HINZ 2014 Strategy development

1. HINZ 2014 Strategy development From membership community to professional organisation

2. 2013-2014 goal setting

3. Goals from 2013 strategy meeting • Clarifying and putting boundaries on HINZ value proposition • Forming alliances that mutually strengthen organisations • Building organisational support capabilities – staffing, systems • Setting up a membership model that reflects above activity

4. Mission, Branding, Aspiration • Collaborate, educate, advocate • Professional collaboration, driving future healthcare through IT • From membership community to professional organisation

5. A professional organisation needs • Strong governance and management capability with clarified roles • Organisational structure which complements and enables strong Health Informatics adoption in NZ • Sustainable business model by diversifying value proposition for members of HINZ • Systems that support organisation growth

6. HINZ organisational roles • Executive Board – governance and oversight • Working Committees – delivering products and services (includes variety of volunteer and paid individuals) • Staff and Contractors – administrative ‘glue’ • Members – subscription-based health community whose needs are met by HINZ products/services • Sponsors/ Funders – fee for service-based health community with needs that fit within HINZ mission

7. Executive Board Member • Role: • Develop and reinforce vision, mission and values • Develop and review strategy and structure • Delegate, communicate and monitor performance • Promote and enhance the interests of stakeholders • Demonstrate accountability to stakeholders • Structure: • Area of Interest representatives and Administrative (Chair, V-Chair, Finance/Systems)

8. Working Committee Member • Role: • Provide content and subject matter expertise to deliver on strategy • Provide leadership (‘Lead’) and engagement (‘Member’) for HINZ products and services • Give feedback and insight to Executive Board that shapes ongoing strategy development • Committees: • Products/Services: Conference, Seminars, etc. • One-off: As determined by Executive Board

9. Staff and Contract • Management: Executive Director • Operational: • Conference / Event Management • Marketing / Promotion • Website / System Management • Accounting / Auditing • Legal • Consultative Resource

10. A professional organisation needs • Strong governance and management capability with clarified roles • Organisational structure which complements and enables strong Health Informatics adoption in NZ • Sustainable business model by diversifying value proposition for members of HINZ • Systems that support organisation growth

11. Areas of Interest Continuum of Care Interoperability Telehealth Education Consumer • Emerging or developing topic relevant for New Zealand • Needs strategic method for determining and managing

12. A professional organisation needs • Strong governance and management capability with clarified roles • Organisational structure which complements and enables strong Health Informatics adoption in NZ • Sustainable business model by diversifying value proposition for members of HINZ • Systems that support organisation growth

13. Products and Services Continuum of Care Interoperability Telehealth Education Consumer

14. A professional organisation needs • Strong governance and management capability with clarified roles • Organisational structure which complements and enables strong Health Informatics adoption in NZ • Sustainable business model by diversifying value proposition for members of HINZ • Systems that support organisation growth

15. Infrastructure for organisation • Governance – constitution, organisation structure • Financial – budget process for ‘dual bottom line’ (mission and sustainability) • MRM – Membership development and engagement • Social and Communication – Website • Product & Service development/mgmt

16. Working Committees - examples Paid Staff, Contractors HINZ Exec Co-opted HINZ Executives Other Members

17. 2013-14 Strategy development • Build a common understanding of Area of Interest needs • Define critical outcomes desired for 2014 • Ensure working committees exist (with leads) for outcomes • Identify gaps and action plan • Create high level 2014 schedule