of Progress:

2016

1st Quarter

June 1, 2016

2nd Quarter

Sept. 1, 2016

3rd Quarter

Dec. 1, 2016

4th Quarter

March 1, 2017

 

2017

1st Quarter

June 1, 2017

2nd Quarter

Sept. 1, 2017

3rd Quarter

Dec. 1, 2017

4th Quarter

March 1, 2018

 

2018

1st Quarter

June 1, 2018

2nd Quarter

Sept. 1, 2018

3rd Quarter

Dec. 1, 2018

4th Quarter

Feb. 28 , 2019

 

 

  • Are you where you thought you’d be?
  • How far are you off?
  • What is on and off target – What do we need to adapt in our plan?
  • What can we do to be more effective as a team?
  • What emerging strategic topics do we need to identify and solve?

 

 

 

 

 

Strategic Planning Meeting Notes

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Date of Meeting:  March 2, 2016

Attendance:  Rebecca Lowe, President;  Camille Williams-Past President; Claudette Edwards, President-Elect; Emily York, Vice-President: Audiology; Leslie J. Hammond, Vice President: Continuing Education; Gordon Stanfield, Vice-President: Finance;  Karen Price, Transitioning to Past Vice-President of Finance (Stopped in for portion); Jeffalyn Trammel, Vice-President: Healthcare; Edie Jones, Vice-President: Public Relations and Marketing; Melissa Ladner, Vice-President: School Issues; Ricki Garrett, Executive Director;  Cheris Frailey, Strategic Planning Facilitator (ASHA)

Agenda:

  • Mission
  • Vision
  • SWOT Analysis
  • Long-Term Goals
  • Short-Term Goals/Strategies
  • Assigning deadlines, tasks, strategic plan manager

 

MISSION

What does your association do best?

  • Support/Service
    • Support past, current and future SLPs and audiologists and those whose lives are affected by them
    • Striving to ensure the best services are offered to the community
    • Provide information and services to SLPs and audiologists
    • Provides support and encouragement to its fellow leaders and staff
    • Seeks to continually improve upon its service to the communication-impaired and the professionals who serve them in MS
  • Advocacy
    • Advocating for our students, clients, patients, etc.
    • Act as a liaison between our membership and the ever evolving standards set by state and federal regulations
    • Provide representation in professionally related state and national organizations
  • Ethics
    • Monitor for ethics violations and promote responsibility in the work place.
    • Promotes high standards of qualifications and ethical practice
  • Guidance
    • Provides guidance to its members for educational services
  • Promote
    • Promotes awareness to the general public about the professional services that members provide
  • Advocacy
    • Coordinates with regulating bodies to ensure the continuing integrity of the profession in the state

 

MSHA exists to…

  • Support
    • Support our membership, our profession and all those whose lives are affected by our purpose, education and experience in order to maximize quality of life
  • Advocacy
    • Provide advocacy to ensure quality of services are consistently met
    • Provide guidance to the governing bodies that regulate the services that members provide.
    • Support and protect the profession
  • Continuing Education
    • Help acquire continuing education
    • Provide continuing education
  • Provides information, encourages, and promotes our profession
  • Standards
    • Set highest standards
  • Promote
    • Promote the association to the public
    • Expand public awareness

 

MSHA Provides…

  • Communication
    • An outlet of communication for all SLPs/audiologists
  • Continuing Education
    • Continuing education opportunities
    • Online, onsite annually
    • High Quality
  • Advocacy
    • Legislative support
    • Monitors threats to the integrity of the profession from pending legislation or regulations
    • Promotes the profession
  • Information
    • Information to members
    • Awareness to the public about communication issues
  • High Standards
    • highest standards of ethical practice and ethics monitoring.

 

MSHA Serves…

  • SLPs/audiologists
  • The public
  • Clients
  • Members
  • Communication-Impaired
  • Related Professionals

 

MSHA does this through…

  • Advocacy
    • Legislative representation
    • Lobbying
    • Contact with the regulating agencies
    • Educating the public
  • Communication
    • Newsletter
    • Social media
    • Webinars
    • E-blasts
    • News reports
  • Continuing Education
    • Conference

VISION

Where do you want your association to be in the future?

  • Financial stability, flexibility, prosperity
  • Trusted and respected organization
  • All SLPs/audiologists in state to be active members
  • Empower SLPs, audiologists, related professionals and students with inspiration and skills to motivate the communication-impaired in the utilization of effective communication.
  • Establishing/supporting quality communication services while equipping our “leaders of tomorrow” to advocate for our clients and profession and continue to lead MSHA forward.
  • Grow in numbers, reflecting a diverse group of servicing, informed, involved individuals. MSHA can be relevant to all professions represented and all client populations. I hope we as a board strive to make sure there is something for everyone.  I hope the knowledge/guidance/opportunities we provide pave the way to risk taking, pursuing the challenge of involvement professionally, in our chosen careers, and in our organizations.

MSHA helps whom?

  • Membership, present/future membership
  • SLPs/Audiologists
  • Community, Clients, Families
  • Everyone
  • Communication-impaired and the professionals that service them.
  • Clients, professionals, future MSHA leaders

MSHA fulfills what purpose?

  • Continued support, accountability, stability for our futures
  • Active advocates for SLPs/audiologists
  • Offers CEUs
  • Provides support and guidance to our profession in the state
  • Makes communication accessible
  • Empowers the communication-impaired and the professionals that treat them
  • Establish, support, equip
  • Education and stimulation of the highest quality of service

MSHA solves what problem?

  • Helping people understand issues and solutions with communication disorders and helping our professions to get that message to the public
  • Communication Difficulty
  • Communication-impairments and less effective skills and support of professionals who serve the communication-impaired.
  • Lack of effective communication and lack of function equipping our students to be leaders in our association
  • Limited accessibility to the most current policy

MSHA ultimately aims for…

  • Quality of service in every area we affect or are affected by.
  • Increased membership numbers to allow for greater efficiently financially and increased “strength in numbers”.
  • A continuous flow of resources to help the public and professionals of our state
  • Accessible Communication
  • Increase in communication skills for the communication-impaired via inspiring CEs and uplifting support for the professionals who treat them.
  • Quality services, advocating for profession, equipping the next generation of potential MSHA leaders
  • Unity, competence and joy in service delivery

 

SWOT:

Strengths – What can we build on?

  • Legislation and lobbying
  • Advocating professional state entities
  • Involvement of university students
  • Diversity of leadership
  • Strength of continuing education programs
  • Transparency of board operations
  • Continuity of leadership

Weaknesses – What can we improve upon?

  • Financial status
  • Membership
  • Leadership training
  • Marketing
  • Audiology participation
  • Membership volunteers
  • Student participation
  • University participation
  • Limited marketing to draw other professionals
  • Not reaching the culturally diverse population and generational poverty

Opportunities – What are your members asking for?

  • Tri-alliance
  • Work with AAA
  • Webinars
  • Develop more interaction with all academic institutions
  • Advertising
  • Social Media
  • Develop telepractice at medical/school locations
  • 216 track CEU’s at conference
  • Student/mentor networking
  • High school/Junior college recruitment
    • Allied health class presentations, P2P displays, etc.
  • Student opportunity for leadership

Threats – What hinders growth or ability to meet goals?

  • People not understanding MSHA or benefits of membership
  • Financial status
  • Lack of education of what MSHA does
  • Online CEUs
  • More local places to get CEUS
  • Gulf Coast Speech Hearing Association and related associations
  • Time & money to come to educational conference