Launch of HMI Strategic Plan 2026 – 2029 - Health Management Institute of Ireland (HMI)

Launch of HMI Strategic Plan 2026 – 2029

Breda Crehan Roche

The President of HMI, Breda Crehan Roche recently launched the HMI Strategic Plan 2026 – 2029.

Speaking about the new plan, the President said “We are thrilled to unveil our new Strategic Plan — a bold roadmap that sets out how we will inform, educate, and actively involve our members. Driven by our commitment to excellence, innovation, and inclusivity, this plan is built on four powerful pillars: Governance and Compliance, Education and Professional Development, Stakeholder Engagement, and Sustainability. With this new plan, we look forward to helping shape the future of health and social care with a renewed sense of purpose and energy”.

HMI Strategic Plan 2026 – 2029

Executive Summary

Our aim is to ensure transparency, accountability, and innovation while delivering high-quality learning opportunities for healthcare leaders. Sustainability will be measured through increased member engagement, growth in accredited programmes, and full compliance with governance codes. Implementation begins in Q1 2026 with quarterly progress reviews and annual reporting.

The Health Management Institute of Ireland (HMI) Strategic Plan 2026–2029 sets out a clear roadmap for strengthening leadership and management capacity across health and social care. This plan focuses on four key pillars: Governance, Compliance, Education and Professional Development, and Strategic Alignment. It aims to ensure transparency, accountability, and innovation while delivering high-quality learning opportunities for healthcare leaders. Success will be measured through increased member engagement, growth in accredited programmes, and full compliance with governance codes. Implementation begins in Q1 2026 with quarterly progress reviews and annual reporting.

The health care environment is undergoing profound transformation, shaped by evolving demographic trends and the increasing complexity of population health needs. As Ireland’s population ages and diversifies, our health and social care services must adapt to deliver responsive, equitable, and person-centred care. This requires not only a commitment to innovation but also a readiness to embrace new models of service delivery, informed by global best practice and the lived experience of our communities. The Health Management Institute of Ireland (HMI) recognises that meeting these challenges demands agility, foresight, and a willingness to lead change at every level of the system.

Central to this transformation is the adoption of technological and transformative programmes that empower health services to evolve and develop. Digital health solutions, data-driven decision-making, and integrated care pathways are already reshaping how care is delivered and experienced. HMI’s strategic direction is firmly rooted in a culture of continuous learning, ensuring that health and social care managers remain at the forefront of global and technological advances. By fostering lifelong learning and professional development, we enable our members to anticipate change, respond effectively, and drive improvements that benefit both service users and the wider health system.

Vision and Mission

HMI’s vision is to strengthen leadership and management capacity across health and social care. Our mission is to Inform to transform, Educate to lead, Involve to inspire. We aim to be the leading professional body for health and social care management in Ireland, fostering excellence through education, governance, and collaboration. This mission reflects our commitment to continuous improvement, innovation, and inclusivity, ensuring that every initiative aligns with the needs of our members and the wider health system

Purpose

To serve as the Professional Body for all Health & Social Care Managers, championing excellence, leadership, and professional development across the sector. Our purpose extends beyond education and training, encompassing advocacy, standards-setting, and the advancement of the profession.

Strategy

The strategic plan provides a clear roadmap for where HMI is going and how it will get there. It aligns people, resources, and effort toward shared goals, reducing uncertainty and enabling evidence-based decisions. Over the next three years, our strategy will focus on four pillars: Governance and Compliance, Education & Professional Development, Stakeholder Engagement, and Sustainability.

Actions

Develop a three-year roadmap with measurable milestones.
Conduct annual strategic reviews with the council and board of trustees to assess progress and adapt to emerging trends with members.
Review our partnership agreements (MOU) that support HMI Learning and Development activities, including the Annual Conference and blended learning initiatives.
Profile and raise awareness of HMI’s role, its offerings, and continue to engage with members and key stakeholders.
HMI is establishing itself as a thought leader by leveraging council and research committee insights, collaborating with academic and international partners, and providing members with future-focused events and analyses. This positions HMI as a trusted source of innovation and best practice.
HMI is positioning itself as a national HMI members voice for health and social care managers and leaders, influencing policy through member events, working groups, and published policy briefs. By gathering and advocating member perspectives, HMI strengthens its influence and visibility at the national level.
Reframe governance actions to highlight member benefits, ensuring HMI maintains its professional standing as a European leader for healthcare managers.
Develop new member services, enhance networking opportunities, and provide tailored support to address emerging needs.
Actively promote the HOPE Exchange Programme and other international collaborations, encouraging wider participation and showcasing the value of these initiatives to our members

Governance

Governance is the cornerstone of organisational excellence. HMI will maintain a robust governance framework that ensures transparency, accountability, and compliance with all legal and regulatory requirements. The governance structure includes the Council and Board of Trustees for strategic leadership, the Executive Leadership Team for operational delivery, and specialist committees for oversight and key functions.

Actions

Implement an annual governance cycle, including AGM, audited financial statements, and risk review.
Conduct Council self-assessments and skills audits to ensure capability.
Strengthen financial stewardship through regular audits and reporting.
Enhance stakeholder engagement by publishing governance updates and inviting member feedback.

Compliance

Compliance is essential to maintaining trust and credibility. HMI will ensure full adherence to the Charities Governance Code, the Charities Act, and the Companies Act. Trustees will receive ongoing support and training to fulfil their responsibilities effectively.

Actions

Provide induction and ongoing training for trustees on regulatory obligations.
Maintain accurate records and submit annual reports and financial statements to the Charities Regulator and Companies Registration Office.
Monitor compliance with governance codes and address gaps promptly.
Engage with The Wheel and other sector bodies to stay informed on best practices.

Education and Professional Development

Education and professional development is at the heart of HMI’s mission. We will expand our offerings to meet the needs of health and social care leaders in a dynamic environment. Key themes include Leadership, Management & Diversity; Succession Planning & Mentorship; Change Management & Digital Transition; Networking & Peer Learning; and Practical CPD formats.

Actions

Develop and offer mentorship/reverse mentorship programmes and establish a bank of trained mentors for health and social care.
Offer programmes supporting career transitions and include digital transition leadership training for health and social care managers and leaders.
HMI will work closely with Council members and national leaders in digital transformation across the health and social care sector. The Institute will continue to use its conference platform to highlight digital transformation initiatives led by HSE senior executives. HMI will regularly survey members to identify digital skills needs and adapt its offerings accordingly.
Expand conference offerings with case studies, poster presentations, and networking events. HMI will provide the platform for high-performing leadership practice by leveraging its national annual conference and other flagship events to showcase high-performing leadership practices from Ireland and internationally. Conference programmes will feature best practice presentations and international speakers, while networking and peer learning opportunities will be expanded. HMI will also recognise leadership excellence through awards and fellowships, fostering a culture of excellence and continuous improvement among members.
Create microlearning modules (videos, toolkits, webinars) for practical skill-building
Offer HMI Fellowship to support, recognition of expertise, professional development and strategic alignment which designed to advance professional excellence and leadership in health and social care management.
Launch leadership and management development programmes focused on diversity and strategic workforce planning.

Measuring Success → Sustainability

Sustainability will be measured through increased membership engagement and satisfaction, growth in accredited training programmes, higher participation in CPD activities, and compliance with governance codes and regulatory requirements. Financial performance and progress against strategic objectives will be reviewed quarterly to ensure long-term viability and impact.

Workforce Sustainability: HMI will launch targeted, data-driven interventions to combat burnout, boost retention, and strengthen leadership wellbeing among managers. Leveraging the Council’s expertise in workforce analytics, HMI will proactively identify risk areas and deliver tailored support to ensure a resilient, thriving leadership community.
Financial Sustainability: HMI will deliver high-impact leadership and management training while implementing robust financial strategies to diversify revenue and mitigate risk. These measures will secure the Institute’s long-term financial health and empower members to navigate an evolving sector with confidence.

Launch of HMI Strategic Plan 2026 – 2029