(3) Corporations, and any community chest, fund, or foundation, organized and operated exclusively for religious, charitable, scientific, testing for public safety, literary, or educational purposes, or to foster national or international amateur sports competition (but only if no part of its activities involve the provision of athletic facilities or equipment), or for the prevention of cruelty to children or animals, no part of the net earnings of which inures to the benefit of any private shareholder or individual, no substantial part of the activities of which is carrying on propaganda, or otherwise attempting, to influence legislation (except as otherwise provided in subsection (h)), and which does not participate in, or intervene in (including the publishing or distributing of statements), any political campaign on behalf of (or in opposition to) any candidate for public office.
Impact = permanent reduction in the cause of a social, environmental, economic or political problem- not just the symptoms
What does it mean to be a steward of public resources?
APHA Strategy Recommendations (Ver 2)
Recommendations for Strategy Development Prepared for January 10, 2010 Washington, DC Gordon F. Goodwin Development Solutions Group [email_address]
What’s expected of a 501 C 3 association? <ul><li>Engage people in creating a social, environmental, economic or political systems change. </li></ul>
Do members know what they are “associating” for? SPIGS Sections Affiliates Science Board Caucuses Student Assembly Action Board ED Board Publications Board Executive Board Governing Council JPH To serve the APHA purpose of…
Mission Big Questions <ul><li>Where is the “American general public” in America’s Public Health Association? </li></ul><ul><li>What leadership outcomes has the APHA Board established, and what measures do staff track, to demonstrate that this aspect of the mission is being pursued? </li></ul>“ It (APHA) shall exercise leadership with health professionals and the general public in health policy development and action , …”
Mission Big Questions <ul><li>What health: QOL interrelationship outcomes are important to the mission Impact of “ changing health policy development and action OR develop(ing) a national policy for health care and services ” </li></ul><ul><li>What does success look like for this part of the Mission? What are outcomes? How will progress be tracked? </li></ul>“… .with particular focus on the interrelationship between health and the quality of life,…”
Business Model Big Questions <ul><li>What does APHA offer PH professionals that they cannot find elsewhere? </li></ul><ul><li>What does APHA offer the general public they cannot find elsewhere? </li></ul><ul><li>What mission promises or vision do we promote to motivate professionals and the public to associate with us? </li></ul><ul><li>What options have been explored for building revenue and constituency? </li></ul>
Operations Big Questions <ul><li>How much APHA energy is allocated to current programs and coalitions? </li></ul><ul><li>How much APHA energy is allocated to bringing together PH professionals and the general public to pursue public health policy development? </li></ul><ul><li>Does APHA have enough people, time, $, and partnerships to undertake these activities well? </li></ul><ul><li>What activities should we give up to recapture more energy to fulfill the mission? </li></ul>
Key Board Strategy Qsns What does the mission compel APHA to do well? What elements of APHA should be emphasized or preserved as mission outcomes are pursued? How is public accountability to mission promises to be demonstrated?
Biggest Strategy Challenge <ul><ul><li>Mission </li></ul></ul><ul><ul><li>Program </li></ul></ul><ul><ul><li>Operations </li></ul></ul><ul><ul><li>Revenue </li></ul></ul>A L I G N M E N T
Strategy Next Steps <ul><li>Refresh and Affirm APHA purpose (Mission) </li></ul><ul><li>Define mission-critical outcomes (What does mission success look like?) </li></ul><ul><li>Clarify APHA essential elements of identity that will guide strategy development </li></ul><ul><li>Articulate Big Questions that APHA strategy must address </li></ul><ul><li>Identify ways to measure progress made towards achieving mission-critical outcomes. </li></ul>
David La Piana and Jo DeBolt La Piana Associates, Inc. May 10, 2007 One Option for Alignment
Strategy Focus Areas Organizational (see next slide) Programmatic Decide on approaches and offer programs and activities to achieve specific outcomes related to the target audiences Operational Administer and oversee systems, policies, and personnel in areas such as finance, human resources, communications, and information technology Board determines what will be done. Accountable to public for mission promise. Staff leads design. Board provides feedback on measures of success. Staff determines how programs get done. Accountable to board for results.
Organizational Board Role Determine vision, values, mission, and outcomes critical to achieving it. Staff Role Inform organizational strategy with knowledge of trends, competitors, partners, and market position. <ul><ul><li>NOTE : Effective stewardship and organizational strategy development requires coordination and cooperation of board and staff roles. </li></ul></ul>Organizational
Strategy Formation Wheel Staff informed Board deliberated A Business Model B Market Awareness C Competitive Advantage D Strategy Screen E Big Questions F Develop & Test Potential Strategies G Implementation