Achieving Excellence in Member Service: ASHA’s Strategic Pathway “Would you tell me which way I ought to go?” asked Alice. “That depends a good deal on where you want to get,” said the Cat. “I really don’t care where,” replied Alice. “Then it doesn’t much matter which way you go,” said the Cat. —Lewis Carroll, Alice’s Adventures in ... ASHA News
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ASHA News  |   January 01, 2008
Achieving Excellence in Member Service: ASHA’s Strategic Pathway
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Professional Issues & Training / ASHA News & Member Stories / ASHA News
ASHA News   |   January 01, 2008
Achieving Excellence in Member Service: ASHA’s Strategic Pathway
The ASHA Leader, January 2008, Vol. 13, 20-21. doi:10.1044/leader.AN3.13012008.20
The ASHA Leader, January 2008, Vol. 13, 20-21. doi:10.1044/leader.AN3.13012008.20
“Would you tell me which way I ought to go?” asked Alice. “That depends a good deal on where you want to get,” said the Cat. “I really don’t care where,” replied Alice. “Then it doesn’t much matter which way you go,” said the Cat.
—Lewis Carroll, Alice’s Adventures in Wonderland (1865)
Unlike Alice, ASHA is clear about its destination—a standard of excellence that will ensure that members value their affiliation with ASHA and its programs, products, and services. To get to this destination, ASHA has developed its “Strategic Pathway to Excellence” through a comprehensive strategic planning process. This effort relied on participation by members and volunteer leaders, and as a result, ASHA has developed a strategic management process that will guide its activities for the next several years.
Three Steps to Excellence
Step 1: Vision and Mission
The first step along the pathway is ASHA’s new vision and mission statements. These statements reflect the Association’s purpose—to support members through activities that include advocacy, professional publications, promotion and dissemination of scientifically based research, public relations, and other valuable programs, products, and services.
Step 2: Core Values
The second step on the pathway is articulation of ASHA’s core values. These values serve as the Association’s guiding principles and beliefs and form the foundation on which staff and members acting on behalf of the Association complete our work. The following values were identified: excellence, integrity, diversity, commitment, responsiveness, member-centricity, and research-based practice. These values will be increasingly evident to members as they access ASHA’s programs, products, and services.
Step 3: Four Themes or “Pillars”
The third step on the path is the commitment to four themes or “pillars of excellence.” The pillars are the main areas of focus in which the Association must excel to achieve our vision and mission.
ASHA’s four pillars of excellence are:
  • “Two Professions, One Discipline.” ASHA comprises two distinct but integrally related professions that make up the discipline of communication sciences and disorders. Through education, members will better understand the relationship of the professions to each other and the discipline, and the value of a discipline-wide approach to advocacy and other professional activities.

  • Scientifically Based Professional Practices. Already a leader in this area, ASHA will redouble its efforts to generate, disseminate, and translate research into the clinical practice of audiology and speech-language pathology. As a result, members will be able to integrate external scientific evidence, their clinical expertise, and the client’s values and perspective into clinical practice.

  • Advocacy. Advocacy efforts will target increased professional autonomy and educate professional, administrative, legislative, regulatory, and general audiences about the value of our clinical services and the quality and professional standards on which they are based.

  • The Member Experience. ASHA’s programs, products, and services will be customized, responsive, accessible, accurate, timely, and valuable, with the goal of increased member satisfaction and the establishment of an open, collegial, and more personal relationship between members and the Association.

Implementation
Enhancing the member experience while growing and sustaining the professions and the discipline will be achieved through an emphasis on making the pathway a reality in day-to-day operations.
The strategic pathway will guide ASHA’s priorities in its work to enhance member services. In 2008, resources have been allocated for work on all four “pillars.” Special emphasis is being placed on ASHA’s technology infrastructure. Continued improvements in this area will increase members’ access to professional resources on ASHA’s Web site, enhance our certification process and continuing education services, and expand opportunities to generate non-dues revenue to keep member expenses to a minimum.
Information is also available on ASHA’s Web site at Strategic Pathway to Excellence.
ASHA’s Vision and Mission
Vision Statement

ASHA: Making effective communication, a human right, accessible and achievable for all.

Mission Statement

ASHA: Empowering and supporting speech-language pathologists, audiologists, and speech, language, and hearing scientists by:

  • Advocating on behalf of persons with communication and related disorders

  • Advancing communication science

  • Promoting effective human communication

Results of ASHA’s Strategic Pathway to Excellence

As the Strategic Pathway is implemented over the next several years, members should see enhancements to:

  • Services from National Office staff

  • The currency and accuracy of member records

  • Access and use of ASHA Web content, management, search, and collaboration tools

  • Programs, products, and services that meet specific member needs

  • Advocacy for funding for research and education, increased reimbursement for services, and improvements in workload/caseload

  • Availability of and educational information about research evidence for application to clinical decision-making

  • The reflection of science in ASHA’s educational programs and products

  • Mentoring for new members and greater opportunities for members to increase their involvement with the Association

  • Multicultural infusion and increased availability of programs, products, and services to increase cultural competence

  • Promotion of the value of the work of ASHA members, the CCCs, and ASHA membership

  • Collaborative interactions with external organizations with mutual areas of interest and concern

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January 2008
Volume 13, Issue 1