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NACCHO Annual Strategic Planning

Public Health - Seattle & King County's presentation to Seatle Fire on lessons learned from 2008 and 2011 strategic planning processes

Alison Levy

on 30 June 2017

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Transcript of NACCHO Annual Strategic Planning

San Francisco
(cc) photo by Metro Centric on Flickr
(cc) photo by Franco Folini on Flickr
(cc) photo by jimmyharris on Flickr
(cc) photo by Metro Centric on Flickr
What your strategic
plan can do
for you
planning goals

executive buy-in

scope & audience

gather reference documents

participants & roles
1. describe current operating environment & how it's changing
Establish priorities
Identify where to cut / grow / sustain capacity
Lessons learned
Engage staff and partners in developing a shared vision of success
Phase 1 - process organization
Timeline = 9 months
5 phase process
1 month
Phase 2 - environmental scan + capability assessment
2. select a national framework for defining/assessing what you do
3. assess current outcomes or capabilities against that framework
2 months
Phase 3 - goal & strategy development
Establish goals for each program element as defined by your national framework

Identify tasks or strategies to achieve each goal
Phase 4 - plan drafting & finalization
prioritize goals & objectives
a narrative
Phase 5
1. publish
2. roadshow
3. integrate with workplans
4. adopt metrics and track performance
5. update regularly
...3 months
staff process appropriately

use an internal project lead

invest time in determining project goals, audience

involve the parties needed to implement your vision
Hazard analysis

Key informant interviews

Analysis of legal mandates

Analysis of demand / utilization
Capability assessment survey

AAR/improvement plan analysis

Peer benchmarking?
Fatality Management goal:
Build scalable capacities and
capabilities to lead an effective
response to a medium-sized
mass fatalities incident using
local resources or those that can
be mobilized without federal
we can
Key informant interview questions

Capability assessment survey instrument

Mobilization frequency analysis

AAR/Improvement plan analysis

Implementation plan and tracking tool
Educate others about
your mission
Increase transparency
and buy-in
Analyze strengths and vulnerabilities
Position you for
funding opportunities
timeline: depends
P r o j e c t m i l e s t o n e s
Regional rollout

Staff retreat

Publish plan

Steering committee meeting #3

Plan drafting {project staff}

Steering committee meeting #2

Develop goals and strategies {small workgroups}

Steering committee meeting #1

Environmental scan {project staff}

Process organization {project staff}
Why we did it
Shrinking revenues

New federal program structure

Dependent on partners to implement our vision

Influence the national direction for public health preparedness

Last plan expired
local needs trump national standards

tightly scope participants' roles

support decisionmaking

rapidly translate end product into workplans

measure and track progress
Major products
Major products
End Products
9 Priorities
Strategic goals
Workplan level strategies
Updated analysis
Goodwill of participants

Strategic Planning to Move You Forward in Challenging Times
Sustainment strategy: Complete and maintain King County Mass Fatality and Family Assistance Center plans.
Enhancement strategy: Integrate law enforcement, healthcare, funeral homes, faith based and cultural leaders, and emergency management partners into mass fatality planning to clarify roles and coordination procedures
Full transcript