Back to Annual Meeting Page		American Public Health Association 133rd Annual Meeting & Exposition December 10-14, 2005 Philadelphia, PA

Abstract #112316

Carianne Tucker Muse, MPH, CHES¹, Bryan Kim, MBA², Cynthia Sibley, BS², and Mark Ciampa, MS³. (1) Global Health, Booz Allen Hamilton, 230 Peachtree Street NW, Suite 2100, Atlanta, GA 30303, 404-589-7062, muse_carianne@bah.com, (2) Organizational Change, Booz Allen Hamilton, 230 Peachtree Street NW, Suite 2100, Atlanta, GA 30303, (3) Health Systems, Booz Allen Hamilton, 230 Peachtree Street NW, Suite 2100, Atlanta, GA 30303

Public health agencies are operating within an evolving environment with mounting pressures for accountability from its various stakeholders. Within this context, a successful organization should consider a rigorous process of introspection and data analyses in order to establish and articulate its strategic outlook on key public health problems. A truly effective strategic plan is a living document that serves as a roadmap for fulfilling the aspirations of the organization and its staff.

Participants in this presentation will acquire knowledge about incorporating private-sector best practices into strategic planning efforts while allowing for flexibility to adapt to changing priorities and mandates. Organizations can benefit from a tailored, evidence-based methodology that has been field-tested with leading government and non-profit health organizations.

In the first phase of any strategic planning effort, called the Environmental Scan, it is necessary derive a complete picture of the organization's internal and external environment using a participatory approach to data collection. The results should be further corroborated by secondary research on the current and future public health environment to develop organizational strengths, weaknesses, opportunities, and threats (SWOT). These data inputs should be quickly translated into a prioritized set of strategic issues and goals, providing an impetus for real, tangible changes and elevating the organization's Strategic IQ.

A final strategic plan includes an inspired and informed vision, management priorities, programmatic priorities, and action plans. This paper suggests a data-driven method for leaders to inspire and create a compass, anchor, and sail for their organization's future expeditions.

Learning Objectives: At the conclusion of the session, the participant will be able to

• Articulate the process for translating primary and secondary data into a strategic plan for a public health organization.
• List five ways to categorize results of an organizational SWOT analysis in a public health setting.
• Discuss the benefits of applying private-sector strategic planning methods in public health organizations.

Keywords: Organizational Change, Planning

Presenting author's disclosure statement:

I wish to disclose that I have NO financial interests or other relationship with the manufactures of commercial products, suppliers of commercial services or commertial supporters WITH THE EXCEPTION OF employment with a professional services firm providing both commercial and government services.

Recorded presentation