apha strategy recommendations (ver 2)

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Recommendations for Strategy Development Prepared for January 10, 2010 Washington, DC Gordon F. Goodwin Development Solutions Group [email protected]

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This PowerPoint reports on strategic questions highlighted in the KAL-sponsored APHA organizational assessment.

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Page 1: APHA Strategy Recommendations (Ver 2)

Recommendations for Strategy Development

Prepared for

January 10, 2010

Washington, DC

Gordon F. GoodwinDevelopment Solutions Group

[email protected]

Page 2: APHA Strategy Recommendations (Ver 2)

2

What’s expected of a 501 C 3 association?

Engage people in creating a social, environmental, economic or political

systems change.

Page 3: APHA Strategy Recommendations (Ver 2)

3

APHA Executive Board

=

Public Promise Keeper

Page 4: APHA Strategy Recommendations (Ver 2)

What is the APHA Promise?

Page 5: APHA Strategy Recommendations (Ver 2)

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Purpose for working in association

Impact or systemic change thatsupports our purpose

APHA role in creating systemic change

BYLAWS of the American Public Health Association

ARTICLE II. Object. (Mission or purpose) The Object of this Association is to protect and promote personal and environmental health. It shall exercise leadership with health professionals and the general public in health policy development and action, with particular focus on the interrelationship between health and the quality of life, on developing a national policy for health care and services and on solving technical problems related to health.

Page 6: APHA Strategy Recommendations (Ver 2)

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APHA Mission = Public Promise

We Promise… .…to protect and promote personal and environmental health by (impact or systems change we seek to create)… …. changing health policy development and action to develop a national policy for health care and services through fulfilling the roles of… ….exercising leadership with the general public and health professionals in health policy development and action ….focusing on the interrelationship between health and quality of life ….(proposing) solutions to technical problems related to health

Page 7: APHA Strategy Recommendations (Ver 2)

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Do members know what they are “associating” for?

SPIGSSections

Affiliates

Science Board

Caucuses

Student AssemblyAction Board

ED BoardPublications Board

Executive BoardGoverning CouncilJPH

To serve the APHA purpose of…

exercise leadership with health professionals and the general public in health policy development and action, with particular focus on the interrelationship between health and the quality of life, on developing a national policy for health care and services and on solving technical problems related to health.

Page 8: APHA Strategy Recommendations (Ver 2)

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Mission Big Questions

“It (APHA) shall exercise leadership with health professionals and the general public in health policy development and action, …”

• Where is the “American general public” in America’s Public Health Association?

• What leadership outcomes has the APHA Board established, and what measures do staff track, to demonstrate that this aspect of the mission is being pursued?

Page 9: APHA Strategy Recommendations (Ver 2)

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Mission Big Questions

“….with particular focus on the interrelationship between health and the quality of life,…”

• What health: QOL interrelationship outcomes are important to the mission Impact of “changing health policy development and action OR develop(ing) a national policy for health care and services”

• What does success look like for this part of the Mission? What are outcomes? How will progress be tracked?

Page 10: APHA Strategy Recommendations (Ver 2)

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Business Model Big Questions

• What does APHA offer PH professionals that they cannot find elsewhere?

• What does APHA offer the general public they cannot find elsewhere?

• What mission promises or vision do we promote to motivate professionals and the public to associate with us?

• What options have been explored for building revenue and constituency?

Page 11: APHA Strategy Recommendations (Ver 2)

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Operations Big Questions

• How much APHA energy is allocated to current programs and coalitions?

• How much APHA energy is allocated to bringing together PH professionals and the general public to pursue public health policy development?

• Does APHA have enough people, time, $, and partnerships to undertake these activities well?

• What activities should we give up to recapture more energy to fulfill the mission?

Page 12: APHA Strategy Recommendations (Ver 2)

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What does the mission compel APHA to do well?

What elements of APHA should be emphasized or preserved as mission outcomes are pursued?

How is public accountability to mission promises to be demonstrated?

Key Board Strategy Qsns

Page 13: APHA Strategy Recommendations (Ver 2)

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Biggest Strategy Challenge

• Mission• Program• Operations• Revenue

ALIGNMENT

Page 14: APHA Strategy Recommendations (Ver 2)

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Strategy Next Steps

• Refresh and Affirm APHA purpose (Mission)• Define mission-critical outcomes (What does

mission success look like?)• Clarify APHA essential elements of identity

that will guide strategy development• Articulate Big Questions that APHA strategy

must address• Identify ways to measure progress made

towards achieving mission-critical outcomes.

Page 15: APHA Strategy Recommendations (Ver 2)

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David La Piana and Jo DeBoltLa Piana Associates, Inc.

May 10, 2007

One Option for Alignment

Page 16: APHA Strategy Recommendations (Ver 2)

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Strategy Focus Areas

Organizational

(see next slide)

ProgrammaticDecide on approaches and offer programs and

activities to achieve specific outcomes related to the target audiences

OperationalAdminister and oversee systems, policies, and personnel in

areas such as finance, human resources, communications, and information technology

Board determines what will be done. Accountable to public for mission promise.

Staff leads design. Board provides feedback on measures of success.

Staff determines how programs get done.Accountable to board for results.

Page 17: APHA Strategy Recommendations (Ver 2)

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OrganizationalBoard Role

Determine vision, values, mission,

and outcomes critical to achieving

it.

Staff Role

Inform organizational strategy

with knowledge of trends,

competitors, partners, and

market position.

NOTE: Effective stewardship and organizational strategy development requires coordination and cooperation of board and staff roles.

Organizational

Page 18: APHA Strategy Recommendations (Ver 2)

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Strategy Formation Wheel

A Business

Model

B Market

Awareness

C CompetitiveAdvantage

D Strategy Screen

E Big

Questions

FDevelop &

Test Potential Strategies

G Implementation

Staff informed

Board deliberated