Strategic Plan 2012

• Community is equipped with knowledge and skills to carry out the mission
  • Continuous training for both board and staff
  • Best available resources (hardware, software, etc.)
  • Professional development plans for staff
  • Board member training and mentorship
  • Board assessment of its collective performance
  • Knowledge about emerging issues among board and staff

• Internal cohesive community
  • Respectful communication
  • Coordination and collaboration within the community: within staff, within the Board, and between board and staff
  • Clear delineation of roles and contributions
  • Clearly defined processes; manuals
  • Awareness of community best practices, whether were able to achieve them or not
  • Celebration of successes

• Continuously improving, positive and balanced outreach and reputation
  • Increased educational seminars in licensure and regulation
  • Balance between education and regulation
  • Positive reputation among licensees and the public at large

• Continuous improvement toward excellence in the profession is encouraged
  • Brief summary statements
  • Board provides referrals to appropriate resources
  • The Board promotes this [vision element] in institutional educational settings and educational conferences
  • We disseminate knowledge about the rules and process
  • We incorporate high standards into rule-making

• Strong stakeholder relationships advance Boards mission throughout MN
  • We know who our stakeholders are:
    • Public
    • Licensees
    • MPA
    • Educational institutions
    • Consumers
  • We communicate effectively with stakeholders
  • The Board exhibits cultural awareness
  • Strategic partnering with stakeholders

• Innovative use of technology advances efficient processes
  • Expanded online services
  • Computerized examination
  • Automated workflow process
  • Streaming public meetings (or post on website)
  • Better use of, more user-friendly website
  • Electronic education materials

• First two steps of every strategy
  • Consistency: alignment between mission, values, vision and what we do
  • Research best practices for regulatory bodies
    • Look at what other health licensing boards and other state agencies do, and benchmark our work
    • Same for other psychology boards and ASPPB

• Continue to analyze the organization and allocate resources according to mission and vision
  • Brainstormed ideas
    • Analyze the organizational chart
    • Organizational analysis
    • Utilize skills appropriately
    • Analyze position descriptions
    • Review work process for licensure, complaints, for simplification
    • Review workload/responsibility allocation
    • Analysis of current processes and procedures (in particular in comparison to peer organizations, etc.)
    • Research and development of technological process (what others are doing, what we can do, where we can go and want to)
    • Analyze budget
    • Resources allocated to realistically make change possible; i.e. $, time, personnel

• Improve and maintain communication internally and externally
  • Brainstormed ideas
    • Communication how well do we communicate?
    • Use RACI to see how better to communicate
    • Apply MBTI

• Ensure continued professional development
  • Brainstormed ideas
    • Staff training
    • Training of staff keeping all staff informed of changes
    • Continuous diversity training of staff and members
    • Educate ourselves about rules changes

• Use technology effectively

• Define and build connections with stakeholders
  • Brainstormed ideas
    • Define stakeholders, our relationships and accountability (RACI)
    • Reach out to stakeholders
    • Licensee involvement (use website, etc.)
    • Communicate with stakeholders (about processes, changes, etc.)
    • Communication plans for different stakeholder groups

• Educate stakeholders
  • Brainstormed ideas
    • CE conference for licensees
    • Get rules into effect. Educate licensees on changes.