CBIC 2012 – 2015 Strategic Plan
In the fall of 2010, the CBIC Board of Directors approved a measure to initiate a strategic planning process in 2011 to assess our mission and strategic directions, with the goal of having a complete three-year plan by the beginning of 2012.
To support the assessment, CBIC conducted three phases of research. First, qualitative research in the form of telephone interviews and informal focus groups were conducted in April 2011 among current and former volunteer leaders of CBIC and its two partner organizations, the Association for Professionals in Infection Control and Epidemiology (APIC) and the Infection Prevention and Control Canada (IPAC Canada). The second phase consisted of an environmental and web scan to take a look at the environment that surrounds CBIC and solicit comments. The third phase of research was a quantitative survey conducted in June 2011 that covered similar issues as the qualitative research, and separate items. The quantitative survey included a total of 1,066 responses that were collected, from 5,597 people invited to take the survey, which is an overall response rate of 19%. The overwhelming majority of people asked to take the survey were from three categories: renewed certification, lapsed certification, and first-time certification.
Some key findings from the research include:
- Strong interest in the requirements that a person be directly involved in infection prevention and control, and have at least two years experience in the field in order to be eligible to take the CIC® exam.
- While support is strongest for offering only one type of certification, there appears to be fairly strong interest in at least some modular add-on components based on specific practice setting. Support is quite weak for offering various types of certification based on practice settings.
- Following the strong support for the two years of experience finding, the survey found strong support for the exam questions to be based on two years in the field. The survey also found strong belief that the exam is appropriately challenging, versus being too easy or difficult.
- Both phases of research indicate the strongest barriers to certification are related to the personal economics of preparation and sitting for the exam. The time and money it takes are serious barriers, and strong interest exists in employer support for them. Plus, it appears personal economics are a key driver in lapsed certifications.
- The survey found very strong interest in certification being mandatory in the largest and second largest types of hospitals, while the qualitative research found mandatory certification to be a key short-term strategic issue for CBIC.
- Support for mandatory certification is fairly strong in smaller hospitals, long-term care and ambulatory surgical centers.
- Both phases of research found strong interest in CBIC helping to enhance the status of certification within the health care industry. This includes better communications about its importance, and stronger efforts to persuade accreditation bodies to tie facility accreditation to certification.
- Both phases of research also found strong interest in CBIC communications to the general public about the importance of certification. However, the survey found serious disappointment with CBIC's public communications, and the qualitative research found much uncertainty about it.
- Both phases of research found strong interest in good relationships between CBIC, APIC, and IPAC Canada, based on mutual interests in boosting interest in certification and improved status and process.
Using all of the qualitative and quantitative research results, the CBIC Board, staff, and key stakeholders met for a 1.5 day in-person strategic planning meeting in July 2011. After further refinement during the Fall of 2011, the following strategic plan was approved by the Board in February 2012:
CBIC Strategic Plan
2012 - 2015
CBIC is the leading provider of professional certification for infection prevention and control. Certification by CBIC is the standard of excellence that Infection Prevention and Control professionals will seek in order to ensure the delivery of quality care that the public expects, demands, and deserves.
The mission of CBIC is to protect the public through the development, administration, and promotion of an accredited certification in infection prevention and control. CBIC maintains and promotes professional certification of the highest quality through the accomplishment of key objectives in the following goal areas:
Certification, Recertification, Testing, and Research
- Improve communication to candidates and certificants about all programs and services
- Explore the possibility of developing a certificate program for non-traditional/new practice areas
- Review eligibility qualifications to take the exam
- Identify credentialing research opportunities
Partner and Regulatory Relationships
- Develop a partnership strategy and plan to further the CBIC agenda
- Hold a one-day organizational summit in 2012 with leadership and staff of CBIC/APIC/IPAC
- Advocate for mandatory certification with all regulatory and accreditation agencies
- Create a global expansion strategy for the future
Marketing, Communications, and Publications
- Build a communications, marketing, and publications plan to support the CBIC strategic vision
- Communicate and promote the CBIC credential to potential candidates through improving the handbook
- Enhance positive relationships with certificants
- Explore new opportunities to create and enhance relationships with key stakeholders
- Promote and communicate the value of the CBIC credential to public, employers, legislators, and regulators
Recruitment, Retention, and Community
- Develop a method to demonstrate and communicate the value of certification
- Develop interfaces with APIC and IPAC databases for marketing the credential
- Identify effective methods to further research and reduce barriers to recertification
- Develop a platform for interest sections using venues such as social media to promote community
- Explore establishing an exclusive event through invitation to certificants at partners' professional meetings
- Acknowledge new and recertified certificants at APIC and IPAC meetings via a variety of entrepreneurial means
Governance and Management
- Develop a diverse and competent Board of Directors and committees and oversee the exam process
- Ensure appropriate staff and resources to support CBIC programs and committees
- Maintain fiscal responsibility and develop a formal orientation manual
- Conduct formal strategic planning reviews to ensure the program of work aligns with the strategic plan going forward
Note: the Strategic Plan is revised every 3 years, with the next revision due in 2016.