Magee Womancare International

Magee Womancare International

Strategic Plan for: 10/1/15-12/1/17

Last Reviewed on: 12/15/2015

To be updated every 6 months

Parts of Plan Adapted from:

Contents

Background3

Mission4

Vision4

Risks and Opportunities4

Goals and Objectives6

Marketing Plan9

People Development Plan9

Budget 9

Next Steps9

Background:

Who We Are:Established in 1992, Magee Womancare International provides culturally sensitive and informed health education and programming to underserved women and families in Pittsburgh and abroad.

Magee Womancare International (MWI), is the local and international health outreach division of Magee Women’s Hospital and housed under Magee Womens Research Institute & Foundation. The independent institute is affiliated with the University of Pittsburgh Medical School and maintains a strong clinical partnership with Magee-Womens Hospital of UPMC.

MWI does not function as a separate 501(c) 3 non-profit organization, and does not have its own board. MWI also has no representation on MWRIF’s board. MWI receives a budget of $20-30,000 from MWRIF annually for operating costs (with the exception of salaries), and 50% of MWI’s Director’s salary is covered by Magee Womens Hospital for supervising hospital based programs and staff. All other programming costs and salaries are entirely funded by outside grants.

MWI employs one Administrative Director, Nicole Travis, and one Program Coordinator, Lynsie Clott. Two to three unpaid interns are also on staff at any given time, helping with programming duties.

Who we serve: MWI strives to collaborate with community stakeholders to develophealth education and access to services programs that address pressing health care issues and disparities in health. Our services are becoming increasingly important in the Pittsburgh community as this area has received an increasing number of refugees and immigrants, many of whom fail to access adequate health services due to a multitude of factors including language barriers, cultural barriers, fear of deportation, and inexperience with the U.S. healthcare system.

Our services are also impactful abroad. MWI has the expertise to implement successful programming in foreign cultures due to experience and a history of effective collaboration with foreign partners. Additionally, MWI boasts a representative sister office in Moscow, also supervised by the MWI director.

While MWI strives to serve primarily women and families based on MWH Womancare model, MWI currently also serves youth through the Youth Leadership Program (summarized below) due to changes in government funding. This contract allows MWI to cover a significant portion of overhead and salaries, unlike many other grants.

Current Programming: Currently, the organization runs two ongoing and successful programs:

1. Breast Health Programming funded by the Susan G. Komen Foundation of Pittsburgh, and potentially Avon Breast Health Programming in 2016. The purpose of the program is to increase access to breast health education and screening services for immigrant, refugee, and African-American women in Pittsburgh communities through ministries or groups led by community “wisewomen” as well as direct outreach efforts.
2. The Youth Leadership Program is an international exchange program funded by the US State Department’s (USDOS) Bureau of Education and Cultural Affairs grant, and has been ongoing for seven years. It provides youth leadership and civic engagement to youth, most recently sending local youth to Nepal.
3. For 2016: We have submitted a grant for additional breast health programming through Avon, and plan to write a grant for programming to reduce African American infant mortality rates- this is still TBD with the Hillman Foundation.

MWI faces several challenges over the next two years, specifically securing grant funding that matches our mission domestically and abroad.

Vision:

“Magee Womancare International envisions a world where all women and families are empowered through increased access to quality health information and services, and as a result, have the opportunity to make informed decisions about their health care.”

Mission:

“To build healthier communities through international and local health initiatives for women and their families that address health disparities and culturally appropriate health care delivery to minority, underserved, and at risk population.”

Risks and Opportunities (Based on GSPIA’s Consultants, Spring 2015)

Comparative Advantages:

• Strong relationships with local communities, specifically the Nepali-Bhutanese, Latina, and African American communities
• Location in South Oakland, promoting service capacity and matches local funders interests in sponsoring local services
• Affiliation with UPMC and Magee Womens Hospital carries significant name recognition and respect and provides strong clinical partnerships for programming

Areas for Improvement

• Administrative funding from MWRI for operations is not sufficient, necessitating looking to additional grants that support operations and administrative costs
• Seeking grants that solve health problems the community wants to address
• Youth leadership programming is not directly in line with mission statement (mission drift) but constitutes an important source of funding

Areas of Significant Risk

• Community perception of UPMC as a wealthy organization impacts MWI’s ability to secure funding from grantors
• Ability to perform international programs based on uncontrollable political factors (e.g. Youth Leadership Program)
• Lack of funding diversification and funding restrictions mandated by its stakeholders, and lack of fundraising autonomy from MWRIF

Comparative Disadvantage

• Lack of relationship with leadership structures, MWRIF’s leadership and board of directors or capacity to form own advisory board
• Grant writing is time consuming, and while the program could benefit from more employees it would require writing additional grants to cover their salaries

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Goals and ObjectivesThrough 2017

In response to the assessment above, MWI outlines the following goals and objectives through December 2017.

• Speak with Arthur to make sure we are allowed to do independent fundraising
• Brainstorm fundraising events
• Decide on which to implement
• Design project plan and projected dollars to raise

• Discuss roles and responsibilities of advisory council/commitment
• Approve/disapprove

• List of contacts
• What/how to ask

• Create contracting package (see 2.2)
• Create brochure

• Create donor tracking in access
• LinkedIn, Host Families, Partners
• Implement desired option

• Decide on focus area for each grad intern and hire them specifically for that purpose
• Undergraduate interns- remain programming focused/other duties as assigned?
• Create Job descriptions

• Research grant opportunities and community needs
• Improve local and national grantor database and calendar (based on topic relevance, regional strengths, funds
• Write grants

• Create with help from community/advisory council

• Get approved by leadership

• Research international grants
• Create list of top options
• Write and submit grant

• Review and optimize Facebook Use
• Review and optimize LinkedIn Use

• Review and optimize website content

• PR with local media via media list
• Semi-annual or annual newsletter
• Build email list serve, donors employees

• Create packages for branding to general, donors and partners

• Reach out to organizations with packages as created above

• Identify key community partnerships and track list

• Attend meetings when possible
• Attend their events
• Attend UPMC Patient Relations Committee meetings

• Create list of barriers to care and potential programming

• Share with leadership & UPMC patient relations, Healthy women, Imaging Dept.
• Work with kesi to communicate these changes

• Include money for this in grants, get MOAs

• Execute updated training each year

• Include in grant funding

• Transportation etc.

• How to involve Magee staff?

• How to encourage partnership?

Championing the Mission(Marketing and Communication Plan)

TBD

Staff Development Plan

Budget

Next Steps:

• Once this strategic plan is verified by leadership, Lynsie will include these objectives on Trello to track progress.
• This plan will be updated quarterly.

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