Page 13 - Encounters - Issue 1, Volume 1
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13
A S S O C I AT I ON N E W S
O
n Saturday, August 25, the TAHIT Board of
Directors met for a first-ever Collaborative
Strategic Planning Workshop in a hotel
conference room at a half-way point between Dallas
and Houston. The Buffalo, Texas, meeting was a sign
of new maturity for the organization, and it is significant
because board members were there to set the direction
for the next 4 years.
At the end of the day-long retreat, and with the goal
of maturing the organization, the following strategic
priories were created:
Priority #1
Organizational Infrastructure
This goal seeks to strengthen TAHIT’s organizational
infrastructure by establishing a succession plan for the
Board of Directors, establishing a financial strategy, and
establishing a proactive leadership strategy.
Priority #2
Membership
TAHIT will seek to recruit a large and diverse
group of stakeholders across an expanded regional
representation that is supported by effective networking
and marketing. We need to develop a more
user-friendly and robust website, capitalize marketing
opportunities for current and new sponsors, and form
an agenda for recruitment and promotion of TAHIT.
Priority #3
Becoming the Resource of Choice
TAHIT should be a leading resource for interpreter
training and education in the state of Texas. This
means that the current training curriculum needs to be
upgraded; training programs need to be promoted by
reaching out to all of our stakeholders and expanding
the train-the-trainer program.
Priority #4
Enhance Credibility
Our organization needs to be the expert in the
provision of equitable healthcare access for Limited-
English Proficiency (LEP) patients and the deaf and
hard of hearing. Here, the board will need to receive
training and education related to healthcare reform and
government influence. TAHIT needs to look forward and
begin preparing to raise our credibility by becoming
evidence-based research champions and collaborating
on market analysis.
These goals are meant to provide strategic
direction for our organization, but they also
represent an opportunity for each member, and
member-to-be, to showcase their talents and passion.
Some goals, such as establishing a financial strategy,
imply moving forward with existing plans that time
constraints did not allow for implementation. Other
goals open the way for planting the seeds of continuous
improvement and growth beyond this vision. As this
strategy is implemented, the details and time frames will
become clear. In the meantime, each of these tasks is an
open-door invitation to all of our members and friends
to collaborate in building a better and newer TAHIT.
If you feel any of these issues are calling
you to help us, please write to
for
more information.
Giving TAHIT
a New Direction
These goals are
meant to
p
rovide
strategic direction for
our organization.
By OSCAR URIBE, President, Texas Association of Healthcare Interpreters and Translators
