Efficient and effective strategic planning tools for a local health department

An organizational strategic plan for a local health department is intended to: (1) serve as a guide or clear picture of where the agency is headed, (2) depict what the department intends to achieve, and (3) describe the techniques that will be utilized to succeed. The strategic plan and its components are developed following the identification of areas of opportunity and challenge; these opportunities and challenges typically serve as a vision for agency priorities while providing future direction for three to five years. In addition to its importance in future direction, the strategic plan is a Public Health Accreditation Board (PHAB) requirement within the national, voluntary accreditation guidelines. The planning process and execution of the document is critical for success because the strategic plan is an integral piece of agency planning and development. Challenges associated in the development of a strategic plan within a local health department can result from limitations such as a lack of expertise on the tool, scarce resources and inadequate staff time. There are few published guidance documents on strategic planning based on PHAB guidelines while taking agency limitations into consideration. This case explores the dynamic strategic planning process in a local health department which requires time, critical input from a variety of stakeholders and sources, and an interrelated set of goals and strategies. The Greenfield Health Department (GHD) case highlights techniques encountered in the strategic planning process to overcome the common challenges, the time frame and completed sections of the document and the process executed for completion. Details of the planning process will describe how innovative strategies were sought to complete a theoretical plan fulfilling PHAB requirements while focusing on efficiency, effectiveness and maximization staff time.