Ipha 2010-2015 Strategic Planning Report

IPHA 2010-2015 STRATEGIC PLANNING REPORT

April 2011

Table of Contents

Executive Summary ……………………………………………………………………………………………... / 2
Overview of the IPHA Strategic Planning Process ………………………………………………….. / 3
Summary of Environmental Scan ………………………………………………………………………….. / 4
Proposed 2010-2015 Strategic Plan ……………………………………………………………………... / 6
Proposed Monitoring and Accountability Plan ……………………………………………………….. / 8
Appendices
Appendix A: IPHA Strategic Planning Retreat Attendees …………….…………………………
Appendix B: Pre-Meeting Survey Results – 2010 Membership Online Survey …..……
Appendix C: Pre-Meeting Survey Results – Resource Development Plan ………………..
Appendix D: Pre-Meeting Survey Results – Strategic Planning Participant Survey
Results (Summary)………………………………………………………………………
Appendix E: Pre-Meeting Survey Results – Key Informant Survey Results ……………..
Appendix F: Strategic Planning Retreat Notes ………………………………………………………. / 9
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Executive Summary

The Illinois Public Health Association (IPHA) began its strategic planning process in 2010 with an environmental scan, a retreat, and this report. Subsequent to adoption of the final plan, IPHA will move forward with a strong implementation and evaluationapproach.

A number of tools were used to conduct the environmental scan:

2010 Membership Online Survey (April 2010)
Resource Development Plan (July 2010)
Strategic Planning Participant Survey Results (Summary) (September 2010)
Key Informant Survey Results (September 2010)
Strategic Planning Retreat Discussion (September 2010)

Results of the scan generated a number of themes: tough current financial times; opportunities for IPHA in health care reform, advocacy and continuing education; the need for increased member engagement; the need to demonstrate cost-effectiveness of public health and prevention (white paper); the importance of focusing on a few priorities.

On September 23, 2010, twenty-nine representatives of IPHA leadership met to develop a preliminary strategic plan. As a result of that meeting, the mission was revised, a vision was identified, and focus areas were characterized.

Mission: Lead and advance public health practice in Illinois.

Vision: Wellness and health equity.

Focus areas: Public health system improvement; policy; membership and organizational capacity.

Subsequent to the retreat, the IPHA Executive Council proposed and approved an IPHA internal vision statement:

The Illinois Public Health Association strives to build a high performing sustainable, well-funded public health system in all areas of Illinois that:

Prioritizes primary prevention,
Ensures the health and safety of the public,
Is served by a diverse and professional workforce,
Advocates for and articulates the fundamental value of public health.

The report (including 1-page strategic plan) was circulated to the retreat attendees and was approved by the Executive Council. The membership receives the plan on June 13, 2011.

Overview of the IPHA Strategic Planning Process

The Illinois Public Health Association (IPHA) contracted with Badger Bay Management, LLC, to conduct their strategic planning process. Badger Bay Management (BBM) is an association management firm that manages over 20 health professions-related associations. Based in east-central Wisconsin, BBM manages both Wisconsin-specific and national organizations, including the Wisconsin Public Health Association and the Wisconsin Association of Local Health Departments and Boards.

A small planning group, comprised of IPHA staff, board members and public health leaders,met with BBM twice to plan for the retreat. Two existing bodies of information were identified as important for informing the retreat: April 2010 IPHA Member Survey and the Resource Development Plan (drafted by the Metro Group in collaboration with IPHA leadership and with funding from the Kellogg Foundation). Additionally, two surveys were conducted in order to inform the process and use the retreat time optimally: Strategic Planning Participant Survey focusing on strengths, weaknesses, opportunities and threats, and a Key Informant Survey.

The Strategic Planning Participant Survey was sent to all invited attendees (regardless of their ability to participate on September 22-23). The Key Informant Survey was sent to about 10 identified key informants. Results from these surveys, along with the Member Survey and Resource Development Plan, were summarized for review and use at the retreat.

On September 22-23, 2010, twenty-nine IPHA members and staff attended the 1.5-day planning sessionin Springfield, IL. The session began with the environmental scan (results of surveys), then shifted to mission, vision, customers, values and specific activities. Given the time parameters, participants were invited to contribute their ideas generally, and processes were used to identify priorities.

Following the retreat, BBM summarized the results of the surveys and retreat and provided the report to IPHA staff and leadership. IPHA staff and leadership consulted with the Executive Council, which recommended small modifications to the strategic plan. The report (including a 1-page strategic plan) was subsequently circulated to the retreat attendees and was approved by the Executive Council. The membership receives the plan on June 13, 2011. A companion workplan was also developed.

Summary ofEnvironmental Scan

The following section is a summary of the results of four different assessments, as well as discussion at the retreat, all contributing to the overall environmental scan. Complete results can be found in appendices B-F. The assessments were:

2010 Membership Online Survey (April 2010)
Resource Development Plan (July 2010)
Strategic Planning Participant Survey Results (Summary) (September 2010)
Key Informant Survey Results (September 2010)
Strategic Planning Retreat Discussion (September 2010)

IPHA strengths were identified:

Members are generally very satisfied with IPHA.
Policy and advocacy.
Continuing education/conferences.
Communication – website, newsletter.
Administration/staffing.
Ability to connect with other organizations.
Credibility in Illinois.
Members’ experience, knowledge, and shared values (which can be energizing).

Areas of IPHA improvement were identified:

Member engagement and participation.
With so many important issues, it is difficult (but necessary) to focus.
More with sections, students, website, and continuing education.
Limited funding and staffing.
Promoting IPHA and public health beyond governmental public health.
Increased focus on public health infrastructure.

Factors affecting IPHA(i.e., opportunities and threats) were identified:

The economy – affecting governmental budgets (including the ultimate impact of complete dissolution of some health departments), overall funding for public health efforts,the ability of members to participate in IPHA-related activities, etc.
Health care reform.
Increasing role of federally qualified community health centers as a result of health care reform.
Failure of public health to demonstrate a return on investment.
Demographic shifts – increasing numbers of older individuals in the population and in the public health workforce.
Electronic medical records, the ability to aggregate data, and the challenges of attempting to do so (e.g., accessibility of data for public health professionals and organizations).
Web/internet/social media.
Increasing numbers of public health graduates.
Increasing changes in where MPH graduates have jobs (i.e., outside of governmental public health).
Public health needs to be at the table – and bold about it – when key issues are up for discussion or debate.
Weak public health partners. Other organizations that share IPHA’s mission or interest in issues aren’t strong enough (e.g., in capacity or skill) to influence desired outcomes.

Proposed Strategic Plan 2010 – 2015

The IPHA strategic plan is on the following page. In addition to the strategic plan, IPHA will also pursue ongoing activities that are embedded in IPHA culture and thinking. Those ‘givens’ include:

General advocacy – responding to issues, engaging members, engaging partners
General membership recruitment
Annual conference
AmeriCorps
General partnerships
Generate revenue/balance budget
Generally promote and publicize the positives
Annual report
Succession planning
Document progress on strategic plan

Additionally, the three focus areas of the strategic plan will be supported with marketing/communication and workforce/professional development.

IPHA Strategic Plan, 2010-2015

Mission: Lead and advance public health practice in Illinois.

Vision: Wellness and health equity.

Focus Area I
Public Health System Improvement / Focus Area II
Public Health Policy / Focus Area III
Membership and Organization
Strategies

Build the capacity of the Illinois public health system.

/ Strategies

Pursue effective public health policy change.

/ Strategies

Increase involvement of affiliate and individual membership.
Change the IPHA and public health cultures to be more assertive.

Goals
1.1Increase funding for public health in Illinois.
1.1.1 Collect and document current Illinois public health-related funding information (governmental and non-governmental).
1.1.2 Identify and implement at least three specific opportunities to improve funding (e.g., Chronic Disease funds, local revenue and federal health care reform dollars, changes in regulations).
1.1.3 Document and publicize the cost-effectiveness of public health and prevention.
1.2 Build the capacity of other public health organizations.
1.2.1 Identify key outcomes desired.
1.2.2 Based on desired results, identify at least 3 organizations to intensively collaborate with and strengthen.
1.2.3 Develop and implement plan for strengthening the capacity of other public health organizations. / Goals
2.1 Lead the Illinois public health response and approach to health care reform.
1.1.1Conduct an expert review of the health care reform package (or use other experts’ analysis, e.g., APHA).
1.1.2Identify and act upon public health-related health care reform opportunities.
1.1.3Develop and publicize the public health role in and impact on health care reform.
2.2 Develop and implement a plan to assure health in all new policies (e.g., HIA).
2.2.1 Train staff and key IPHA leaders on HIA
2.2.2Adopt an internal process to include an HIA on any IPHA-initiated legislation.
2.2.3Assure HIA application on at least 5 legislative bills.
2.2.4Conduct at least 1 HIA training/year for local decision-makers. / Goals
3.1 Increase involvement of IPHA members.
3.1.1 Increase student engagement by 50%, using technology, involvement of academic institutions, incentives, mentoring and sections.
3.1.2 Assess and develop an outreach strategy to engage current non-members.
3.1.3 Strengthen the role and influence of sections in the formulation and advocacy of public health policy.
3.1.4 Develop and implement a welcoming protocol for all new and low-engaged members.
3.1.5 Develop relationships with agencies that have a strong focus on diversity and/or health disparities.
3.1.6 Develop a new leader orientation/training.
3.2 Change IPHA and public health culture to be more assertive.
3.1.6 Annually advance plans to address 2-4 assertiveness priority areas.

Communication/Marketing and Professional/Workforce Development
INTERNAL VISION: The Illinois Public Health Association strives to build a high performing sustainable, well-funded public health system in all areas of Illinois that: prioritizes primary prevention, ensures the health and safety of the public, is served by a diverse and professional workforce, and advocates for and articulates the fundamental value of public health.

Proposed Monitoring and Accountability Plan

The President, Executive Council and Executive Director have primary responsibility for monitoring the strategic plan. Utilizing a workplan and with updates provided by the appropriate responsible parties, the Executive Council will review progress not less than twice a year. Consideration will be given to altering the Council meeting agendas to reflect a focus on the strategic plan.

APPENDIX A

IPHA Strategic Planning Retreat Attendees

JerryAndrews

IPHA Parlimentarian

SueAvila

IPHA ARGC

MikeBacon

IPHA President-Elect

AngieBailey

IPHA Nominating Committee

KathyBaldwin

IPHA Nursing Section member

KristenBall

IPHA Staff

SarahBeversdorf

Badger Bay Management, LLC

JodiDart

IPHA Staff

ShellyEbbert

IPHA Past President

Mary LouEngland

Retired

CathyFerguson

Executive Council at Large

CherylGalligos

IPHA Food and Nutrition Rep

DorisGarrett

IPHA Past Council

HanaHinkle

Nominating Committee Member

PeggyHintzman

Badger Bay Management, LLC

TomHughes

IPHA Staff

GinaJacaway

IPHA Staff

BobKeller

IPHA Past President/PL Committee Co Chair

JimNelson

IPHA Executive Director

EricOstermann

Badger Bay Management, LLC

IrenePierce

Lake County Health Department

CherrylRamirez

IPHA Behavioral Health Section Rep

ShirleyRandolph

IPHA Past President

MargaretRing

IPHA Secretary

AnnRoppel

IPHA Oral Health Section Rep

TheodoreRoss

IPHA Executive Council at Large

RalphSchupert

IPHA Consulting Associate

RichardSewell

IPHA Past President

BernardTurnock

Clinical Professor and Director, UIC

ValerieWebb

IPHA President

ChristinaWelter

Cook County Health Department

LindaWheal

IPHA Family Planning Section Rep

APPENDIX B

2010 Membership On-Line Survey

The Illinois Public Health Association (IPHA) staff conducted an online survey in April 2010 to collect data on respondents’ perception of the IPHA member benefits, involvement in sections and committees, functionality of the IPHA website, continuing education opportunities, advocacy, and overall satisfaction with IPHA’s programs and activities. The survey was circulated via email to IPHA membership member listservs.

A total of 159 respondents participated in the web based survey. The survey data analysis was carefully reviewed by the IPHA staff and membership committee. The results of the survey have been used to assist the IPHA membership committee in the development of strategies to enhance membership in IPHA. Furthermore, the IPHA membership committee summarized the relevant findings to assist the IPHA strategic planning participants in the development of action items for the revised 2010 – 2015 strategic plan.

Areas IPHA is doing well in

Members are members because they are interested in public health.
The vast majority of members are satisfied/very satisfied with IPHA.
Very few members are disgruntled.
The majority of respondents agree that they would recommend IPHA to a colleague or fellow student.
IPHA provides timely and informative legislative news updates, advocacy alerts, calls to actions and event calendars.
IPHA is doing well at focusing our policy/legislative work on areas members see as critical.
Information on the IPHA website is updated frequently with timely and important public health happenings.
IPHA website is visited frequently.
IPHA provides discounts to continuing education events.
On-line conference registration is positive.
IPHA members are encouraged by their employers to attend continuing educational opportunities.
Majority of members believe section structure is good.

Areas IPHA could improve on

Educate and inform membership of importance of their participation in public health advocacy.
Explain ways in which IPHA members can participate.
Clarifythe role of sections and committees and relating to members about volunteer activities.
Communicate with sections.
Update section descriptions on website.
Ensure that Viewpoint is covering all topics and includes section leadership in drafting monthly articles.
Increase member involvement in annual awards nominations.
Invite member involvement (including IPHA staff making personal calls to members).
Expand affiliate membership.
Utilize members who belong to various allied health groups to be a communication link between the organizations.
Utilize the website to its fullest, i.e., membership forums, event calendar, news items, etc.
Explore alternative ways to provide continuing education including webinars, conference calls, etc.

IPHA could do differently

For each section, develop a one-page best practice brief with stories on different topics such as HIV/AIDS, chronic disease prevention, etc.
Increase student involvement by exploring reduced student dues or adding a student special interest group.
Survey members to determine what works for them in terms of continuing education mode.
Distribute a learning needs assessment to members to determine their priority interest areas for future continuing education.

Services IPHA is not providing, but members would like to see added

Add a New and Review monthly public health newsletter which includes information on different practice and program areas written by the Academia section – making sure to list sources.
Increase communication between section and committee leadership and section and committee members, including section activities, articles for viewpoint, and website updates.
Add a page on the website for members to learn more about involvement in IPHA and its sections and committee (including time commitment, duties, etc). The page should also have a sign up form to quickly enroll in a section or committee.

APPENDIX C

Resource Development Plan

DRAFT TEMPLATE

July 2010

Purpose: To develop a resource development framework that will support the Illinois Public Health Association’s strategic plan and fundraising goals; and to further its impact on public health.

I. Situational Analysis

The mission of Illinois Public Health Association (IPHA) is to improve the health of Illinois residents through leadership in and advancement of the practice of public health. The Illinois Public Health Association has instituted a strategic framework in place from now until 2012, with focus areas of: leadership in the profession, public health advocacy, allied organizations, and membership and organizational capacity building. IPHA’s current budget is roughly $5 million; with an operating budget of $500,000. Revenue generated from membership represents 20% ($100,000) of this budget. While state-supported prevention programs (prostate cancer, vision, dental, etc.) are being shelved due to a budget crisis, IPHA has held steady.

Past resource development efforts have focused on contracts and residuals, earned income, sustaining affiliates, and individual memberships. Valuing entrepreneurship and partnerships, IPHA has had a strong history of generating revenue from contracts. In evaluating new partnerships, it seeks opportunities that are most valuable, have the best alignment, and sustainable in the long run.

To reach IPHA’s goals in the strategic plan will require sustainable resource development. Sustainable resource development includes: acquisition of revenue from different sources; diversity of sources and donor types; high ratio of relationship based, mission driven investment to transactional investors; and effective story telling to receptive audiences. Additionally, as IPHA values ensuring that all members of the community engage and support the association (diversity in income, social, ethnic backgrounds – sustainability not just about funds, but people), it means connecting and engaging IPHA’s key constituents.