CHEP

In 2006, the CHEP Executive met and developed a strategic plan to guide the operation of the organization.

Critical Success Factors
1. Create the infrastructure (human and financial) to support CHEP’s initiatives and long term sustainability.	2. Ensure majority of Health Care Professionals are aware of and complying with CHEP guidelines.	3. Establish hypertension as a healthcare public priority.	4. Ensure clear communication, roles and responsibilities amongst HT organizations to avoid conflict given increasing funding request from a shrinking pot of funds.	5. Ensure perceived or actual conflicts of interest do not undermine CHEP’s credibility.

Strategies
1. Develop a plan to ensure long term funding stability. 2. Develop a strong administrative support office. 3. Examine CHEP structure and ensure strong leadership through development of roles and responsibilities.	1. Identify gaps and barriers to the execution of CHEP guidelines. 2. Develop and disseminate tailored guidelines to those in practice, those who teach, those in training and professional organizations. 3. Ensure CHEP guidelines are responsive to changes in the culture of care delivery.	1. Raise the profile of CHEP with Public Health and within relevant CV organizations. 2. Develop comprehensive Canadian economic model for HT. 3. Advocate to policy makers the need to increase compliance with CHEP guidelines. 4. Link with partner associations and National Strategic plan to increase importance of HT with the public.	1. Work together to develop and communicate roles and responsibilities and clear mandates of specific organizations (CHEP, BP Canada, CHS). 2. Hypertension organizations to coordinate funding requests and plans to gain funding.	1. Ensure ongoing communication of CHEP’s conflict of interest policy. 2. Identify and manage potential conflicts of interest for CHEP.