Strategic Plan: 2012-2014
CLC Announces New Strategic Plan for 2012-2014
The CLC Board of Directors has approved a new strategic plan to guide CLC initiatives over the next three years and beyond. The Board began working on the plan in the spring of 2011, carefully considering overarching future directions for the child life profession in the context of current and emerging trends that present both opportunities and challenges for the field. The plan sets forth a number of bold measures regarding the future of the profession. The complete Strategic Plan is included below, and is also available in a printer friendly version .
If you have questions or comments about the plan that you would like to share with CLC's Board of Directors, please contact us at firstname.lastname@example.org.
Child Life Council Strategic Plan 2012-2014
Purpose (why we exist):
The Child Life Council’s core purpose is to support child life professionals as they empower children and families to master challenging events related to health care.
Mission (what we do):
The Child Life Council connects child life professionals with knowledge, networking, and resources.
Values (what we believe):
- Vision: Leadership consistently open and responsive to new ideas that advance the child life profession.
- Relevance: Adaptability needed to maintain consistent quality, value and usefulness in member services and programs.
- Honesty: Personal and organizational integrity, transparency, fairness and credibility in relationships and communications.
- Accountability: Strategic, operational, and financial decisions focused on moving the profession forward, empowering members, and sustaining a viable member-centric association.
- Collaboration: Organizational outlook reflective of our professional community’s respect for the value of different cultures, experiences and points of view.
- Influence: Credibility and respect given to our work and our members.
Vision (where we’re headed):
The Child Life Council promotes the value and integrity of the child life profession through research, and the development of resources, and advanced academic and clinical standards. CLC is the recognized entity that advocates for play, self-expression, and other therapeutic interventions that minimize stress and maximize coping for children and families. Our credibility, visibility, and relationships will make us a powerful force influencing policy, legislation, and guidelines that promote child life services in health care and related settings. The Child Life Council is the leading North American professional association engaged with organizations globally regarding pediatric psychosocial services in health care.
Overarching Goals (our strategic priorities 2012 -2014):
The Child Life Council will:
- Credibility: Promote the credibility of the child life profession
- Member Services: Provide timely, innovative, and high quality programs, products, services, and networking opportunities to its members
- Influence: Promote the presence and expansion of child life services in all health care and related settings serving infants, children, and youth
- Resources: Attain the financial and human resources necessary to carry out the strategic plan
Goal 1: Credibility: Promote the credibility of the child life profession.
- Objective: Develop and implement recommended service standards for child life programs.
- Appoint a task force and engage members in dialogue in developing recommended service standards by November 2013, and explore and report to the Board on issues of endorsement/approval/accreditation.
- If warranted, begin to plan a timeline and process for endorsement/approval/accreditation.
- Objective: Maintain service standards for child life professionals.
- Continue to ensure a highly effective and valid process for the certification of child life specialists.
- Review competencies for the Certified Child Life Specialist credential on an ongoing basis and update when appropriate.
- Objective: By November 2013, complete planning and put in place a process whereby effective beginning in 2020, all new Certified Child Life Specialists must hold an advanced degree from an academic program that has been accredited by CLC.
- Appoint a task force of academicians and clinicians that will examine all relevant issues and, by November 2013, will recommend to the Board a course of action and specific timetable to implement this requirement for 2020.
- Establish endorsement of academic programs as an interim step toward full accreditation.
- Objective: Raise the minimum standards of internship programs and the clinical preparation of child life specialists.
- Appoint a task force to establish the criteria, process, and timetable for CLC accreditation of child life internship programs by November 2013 in preparation of full accreditation implementation on January 1, 2016.
- Increase the number of hours required for child life internships.
- Establish criteria and definition of child life practica in light of changes to current and impending academic and clinical preparation requirements.
- Objective: Ensure and promote research that advances the theory and practice of child life.
- Secure funding and ensure a seminal study or studies on the economic value of child life.
- Launch an initiative that systematically collects, analyzes, and disseminates data from child life programs that address patient ratios and other quantifiable metrics.
- Encourage scholarly and clinical research to support and advance evidence-based practice in child life.
Goal 2: Member Services: Provide timely, innovative, and high quality programs, products, services, and networking opportunities to its members.
- Objective: Facilitate the dissemination and exchange of knowledge, ideas and resources to and among CLC members.
- Optimize and actively promote CLC Community as the key networking platform for members to exchange ideas, knowledge, and best practices.
- Maximize technology in facilitating the delivery of member services.
- Identify and create increased opportunities and means of delivery for professional development.
- Continue to enhance the quality and overall experience of the CLC Annual Conference.
- Objective: Strengthen leadership in the child life profession.
- Refine and increase efforts to orient and train CLC leaders and expand and diversify the CLC leadership.
- Launch a leadership development initiative to better prepare and sustain CLC members to assume positions of greater managerial authority in child life and in positions overseeing psychosocial services.
- Objective: Develop diversity initiatives.
- Develop guidelines and educational opportunities to enhance cultural sensitivity skills in the practice of child life.
- Develop and implement a plan to be more proactive in recruiting underrepresented demographic groups into the child life profession.
- Objective: Advocate for the global advancement of quality psychosocial services for children in health care.
- Actively engage in a continuing dialogue with individuals and organizations with like interests in other countries.
- Host an international summit of individuals and representatives from national organizations who are leaders in developing and advancing pediatric psychosocial services in their respective countries or parts of the world.
Goal 3: Influence: Promote the presence and expansion of child life services in all health care and related settings serving infants, children, and youth.
- Objective: Increase awareness and support from key health care organizations and agencies to advocate for the presence of child life in all health care settings serving pediatric patients.
- Identify and pursue key partnerships with accreditation and other organizations.
- Identify supportive resources and research to facilitate dialogue about child life with other organizations.
- Objective: Increase awareness and support from key disaster and emergency response agencies to advocate for the inclusion of child life.
- Objective: Explore the potential of CLC involvement in public policy and identify a plan for future activity if warranted.
- Objective: Develop and carry out campaigns to increase the awareness of child life services among key audiences.
- Carry out public relations and other efforts that will increase the awareness and knowledge of child life within the health care community.
- Carry out public relations and media efforts that will increase the awareness of child life among the general public.
Goal 4: Resources: Attain the financial and human resources necessary to carry out the strategic plan.
- Objective: Ensure the appropriate level of staffing to provide and support CLC programs, products, services, and initiatives with the highest regard for exemplary customer service and responsiveness.
- Along with ensuring human resources necessary to support ongoing programs and services, assess the human resource needs associated with the initiatives stated or implicit in the strategic plan, map out appropriate timetables for those initiatives, and design and execute a staff and contract services allocation plan accordingly.
- Objective: Undertake successful development and grant-writing efforts that enable CLC to fund major strategic initiatives and projects that are not possible to carry out within CLC’s normal operating budget.
- Initiate a significant development and grant-writing effort through the addition of a development officer.
- Pursue opportunities in alignment with CLC’s strategic priorities.