apha strategy recommendations (ver 2)
DESCRIPTION
This PowerPoint reports on strategic questions highlighted in the KAL-sponsored APHA organizational assessment.TRANSCRIPT
Recommendations for Strategy Development
Prepared for
January 10, 2010
Washington, DC
Gordon F. GoodwinDevelopment Solutions Group
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What’s expected of a 501 C 3 association?
Engage people in creating a social, environmental, economic or political
systems change.
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APHA Executive Board
=
Public Promise Keeper
What is the APHA Promise?
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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.
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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
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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.
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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?
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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?
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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?
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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?
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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
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Biggest Strategy Challenge
• Mission• Program• Operations• Revenue
ALIGNMENT
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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.
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David La Piana and Jo DeBoltLa Piana Associates, Inc.
May 10, 2007
One Option for Alignment
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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.
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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
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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