Business MeetingMonday, April 15, 2013

2013 NACC National Conference

Welcome

47 PA46 NY36 IL21 CA20 WI19 OH18 IN15 MD11 MI, TX, 9 MA 8 FL, KY, MO, VA

Numbers by States

7 LA6 KS5 CT, MN, WA4 CO, NE, OR, WV3 DC, MT, TN2 NC, NJ, NM, RI, SC, VT2 Ontario, Canada1 AK, AR, DE, GA, GU, HI, IA, ME,

MS, ND, OK, SD, UT1 Ireland0 AL,ID, NC, NV

Recognitions◦25 Year Anniversary Membership Certification

◦Volunteers in NACC Blessing

Introductions Annual Report Strategic Plan Update and Exchange

Agenda

Mary T. O’Neill VP Spiritual Care and Pastoral Education, Catholic Health Services of Long Island NACC– BCC in 1985, Full CPE Supervisor in 1988

NACC and ACPE NACC Certification and Standards Commissions Regional Certification Chair for the NY State (regions) ACPE Certification, Accreditation, Nomination, and

Finance Committees. Two terms USCCB/CCA Board of Directors (once

chair)

Meet New Board Member

Rev. Michael Rice Saxton  Ordained Baptist minister endorsed by the

American Baptist Church, USA. serving atIndiana University Health as Manager of SCand Chaplaincy Services

BCC with APC for 30 years, served as chaplain, SC department director in eight hospitals across the country

ACPE Supervisor, started 2 CPE programs (St. Vincent Hospital, Indianapolis, and St. Joseph Regional Medical Center, South Bend)

Married to Joan, 4 children and 5 grandchildren.

Meet New Board Member

Highlights

Membership

Finance

Annual Report

Year Members Net (gain/loss)

2007 2898 -117 2008 (Sept.) 2833 - 65 2009 (Sept.) 2668 -165 2010 (Sept.) 2584 - 84 2011 (Sept.) 2510 - 75 2012 (Sept.) 2473 - 37 2013 (March) 2435 - 38

Membership Trends

2007 AvAg 2013 AvAg

Religious Women 1060 69 660 (-400) 70

Priests 469 60 425 (- 44) 59

Lay women 926 61 916 (- 1o) 62

Lay men 290 56 331 (+ 41) 58

Deacons 97 67 77 (- 20) 68

Brothers 38 64 16 (- 22) 64

Membership Trends1992-2013

1992 – 3762 Members 50% Sisters (1875) 22% Lay (839) 21% Priests (815) 4% Brothers and

Deacons 3% Others 65% Certified

Membership Profile2013 –

2435Members 51% Lay 27% Sisters 17% Priests 4% Brothers and

Deacons 1% Others 66.0% Certified

150 new members 58 laywomen (38.7%) 37 priests (24.7%) 32 laymen (21.3%) 16 religious women (10.6%) 7 deacons (4.6%)

Membership ProfileWho joined us in 2012?

Revenue Expense Net loss/gain

2006 $877,568 $899,585 (- $22,017)

Invest. +$ 43,0112007 $855,955 $969,462 (-

$113,507)Invest. +$ 25,051

2008 $812, 983 $959,897 (-$146,914)

Invest. (- $100,767) 2009 $1,010,482 $863,839 (+

$146,643)Invest. +$ 71,173

2010 $975,630 $849,965 (+$125,665)

Invest. +$ 50,6882011 $945,919 $840,951

(+104,968)Invest. (-$ 7,091)

2012 $923,980 $858,809 (+114,994)

Invest. +$57,431

Financial Health – Total Net Assets

Downward Upward

2006 $427,509 2007 $314,0022008$167,088

2012 - $659,3592011 - $544,3642010 - $439,3962009 - $313,731

Financial Forecast2014-2018

Year Forecast

20142015201620172018

-$ 15,000-$ 49,180-$ 72,050-$ 78,050- $130,000

Financial Forecast2014-2018

Year Forecast

20142015201620172018

-$ 15,000-$ 49,180-$ 72,050-$ 78,050- $130,000

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Strategic Plan2012-2017Driver: NACC MissionWhat? Advocates for the profession of spiritual

care Educates Certifies SupportsWho? chaplains, clinical pastoral educators, and

all members to continue the healing ministry of Jesus in the name of the Church

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Strategic Plan2012-2017

Vision - what does NACC look like in 2017?◦Light of Hope Persistently advocating for those

dedicated to SC

Plan focus - four goals: our profession, our future◦2 Professional goals: future

settings/value ◦1 Partner goal: who they are◦1 Association goal: forward together –

resiliency

OBJECTIVES:A. Provide formation and resources for chaplains

to be effective ministers and leaders, especially in emerging settings and health care systems (both Catholic and other) and across the continuum of care.

B. Enhance members’ capacity to minister effectively among diverse people and communities.

C. Strengthen members’ abilities to use appropriate technologies in their ministries.

D. Continue to foster member communication/ networking.

GOAL I: TO EDUCATE AND SUPPORT ASSOCIATION MEMBERS FOR THE FUTURE OF PROFESSIONAL CHAPLAINCY

Identity the settings through member survey

Determine new competencies required

Develop educational tools/settings for gaining competencies

Decide which competencies need to be demonstrated at time of certification

Goal I – Objective A

OBJECTIVES:A. Develop materials and programs to

communicate the value of professional chaplaincy.

B. Assess and communicate current research on the value of professional chaplaincy to members and other stakeholders/constituents.

C. Partner with associations and clinical research faculties to engage our members in research.

GOAL II: TO INCREASE AWARENESS OF THE VALUE OF PROFESSIONAL CHAPLAINCY AMONG KEY CONSTITUENCIES

With CHA survey HC Executives/Clinicians to learn their perceptions of chaplaincy/SC

Develop/test core messages Refine/create tools based on messages –

based on core markets Offer resources/training/orientation on use/

presentation of materials

Goal II –Objective A

OBJECTIVES:A. Enhance relationships with local bishops in

conjunction with the NACC Episcopal Liaison and the United States Conference of Catholic Bishops Episcopal Advisory Council.

B. Strengthen collaborative partnerships with other organizations within the Catholic Church.

C. Deepen the current partnerships with spiritual care associations who uphold the Common Standards.

D. Continue dialogue with other key professional organizations integral to advancing the profession of chaplaincy.

GOAL III: TO ENHANCE ADVOCACY EFFORTS WITH STRATEGIC PARTNERS

A strategy for having “One Voice” to the Joint Commission for professional chaplaincy.

A recommendation regarding palliative care…

Goal III – Objective D

OBJECTIVES:A. Recruit and retain members to sustain a

vibrant Association.B. Focus and optimize the core services that

ensure members’ professional and ministerial competencies.

C. Continue to assess and adjust our business model, governance, staffing, administrative and financial processes and resources as needed to carry out our mission.

D. Enhance and diversify revenue sources.

GOAL IV: TO ADVANCE NACC AS A MISSION-DRIVEN, FINANCIALLY STABLE AND RESILIENT ASSOCIATION

Environmental Scan Present (two new) alternative business models for the future of NACC.

Process for streamlined governance and certification

Goal IV – Objective C

Thank you!

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