Introduction and Overview

Earlier this fall, AIHA formed a new Strategic Planning Task Force via our Open Call process which is responsible for working with an outside consultant to update our current Strategic Plan (2019-21). The current make-up consists of seasoned career professional men and women.

The strength of the IH/OEHS comes from our diversity and we want a representation that celebrates the multiple perspectives that reflect who we are. Accordingly, the Board has asked we launch this second call to identify members who wish to join our Strategic Planning Task Force, and who could bring their unique perspectives that the current members may not.

To do this, we are seeking diverse applicants who represent (visibly and invisibly) all forms of race, gender, age, sexual orientation, ability, religion, national origin, gender identity, and other identities (including early career stage).

This expanded task force will then work with an outside consultant to develop our next strategic plan, which will take effect in January 2022 and run through 2024.

Meaning of DEI

*Independent Sector defines Diversity-Equity-Inclusion as follows:

  • Diversity includes all the ways in which people differ, encompassing the different characteristics that make one individual or group different from another. While diversity is often used in reference to race, ethnicity, and gender, we embrace a broader definition of diversity that also includes age, national origin, religion, disability, sexual orientation, socioeconomic status, education, marital status, language, and physical appearance. Our definition also includes a diversity of thought: ideas, perspectives, and values. We also recognize that individuals affiliate with multiple identities.
  • Equity is the fair treatment, access, opportunity, and advancement for all people, while at the same time striving to identify and eliminate barriers that have prevented the full participation of some groups. Improving equity involves increasing justice and fairness within the procedures and processes of institutions or systems, as well as in their distribution of resources. Tackling equity issues requires an understanding of the root causes of outcome disparities within our society.
  • Inclusion is the act of creating environments in which any individual or group can be and feel welcomed, respected, supported, and valued to fully participate. An inclusive and welcoming climate embraces differences and offers respect in words and actions for all people. It’s important to note that while an inclusive group is by definition diverse, a diverse group isn’t always inclusive. Increasingly, recognition of unconscious or implicit bias helps organizations to be deliberate about addressing issues of inclusivity.

Our Current Strategic Plan

The current AIHA Strategic Plan features clearly articulated mission and vision statements and embodies our core values. It identifies five (5) domains that reflect the breadth of the association’s programs and services. Each domain references a success statement (I.e., indicative of positive performance vis-a-vis that domain), as well as a series of strategic objectives and supporting strategies that detail the underlying intent and purpose of each area. This plan reflects the total AIHA enterprise, which includes our three LLCs, two foundations, local sections, and the Product Stewardship Society. This plan also includes metrics that measure success (key performance indicators, or KPIs), most of which are tracked by the AIHA Board throughout the year. These KPIs help the board and staff identify where course corrections need to be made.

Our Mission Statement: Empowering those who apply scientific knowledge to protect all workers from occupational hazards.

Our Vision Statement: A world where all workers are healthy and safe.

Our Five Domains (and Success Statements):

  • Community—AIHA will foster networking, communication, engagement, and interaction in our membership and among our professional communities, and work toward achieving common goals.
  • Awareness—AIHA will promote the practice of industrial hygiene to increase awareness of its value and to sustain the future of our organization and profession.
  • Advancement and Dissemination of Knowledge—AIHA will explore, develop, and deliver cutting-edge educational resources to advance the profession of industrial hygiene.
  • Integrity of IH Practice—AIHA will identify, develop, and maintain avenues to achieve excellence in standards of IH practice.
  • Advocacy¬—AIHA will advance public policies that protect the profession and foster worker health and safety.

Purpose of the 2020-21 Strategic Planning Task Force

The purpose of the strategic planning task force is to draft an updated plan that reflects the latest association priorities. The plan should be sustainable, innovative, reflective of DEI, and accessible to its members, customers, and other stakeholders.

The current Task Force consists of 11 members:

  • Four (4) members of the AIHA Board of Directors (John Mulhausen – President-Elect, Nicole Greeson – Treasurer, Kim Castillon – Director, Bernie Fontaine – Director)
  • Four (4) members-at-large (Steve Gutmann, Dave Roskelley, Nancy McClellan, Joy Erdman)
  • Three (3) Senior Staff (Bethany Chirico, Sue Marchese, Larry Sloan)

Task Force Selection Process

The process of selecting the additional DEI members begins with this open call for applications from the AIHA membership. Applications are reviewed, and selections made by the AIHA Board. Selections are made to ensure that the committee maintains as broad a diversity of representation as is reasonably possible.

Task Force Responsibilities

Members are expected to:

  • Attend all scheduled calls
  • Conduct activities in accordance with relevant AIHA policies, procedures, and priorities

Specifically, members will be expected to:

  • Review the current Strategic Plan
  • Possess sufficient knowledge of AIHA programs and services to apply proper judgment in suggesting amendments to the current plan
  • Develop our next plan (working with an outside consultant):
    • Participate in a SWOT analysis that studies both internal and external factors affecting the association
    • Identify factors which drive our success as well as areas of risk governance
    • Identify strategic priorities
    • Define top-line strategic objectives and supporting strategies that support plan initiatives
    • Assist in defining KPI’s which measure success
    • Provide recommendations to the AIHA Board of Directors for approval

General Time Commitment

The task force is expected to be active through the first half of 2021.

  • Two virtual sessions conducted in Q1 and Q2 2021
  • Additional conference calls and email correspondence as needed

Accountability

  • Accountable to the AIHA Board of Directors
  • Agree to uphold and abide by the AIHA Bylaws, Conflict of Interest, and Code of Conduct policies

Applications will be accepted until December 15, 2020, 11:59 ET.

The AIHA Board of Directors will review applications from all interested parties. We hope to have decisions made within 3 weeks of the deadline stated above. On occasion, our review may take longer due to travel, schedules, or unforeseen circumstances. If that is to happen and you have not heard from us within one month from the date of your submittal, please contact Larry Sloan. We will be in touch as soon as we have an update. Thank you for your interest and patience.