2019-2022 strategic...

2019-2022 STRATEGIC PLAN

MISSION

Expanding the world of possibilities for aging

VISION

Positive aging for each Virginian

VALUES

• Community Building Honor the role of each member and

partner. Build community through collaboration.

• Stewardship Act in a manner worthy of trust and respect.

• Advocacy Hear every voice. Be the voice for those we serve.

• Vision Respect the past. Lead today. Create the future.

• Not-for-Profit Leadership Fulfill the privileges and

responsibilities of leadership.

BY 2022 WE WILL HAVE:

• Assumed a leadership role in the development of solutions to

attract, retain and develop the qualified workforce required to

meet the needs of older adults.

• Worked on behalf of our members on initiatives designed

to attract a new workforce to our field, support employee

engagement and growth and develop the next generation

of leadership.

• Supported our members to survive the demands of today and

help position them to thrive with the demands of the future

• Significantly impacted the scope, structure, regulation and

funding of aging services in the Commonwealth

• Developed new sources of revenue and increased association

capacity to continue to serve our members and achieve

our vision

• Activated PositiveAge to support our members, their staff

and the field

• Been the convener of stakeholders, partnered with a broad

base of entities, and expanded our sphere of influence to

improve housing, care and services for older adults

LEADINGAGE VIRGINIA 2019-2022 STRATEGIC PLAN

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LEADERSHIP DEVELOPMENT

• Continue to co-host Leadership Academy with LeadingAge

DC and Maryland

• Continue to offer Mid-Managers series and launch

Mid-Managers Level 2

• Execute DMAS Grant to create Advance CNA Curriculum

• Develop recommendations for consideration by the Board

of Long Term Care Administrators Regulatory Advisory Panel

regarding the Administrator-in-Training (AIT)/Preceptor

process for both Assisted Living and Nursing Home

Administrators, including program structure, requirements,

and relevant regulations.

• Convene a Diversity in Leadership Cabinet

• Host 2020 and 2022 Independent Living Certification Training

• Develop mentoring resource for members

• Continue to offer governance consulting nationally

• Explore creation of a culture roadmap resource for members

• Continue to offer education and networking for discipline

specific areas

SUPPLY & DEMAND

• Convene Student Advisory Task Force in January 2020 for

6 months including university partners, business members and

providers to assist in mapping our student outreach strategy

• Promote, provide resources and support members throughout

Careers in Aging Week

• Develop business plan, pilot and explore bringing

BoomerForceSM to market

• Explore Virginia Community College System collaboration

• Conduct a pilot using LeadingAge Ohio’s Early Education

Poster Curriculum and promote resources to members once

successful pilot is complete

• Enhance online career center

• Cultivate collaborations/partnerships to increase qualified

workforce in the field

• Continue cultivating university relationships and promoting

educator/student membership

• Develop “how to host an employment fair” tool kit

1. WORKFORCE

Strengthen the current workforce, highlight effective recruitment and retention strategies and recruit new talent to our field.

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2. BUILD CAPACITY WITHIN THE ASSOCIATION

• Ensure all providers in Virginia are added to our database

• Develop a provider recruitment campaign

• Convene a dues task force

• Revamp elite sponsorship packages

• Launch a new business member recruitment campaign

• Explore new membership categories (AAA, for profit

providers, hospice, other not for profits)

• Increase technical Expertise within various areas of the

continuum especially home and community based services

such as home health and hospice

• Continue exploring programs that generate non-dues revenue

and member value

• Develop paid internship opportunities for students within

the association

• Promote, partner and collaborate with LeadingAge and its

state partners on programs and opportunities benefitting

our members

• Explore collaborative opportunities with other associations

and not for profits

• Seek consultative support to enhance marketing and public

relations efforts

• Conduct analysis of our current e-communications and

audiences

• Develop emergency succession plan for each position

and documentation of specific tasks (i.e. registration, dues

calculations, etc.)

DATA & PROMISING PRACTICES

• Continue to promote LeadingAge Center for Workforce

Solutions to our membership

• Through education and website, promote members’

promising practices

• Collaborate with LeadingAge North Carolina on a biennial

salary survey

• Co-host Workforce Summits with LeadingAge Pennsylvania,

Maryland and DC

• Explore annual Workforce Summit possibility

• Consider a meaningful survey of members’ recruitment and

retention practices, challenges, etc.

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3. IMPACT

Shape the landscape of aging and aging services in Virginia

• Increase number of Dementia Friends and Champions

in Virginia

• Train Master Dementia Friends Champions throughout

the state

• Develop social media strategy with increased focus

on LinkedIn

• Convene steering committee to create a member advocacy

champions plan

• Continue supporting communities and organizations on the

path to become Dementia Friendly

• Publish LeadingAge Virginia Social Accountability Report in

advance of each General Assembly

• Cosponsor statewide Faithful Aging Conference

• Continue Older Adult Suicide Prevention Grant participation

in collaboration with George Mason University and

Birmingham Green

• Sponsor Lindsey Institute for Innovations in Caregiving Caring

for the Caregiver Hack and continue serving on the Institute’s

Advisory Council

• Continue to participate in the Falls Prevention coalition

and conference

• Continue to serve on the Riverside Center for Excellence in

Aging and Lifelong Health project advisory council for the

Administration for Community Living (ACL) grant funding

“Enhancing Family-Centered Approaches to Dementia Care

through Wellness and Training”

• Apply for CMP funds in collaboration with Art for the Journey

and Opening Minds Through Art

INCREASE THE VALUE OF MEMBERSHIP

• Publish Middle Market playbook

• Develop association media policy and media kit for members

• Develop quarterly business member only newsletter

• Host a 2020 Technology Summit

• Seek to close the gap in collecting and analyzing assisted

living data

• Develop annual education calendar

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INCREASE THE VALUE OF MEMBERSHIP (CON’T)

• Continue supporting members’ daily operations, service lines

and long-range planning through education programs

• Launch Dementia Services Network

• Develop solution to allow our members to connect virtually

• Investigate adding a learning management system

• Develop Statewide Dementia Summit

• Convene an HCBS Cabinet with an emphasis on home health

and hospice

• Serve on the Working Interdisciplinary Network of

Guardianship Stakeholders (WINGS) initiative

• Leverage business member expertise to create educational

opportunities

• Develop website content refresh plan

• Conduct biennial Life Plan Community Philanthropy

Benchmark Survey, publish results and host Philanthropy

Summit centered around survey results

4. ACTIVATE POSITIVEAGE (OUR FOUNDATION) TO SUPPORT

OUR MEMBERS AND THE AGING SERVICES FIELD

• Convene advisory council to develop focus and business plan

for foundation

• Explore Catalyst LabSM as an offering of the foundation

• Develop scholarship opportunities for access to association

programs and events

• Explore grant funding opportunities

• Develop fundraising capacity

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2019-2022 strategic...

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