Nearly two years ago, ACA embarked on a new journey – a branding initiative – to better understand how we can relate to and remain relevant to members now and in the future. We hired a well known branding consultant who reached out to members, non-members, other health care providers and a variety of stakeholders to ask what ACA means to them. After more than 30 hours of interviews, hundreds of survey responses and volumes of research, our consultant’s recommendations were presented to ACA’s Board of Governors last year on how best to redefine our brand. The results were a wake-up call, to say the least. While some of the information uncovered was expected, other findings and comments were uncomfortable to hear. But we had to hear them.
Thanks to the world of technology and the internet, everything is transformed: how we communicate, how we engage in activities, and how we work together to make a better world for tomorrow. As these changes have occurred, so has the way in which we remain relevant to our members and to the overall health care system. Our self reflection through our strategic planning process revealed that for too long there has been what some might describe as a “class system” at ACA composed of two tiers: the leadership and everyone else. Some even feel that the long path to ACA leadership creates a division between our leaders and members.