“advancing knowledge. improving life.” strategic planning workshop dean stanley lemeshow...

“Advancing Knowledge. Improving Life.”

Strategic Planning WorkshopDean Stanley Lemeshow

Strategic Planning Process

Dean Stanley Lemeshow

October 2007



CPH Strategic Planning Timeline

SPH established as independent

entity August 2003

1st faculty retreat under

new Dean, September 2003

SP kickoff March 2004

CEPH site visit October

2003

SP retreat September 2004

SPH Strategic Plan

February 2005

CEPH Confirmation

of Accreditation

May 2004



1. Identify mission, vision, and values2. Understand external environments and competition3. Conduct internal analysis of resources and capabilities4. Conduct stakeholder survey5. Set strategic goals 6. Identify strategic initiatives to support the goals7. Develop an action plan for implementation8. Use strategic indicators and performance tracking9. Review annually assumptions, trends and goals

Strategic Planning Process



• College leadership was committed and spent time working with the strategic planning group to brainstorm and develop directions and ideas

• Planning group included key stakeholders and was facilitated by a professional planning consultant

• Planning group met bi-weekly for 6 months and included stakeholder input Interviews with division chairs, faculty leaders, employers,

state agencies, staff, and students Web-based surveys targeted faculty, alumni, students, and

employers Focus groups with faculty, staff, and students

Process – Stakeholder Involvement



• Develop a shared vision of the future that is inspirational, realistic, credible and attractive

• Develop objectives and focus energy in achieving these objectives.

• Planning group to include key stakeholders and facilitated by professional planning consultant

• Ensure ample opportunities to solicit stakeholder input into the process

Process – Vision and Mission



Process – Environment• This includes factors that may influence the college’s

strategic directions and operations.• Through retreats, interviews, and focused groups,

the committee identified the strengths, weaknesses, opportunities, and threats that helped frame our discussions on setting strategic goals and identifying strategies.



• International– World population growth and globalization– International dimension improves reputation

• National– Increasing need for public health education and intervention– Aging population– Public health workforce reaching retirement age– Health disparities– Bioterrorism– Fast growth in national health expenditures– Admission to public health majors increased more than 50% in 10 years

Environment – International, National



• State– Only accredited public health college in Ohio– Located in state capital– Good statewide public health infrastructure– State education support decreased every year from 1998-2003

• University– Academic Plan sets ambitious goals– Budget restructuring creates incentive for expansion– Affiliation with largest health sciences campus in the nation– Newly attained academic status separate from College of Medicine– New Dean determined to get the school into the top 20

Environment – State, University



SWOT Analysis SampleService

Strengths

Weaknesses

Opportunities

Threats

•Office of Public Health Practice•Strong city, state health depts.•University encourages and supports outreach•Many potential external partners

•No agreed definition of service•Service not part of the culture•School had minimal infrastructure

•Strong city, state health depts.•Practice placements are extension of service•Grants available for collaboration•Enhanced public health interest

•Limited funding for service activities•Other MPH programs in the state could fill this niche•Territorial nature of other extensions



Internal Assessment – Survey

Faculty14%

Staff20%

Students35%

Others9%

Public Health Professional

22%

Faculty 13

Staff 18

Student 32

Others 8

Public health professional

20

Total 91

Respondents



Sample -- Strategic Planning Survey

0% 10% 20% 30% 40% 50% 60% 70% 80%

Collaboration in multidisciplinary research

Strong record of academic publications

Ability to secure external grant funding

Incentive for faculty research

Faculty who values classroom teaching

Students participate in faculty research

Opportunities for student field experience

Outreach to public health workforce

A Major Strength A Strength

58%

37%

44%

29%

53%

48%

70%

63%

Percent who considered the following as “A Major Strength” or “A Strength”



Process – Goals, Strategy Development

• Based on the analysis of strengths and strategic opportunities, identified a set of strategic goals that CPH should achieve within a specific timeframe.

• These goals were designed to be in close alignment with the University’s academic plan as well as fitting our unique environment.

• Associated with the strategic goals was a set of tactics to achieve the targeted performance. These tactics reflected what our stakeholders believed are the most important to help achieve our objectives.



• One of the inherent rationales for strategic planning is the realization that we are constrained by limited resources. Thinking strategically means that we need to set priorities and make decisions that have trade-offs.

• An implementation plan was developed to translate our goals and strategies into specific, disciplined, and time-sensitive sets of actions.

• We also prioritized programs and made strategic investment decisions based on such priorities

• We also developed performance metrics to track, assess, and reward progress towards achieving our goals

Prioritization and Implementation



Sample Implementation PlanActionable Items Target Required

Resource Persons

Responsible Status

Hire a communications director

Hire by Jan 2005 1 Staff FTE with benefits

Ann Florentine Done

Redesign and improve the School’s web-site

Done by August 2005 to allow next year’s applicants better access

$10,000 Christine O’Malley

Done (continual improvements)

Recruit division chairs Fill all vacant leadership positions by the end of 2005

Dean and Executive Committee

Done

Recruit regular and research faculty

Recruit faculty for each division

Varies depending on negotiation Dean and

Division Chairs Ongoing

Ensure faculty awareness and use of grant facilitation services

Full-time grant facilitator to start serving SPH faculty by Sept ’05 and work actively with faculty

$55,000

Associate Dean for Research

Done (ongoing)



Sample Performance IndicatorsIndirect Cost Recovery and Release Time from

Research Grants, FY 2000 - 2007 Highlights:

OSU SPH’s total indirect cost recovery increased significantly from the low of $359,455 in FY04 to the height of $846,443 in FY07. Total release time has been on the rise and was at $1.3 million in FY07.

$516,888$578,459

$846,443

$212,033$275,110 $315,909

$1,327,600

$511,447

$359,455

$566,080

$802,212

$516,306$528,673$793,798

-$100,000

$100,000

$300,000

$500,000

$700,000

$900,000

$1,100,000

$1,300,000

$1,500,000

FY01 FY02 FY03 FY04 FY05 FY06 FY07

IDC Release Time

Data Source: OSU SPH Internal Financial Data.



Take-Away Points• Bring together the right people, beyond leadership. Ensure

representation of all key stakeholders, including those external to the university.

• Leadership must signal that the strategic plan is a top priority.

• Ensure that your final plan connects with the university’s and college’s priorities. Decisions from budgeting to personnel to space planning should be related to the strategic plan.

• Strategic planning is about deciding who you ARE and who you ARE NOT.



• Allow sufficient time to fully develop the ideas and build consensus.

• Engage a strategic planning professional. • Designate a staff person who will take ownership

of the process. Clearly, the strategic planning process should follow faculty governance procedures, and the content of the plan is shaped by stakeholders.

• When you think you’re done, you’re not done.

Take-Away Points



2007 Plan Update

Focus Groups(faculty, staff,

students, alumni)Spring, Summer

2007

Review of Focus Group feedback, SWOT

analysis, tactical review at Faculty RetreatSeptember 2007

Discussion of top priorities at

faculty meetingOctober 2007

Strategy included in Dean’s

Advisory Board retreat

October 2007

Survey of key stakeholders

November 2007

Draft of update presented to

faculty January 2008

Final draft completed Spring 2008

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