The report outlines a summer 2012 organizational experience undertaken by Amanda Phillips under the supervision of Dr. Kaimanu and Dr. Gelmon, focusing on the non-profit Path for Women. It details the organizational setting, learning objectives, and outcomes related to stakeholder management, strategic communication, situational analysis, and strategic planning aimed at enhancing women's health policies in Oregon. The project also emphasizes collaboration with coalitions to address critical health issues facing women, utilizing a feminist framework for stakeholder analysis and communication strategies.

1. PA 509
Organizational
Experience Report
Amanda Phillips
Summer 2012
Faculty Advisor: Dr. Kaimanu
509 Faculty Advisor: Dr. Gelmon
Field Organization: PATH for women
Field Supervisors: Jamie Ross, PhD and Torrie Fields, MPH

2. Table of Contents
List of Acronyms ................................................................................................................................. ii
Project Overview .................................................................................................................................. 1
Organizational Setting .......................................................................................................................... 1
Learning Objectives and Tasks ............................................................................................................ 3
Work Processes and Outcomes ............................................................................................................ 6
Objective #1: Enhance Stakeholder Identification and Management Skills ........................................ 9
Stakeholder Identification and Information Gathering.................................................................. 10
Stakeholder Categorization and Creation of a Stakeholder Table................................................. 11
Stakeholder Prioritization and Analysis of the Stakeholder Table ................................................ 13
Stakeholder Management: Recommendations/Implications ......................................................... 14
Objective #2: Strengthen Strategic Communication Skills ............................................................... 17
Solicit Internal Buy-in and Communications Audit ...................................................................... 19
Creation of Communication Content, Tools, and Templates ........................................................ 20
Project Coordination...................................................................................................................... 21
Organizational Strategic Communications Plan ............................................................................ 22
Strategic Communication: Outcomes and Recommendations ...................................................... 23
Objectives # 3 & 4: Enhance Applied Skills in Situational Analyses and Develop Competencies in
Strategic Planning .............................................................................................................................. 26
Identify Organizational Mandates ................................................................................................. 26
Assess the External and Internal Environment and Strategic Issues ............................................. 27
Formulate Strategies to Manage the Issues, Review and Adopt a Strategic Plan, and Develop an
Implementation Process ..................................................................................................................... 28
Outcomes and Recommendations ................................................................................................. 29
Conclusion.......................................................................................................................................... 30
Bibliography ....................................................................................................................................... 31
Page | i

3. List of Acronyms
CWH – Center for Women’s Health
OHSU – Oregon Health and Sciences University
PATH for women – Policy Advisory Toward Health for women
PSU – Portland State University
WGSS – Women, Gender, and Sexuality Studies Department
Intentionally Blank
Page | ii

4. Project Overview
Organizational Setting
Policy Advisory Toward Health (PATH) for women is a small non-profit and has three
employees. They are Michelle Berlin M.D., M.P.H. (Director of Research), Jamie Ross, PhD (Co-
Director of Outreach), and Torrie Fields, MPH, Co-Director of Outreach). Michelle Berlin M.D.,
M.P.H. an Oregon Health and Sciences University (OHSU) physician, and researcher, founded
PATH for women in 2004. PATH for women was a response to the critical need for current,
evidence-based information concerning women’s health for use toward policy implementation and
it is now a strategic partnership between the OHSU Center for Women’s Health (CWH) and
Portland State University’s (PSU) Women, Gender, and Sexuality Studies Department (WGSS).
PATH for women’s revised mission is to provide accurate, high-quality community driven research,
data, and analysis to inform women’s health policy and to serve as an independent source of data,
analysis, and coalition capacity-building for the public, advocates, and policymakers.
PATH for women has expanded from its original emphasis on creating and translating
scientific research to inform women’s health policy to include coalition capacity building and
community outreach. As a result, PATH for women has two divisions (see Appendix A). One
focuses on research and the other focuses on outreach. The outreach division is housed at WGSS
and it aims to develop meaningful relationships with interested community members, community
organizations, public health professionals, educators, and policymakers regarding issues facing
women in Oregon, such as Women with Diabetes and Women with First Trimester Prenatal Care.
The outreach division draws its evidenced-based health related information from the Making the
Grade on Women’s Health: A National and State-by-State Report Card (Report Card).
Page | 1

5. The Report Card has been published since 2000. The 5th edition, and most current Report Card
evaluates 34 health status and 68 health policy indicators and assesses progress in reaching key
benchmarks and policy objectives for each state and for the nation as a whole. For example,
according to the Report Card Oregon is currently demonstrating a failing grade in two indicators:
Women with Diabetes and Women with First Trimester Prenatal Care.
The research division is housed in CWH where Michelle is a lead author of the
aforementioned Report Card (see http://hrc.nwlc.org/). The research division aims to serve as a
national and regional resource for data analysis, including the provision of accurate and current
research concerning women’s health and evidence-based analysis of key issues that specifically
affect efficiency, cost, and outcomes of the health of women. Since 2004, the outreach division of
PATH for women has:
 Identified key areas in women's health with policy impact and developed materials for
use by community groups, local organizations, and the public to influence policy
development and implementation
 Interpreted the results of health studies for policymakers, the media, and the public
 Analyzed and translated existing evidence-based research for the public and
policymakers
Intentionally Blank
Page | 2

6. Learning Objectives and Tasks
Objective #1: Enhance stakeholder identification and management skills
 Ensure integrity of the current data on potential stakeholders by querying the database
and cross referencing the data with publicly available information
 Facilitate brainstorming session with staff to identify additional stakeholders
 Perform a literature review to gain a better understanding of feminist stakeholder
prioritization methodologies
 Categorize stakeholders based on their type and interest in health disparities
 Prioritize stakeholders using a unique scorecard that focuses less on power rankings and
resource level and more on relationships and those who are most vulnerable to PATH for
women’s objectives
 Analyze the data and develop recommendations
 Write stakeholder analysis report that synthesizes the literature review, key themes, the
data analysis, and recommendations
 Present report to staff
Evidence: Written stakeholder analysis report
Objective #2: Strengthen strategic communication skills
 Collaborate continuously with key internal stakeholders to determine requirements and
gather past content to develop effective communication materials and strategies
 Create and/or edit content for the web and promotional materials including PATH for
women's story: the history of the program and a narrative that establishes the need for
the program, e-mail communiques, fact sheets, and presentations to help prepare PATH
for women to recruit champions and partners and communicate with external
stakeholders
 Develop a needs assessment and other outreach tools such as invitation letters for an
advisory committee and coalitions around diabetes and first trimester prenatal care
Page | 3

7.  Establish communication channels and processes by creating an outreach and
communications plan that establishes clear policies on communication practices and
procedures, such as outreach efforts (e.g., goals, target audiences, key messages,
strategies, tools, intended outcomes, and the means to evaluate results), frequency of
communications, brand editorial standards, rules around print and electronic
communications, approval for institutional facts and messaging, and expected response
for internal and external concerns
 Source and manage the efforts of a graphic artist and marketing consultant to design
products such as a logo, graphic standards, stationary templates, and communication
templates, such as project worksheets
 Help facilitate and coordinate PATH for women’s transition to a website dedicated to its
organization
 Write report synthesizing internal stakeholder engagement efforts and recommendations
Evidence: Strategic communications plan and report, including the recommendations, tools,
standards, and a synthesis of internal stakeholder engagement efforts and the website transition
process
Objective #3: Enhance applied skills in situational analyses
 Conduct a literature review and Internet search to find comparable organizations and
determine strategies that have been successful for these organizations
 Review, revise, and/or develop PATH for women's mission, vision, and values
 Facilitate a brainstorming session with PATH for women staff and conduct a SWOT
analysis
 Draft situational analysis report
 Discuss results of SWOT and situational analysis with PATH for women staff and gain
feedback
 Revise and finalize situational analysis
Evidence: The SWOT, situational analysis, and a report summarizing the literature review, and the
process of developing/revising the mission, vision, and values
Page | 4

8. Objective #4: Develop competencies in strategic planning
 Solicit internal stakeholder input for the strategic planning process through facilitated
meetings, and gather and review past PATH for women communication with external
stakeholders and prior strategic plans
 Synthesize results and draft a report
 Use the report to craft recommendations for revised goals, strategies, and objectives
 Develop a strategic plan and create an action plan including budget, tasks, roles,
scheduling, and metrics to reflect accomplishments and adjustments to the PATH for
women’s priorities
 Solicit additional feedback from PATH for women staff and edit the strategic plan as
necessary
 Present final strategic plan to PATH for women staff
Evidence: Comprehensive strategic plan, including a list of stakeholders, a copy of the presentation
materials used to communicate the results of the project, and the report synthesizing the strategic
planning process
Objective #5: Integrate and apply what has been learned in the curriculum during the
organizational experience, identify future career directions, and articulate potential ongoing
professional development needs.
 Engage in reflection activities through the organizational experience.
 Document personal progress toward both career goals and learning objectives
 Prepare the required reflective papers
Evidence: Reflective paper, portfolio, and presentation slides
Page | 5

9. Work Processes and Outcomes
My 509 project was to create a strategic plan and an outreach and communications plan to
help these efforts. My supervisors were Dr. Jamie Ross, an assistant professor at PSU, and Torrie
Fields, MPH who are the co- directors and progenitors of PATH for women's outreach and
advocacy division. Therefore, their guidance and input was integral to the success of this 509
project and they were required members of the strategic planning work team. I also worked Dr.
Berlin, the founder of PATH for women and director of its research division. Dr. Berlin offered
insight into the origins of the organization and shared her vision for its future.
As my 509 project progressed, I had to revise my objectives and tasks. For example, as
discussed below, PATH for women requested that I apply feminist methodologies and frameworks
during the stakeholder analysis instead of the traditional approaches that I had anticipated. Another
modification to my initial work occurred after the staff reviewed the drafts of the stakeholder
analysis, strategic plan, and communications plan. They determined that while the analysis and
plans were sound, and reflected their initial goal of forming coalitions, that they did not have the
organizational capacity for successful implementation and that poor implementation would reflect
poorly on the organization. As a result, I shifted my focus to creating a framework that allowed
PATH for women to support existing coalitions. The revised objectives, work processes, and
outcomes associated with them are as follows. In addition, my initial action plan and a detailed
meeting log are included in Appendix B.
At the start of the project, I suggested that we utilize the strategic planning framework
described by John M. Bryson (2004) in Strategic Planning for Public and Nonprofit Organizations.
The work team was amenable so I also adapted the strategic planning worksheets from Bryson’s
(2005) Creating and implementing your strategic plan: a workbook for public and nonprofit
organizations. This process framework is captured in Figure 1.
Page | 6

10. Figure 1: Ten Step Strategic Planning Process
Source: Bryson, J. M. (2004). Strategic planning for public and nonprofit organizations: a guide to strengthening and
sustaining organizational achievement (3 ed.). San Francisco, CA: Jossey-Bass.
Page | 7

11. Figure 1 can be summarized into a 10-step process that helped guide our actions throughout the 509
project. These steps identified by Bryson (2004) are:
1. Initiate and agree on a strategic planning process;
2. Identify organizational mandates;
3. Clarify organizational mission and values;
4. Assess the external and internal environments to identify strengths, weaknesses,
opportunities, and threats;
5. Identify the strategic issues facing the organization;
6. Formulate strategies to manage the issues;
7. Review and adopt the strategies or strategic plan;
8. Establish an effective organizational vision;
9. Develop an effective implementation process; and
10. Reassess the strategies and the strategic planning process (pp. 33-34).
We did not follow these steps verbatim. For example, we believed that it was more beneficial to
establish the vision for PATH for women while we were clarifying its mission and values. In
addition, the first step “initiate and agree” occurred during the drafting of the project contract.
Furthermore, Bryson’s (2004) framework and steps are incredibly dense. I ultimately decided to
create objective friendly process maps that expanded these 10-steps into actionable and
approachable sequences. Nevertheless, this framework shaped our approach to each of the above-
mentioned objectives.
Page | 8

12. Lastly, while developing my project I realized that facilitating meetings and brainstorming
sessions would be critical to my success. An Institute for Media, Policy and Civil Society
handbook; Strategic Planning for Public and Nonprofit Organizations: A Guide To Strengthening
and Sustaining Organizational Achievement by John Bryson; and Strategic Planning for Public and
Nonprofit Organizations: A Guide to Strengthening and Sustaining Organizational Achievement by
Sally Patterson and Janel Radtke (2009) helped me conduct these sessions effectively.
Objective #1: Enhance Stakeholder Identification and Management
Skills
By third quarter 2013, PATH for women would like to forge strategic partnerships with
coalitions that address two issues: improving the health of women and their children during the first
trimester, and preventing and improving care for women with diabetes. PATH for women will align
with these existing coalitions, and support them by assisting with the recruitment of potential
coalition members, translating research upon request, and training coalition members on how to use
qualitative data to support their policy initiatives.
PATH for women’s staff plan to identify the appropriate coalitions as part of their duties.
Therefore, this stakeholder analysis supports PATH for women’s goal by identifying and
prioritizing potential coalition members that PATH for women can recruit for the existing
coalitions. The narrative below outlines the tasks that each group member completed, and figure 2
contains a process map.
Page | 9

13. Figure 2: Stakeholder Analysis Process
Stakeholder
Identification
Document and
Monitor and
Categorize
Evaluate
Stakeholders
Analyze and
Engage
Prioritze
Stakeholders
Stakeholders
Develop Strategies
to Manage
Stakeholders
Stakeholder Identification and Information Gathering
The identification and information gathering process was similar to step #2 of the Bryson
(2004) framework and it relied on PATH for women’s prior knowledge and secondary information.
Specifically, PATH for women previously reviewed organizational websites, advocacy reports, and
annual summaries and used the information to create a matrix of organizations that were linked to
the Report Card indicators. I then compiled a list of stakeholders/potential coalition members for
each coalition (see Appendix C) by focusing on organizations that were linked to indicators related
to each issue. For example, organizations that were linked to the nutrition and obesity indicators
were included in the list of stakeholders for the diabetes coalition. Next, I reviewed each
organization’s current strategic objectives and goals to determine if the organization was still
aligned with the issue, and used their website to develop the contact list.
Page | 10

14. There are some limitations to this method. The websites and reports can be outdated and
organizational interests may have changed, but these sources are excellent for an initial report and
this method was most appropriate for PATH for women’s strategic planning timeline. Nevertheless,
to increase the efficacy of the stakeholder analysis process PATH for women must integrate
additional steps such as a needs assessment. As a result, the work group developed a needs
assessment (see Appendix C) that PATH for women will use in the future to gain primary data on
stakeholder interests. PATH for women will also use this data to revise this report and future
stakeholder analyses.
Stakeholder Categorization and Creation of a Stakeholder Table
First, the work group brainstormed and defined the stakeholder characteristics. Traditional
characteristics include resources, power, leadership, and interests (Bryson, 2004a; Bryson, 2004b;
Schmeer, 1999). Once these characteristics are defined, stakeholders are then ranked in a table
based on their positions within these categories. Analytical tools associated with these
characteristics include the power versus interest grids, numerical rankings e.g., 3, 2 ,1 with 1 being
none and 3 being a lot, or the common rankings yes or no and high, medium, low (Bryson, 2004a;
Bryson, 2004b; Schmeer, 1999).
At this initial work session, PATH for women indicated that such traditional characteristics
were not suitable for its purposes. Instead, PATH for women wanted me to focus on characteristics
that align with its mission and its values, which incorporate feminist ideologies. In other words,
PATH for women wanted a unique scorecard that focuses less on power rankings and resource
levels, and more on relationships, stakeholder needs, and those who would be affected the most by
the coaltions that they support.
Page | 11

15. As a result, I conducted a literature review (see Appendix C). Based on the literature review
I developed a draft list of characteristics, and created a stakeholder table. I populated the table with
the identified stakeholders, contact information, and the draft characteristics. For example, based on
Schmeer (1999), one of my sources, I categorized the stakeholders into the following sectors
nonprofit (nongovernmental organizations, foundations, grassroots community organizations);
commercial/private for profit organizations; and public or government departments or programs.
In accordance with Schmeer (1999) I also ensured that stakeholders from different
departments/administrative areas and geographic locations were included even if they were from the
same organization. Furthermore, I included sectors research programs and organizations, and trade
associations. Hospital-based research programs and organizational sectors are important because
stakeholders/potential coalition members, such as the Kaiser Permanente Center for Health
Research are neither community organizations, nor direct service providers. The trade associations
sector was important because some nonprofits are uniquely focused on the needs of the
professionals who deliver services. These stakeholders help shape healthcare in Oregon, but they
are not tied primarily to a single issue.
Lobbying capability/intent was important because some organizations may have the
experience with and the resources to create and advocate for policy positions. These organizations
are also important because they can share their experiences and help guide the consensus building
and policy development process. The level of reporting/focus was important because an
organization’s grant funding and mission are strongly linked to improving health outcomes
associated with diabetes or first trimester prenatal care would more than likely show a higher level
of interest in becoming a coalition member.
Page | 12

16. The group felt that the direct health services providers were of particular importance
because they have access to qualitative data e.g., case studies that would help supplement the
quantitative and research data that PATH for women can access through its connection with CWH.
The size of the organization was important because size affects an organization’s flexibility; it
shapes organizational culture and is often times an adequate predictor of organizational capacity.
Lastly, a focus on socio-demographic issues is important because the Report Card has demonstrated
that states, including Oregon, have significant health disparities and women suffer from these
disparities on multiple levels. Furthermore, the overall U.S. female population suffers from lower
health outcomes, but women of differing racial/ethnic populations, geographic populations, and
socioeconomic class face even more risks to their health. Reducing these gaps and improving the
health of all women aligns with PATH for women’s vision.
PATH for women’s staff then reviewed a final draft of the suggested table, and ultimately
the work group agreed to the stakeholder characteristics that are defined in Appendix C. In addition,
Appendix C includes instructions for completing the stakeholder table and the populated
stakeholder table. Each of the characteristics defined therein reflect the different roles that these
stakeholders play, and the perspectives they can bring to the coalitions.
Stakeholder Prioritization and Analysis of the Stakeholder Table
I identified a list of 68 stakeholders for the diabetes coalition and 31 stakeholders for the first
trimester prenatal care coalition. Each stakeholder was then scored. The characteristics were
assigned a numerical value
 Yes = 1 and No = 01
 High = 3, Medium = 2, and Low = 1
1
Except for the rural versus urban category where Yes = 2 and No = 0.
Page | 13

17. The total number of indicators that each organization addressed through its strategic plans or current
programming was also added to the individual scores. The sample size was not large enough for
more sophisticated statistical analyses. For example, an attempt to take the top 30% of stakeholders
in each category revealed that there is only one trade association, and that all of the government
organizations are large organizations. Nevertheless, there are steps that PATH for women could take
to ensure that its initial outreach efforts are balanced. For instance, it would make sense for PATH
for women to invite organizations that may not have been in the top 10 for each issue. For example,
stakeholders from rural areas may be of more interest than those from urban areas despite their
score. A complete analysis of the data is available in Appendix C.
Stakeholder Management: Recommendations/Implications
This stakeholder analysis is only valuable if PATH for women leverages the results and creates a
stakeholder management process. Therefore, stakeholder management should be continual, and the
stakeholder analysis should be updated regularly so that PATH for women can continue to identify
new stakeholders, changes to current stakeholders, and new information that current management
efforts produce. The Clarkson Centre for Business Ethics (1999), also outlines seven principles of
stakeholder management that PATH for women should incorporate in its management processes.
(See Appendix C for a detailed discussion of these principles).
Page | 14

18. The literature review mentioned above (and contained in Appendix C) also provides some
stakeholder management recommendations. A classical view of stakeholder management holds that
it requires “simultaneous attention to the legitimate interests of all appropriate stakeholders, both in
the establishment of organizational structures and general policies and in case-by-case decision
making” (Donaldson & Preston, 1995). From a feminist perspective, however, the stakeholder
management process focusses less on the legitimacy of interest and centralizing authority and
power.
Instead, feminists believe that stakeholder management should be “… about creating value
for an entire network of stakeholders by working to develop effective forms of cooperation,
decentralizing power and authority, and building consensus among stakeholders through
communication to generate strategic direction” (Wicks, Gilbert, & Freeman, 1994). Therefore, if
PATH for women intends to incorporate feminist methodologies in its stakeholder management
process, PATH for women should focus on ensuring that coalition members form a strong and
productive network (McGuire, 2002). PATH for women should also “care enough for the least
advantaged stakeholders that they not be harmed; insofar as they are not harmed, privilege those
stakeholders with whom you have a close relationship” (Burton & Dunn, 1996).
As a result, I recommend that PATH for women quickly conduct the above referenced needs
assessment. This will ensure that PATH for women is aware of, and can attempt to meet the needs
of all of its stakeholders not just those with whom the staff have previously communicated or those
who are selected to become coalition members. PATH for women should also communicate
continuously with its coalition members and other stakeholders. As McGuire 2002, states
“…network management is based on information rather than authority.” Constant communication
will create transparency and give stakeholders the opportunity to learn about PATH for women.
Communication will also ensure that there is a strong relationship among coalition members since
Page | 15

19. dialogue will foster trust, build credibility, and help clarify the coalition’s goals and expectations.
To start, PATH for women should host the coalition members, and provide a clear description of
their roles and responsibilities, and an overview of PATH for women’s objective and the Report
Card. Communications tools and an organizational strategic communications plan are included in
Appendix D.
PATH for women must also empower its members. PATH for women is uniquely capable of
providing relevant and timely evidenced-based data to its community members. Furthermore,
PATH for women has expertise in translating research into effective programmatic policy, and
bridging the information gap between researchers, service providers, and community organizations.
Empowering coalition members would require PATH for women to provide access to its resources
and skills, and train coalition members so that they can develop the capacity to request research
when needed and incorporate evidenced-based research in their interventions and advocacy efforts.
Additionally, PATH for women should facilitate and promote a shared understanding of the
root causes of the issues and collective approaches to producing efficient and effective policies and
interventions. A coalition, as opposed to individual actors, has a greater chance of creating
sustainable change. Lastly, PATH for women should evaluate its stakeholder engagement and
management processes, as well as the outcomes from this initial effort. Some suggestions on how to
measure the outcomes of communications with stakeholders are in Appendix D. Evaluating the
engagement process will allow PATH for women to improve and/or maintain the quality of both its
relationships with its stakeholders, including coalition leaders.
Page | 16

20. Objective #2: Strengthen Strategic Communication Skills
PATH for women’s strategic plans include supporting two coalitions, forming an advisory
committee, and increasing public awareness of the organization in order to gain credibility within
the region. Extensive internal and external communication is critical to the attainment of these
goals, but without effective strategic communication, PATH for women will not be able to recruit
coalition members, nor will PATH for women be able to increase its profile.
The term strategic communication “describes the combination of plans, goals, practices, and tools
with which an organization sends consistent messages about its mission, values, and
accomplishments” (Patterson & Radtke, 2009). Therefore, PATH for women needed a
comprehensive organizational strategic communications plan and numerous tools and templates to
prepare the organization to pursue these goals. Unlike an event specific or announcement-specific
plan, an organizational strategic communications plan formalizes PATH for women’s overall policy
for internal and external communication, provides guidance on how to communicate proactively
and reactively with various audiences, and includes instructions on how to develop and maintain
relationships through clear communications. The process for this objective is described below and
shown in Figure 2.
Intentionally Blank
Page | 17

21. Figure 3: Strategic Communications Plan Process Map
Solicit Internal Buy-in
and Communications
Audit
Revise and Design and Deliver
Needs Assessment
Improve Process Content and Tools
Monitoring
Communications
Plan
Evaluation and
Monitoring
Adapted from Communcation Partners. (n.d.). Strategic Communication: Communication Partners. Retrieved August 12,
2012, from Communications Partners: http://www.communipartners.com/Strategic_Communication.html
Page | 18

22. Solicit Internal Buy-in and Communications Audit
The creation of the strategic communications plan required constant dialogue with the
PATH for women staff, and initial discussions centered on the scope of the plan. PATH for
women’s strategic initiatives (coalition building, increasing public awareness) required specific
program planning. Nevertheless, as we assessed the current state of PATH for women’s
communication capabilities, we quickly realized that PATH for women could not move forward
until PATH for women had a clear brand. In other words, PATH for women lacked a clear
personality, and the tools such as a logo, mission, vision, graphic standards, and cohesive and
consistent messaging, tone, and communication activities that were necessary to establish a
personality. Therefore, PATH for women agreed that I should focus on creating an organizational
strategic communications plan. Nevertheless, I ensured that the communication products and
templates from this organizational strategic plan included information that could easily be
incorporated into the program specific activities for PATH for women coalition support projects.
Next, I asked PATH for women to give me access to its Dropbox where all of its past
content such as letters to stakeholders, press releases, organizational capacity descriptions that were
used for grants etc., was housed. Upon receipt, I reviewed these materials so that I could gain a
better understanding of PATH for women, its history, its communications culture, specifically its
tone and style, and its past strategies for communicating with the public and stakeholders. This
information provided context and helped shape the communications goals, objectives, and activities
contained in the organizational strategic communications plan (see Appendix D).
Page | 19

23. I also requested, and received, access to the budgets and financial information for the
outreach division since resource availability determines which communication channels and
strategies are most realistic and appropriate. Lastly, I incorporated portions of the situational
analysis that I conducted for PATH for women’s strategic plan into the communications plan. The
situational analysis (which I discuss in detail below) identified internal and external forces that
affect the overall organization. Therefore, I expanded where necessary, to highlight the forces that
would have the most effect on the communications plan.
Creation of Communication Content, Tools, and Templates
I facilitated a brainstorming session with PATH for women regarding the message that
they would like to convey to key stakeholders. We also discussed how they would like to be
perceived by the public, and encouraged them to think about terms and phrases that they believe
describe the organization and capture their vision. In addition, we brainstormed what success would
mean to the organization. Lastly, we brainstormed the mission, vision, and values for the
organization. (These steps are similar to #3 and # 8 of the Bryson (2004) framework). To help
prepare PATH for women for this part of the meeting, I sent the PATH for women staff samples of
missions, visions, and values, definitions of the terms we would be using, and PATH for women’s
old mission statement, that I found in their paperwork. This mission statement was insufficient
because it focused solely on the research division of the organization. These materials are included
in Appendix D. At the end of the session, we had a revised mission and drafts of the vision and
values that PATH for women felt comfortable with me using as a basis for the next stage.
Page | 20

24. I then used these drafts and the other information from the brainstorming session to create
tools, templates, and guidelines. I created brand editorial standards (see Appendix D) and as
discussed below the marketing consultant and graphic artist created graphic standards. I also
developed outreach tools such as invitation letters for an advisory committee and coalitions around
diabetes and first trimester prenatal care (see Appendix D) and other content that could easily be
adapted for the PATH for women website.
Project Coordination
Once it became clear that PATH for women needed templates and other
communication materials, I altered my objectives to include sourcing and managing the
efforts of a graphic artist and marketing consultant. I believed that we needed professionals to
design products such as a logo, graphic standards, stationary templates, and communication
templates such as project worksheets. As a result, I approached a contact of mine, a former
marketing executive with extensive experience with academic institutions, and he
recommended a graphic artist. Together we created a scope of work and shared it with PATH
for women. PATH for women agreed to the scope and the nominal fee of $200. The scope of
work and the associated deliverables are included in Appendix E. The marketing consultant
and graphic artist then used my notes and the materials from the above referenced
brainstorming session to create their deliverables.
My analysis of PATH for women’s communications capacity also revealed that the
organization had to increase its web and social media presence. PATH for women only had a small
byline on the CWH’s website. I contacted the person responsible for maintaining this page to
determine what if anything we could do to increase PATH for women’s presence. This individual
responded that OHSU has a very strict policy regarding website content and that it would be an
extensive undertaking to change the CWH page. Consequently, I revised my tasks for this objective
Page | 21

25. to include facilitating PATH for women’s transition to a website dedicated to its organization. Since
OHSU’s website creation and maintenance process seemed extremely complex, I suggested that we
move the website for the outreach division of PATH for women to the WGSS page at PSU. WGSS
agreed and a link to PATH for women’s page will be housed under a new tab on the WGSS
homepage dedicated to “Activism.” The research division will still have a presence on the CWH
website, but it will now include a link to the new PATH for women webpage, and vice versa.
Organizational Strategic Communications Plan
Organizational communications plans include the strategic goals that the plan will help
achieve. They also include the target audience(s) and specific outcomes that the plan can achieve;
the communication channels, methods, and activities to implement the plans; an exploration of the
resources necessary to implement the plan; and tools to evaluation the effectiveness of the
communications plan (Positioning Public Child Welfare Initiative, 2012; Schwartz, 2010; W.K.
Kellogg Foundation, n.d.). (In addition, this portion of the communications planning process is
similar to steps #4, #5, #6, #7, and # 9 of the Bryson (2004) framework). The goals for the
organizational strategic communications plan are outlined above. They were apparent when we
realized that PATH for women lacked even the most basic communication materials and
communications infrastructure. In addition, PATH for women’s strategic goals, which are discussed
later in this report, also shaped the overall goals for the communications plan. The stakeholder
analysis that I conducted for objective #1 and the situational analysis that I conducted for objective
#3 helped me identify the target audience. Lastly, the aforementioned brainstorming session and
communications audit provided the details for the remaining elements of the plan. Once I completed
a draft of the strategic communications plan, I submitted it to the PATH for women staff for
comments and approval.
Page | 22

26. Strategic Communication: Outcomes and Recommendations
Outcomes
The public will be better informed and educated about PATH for women, and the
organization will increase its public profile. The plan will also improve the quality and effectiveness
of PATH for women’s communications, which will then increase the organization’s profile.
Increased brand awareness may also lead to increased resources, such as PSU and OHSU
departmental support and grants which will extend both the reach of the organization and PATH for
women’s ability to achieve its mission. Also, the plan will facilitate improved allocation of
resources. Furthermore, PATH for women now has enough materials to prepare a press kit, which
usually consists of background material, such as the history of the organization, its mission, vision,
values, current collaborators, and information on past successes. PATH for women will also have a
website that is easy to find and easy to navigate. The website, through Google Analytics will also
provide a way for PATH for women to measure the success of its communication activities.
Recommendations
PATH for women should conduct additional audience definition, segmentation, and
profiling. This exercise will help PATH for women develop messages that will more effectively
compel its target audiences. This information will also help PATH for women identify events,
activities, and communication pathways that the organization can leverage in the future. It may also
ensure that PATH for women efforts to create an advisory committee are successful. PATH for
women should also establish a dedicated e-mail address for announcements. This dedicated e-mail
address will also increase the legitimacy of its communication efforts.2
2
PATH for women has already acted on this recommendation. Its dedicated e-mail address is PATHforwomen@pdx.edu.
Page | 23

27. As the organization grows, it would also be best for PATH for women to hire or select one
person to be the point of contact for media inquiries and become the communications plan manager.
This will allow Torrie Fields to dedicate her time towards direct outreach, program management,
planning, and implementation. Until then it makes sense for all PATH for women staff to become
familiar with marketing strategies and tactics. There are numerous free or low cost sources for
guidance on how to use various communication channels effectively e.g., Guerilla Marketing for
Nonprofits.3 Furthermore, PATH for women should hire a marketing and social media intern who
would report to Torrie. This would ensure that there is timely-follow up and in times when a swift
reaction is necessary someone is prepared and empowered to deal with the situation.
PATH for women should be prepared to allocate about four hours a week, the average
amount time most say they dedicate to marketing and social media (Institute for Media, Policy and
Civil Society, 2005). This will ensure that the staff can easily gather and upload content regularly to
both the website and Facebook page, and perform other communications-related duties. Old and
inaccurate information will reduce the organization’s credibility, and if the organization fails to
produce timely comments or a position on current events, the organization itself becomes less
relevant. Moreover, PATH for women should consider adopting a social media policy.
3
Levinson, J. C., Adkins, F., & Forbes, C. (2010). Guerrilla marketing for nonprofits: 250 tactics to promote, recruit, motivate,
and raise more money. Irvine: Entrepreneur Press.
Page | 24

28. This policy should “outline clear rules around the use of social media… suggested best
practices around privacy and confidentiality issues, and personal vs. professional or official social
media behavior” (Colorado Nonprofit Association, 2011). PATH for women should also develop a
fundraising or development communications plan. This organizational communications plan will
provide the foundation for the fundraising communications plan since “a development
communications strategy starts with the organization’s overall communications plan … and must be
done in the context of how the organization has decided to present itself to the public” (Poderis,
2011). The fundraising communications plan would help PATH for women achieve its strategic
goal of becoming financially sustainable.
In addition, PATH for women should expand its portfolio of materials to support its
communication activities. For example, the staff can convert the new logo and brand statement into
promotional items that the staff can leave behind and giveaway. PATH for women can then test
these new materials with its coalitions and advisory committee. PATH for women could also create
an annual report. The annual report would help publicize significant achievements and events
Another recommendation is that each invitation to the coalition should be followed by a phone call
to verify receipt of the information, answer questions, and if possible arrange an in-person meeting
since in-person meetings increase the chance of successfully gaining support and strengthens
relationships (W.K. Kellogg Foundation, n.d.). Lastly, PATH for women should update its
organizational strategic communications plan annually and conduct quarterly evaluations of the
plan.
Page | 25

29. Objectives # 3 & 4: Enhance Applied Skills in Situational Analyses and
Develop Competencies in Strategic Planning
As mentioned above the strategic planning team mainly utilized the framework described
by John M. Bryson (2004) in Strategic Planning for Public and Nonprofit Organizations and the
strategic planning worksheets from Bryson’s (2005) Creating and implementing your strategic
plan: a workbook for public and nonprofit organizations to guide the strategic planning process.
The process map and the worksheests can be found above, as well as in Appendices F and G.
Specifically, these objectives required us to complete and/or reassess steps #2, #4 – #7, and #9 of
Bryson’s (2004) framework within the context of a strategic plan. The information contained in the
worksheets includes, a SWOT analysis, critical organizational issues, and the underlying
assumptions of the strategic plan development process. This information was then used to
articulate the goals outlined in this plan. Therfore, this plan is a record of the strategic planning
process and the decisions that the strategic planning team made.
Identify Organizational Mandates
Step #2 was already completed during the development of the strategic communications
plan. PATH for women does not have any legislative mandates, but its operations do reflect its
unique history as the result of a strategic partnership between OHSU and PSU. For example,
WGSS’ mission is
To support feminist scholarship throughout the university; foster student learning of the rich
interdisciplinary knowledge within the field of women's studies; develop and implement feminist
pedagogy; and support feminist inspired activism both within the university and in the community at
large. We are committed to scholarship, learning, and activism that promote a critical
understanding of interrelated systems of oppression with the goal of disrupting the resulting
imbalances of power.
As a result, PATH for women ensures that feminist methodologies inform its processes and
procedures e.g., the unique stakeholder scoring process that PATH for women requested during the
stakeholder analysis process.
Page | 26

30. Assess the External and Internal Environment and Strategic Issues
My third objective was to enhance my applied skills in situational analysis. As a result,
fulfilling the requirements of my objective allowed me to complete step #4 of Bryson’s (2004)
strategic planning process. The resulting situational analysis is included in Appendix F. The
process for these objectives is described below and shown in Figure 3 below. Situational analyses
are meant to “provide information on the strengths and weaknesses of [an] organization in relation
to the opportunities and challenges it faces” (Bryson, 2004, p. 124). Therefore, as part of this
process, the strategic planning team met and brainstormed information for a SWOT analysis then
identified and assessed the challenges and opportunities that both the outreach and research
divisions of PATH for women face. I then drafted the situational analysis using the mission, vision,
and values that the strategic planning team had finalized.
The situational analysis informed the above organizational communications plan,
stakeholder analysis, and its 2012-2015 strategic plans. After PATH for women reviewed a draft of
my situational analysis they developed a few underlying assumptions (see Appendix G). These
assumptions are the bridge between the external and internal assessments and the strategic plan. If
one of these assumptions prove false or the situation changes then the strategic plan must be
adjusted to reflect this change.
Page | 27

31. Next, the strategic planning team used the situational analysis and the underlying
assumptions to help guide them as they developed a list of critical strategic issues or questions that
PATH for women must address to be successful within the 2012-2015 planning horizon. Bryson
(2004) defines strategic issues as “fundamental policy questions or critical challenges affecting the
organization’s mandates, mission and values, product or service level and mix, clients, users or
payers, cost, financing, structure, processes, and management” (p. 42). The worksheet that
captured the strategic issues that PATH for women’s staff identified is in Appendix F. At times, it
was difficult to recall that our strategic planning horizon was in the short-to-medium term (3
years), but after a series of e-mails and discussions, we were able to reach a consensus.
Formulate Strategies to Manage the Issues, Review and Adopt a Strategic Plan, and
Develop an Implementation Process
I reviewed notes and documentation from PATH for women’s 2004 strategic planning
workshop and stakeholder interviews, and shared the relevant information that I discovered with
the other members of the strategic planning team. In addition, the team reviewed the situational
analysis, which helped outline what PATH for women does well and the environment in which it
operates; the recent stakeholder analysis; and the organization’s revised mission, and new vision
and value statements. These documents provided context as the team developed the strategic plan.
Due to the time constraints presented by the term of the 509 project, the strategic planning team
created goals, strategies, objectives, tactical activities, and assigned responsibilities for these tasks
in three back-to-back meetings that were dedicated to these steps.
Page | 28

32. During the second meeting the PATH for women staff determined that they did not have the
capacity, financially as well as time, to pursue its initial strategic goal of building coalitions around
the women’s health issues that the Report Card highlights successfully. As a result, the second
meeting was spent revising the critical issue, goals etc., which were associated with that project.
The worksheets, presentations, and templates that were used to facilitate these discussions are
included in Appendices F and G.
Outcomes and Recommendations
The critical issues that the PATH for women strategic planning team identified are
 How do we focus our search for grant funding in order to target "translation" grants and
avoid applying for grants that are predominantly for direct services providers and
researchers?
 How do we gain a foothold in "policy forecasting" for women's health, that is, at the
cutting edge of policy development and become a primary source of research data?
 What can we do now to increase PATH for women’s visibility even more
effectively, beyond the push we made this summer with our website, coalition letters,
and advisory committee letters?
 What can we do to increase our own research base beyond OSHU, the Report Card, and
Healthy People 2020, as well as increase our organizational partnerships?
The strategic plan addresses these critical issues and as part of its strategic plan, PATH for women
shall pursue the following strategic goals:
 Increase financial sustainability
 Become the premier evidenced-based health policy advisory group in Oregon
 Increase and maintain brand awareness
 Increase PATH for women’s ability to respond to the research needs of its stakeholders
Page | 29

33. This strategic plan will be implemented over a three-year period (2012-2015) and successful
implementation will help PATH for women take more of a leadership role in the public health
community, explore additional strategic partnerships, and measure its outcomes. In addition, this
strategic plan will provide a framework by which PATH for women can achieve its mission and
work towards its vision, while embodying its values.
Conclusion
Overall, this project required me to demonstrate knowledge of researching best practices,
organizational development, strategic planning, systems and process creation, collaborative
solutions, economic and financial principles, marketing, community outreach, stakeholder
engagement, and strategic communications. This tremendous opportunity also taught me how to
manage a complex project. As a result, I believe that I am even more prepared for a career in health
administration.
Page | 30

34. Bibliography
Brugha, R., & Varvasovszky, Z. (2000). Stakeholder analysis: a review. Health Policy and
Planning, 15(3), 239-246.
Bryson, J. M. (2004). Strategic planning for public and nonprofit organizations: a guide to
strengthening and sustaining organizational achievement (3 ed.). San Francisco, CA:
Jossey-Bass.
Bryson, J. M. (2004). What to do when stakeholders matter. Public Management Review, 6(1),
21-53.
Burton, B. K., & Dunn, C. P. (1996). Feminist ethics as moral grounding for stakeholder theory.
Business Ethics Quarterly, 6(2), 133-147.
Camillus, J. C. (2008, January 1). Strategy as a wicked problem. Harvard Business Review,
86(5), pp. 98-101.
Communcation Partners. (n.d.). Strategic Communication: Communication Partners. Retrieved
August 12, 2012, from Communications Partners :
http://www.communipartners.com/Strategic_Communication.html
Donaldson, T., & Preston, L. E. (1995). The stakeholder theory of the corporation: concepts,
evidence, and implications. The Academy of Management Review, 20(1), 65-91 .
Levinson, J. C., Adkins, F., & Forbes, C. (2010). Guerrilla marketing for nonprofits: 250 tactics
to promote, recruit, motivate, and raise more money. Irvine: Entrepreneur Press.
McGuire, M. (2002). Managing networks: propositions on what managers do and why they do it.
Public Administration Review, 62(5), 599-609.
Patterson, S. J., & Radtke, J. M. (2009). Strategic communications for nonprofit organization:
seven steps to creating a successful plan (2 ed.). Hoboken, NJ: John Wiley & Sons.
Poderis, J. B. (2011). Fund-raising planning: developing a communications strategy for the
development operation. Retrieved June 13, 2012, from Tony Poderis Raise-funds.com:
http://www.raise-funds.com/2004/developing-a-communications-strategy-for-the-
development-operation/
Positioning Public Child Welfare Initiative. (2012). Communications: Strategy. Retrieved
August 9, 2012, from Positioning Public Child Welfare Guidance:
http://www.ppcwg.org/communications-strategy.html
Schmeer, K. (1999). Policy toolkit for strengthening health sector reform. In Stakeholder
analysis guidelines . Bethesda, MD: Abt Associates, Inc.
Page | 31

35. Schwartz, N. E. (2010). Getting attention nonprofit marketing plan template. Retrieved June 12,
2012, from Getting Attention: http://gettingattention.org/nonprofit-marketing/nonprofit-
marketing-plan-template.html
The Clarkson Centre for Business Ethics. (1999). Principles of stakeholder management.
Retrieved August 12, 2012, from Rotman School of Business Education:
http://www.rotman.utoronto.ca/ccbe/Other/Principles%20of%20Stakeholder%20Manage
ment.pdf
W.K. Kellogg Foundation. (n.d.). Knowledge center: template for strategic communications
plan. Retrieved June 13, 2012, from W.K. Kellogg Foundation:
http://www.wkkf.org/knowledge-center/resources/2006/01/Template-For-Strategic-
Communications-Plan.aspx
Wicks, A. C., Gilbert, D. R., & Freeman, R. E. (1994). A feminist reinterpretation of the
stakeholder concept. Business Ethics Quarterly, 4(4), 475-497.
Page | 32

36. Appendix A
Organizational Framework
PATH for
women
Outreach
Research
Jamie Ross, PhD
Michelle Berlin, MD, MPH
Torrie Fields, MPH

37. Anticipated Action Plan
(first completed on 6/20/12, last revised 7/10/12)
Achieve Learning Objectives and Submit a Stakeholder Analysis; an Outreach and Communications Plan; a Situational
Analysis and A Strategic Plan to PATH For Women in 10 weeks (June 18, 2012 through September 1, 2012)
Action Steps Accountability Schedule
Objective #1: Enhance Stakeholder Identification And
Management Skills
Feedback
Task(s) Primary Other Start Completion
Mechanism
Pre-planning and
Review 509 contract Submit action plan
project management
objectives and discuss project Me PATH for women 6/24/12 6/25/12 that captures
expectations discussion
Stakeholder Submit scrubbed
Ensure data integrity Me 6/25/12 7/5/12
Identification data for review
Stakeholder Create prioritization and Submit template for
Me 6/24/12 6/29/12
Analysis categorization template review/approval
Stakeholder Submit categorized
Prioritize and Categorize
Identification Me 7/2/12 7/5/12 and prioritized data
Stakeholders
for review
1

38. Feedback
Task(s) Primary Other Start Completion
Mechanism
Minutes of Meeting
• Finalize prior submissions to all and if
Process Meeting Me PATH for Women 7/5/12 7/5/12
•Address any concerns necessary revised
action plan
Report and Share report with
Analyze data and make
Recommendation(s) Me 7/5/12 7/20/12 PATH for women
recommendations
staff
Objective #2: Strengthen Stakeholder Engagement Skills
Send drafts for
review/approval to
• Review current materials
PATH for women internal
• Draft revisions and Me 6/18/12 7/31/12
Overview stakeholders
incorporate new material
(PATH for women
staff)
Submit for review
and approval to
•Work with graphic designer to
Communication internal
create templates, a logo and Me 6/25/12 7/31/12
Templates stakeholders
other graphics
(PATH for women
staff)
2

39. Feedback
Task(s) Primary Other Start Completion
Mechanism
•Review/develop Submit for review
communication procedures and approval to
Communication •Create content for website internal
Me 6/25/12 7/31/12
Procedures and other outlets stakeholders
(PATH for women
staff)
Get consensus from
internal and
PATH for women Send finalized
external
Process Meeting(s) Me staff and external 8/1/12 8/10/12 materials to all
stakeholders on
stakeholders participants
communication
templates etc.
• Outreach and
communication
Send report to
plan
Report Me 8/11/12 8/18/12 PATH for women
•Report
staff
synthesizing
engagement efforts
Objective #3: Enhance Applied Skills in Situational Analyses
Share information
with PATH for
Research Conduct literature review Me 6/18/12 6/25/12
women and receive
feedback
3

40. Feedback
Task(s) Primary Other Start Completion
Mechanism
Share information
Conduct internet search for with PATH for
Research Me 6/18/12 6/25/12
analogs women and receive
feedback
Mission, vision Review, revise and/or Send finalized
and values develop PATH for women’s Me PATH for women 7/5/12 7/20/12 materials to all
mission vision and values participants
Revise/update current
SWOT and SWOT and situational
Submit to PATH
situational analysis and incorporate the Me 6/29/12 7/31/12
for women
analysis lit review, mission, vision,
and values
Send revised
Process Meeting Discuss draft Me PATH for women 8/1/12 8/17/12 materials to all
participants
4

41. Feedback
Task(s) Primary Other Start Completion
Mechanism
Objective #4: Develop Competencies in Strategic Planning
Create survey to determine Send survey to
Solicit
internal and external Me 6/25/12 7/5/12 PATH for women
Stakeholder Input
advocacy interests for review
Survey released;
Process Meeting Revise survey Me PATH for women 7/5/12 7/12/12
seek participants
• Analyze and synthesize
Determine Send report to
results Me 7/12/12 7/19/12
Themes PATH for women
• Draft report
Use the report to clarify
Circulate minutes
Process Meeting program goals and Me PATH for women 7/20/12 7/27/12
and decision points
objectives
Incorporate prior materials
Send draft plan to
Strategic Plan and current data into a Me 7/28/12 8/17/12
PATH for women
strategic plan
5

42. Task(s) Primary Other Start Completion Feedback Mechanism
Objective #5: Integrate and Apply What has been Learned, Identify Future Career Directions, and Articulate Ongoing Professional
Development Needs
Present strategic plan
and circulate revised
report to PATH for
Review report and solicit
Process Meeting PATH for women 8/17/12 9/1/12 women staff and send
feedback Me
summary/briefing
points to external
stakeholders
• Reflect and synthesize
Submit reflective
what I learned throughout
paper, portfolio and
process
Reflection Me 6/18/12 9/1/12 presentation slides to
• Document progress
academic advisor for
towards career goals and
review
learning objectives
•Stakeholder analysis
report
• Outreach and
communications plan
• Stakeholder
Complete 509 Assuming completion of all of the objectives Engagement Report
•Situational analysis
• Strategic plan
• Reflective paper,
portfolio &
presentation
Source: Adapted from The Executive Guide to Operational Planning by George L. Morrisay, Patrick J. Bellow, and Betty Acomb.
Copyright 1988.
6

43. Stakeholder Analysis
Assessment and Analysis of Stakeholders for PATH
for women’s Coalition Empowerment and Capacity
Building Program
Written by: Amanda Phillips, JD, MPH
Approved by: Jamie Ross, PhD and Torrie Fields, MPH
August 29, 2012
1633 SW Park Avenue, Suite 221, Portland, OR 97207

44. Table of Contents
Table of Contents ................................................................................................................................................................ i
Introduction ......................................................................................................................................................................... 1
Purpose of the Stakeholder Analysis ............................................................................................................................... 2
Scope of the stakeholder analysis ..................................................................................................................................... 3
Method(s) ............................................................................................................................................................................. 3
Identification and Information Gathering ................................................................................................................. 3
Prioritization and Analysis of the Stakeholder Table ............................................................................................... 4
Results ................................................................................................................................................................................... 5
Identification and Categorization ................................................................................................................................ 5
Figure 1: Stakeholder Map ................................................................................................................................... 5
Diabetes Data Analysis .................................................................................................................................................. 6
Figure 2: Frequency of Stakeholders by Size .................................................................................................... 6
Figure 3: Frequency of Stakeholder Group by Type ....................................................................................... 7
Figure 4: Distribution of Research Capacity ..................................................................................................... 7
Figure 5: Distribution of Legislative Capacity .................................................................................................. 8
First Trimester Prenatal Care Data Analysis .............................................................................................................. 9
Figure 6: Frequency of Stakeholders by Size .................................................................................................... 9
Figure 7: Frequency of Stakeholder Group by Type ....................................................................................... 9
Figure 8: Distribution of Research Capacity ................................................................................................... 10
Figure 9: Distribution of Legislative Capacity ................................................................................................ 10
Prioritization and Analysis of the Stakeholder Table ............................................................................................. 11
Table 1: Potential Diabetes Coalition Members............................................................................................. 12
Table 2: Potential First Trimester Prenatal Care Coalition Members......................................................... 13
Page | i

45. Stakeholder Management: Strategies and Recommendations ................................................................................... 14
Strategies ........................................................................................................................................................................ 14
Engagement and Management .............................................................................................................................. 14
Monitoring and Evaluation .................................................................................................................................... 15
Conclusions, Recommendations, and Implications ................................................................................................ 15
Bibliography ....................................................................................................................................................................... 16
Appendix A ........................................................................................................................................................................ 18
Organizational Framework ......................................................................................................................................... 18
Appendix B ........................................................................................................................................................................ 19
Needs Assessment........................................................................................................................................................ 19
Appendix C ....................................................................................................................................................................... 22
Literature Review: Annotated Bibliography ............................................................................................................. 22
Appendix D ....................................................................................................................................................................... 25
Definitions of Stakeholder Characteristics and Instructions for Filling in Stakeholder Table ........................ 25
Stakeholder Table (Diabetes) ..................................................................................................................................... 27
Stakeholder Table (First Trimester Prenatal Care).................................................................................................. 28
Page | ii

46. Introduction
Michelle Berlin M.D., M.P.H. an Oregon Health and Sciences University (OHSU) physician and researcher,
founded the Policy Advisory Toward Health (PATH) for women for women in 2004. PATH for women was a
response to the critical need for current, evidence-based information concerning women’s health for use
toward policy implementation and it is now a strategic partnership between the OHSU Center for Women’s
Health (CWH) and Portland State University’s (PSU) Women, Gender, and Sexuality Studies Department
(WGSS). PATH for women’s revised mission is to provide accurate, high-quality community driven research,
data, and analysis to inform women’s health policy and to serve as an independent source of data, analysis,
and coalition capacity-building for the public, advocates, and policymakers.
PATH for women has expanded from its original emphasis on creating and translating scientific research to
inform women’s health policy to include coalition capacity building and community outreach. As a result,
PATH for women has two divisions (see Appendix A). One focuses on research and the other focuses on
outreach. The outreach division is housed at WGSS and it aims to develop meaningful relationships with
interested community members, community organizations, public health professionals, educators, and
policymakers regarding issues facing women in Oregon, such as Women with Diabetes and Women with
First Trimester Prenatal Care. The outreach division draws its evidenced-based health related information
from the Making the Grade on Women’s Health: A National and State-by-State Report Card (Report
Card).
The Report Card has been published since 2000. The 5th edition, and most current Report Card evaluates 34
health status and 68 health policy indicators and assesses progress in reaching key benchmarks and policy
objectives for each state and for the nation as a whole. For example, according to the Report Card Oregon is
currently demonstrating a failing grade in two indicators: Women with Diabetes and Women with First
Trimester Prenatal Care.
The research division is housed in CWH where Michelle is a lead author of the aforementioned Report Card
(see http://hrc.nwlc.org/). The research division aims to serve as a national and regional resource for data
analysis, including the provision of accurate and current research concerning women’s health and evidence-
based analysis of key issues that specifically affect efficiency, cost, and outcomes of the health of women.
Page | 1

47. Since 2004, the outreach arm of PATH for women has:
 Identified key areas in women's health with policy impact and developed materials for use by
community groups, local organizations, and the public to influence policy development and
implementation
 Interpreted the results of health studies for policymakers, the media, and the public
 Analyzed and translated existing evidence-based research for the public and policymakers
Purpose of the Stakeholder Analysis
Traditionally stakeholders are known as “any person, group, or organization that can place a claim on the
organization’s attention, resources, or output, or that is affected by that output” (Bryson, 2004a, p. 35).
Stakeholders are important because social and economic issues are complex problems that have mutiple
causes, are hard to define, have no easy solutions, and attempts to deal with these problems may lead to
unintended consequences (Camillus, 2008). These problems require multiple actors and mutiple strategies to
create sustainable solutions (Bryson, 2004b; Camillus, 2008). Therefore, it is crucial that organizations, such as
PATH for women, take into account all of its stakholders as it attempts to solve the problems highlighted by
the Report Card by building support for coalitions that are organized around these issues.
A stakeholder analysis “is a process of systematically gathering and analyzing qualitative information to
determine whose interests should be taken into account when developing and/or implementing a policy or
program” (Schmeer, 1999). In other words, stakeholder analysis is a tool that allows an organization to
identify key actors, such as decision makers and those affected by an issue, then through stakeholder
management identify opportunities for creative problem solving and gain support for those initiatives.
Stakeholder analyses can also guide an organization’s strategic planning processes (Brugha & Varvasovszky,
2000; Bryson, 2004b). Bryson (2004b) believes “…that strategic management processes that employ a
reasonable number of competently done stakeholder analyses are more likely to be successful – that is, meet
mandates, fulfill missions, and create public value – than those that do not.” PATH for women is in the midst
of creating its 2012-2015 strategic plan and its 2012-2013 organizational strategic communications plan. The
results of this stakeholder analysis will be incorporated into its strategic plan.
Page | 2

48. Scope of the stakeholder analysis
By third quarter 2013, PATH for women would like to forge strategic partnerships with coalitions that address
two issues: improving the health of women and their children during the first trimester, and preventing and
improving care for women with diabetes. PATH for women will align with these existing coalitions, and will
support them by assisting with the recruitment of potential coalition members, translating research upon
request, and training coalition members on how to use qualitative data to support their policy initiatives.
PATH for women’s staff plan to identify the appropriate coalitions as part of their duties. Therefore, this
stakeholder analysis supports PATH for women’s goal by identifying and prioritizing potential coalition
members that PATH for women can recruit for the existing coalitions.
Method(s)
The goal of this stakeholder analysis was primarily to identify stakeholders, gather their contact information,
and prioritize them for PATH for women’s coalition capacity building efforts. Accordingly, the steps followed
included identification of stakeholder, information gathering, categorization of stakeholders, development of
a stakeholder table, analysis of the stakeholder table, and prioritization of stakeholders.
Identification and Information Gathering
The identification and information gathering process of this stakeholder analysis relied on the knowledge of
PATH for women’s staff and secondary information. Specifically, the work group reviewed organizational
websites, advocacy reports, and annual summaries. There are some limitations to this method. The websites
and reports can be outdated and organizational interests may have changed, but these sources are excellent
for an initial report and this method was most appropriate for PATH for women’s strategic planning timeline.
Nevertheless, to increase the efficacy of the stakeholder analysis process PATH for women must integrate
additional steps such as a needs assessment. As a result, the work group developed a questionnaire (see
Appendix B) that PATH for women will use in the future to gain primary data on stakeholder interests. PATH
for women will also use this data to revise this report and future stakeholder analyses.
Lastly, PATH for women wanted a unique stakeholder scorecard that was grounded in feminist prinicples and
focused less on power rankings and resource levels, and more on relationships, stakeholder needs, and those
who would be affected the most by the coaltion. As a result, I conducted a literature review (see Appendix C).
Based on the literature review I developed a list of characteristics and created a stakeholder table.
Page | 3

49. Prioritization and Analysis of the Stakeholder Table
Each stakeholder was scored. The characteristics were assigned a numerical value
 Yes = 1 and No = 01
 High = 3, Medium = 2, and Low = 1
The total number of indicators that each organization addressed through its strategic plans or current
programming was also added to the individual scores.
The data was also analyzed in order to address the following questions:
 Regional representation and balance
 Legislative capacity
 The number of indicators that the organization addresses
 Level of reporting or focus on the issue
 Community organization and nonprofit representation
 Trade association representation
 Research capacity
 Government organization or program representation
 Direct service provider involvement in the issue
 Size of organization or department
 Emphasis on socio-demographic issues
The completed stakeholder tables are included in Appendix D.
1 Except for the rural versus urban category where Yes = 2 and No = 0.
Page | 4

50. Results
Identification and Categorization
A list of 68 stakeholders for the diabetes coalition and 31 stakeholders for the first trimester prenatal care
coalition (see Appendix D). Stakeholders were then categorized into five sectors. These sectors are shown in
the following figure.
Figure 1: Stakeholder Map
Community
Organizations
and
Nonprofits
Government
Trade
Programs and
Associations
Organizations
Coalitions
Hospitals and
Research
Direct Service
Programs
Providers
Page | 5

51. Key findings include:
 Many of the target stakeholders for both coalitions are large organizations(diabetes n = 32;
prenatal care n = 18) versus small or medium
 Few of the target stakeholders are trade associations (diabetes n = 1; prenatal care n = 5)
 Most of the target stakeholders are community organizations (diabetes n = 41; prenatal care
n = 12), closely followed by government programs and organizations (diabetes n = 12;
prenatal care n = 9)
 Only 3 target stakeholders are in rural areas
 The target stakeholders have a high level of legislative capacity (diabetes = 94%; prenatal
care = 87%)
Diabetes Data Analysis
Figure 2: Frequency of Stakeholders by Size
35
32
30
25
25
20
15 Total
11
10
5
0
Large Medium Small
Page | 6

52. Figure 3: Frequency of Stakeholder Group by Type
45
41
40
35
Count of Trade Association
30
Count of Government Org. or
25 Program
20 18 Count of Community
Org./Nonprofit
15 Count of Hospital/Direct
12
Services Provider
10
5
1
0
Figure 4: Distribution of Research Capacity
Medium
27% High
High
38%
Low
Medium
Low
35%
Page | 7

53. Figure 5: Distribution of Legislative Capacity
4% 2%
High
94% Low
Medium
Intentionally Blank
Page | 8

54. First Trimester Prenatal Care Data Analysis
Figure 6: Frequency of Stakeholders by Size
20
18
18
16
14
12
10
8 Total
8
6 5
4
2
0
Large Medium Small
Figure 7: Frequency of Stakeholder Group by Type
16
14
14
12
12 Count of Trade Assoication
10 Count of Government Org. or
9
Program
8
Count of Community
6 Org./Nonprofit
5 Count of Hospitals/Direct
4 Services Provider
2
0
Page | 9

55. Figure 8: Distribution of Research Capacity
19%
High
52% Low
Medium
29%
Figure 9: Distribution of Legislative Capacity
3%
10%
High
Low
Medium
87%
Page | 10

56. Prioritization and Analysis of the Stakeholder Table
The stakeholders that were ranked in the top 15% (n=68) for the diabetes coalition and the top 30% (n=31)
of the first trimester prenatal care stakeholders are outlined in Tables 1 and 2. The sample size was not large
enough for more sophisticated statistical analyses. For example, an attempt to take the top 30% of
stakeholders in each category revealed that there is only one trade association, and that all of the government
organizations are large organizations.
Nevertheless, there are steps that PATH for women could take to ensure that its initial outreach efforts are
balanced. For instance, it would make sense for PATH for women to invite organizations that may not have
been in the top 10 for each issue. For example, stakeholders from rural areas may be of more interest than
those from urban areas despite their score.
Intentionally Blank
Page | 11

57. Table 1: Potential Diabetes Coalition Members
Organization Size Category Score
Oregon Public
Health Division,
Hospital/Direct Services
Oregon Diabetes and Medium 14
Provider
Heart Disease &
Stroke Prevention
OPHD, Health
Promotion & Government Program or
Medium 14
Chronic Disease Organization
Prevention
African American Community 13
Small
Health Coalition Organization/Nonprofit
Oregon Office of Hospital/Direct Services
Medium 13
Minority Health Provider
Douglas County Community
Large 11
Health Department Organization/Nonprofit
Health Promotion &
Government Program or
Chronic Disease Large 11
Organization
Prevention Oregon
March of Dimes,
Community
Greater Oregon Medium 11
Organization/Nonprofit
Chapter
Sea Mar Community Hospital/Direct Services
Large 11
Health Centers Provider
Government Program or
Large 11
Wisewoman Program Organization
Village Gardens Community 8
Medium
Organization/Nonprofit
Page | 12

58. Table 2: Potential First Trimester Prenatal Care Coalition Members
Organization Size Category Score
Marion Co Health Dept. Large Government Program or 14
Organization
Douglas County Health Large Government Program or 13
Department Organization
March of Dimes, Medium Community 13
Greater Oregon Chapter Organization/Nonprofit
Department of Human Large 12
Services Women's & Government Program or
Reproductive Health Organization
Program
Providence Women and Large 12
Hospital/Direct Services
Children's Health and
Provider
Research Center
Wasco County Health Large 12
Government Program or
Department-Women's
Organization
Health
ACOG Large Trade Association 11
NARAL Medium Community 11
Organization/Nonprofit
Oregon Office of Large Government Program or 11
Minority Health Organization
Oregon Women's Large Government Program or 11
Commission Organization
Planned Parenthood of Large 11
Community
the
Organization/Nonprofit
Columbia/Willamette
Page | 13

59. Stakeholder Management: Strategies and Recommendations
This stakeholder analysis is only effective if PATH for women leverages the results and creates a stakeholder
management process. Stakeholder management should be continual and should include regular updates to the
stakeholder analysis to identify new stakeholders, changes to current stakeholders, and to incorporate new
information that current management efforts produce.
Strategies
Engagement and Management
The Clarkson Centre for Business Ethics (1999) outlines seven principles of stakeholder management.
Organizations should
 Acknowledge stakeholders and actively monitor their concerns
 Listen to and openly communicate with stakeholders about their concerns, contributions,
and any risks associated with their relationship to the organization
 Adopt business processes and an organizational culture that align with the recommendations
of, capacity, and need of their stakeholders
 Recognize that stakeholders are related to each other, as well as their organizations
 Work or collaborate with stakeholders to ensure that the organization’s goals and activities
do no harm and if harm is unavoidable that it is minimal and the results are
mitigated/compensated
 Avoid activities that violate the ethical principles of its stakeholders and/or human rights
 Acknowledge the potential for legal and ethical conflicts and create processes to addresses
these conflicts such as reporting, incentives, and third party review.
In order to meet these obligations PATH for women must conduct the above referenced needs assessment
quickly. This will ensure that PATH for women can meet the needs of all of its stakeholders, not just those with
whom the staff has previously communicated or those who are selected to become coalition members. PATH
for women should also communicate continuously with the coalitions and other stakeholders. Constant
communication will create transparency and give stakeholders the opportunity to learn about PATH for
women. Communication will also ensure that there is a strong relationship among PATH for women and the
coalitions that it intends to support since dialogue will foster trust, build credibility, and help clarify goals and
expectations. To start, PATH for women should conduct short presentations to each coalition; provide a clear
description of their roles and responsibilities, and an overview of both PATH for women’s objectives and the
Report Card.
Page | 14

60. Monitoring and Evaluation
PATH for women should engage in continual systematic and low-impact data collection. Tracking the number
of coalition invitations sent versus positive responses. In addition, evaluations at coalition meetings, brief e-
mail surveys, and continual conversations with stakeholders can provide a baseline of stakeholder awareness
and understanding of PATH for women’s value to the coalitions.
Conclusions, Recommendations, and Implications
PATH for women must also empower the members of the coalition. PATH for women is uniquely capable of
providing relevant and timely evidenced based data to its community members. Furthermore, PATH for
women has expertise in translating research into effective programmatic policy, and bridging the information
gap between researchers, service providers, and community organizations.
Empowering coalition members would require PATH for women to provide access to its resources and skills,
and train coalition members so that they can develop the capacity to request research when needed and
incorporate evidenced-based research in their interventions and advocacy efforts. Additionally, PATH for
women should facilitate and promote a shared understanding the root causes of the issues and collective
approaches to producing efficient and effective policies and interventions.
Page | 15

61. Bibliography
Brugha, R., & Varvasovszky, Z. (2000). Stakeholder analysis: a review. Health Policy and Planning, 15(3), 239-
246.
Bryson, J. M. (2004). Strategic planning for public and nonprofit organizations: a guide to strengthening and sustaining
organizational achievement (3 ed.). San Francisco, CA: Jossey-Bass.
Bryson, J. M. (2004). What to do when stakeholders matter. Public Management Review, 6(1), 21-53.
Bryson, J. M. (2004). What to do when Stakeholders matter. Public Management Review, 6(1), 21-53.
Burton, B. K., & Dunn, C. P. (1996). Feminist ethics as moral grounding for stakeholder theory. Business
Ethics Quarterly, 6(2), 133-147.
Camillus, J. C. (2008, January 1). Strategy as a wicked problem. Harvard Business Review, 86(5), pp. 98-101.
Colorado Nonprofit Association. (2011, July). Nonprofit help desk, faqs and resources: communications. Retrieved
July 23, 2012, from Colorado Nonprofit Association : http://www.coloradononprofits.org/help-
desk-resources/nonprofit-help-desk/faqs-resources/communications/
Communcation Partners. (n.d.). Strategic Communication: communication partners. Retrieved August 12, 2012, from
Communications Partners: http://www.communipartners.com/Strategic_Communication.html
Donaldson, T., & Preston, L. E. (1995). The stakeholder theory of the corporation: concepts, evidence, and
implications. The Academy of Management Review, 20(1), 65-91 .
Institute for Media, Policy and Civil Society. (2005, Winter). Plan the work: strategic commication planning
for not-for-profit organizations. Handbook. Montreal, Canada: Centre for Community Organizations.
McGuire, M. (2002). Managing networks: propositions on what managers do and why they do it. Public
Administration Review, 62(5), 599-609.
Oregon Office of Rural Health. (n.d.). Rural definitions: Oregon Office of Rural Health. Retrieved August 27, 2012,
from OHSU: Oregon Office of Rural Health: http://www.ohsu.edu/xd/outreach/oregon-rural-
health/data/rural-definitions/index.cfm
Patterson, S. J., & Radtke, J. M. (2009). Strategic communications for nonprofit organization: seven steps to creating a
successful plan (2 ed.). Hoboken, NJ: John Wiley & Sons.
Poderis, J. B. (2011). Fund-raising planning: developing a communications strategy for the development operation. Retrieved
June 13, 2012, from Tony Poderis Raise-funds.com: http://www.raise-funds.com/2004/developing-
a-communications-strategy-for-the-development-operation/
Page | 16

62. Schmeer, K. (1999). Policy toolkit for strengthening health sector reform. In Stakeholder analysis guidelines .
Bethesda, MD: Abt Associates, Inc.
Schwartz, N. E. (2010). Getting attention nonprofit marketing plan template. Retrieved June 12, 2012, from Getting
Attention: http://gettingattention.org/nonprofit-marketing/nonprofit-marketing-plan-template.html
The Clarkson Centre for Business Ethics. (1999). Principles of stakeholder management. Retrieved August 12, 2012,
from Rotman School of Business Education:
http://www.rotman.utoronto.ca/ccbe/Other/Principles%20of%20Stakeholder%20Management.pdf
W.K. Kellogg Foundation. (n.d.). Knowledge center: template for strategic communications plan. Retrieved June 13,
2012, from W.K. Kellogg Foundation: http://www.wkkf.org/knowledge-
center/resources/2006/01/Template-For-Strategic-Communications-Plan.aspx
Wicks, A. C., Gilbert, D. R., & Freeman, R. E. (1994). A feminist reinterpretation of the stakeholder concept.
Business Ethics Quarterly, 4(4), 475-497.
Page | 17

63. Appendix A
Organizational Framework
PATH for
women
Outreach
Research
Jamie Ross, PhD
Michelle Berlin, MD, MPH
Torrie Fields, MPH
Page | 18

64. Appendix B
Needs Assessment
PATH for women–a research translation, data analysis, and community outreach program–requests your
engagement and opinions in order to better serve your needs. Based on your work on public health and
community issues generally or women’s health issues specifically you have been identified as a potential
collaborator.
PATH for women draws its evidenced based health related information from the Making the Grade on
Women’s Health: A National and State-by-State Report Card and our hope is to provide you with relevant
information that you can easily use to support your organization's grant applications, community
interventions, advocacy and/or legislative goals.
We designed this survey to gain a broader understanding of the following: your organization's needs; its
interests; your level of interest in becoming involved with PATH for women's work; and your views on what
are the priority areas in the continued development of PATH for women's work. We encourage you to
forward the survey to colleagues who are interested in women's healthcare issues.
Your feedback is important to us, so please take a moment to help introduce yourself to us, and to share with
us your views about PATH for women's work plans to support your efforts to improve the quality of life for
women in Oregon, and to strengthen the evidence and knowledge base for women's health issues.
You can also learn about the Report Card at http://hrc.nwlc.org and about PATH for women at
www.pdx.edu/ws/PATHforwomen. If you have questions or concerns, please contact Torrie Fields, PATH
for women Co-Director of Outreach, at tkfields@pdx.edu or (503) 922-3270. Thank you for your
participation!
* Required
Page | 19

65. We gather and analyze research on the following status indicators. What research data would be
most beneficial for your initiatives? *Please select all that apply
Women's Access to Health Care Services (Percentage Of Women Who Lack Health Insurance, Those
Who Live in Communities Without Enough Primary Care Providers, and Women’s Access to Prenatal
Care and Abortion Services)
Addressing Wellness and Prevention (Screening, Personal Behaviors)
Key Causes of Death (Key Causes of Death, Chronic Conditions, Reproductive Health, Mental Health,
and Violence Against Women)
Living in a Healthy Community (Overall Health, Economic Security and Education)
We gather and analyze research on the following policy indicators. What research data would be
most beneficial for your initiatives? *Please select all that apply
Women's Access to Health Care Services (Access to Health Insurance & Services, Methods to Expand
Medicaid Enrollment, Access to Specific Services)
Wellness and Prevention (Screening Coverage Mandates, Prevention, Nutrition, Smoking)
Living In a Healthy Community (Overall Health, Economic Security and Education, Anti-
Discrimination, Gun Control)
Demographic Data (Population Data, Household Data)
Health and Socioeconomic Disparities
Page | 20

66. Would you be interested in future collaboration with PATH for women in any of the following
categories? *
Be a source of evidenced based women's health research
Coalition Building
Identifying research questions that need to be answered
Development of policy proposals by providing qualitative evidence and case studies
Other:
Optional: If you would like additional information about PATH for women, please provide your
contact information below.
Submit
Page | 21

67. Appendix C
Literature Review: Annotated Bibliography
Buchholz, R. A., & Rosenthal, S. B. (2005). Toward a contemporary conceptual framework for stakeholder
theory. Journal of Business Ethics, 58, 137–148. doi:10.1007/s10551-005-1393-8
According to the article, due to atomic individualism, there is no possibility of developing a true community
or society or any true relationship between stakeholders and a corporation. The authors describe atomic
individualism as the view that individuals as separate and isolated units, and society as nothing more than a
sum of individuals. In contrast, the authors advocate for a relational view of corporations and stakeholders
and believe that such a view would encourage enriching and nurturing relationships between the two entities.
The authors suggest that feminist theory is not enough to alter the landscape. They claim that feminist theory
provides the social context but lacks a conceptual framework. They suggest supplementing the feminist
theory with philosophy of pragmatism. Unlike atomic individualism, pragmatism sees the individual as
inherently social, aware of others and in possession of the ability to adjust behaviors and perspectives as part
of the social process. The result would be that corporations would view stakeholders as a core part of their
identities, shift their understanding of their relationship to one that is grounded in responsibility instead of
contractual obligation, and view itself as part of a network or community.
Burton, B.K., and Dunn, C.P. 1996. Stakeholder interests and community groups: a new view. Paper
presented at the International Association for Business and Society Annual Meetings.
This paper grounds stakeholder theory in feminist theory, and believes that managers who embrace this shift
in perspective will re-conceptualize their relationships with stakeholders. For example it will them to desire an
in increase in the quality of their relationships with stakeholders and to create concrete relationships that
reflect a myriad of perspectives instead of relying on the abstract and ambiguous terms such as the public and
community.
Burton, B. K., & Dunn, C. P. (1996). Feminist ethics as moral grounding for stakeholder theory. Business
Ethics Quarterly, 6(2), 133-147. Retrieved from http://www.jstor.org/stable/3857619
In this article the authors point out that traditional stakeholder theory focuses on the relationship of the
stakeholder to a firm but fails to discuss the relationships that these stakeholders have to each other.
According to the article, this classical framework also fails to include a moral framework to ground how firms
deal with stakeholders. The authors suggest that feminist theory, specifically feminist ethical principles such as
the ethics of care could fill this gap.
Page | 22

68. Elms, H., Berman, S., & Wicks, A. C. (2002). Ethics and incentives: an evaluation and development of
stakeholder theory in the health care industry. Business Ethics Quarterly,12(4), 413-432. Retrieved from
http://www.jstor.org/stable/3857993
This provides a general overview of stakeholder theory. It also uses a qualitative case study to argue that there
is a critical link between ethics and strategic decision-making. The authors then suggest that ethical
frameworks should be employed at the start of the stakeholder engagement and management process, not
just during stakeholder prioritization. According to the authors, who we include and exclude is guided by
incentives as well as personal beliefs.
Gilbert, D. R., Jr., Wicks, A. C., & Freeman, E. R. (1994). A feminist reinterpretation of the stakeholder
concept. Business Ethics Quarterly, 4(4), 475-497. Retrieved from http://www.jstor.org/stable/3857345
This overall aim of this article is to show the limitations of current stakeholder theory and advocate melding
the business practices with a feminist theoretical framework. The authors argue that stakeholder theory is
grounded in masculine assumptions that limit how firms think about the role stakeholders and the
information that stakeholders provide. The authors use the lens and language of feminist scholars to interpret
and redefine key stakeholder concepts such the firm, and the identity of a stakeholder and the ideal outcomes
of stakeholder management processes.
McGuire, M. (2002). Managing networks: propositions on what managers do and why they do it. Public
Administration Review, 62(5), 599-609. doi:10.1111/1540-6210.00240
This article seeks to explain how successful managers create coalitions and gain the support they need for key
initiatives. According to the author, managers undertake four tasks (framing, mobilization, synthesizing, and
activation) while engaging and managing stakeholders. The article describes these tasks, explains their
importance, and then attempts to identify the environmental conditions that enhance or detract from these
four tasks. The author ultimately suggests that communication and transparency are critical to successfully
stakeholder engagement and management.
Preston, L. E., & Donaldson, T. (1995). The stakeholder theory of the corporation: concepts, evidence, and
implications. Academy of Management Review, 20(1), 65-91. doi:10.2307/258887
The authors provide an in-depth review of stakeholder theory, evaluates the utility and accuracy of current
theory, and suggests alternative approaches. Ultimately, the authors argue that stakeholder theory is
descriptive, instrumental, and normative. It is descriptive because it describes the corporation, it is
instrumental because it provides a framework for examining the possible relationship between the stakeholder
and corporate success, and it is normative because it examines the function of the corporation and the moral
and philosophical guidelines of the corporation’s operation.
Page | 23

69. Rowley, T. J. (1997). Moving beyond dyadic ties: a network theory of stakeholder influences. Academy of
Management Review, 22(4), 887-910. doi:10.2307/259248
This article suggests that stakeholder relationships have evolved and that organizations can no longer answer
to individual stakeholders but instead must manage their relationships with stakeholder networks. The author
then describes how these networks of stakeholders can influence an organization and uses social network
analysis to provide a theoretical base for identifying and managing multiple interdependent stakeholder
demands.
Page | 24

70. Appendix D
Definitions of Stakeholder Characteristics and Instructions for Filling in Stakeholder
Table
 Number of indicators: This is the sum of the Report Card indicators associated with this
organization. The organizations have been cross-referenced with indicators that are
associated with the issues of diabetes and first trimester prenatal care. Some of them are
associated with multiple indicators
 Rural (Yes/No): Yes – The organization or its head office is located in a geographic area 10
or more miles from a population center of 40,000 or more. 2 No – does not meet these
criteria or has multiple offices and service areas so a rural/urban distinction is not possible3
 Possess Legislative Capability/Intent (High/Med/Low): High – includes organizations that
have an employee dedicated to lobbying or government relations or have 2012-2013 policy
ideas explicitly listed on their website. Medium– includes organization that do not have a
dedicated employee for lobbying or government relations but there is some overall effort or
there is outdated policy ideas listed on their website. Low– includes organizations that have
neither an employee nor action items nor policy ideas/initiatives that it supports
 Level of Reporting/Focus e.g., grants, coalition memberships (High/ Med/ Low): High –
issue explicitly mentioned as a focus on website or other publicly available material such as
grant material. Medium – issue not explicitly listed as a focus but other program information
shows recent support or focus for issue related initiatives. Low – issue relevant to
organization's focus but nothing on website indicates that it is a current objective or that
there has been recent support for the issue
2Source (Oregon Office of Rural Health) Oregon Office of Rural Health. (n.d.). Rural definitions: Oregon Office of Rural
Health. Retrieved August 27, 2012, from OHSU: Oregon Office of Rural Health:
http://www.ohsu.edu/xd/outreach/oregon-rural-health/data/rural-definitions/index.cfm
3A list of Oregon zip codes and their Office of Rural Health urban/rural designation which were used in this ranking can
be found at http://www.ohsu.edu/xd/outreach/oregon-rural-health/data/rural-definitions/upload/List-of-OR-Zip-
Codes-and-ORH-Designations.pdf
Page | 25

71.  Community Organizations/Nonprofits (Yes/No): Yes – a small local nonprofit, or a
national nonprofit that has a local chapter e.g., March of Dimes, or a grassroots organization
located in and predominantly serves a specific region or community and does not provide
clinical services. No – does not meet these criteria
 Trade Association (Yes/No): Yes – a private and at times nonprofit organization whose
primary objective it to support a specific group of professionals e.g., the American College
of Surgeons. No – does not meet these criteria
 Research Capacity (High/Medium/Low): High –– includes organizations that are dedicated
to conducting research. Medium – these organizations are not dedicated to research but have
quantitative or qualitative data to provide. Low – may not be actively gathering data or have
the capacity to make the data usable
 Government Program or Organization (Yes/No): Yes – A government organization,
department or program e.g., DHS. No – does not meet these criteria
 Hospital/Clinical Direct Services Provider (Yes/No): Yes – Provides clinical services even if
they are not specifically related to the issue but not as part of a government program or
community program. No – does not meet these criteria
 Size of the Organization: Reflects the number of administrative staff (including volunteers).
If the organization has a large and stable volunteer force then they are listed as a large
organization. For example, Wallace Medical has a small number of dedicated staff, but it also
has a large number of volunteers who consistently work for the organization. Therefore, it is
listed as a large organization. In addition, departments such as the Women's & Reproductive
Health Program is part of a state agency is listed as a large organization because of the
overall size of the organization despite the fact that the section specifically has 4 employees
o Small: 0-15 employees
o Medium: 15-30 employees
o Large: 30+ employees
 Focus on Socio-demographic Issues (Yes/No): Yes – a focus on health disparities and issues
of poverty, class, gender, and access. No – does not meet these criteria
Page | 26

72. Stakeholder Table (Diabetes)
Contact Information Stakeholder Type Health Disparity Focus
Organization Agency Contact Last Agency Contact First Title Phone E-mail Assistant/Alt Contact's Name and Number Assistant/Alt Contact's E-mail Number of Rural (Yes/No) Possesess Level of Community Trade Research Capacity Government Org. Hospital/Clinical Size Department Focus on Socio- Score
Name Name indicators Legislative Reporting/Focus Org./Nonprofit Association (High/Medium/Low) or Program Direct Services or Organization demographic Issues
Capability/Intent e.g., grants, (Yes/No) (Yes/No) (Yes/No) Provider (Yes/No) (Large/Medium/S (Yes/No)
(High/Med/Low) coalition mall)
memberships
(High/ Med/ Low)
1,000 Friends of Oregon Sulzen Tara Outreach Coordinator 503-497-1000 ext 137 tara@friends.org 2 No Low Low Yes No Low No No Small Yes 4
2 Roads Crossing Healthcare, PC Saeks, PhD, LAc Stephen D. Owner 503-617-0450 dr.saeks@2roadscrossing.com 2 No Low Low No No Low No Yes Small Yes 4
African American Health Coalition Moore Nyla Program Coordinator 503-413-1850 nylam@aahc-portland.org 6 No High High Yes No Medium No No Small Yes 13
American Cancer Society Kensok Alissa Oregon Grassroots Relationship Mgr. 503-795-3926 Alissa.Kensok@cancer.org 2 No High Low Yes No High No No Large Yes 8
American Heart Association Tama-Sweet Stephanie Government Relations Director 503-595-2278 Stephanie.Tama-Sweet@heart.org 5 No High High Yes No High No No Large Yes 13
Benton County Kotyo Margaret Administrative Manager 541-766-6800 Teresa Farley, 541-766-6800 teresa.farley@co.benton.or.us 1 No High High No No Medium Yes No Large Yes 8
Susan Peithman (Statewide Advocate),
Bicycle Transportation Alliance Kransky Gerik Advocacy Director 503-226-0676, ext 11 gerik@btaoregon.org (503) 226-0676 x18 susan@btaoregon.org 2 No High Low Yes No Low No No Small Yes 6
CareOregon Taylor Martin Dir. of Public Policy & Member Centricity 503-416-4100, ext 3690 taylorm@careoregon .org 1 No High High Yes No High No No Large Yes 9
Casey Eye Institute at OHSU Outreach Coordinator 503-418-1698 coughlka@ohsu.edu 1 No High High No No High No Yes Large Yes 9
Center for Health and Social Inequality Research, (PSU?) Carlson Matthew Professor 503-725-9554 carlsonm@pdx.edu 3 No High Low No No High No No Large Yes 8
Child Development & Rehabilitation Center, OHSU Krahn Gloria Executive Director 503-494-8364 krahng@ohsu.edu 1 No High Low No No High No Yes Large Yes 7
City of Portland Office of Sustainable Development Anderson Susan Director 503-823-7222 susananderson@ci.portland.or.us 2 No High Low No No High No No Large Yes 7
City Repair Van Meter Mia Office and Volunteer Coordinator 503-235-8946 info@cityrepair.org 2 No High Low Yes No Low No No Small Yes 6
Cindy Becker (Dir. Of Clackmas Health Dept.),
Clackamas County Health Department Franc Marti Public Health Services Manager 503-655-8479 martifra@clackamas.or.us 503-650-5696 CBecker@co.clackamas.or.us 1 Yes High High No No Medium Yes No Large Yes 10
Coalition for a Livable Future Gross Mara Policy Director 503-294-2889 mara@clfuture.org 2 No High Low Yes No Low No No Small Yes 6
Columbia Land Trust Costello Amy Grants Manager 360-213-1213 acostello@columbialandtrust.org 2 No High Low Yes No Low No No Medium Yes 6
Community Services Consortium Teem Dean Community Relations and Development Dir. 541-265-8505 dteem@communityservices.us 3 No High High Yes No Low No No Large Yes 9
Department of Human Services Oregon Genetics Program Silvey Kerry Public Health Genetics Specialist 541-346-2610 ksilvey@uoregon.edu 2 No High High No No High Yes No Large Yes 10
Douglas County Health Department Madison Peggy Health Department Administrator 541-440-3563 pemadison@co.douglas.or.us 2 Yes High High No No Medium Yes No Large Yes 11
EarthShare Oregon Wilson Jan Executive Director 503-223-9015 jan@earthshare-oregon.org 2 No High Low Yes No Low No No Small Yes 6
Environmental Public Health Tracking Program Chetock Tara Public Health Educator 971-673-1496 tara.a.chetock@state.or.us 2 No High Low No No High Yes No Large Yes 8
Free Clinic of SW Washington Callahan Patrick Diabetes Transitional Clinic Director 360-313-1395 patrick@freeclinics.org 2 No High High Yes No Medium No No Large Yes 9
Friends of Tryon Creek Kreisman Sarah Volunteer/Outreach Coordinator 503-636-4398 sarah@tryonfriends.org 2 No Medium Low Yes No Low No No Small Yes 5
Geneforum Fowler Greg Executive Director 503-636-3627 gfowler@geneforum.org 2 No High Low Yes No Low No No Small Yes 6
Green Empowerment Gauntlett Dexter Program and Resource Development Manager 503-284-5774 dexter.gauntlett@greenempowerment.org 1 No High Low Yes No Low No No Small Yes 5
Groundwork Portland Cohen Cassie L. Executive Director/Program Director 503-662-2520 cassie@groundworkportland.org 2 No High Low Yes No Low No No Small Yes 6
Growing Gardens Bender Rodney Gardens Programs Manager 503-284-8420 ext. 101 rodney@growing-gardens.org 2 No High Medium Yes No Low No No Small Yes 7
Vicky Buelow
(Diabetes Program Research Analyst), 971-673-
Health Promotion & Chronic Disease Prevention Oregon Hastings Dana Drum Chronic Disease Programs Manager 971-673-0984 danna.d.hastings@state.or.us 0984 victoria.h.buelow@state.or.us 4 No High High No No High Yes No Large No 11
Josiah Hill III Clinic Ueoka Kimie Program Manager 503-802-7389 kimie@jhillclinic.org 1 No High Low No No High No Yes Small Yes 7
Dr. Gregory A Nichols, Sr Investigator/Creator
Kaiser Permanente Center for Health Research Whitlock Evelyn P. Director of Evidence-based Medicine 503-335-2400 Evelyn.Whitlock@kpchr.org Kaiser Permanente Northwest's Diabetes Registry Greg.Nichols@kpchr.org 3 No Low High No No High No No Large Yes 8
Komen Breast Cancer Foundation Brownmiller Gail Director of Community Programs 503-553-3674 gbrownmiller@komenoregon.org 1 No High Low Yes No High No No Large Yes 7
Dr. Kenneth Ward Director, Diabetes Research
Legacy Health Systems Eskenazi Leah Senior Manager Community Programs 503-413-6778 leskenaz@lhs.org Legacy Research Institute, 503-413-5171 wkward@lhs.org 1 No High High No No High No Yes Large Yes 9
State Director of Program Services & Public
March of Dimes, Greater Oregon Chapter Rogovoy Joanne Affairs 971-270-2885 jrogovoy@marchofdimes.com 4 No High Medium Yes No High No No Medium Yes 11
Marion Co Health Dept Antonucci Jeanne Program Supervisor 503-588-5342 jantonucci@co.marion.or.us 1 Yes High High No No Medium Yes No Large Yes 10
Medicaid Health Information Technology (HIT) Project Otter Susan Project Director 503-373-2176 Susan.otter@state.or.us 2 No High Low No No Low Yes No Large No 5
Multnomah County Environmental Health Services Wickham Lila Director 503-988-3400 ext. 22404 lila.a.wickham@co.multnomah.or.us 2 No High Low No No Medium Yes No Large Yes 7
Multnomah County Health Dept- Chronic Liver Disease Project
NATIONAL INDIAN CHILD WELFARE ASSOCIATION Simmons David Director of Government Affairs and Advocacy 503-222-4044 ext. 119 dsimmons@nicwa.org 2 No High Medium Yes No Medium No No Large Yes 8
Native American Rehabilitation Association (NARA) Goerl Alison Program Manager, Diabetes Prevention Program 503-230-9875 ext 334 agoerl@naranorthwest.org Ruth Anne McGovern, (503) 230-9875 Ext 313 rmcgovern@naranorthwest.org 1 No High Medium No No Medium No Yes Large Yes 7
NAYA Family Center Meier Julia Coalition of Communities of Color Coordinator 503-288-8177 ext. 295 juliam@nayapdx.org 2 No High Medium Yes No Medium No No Large Yes 8
Northwest Health Foundation Johnson Kevin Community Partnerships 503-220-1955 kevin@nwhf.org 2 No High Medium Yes No High No No Medium Yes 9
Northwest Portland Area Indian Health Board Roberts Jim Policy Analyst 503-228-4185 jroberts@npaihb.org 2 No High High Yes No Medium No No Large Yes 9
Nursing Mothers Council of Oregon Rice Marion Workplace Lactation Support Service Coordinator 503-708-0707 marion@nursingmotherscounsel.org 1 No High Low No No Medium No Yes Small Yes 6
Oregon Department of Genetics Roemmich Bridget Program Coordinator 971-673-0271 bridget.r.roemmich@state.or.us 2 No High High No No High Yes No Large Yes 10
Oregon Environmental Council Coleman Jen Outreach Director 503-222-1963 ext. 105 jenc@oeconline.org 4 No High Low Yes No Medium No No Medium Yes 9
Oregon Food Bank Stubenvoll Jon Director of Advocacy 503-282-0555 ext. 3380 jstubenvoll@oregonfoodbank.org 1 No High Medium Yes No Medium No No Small Yes 7
Oregon Hunger Relief Task Force Whitney-Wise Patti Executive Director 503-595-5501, Ext. 302 patti@oregonhunger.org 1 No High Medium Yes No Medium No No Small Yes 7
Director of Health Policy and Government
Oregon Nurses Association Baessler Sarah Relations 503-293-0011 ext. 342 baessler@oregonrn.org 1 No High Medium No Yes Medium No No Large Yes 7
Oregon Office of Minority Health Tillman Tricia Administrator 971-673-1285 tricia.tillman@state.or.us 5 No High High No No High Yes No Large Yes 13
Oregon Public Health Division, Oregon Diabetes and Heart Disease
& Stroke Prevention Anderson Jean Program Manager 971-673-0984 jean.r.anderson@state.or.u 6 No High High No No High Yes No Large Yes 14
Vicky Buelow, Diabetes Program Research
OPHD, Health Promotion & Chronic Disease Prevention Aird Kirsten Policy Lead 971-673-1053 kirsten.g.aird@state.or.us Analyst, 971-673-0984 victoria.h.buelow@state.or.us 6 No High High No No High Yes No Large Yes 14
Oregon Women's Commission Petit Sunny Chair 503-302-9725 OACO.mail@state.or.us 4 No High Low No No Medium Yes No Large Yes 9
OSPIRG Titus Julie Development Director 503-231-4181 ext. 303 info@ospirg.org 3 No High Low Yes No Low No No Small Yes 7
Partners for a Hunger-Free Oregon Whitney-Wise Patti Executive Director 503-595-5501, Ext. 302 patti@oregonhunger.org 1 No High Medium Yes No Medium No No Small Yes 7
Porltand Community Kitchens Furbush Jocelyn Volunteer & Outreach Coordinator 503-956-0672 jocelyn.furbush@gmail.com 1 No High Medium Yes No Low No No Small Yes 6
Portland Fruit Tree Project Hatton Bob Program Coordinator 503-284-6106 bob@portlandfruit.org 1 No High Medium Yes No Low No No Small Yes 6
Portland Plan Armstrong Tom Program Coordinator 503-823-3527 tom.armstrong@ci.portland.or.us 3 No High Low No No High No No Small Yes 8
Portland Police Bureau Sunshine Division South Kristi Development & Communications Manager 503-823-2116 kristi@sunshinedivision.org 1 No High Low Yes No Low No No Small Yes 5
Providence Medical Group Stephens Elizabeth Medical director, Providence Diabetes Education 503-215-6600 Elizabeth.Stephens@providence.org Kathy Schwab, Program Manager (503) 215-6628 1 No High High No No High No Yes Large Yes 9
Samaritan Health Services Meagher Patty Samaritan Diabetes Coalition Member 541-557-6414 pmeagher@samhealth.org 1 No High High No No High No Yes Large Yes 9
Sea Mar Community Health Centers Angulo Antoinette Director, Preventive Health Services 206-764-4705 antoinetteangulo@seamarchc.org 1 Yes High High No No High No Yes Large Yes 11
Tobacco Prevention and Healthy Communities Coordinator,
Washington County DHHS Bennett Carla Program Coordinator 503-846-4544 Carla_Bennett@co.washington.or.us 3 No High Low No No High Yes No Large Yes 9
Upstream Public Health Colon Claudia Arana Health Equity Coordinator 503-284-6390 claudia@upstreampublichealth.org 3 No High Low Yes No High No No Medium Yes 9
Village Gardens Baker Amber Program Director 503-927-0820 abaker@janusyouth.org 3 No High Medium Yes No Low No No Small Yes 8
External Relations and Executive Project
Wallace Medical Concern Dill Tanja Manager 503-489-1760 tanjad@wallacemedical.org 1 No High High No No Medium No Yes Large Yes 8
Willamette Pedestrian Coalition Routh Steph Executive Director 503.223.1597 info@wpcwalks.org 2 No High Low Yes No Low No No Small Yes 6
Wisdom of the Elders, Inc. High Bear Rose Co-founder 503-775-4014 rosehb@wisdomoftheelders.org 2 No High High Yes No Low No No Large Yes 8
Wisewoman Program Dillon Wendy Program Manager 971-673-1367 wendy.j.dillon@state.or.us 5 No High High No No Low Yes No Large Yes 11
Zenger Farm Hale Prairie Community Involvement Coordinator 503-282-4245 prairie@zengerfarm.org 3 No High Medium Yes No Low No No Medium Yes 8
Indicators SCALE
Access to Diabetes-Related Services No equals 0
No Leisure-Time Physical Activity/Exercise Yes equals 1
Nutrition High equals 2
Obesity Med equals 1 Mean 8.132352941
Eating 5 Fruits and Vegetables a Day Low equals 1 Max 14
Diabetes Min 4
Std Dev 2.265275917
Quartile 1st 6.75
Gardenpartners is no longer operational Quartile 3rd 9
Page | 27

73. Stakeholder Table (First Trimester Prenatal Care)
Contact Information Stakeholder Type Health Disparity Focus
Organization Agency Contact Agency Contact Title Phone E-mail Assistant/Alt Contact's Name and Number Assistant/Alt Contact's E-mail Number of Rural (Yes/No) Possesess Legislative Level of Reporting/Focus e.g., Community Org./Nonprofit Trade Assoication Research Capacity Government Org. or Hospitals/Clinical Size of Organization Focus on Socio- Score
Last Name First Name indicators Capability/Intent grants, colaition memberships (Yes/No) (Yes/No) (High/Medium/Low ) Program (Yes/No) Services Provider (Large/Medium/Small) demographic Issues
(High/Med/Low) (High/ Med/ Low) (Yes/No) (Yes/No)
ABC House Read Jennifer Community Educator 541-926-2203 educator@abchouse.org 1 No High Low Yes No Low No No Medium Yes 5
ACOG Palacio, MD Peter E. Oregon Chair 541-385-8050 drpalacio@bendobgyn.net 5 No High High No Yes Low No No Large Yes 11
American Association Of University Women Haus Betty Public Policy Co-Chair 503-363-7031 public.policy@aauw-oregon.org 3 No High Low Yes No Medium No No Small Yes 8
Center for Improvement of Child & Family Services, Portland State
University Cahn Katharine Executive Director 503-725-8122 cahnk@pdx.edu 1 No Low Low No No High No No Large Yes 4
Child and Adolescent Health Measurement Initiative (CAHMI) Smilanich-Rose Jana Program Administrator 503-494-1862 smilanic@ohsu.edu 1 No High Low No No High No No Large Yes 6
Child Development & Rehabilitation Center, OHSU Krahn Gloria Executive Director 503-494-8364 krahng@ohsu.edu 1 No High Low No No High No Yes Large Yes 7
Children's Relief Nursery Ward Karen Interim Executive Director 503-595-4519 karenw@crn4kids.org 2 No High Low Yes No Low No Yes Medium Yes 7
CLACKAMAS COUNTY CHILDREN'S COMMISSION, INC. Elder Sue Executive Director 503-675-4565 suee@cccchs.org 1 No High High No No Medium Yes No Large Yes 8
Department of Human Services Oregon Genetics Program Silvey Kerry Public Health Genetics Specialist 541-346-2610 ksilvey@uoregon.edu 2 No High Low No No High Yes No Large Yes 8
Department of Human Services Women's & Reproductive Health
Program Nystrom Robert Section Manager 971-673-0243 robert.j.nystrom@state.or.us 5 No High Medium No No High Yes No Large Yes 12
Douglas County Health Department Madison Peggy Health Department Administrator 541-440-3563 pemadison@co.douglas.or.us 4 Yes High High No No Medium Yes No Large Yes 13
Early Childhood Services, Multnomah County Health Department
EarthShare Oregon Wilson Jan Executive Director 503-223-9015 jan@earthshare-oregon.org 2 No High Low Yes No Low No No Small Yes 6
Family Forward Oregon Cooke Beth Government Affairs Director 503-720-3574 cookeb@comcast.net 1 No High Low Yes No Low No No Small Yes 5
Geneforum Fowler Greg Executive Director 503-636-3627 gfowler@geneforum.org 2 No High Low Yes No Low No No Small Yes 6
HIV Alliance Yandel Renee Program Director 541-342-5088 receptionistapp@hivalliance.org 1 No High Low Yes No High No Yes Medium Yes 8
Kaiser Permanente Center for Health Research Whitlock Evelyn P. Director of Evidence-based Medicine 503-335-2400 Evelyn.Whitlock@kpchr.org 5 No Low High No No High No No Large Yes 10
March of Dimes, Greater Oregon Chapter Rogovoy Joanne State Director of Program Services & Public Affairs 971-270-2885 jrogovoy@marchofdimes.com 5 No High High Yes No High No No Medium Yes 13
Program Supervisor Prenatal and Prenatal Coalition
Marion Co Health Dept Antonucci Jeanne Member 503-588-5342 jantonucci@co.marion.or.us 5 Yes High High No No Medium Yes No Large Yes 14
NARAL Morrill Anne Policy Coordinator 503-223-4510 anne@prochoiceoregon.org 3 No High High Yes No High No No Medium Yes 11
Nursing Mothers Council of Oregon Rice Marion Workplace Lactation Support Service Coordinator 503-708-0707 marion@nursingmotherscounsel.org 2 No Medium High Yes No Low No Yes Small Yes 8
NW Community Midwives Moray Susan Midwife 503-230-2831 susanmoray@comcast.net 4 No Low High No Yes Low No Yes Small Yes 9
Oregon Academy of Family Physicians Gonzales Kerry Executive Director 503-528-0961 kg@oafp.org 1 No High Low No Yes Low No No Small Yes 5
Oregon Department of Genetics Roemmich Bridget Program Coordinator 971-673-0271 bridget.r.roemmich@state.or.us 2 No High Low No No High Yes No Large Yes 8
Oregon Environmental Council Coleman Jen Outreach Director 503-222-1963 ext. 105 jenc@oeconline.org 2 No High Low Yes No High No No Large Yes 8
Oregon NOW
Oregon Nurses Association Baessler Sarah Director of Health Policy and Government Relations 503-293-0011 ext. 342 baessler@oregonrn.org 5 No High Low No Yes Medium No No Large Yes 10
Oregon Office of Minority Health Tillman Tricia Administrator 971-673-1285 tricia.tillman@state.or.us 4 No High Medium No No High Yes No Large Yes 11
Oregon Women's Commission Petit Sunny Chair 503-302-9725 OACO.mail@state.or.us 5 No High Low No No High Yes No Large Yes 11
Roey Thorpe, Executive Dir., Planned Parenthood
Planned Parenthood of the Columbia/Willamette Advocates of Oregon, (503) 775-4931 x3274 roey.thorpe@ppcw.org 3 No High High Yes No High No No Large Yes 11
Providence Women and Children's Health and Research Center Durham Laurel Regional Director 503-216-7391 Laurel.durham@providence.org. 4 No High High No No High No Yes Large Yes 12
Wasco County Health Department-Women's Health Pena Maria Community Health Worker 541-506-2620 mariap@co.wasco.or.us 3 Yes High Medium No No High Yes No Large Yes 12
Washington County Department of Health & Human Services Stotz Diana Sr. Program Coordinator 503-846-4732 diana_stotz@co.washington.or.us 3 No High Medium No No Medium Yes No Large Yes 9
Indicators SCALE
First Trimester Prenatal Care No equals 0 Mean 8.903225806
Family Planning Yes equals 1 Max 14
Maternal Mortality High equals 2 Min 4
Unintended Pregnancy Med equals 1 Std Dev 2.712377047
Infant Mortality Low equals 1
Page | 28

74. Organizational Strategic
Communications Plan
2012-2013
Processes, means, and objectives for informing
internal and external audiences
Written by: Amanda Phillips
Approved by: Jamie Ross, PhD and Torrie Fields, MPH
August 29, 2012
1633 SW Park Avenue, Suite 221, Portland, OR 97207

75. Table of Contents
Executive Summary ............................................................................................................................................................ 1
Introduction ......................................................................................................................................................................... 3
Purpose of the Organizational Strategic Communications Plan ............................................................................ 3
Scope of the Organizational Strategic Communications Plan ................................................................................ 3
Overarching Goals ......................................................................................................................................................... 3
Communication Outcomes/Objectives ..................................................................................................................... 4
Situational Analysis ............................................................................................................................................................. 4
Organizational Background .......................................................................................................................................... 4
Audience Definition ....................................................................................................................................................... 6
Internal ........................................................................................................................................................................ 6
External ....................................................................................................................................................................... 6
Communications SWOT ............................................................................................................................................... 7
Internal Landscape ......................................................................................................................................................... 8
External Landscape ........................................................................................................................................................ 8
Communications Process ................................................................................................................................................. 9
Internal Communication Procedures .......................................................................................................................... 9
External Communication Procedure......................................................................................................................... 10
Communication Calendars and Project Worksheets ................................................................................................... 11
Communication Methods and Channels ....................................................................................................................... 11
Objectives/Strategies/Activities ..................................................................................................................................... 12
Goal 1: Increase awareness about PATH for women‟s mission and its activities Outcome/Objective........ 12
Strategy ...................................................................................................................................................................... 12
Tactics ........................................................................................................................................................................ 12
Page | i

76. Benchmarks .............................................................................................................................................................. 12
Measures .................................................................................................................................................................... 12
Tools .......................................................................................................................................................................... 13
Goal 2: Develop a framework for effective communication that uses PATH for women’s limited resources
wisely .............................................................................................................................................................................. 14
Outcome/Objective ................................................................................................................................................ 14
Strategies ................................................................................................................................................................... 14
Tactics ........................................................................................................................................................................ 14
Benchmarks .............................................................................................................................................................. 15
Measures .................................................................................................................................................................... 15
Tools .......................................................................................................................................................................... 16
Goal 3: Improve communication with stakeholders and the community at large in order to support PATH
for women’s coalition capacity building, research translation, and dissemination efforts .................................... 17
Outcomes/Objectives ............................................................................................................................................. 17
Strategies ................................................................................................................................................................... 17
Tactics ........................................................................................................................................................................ 17
Benchmarks .............................................................................................................................................................. 18
Measures .................................................................................................................................................................... 18
Tools .......................................................................................................................................................................... 18
Resources ........................................................................................................................................................................... 19
Roles and Responsibilities ........................................................................................................................................... 19
Budget ............................................................................................................................................................................ 19
Evaluation .......................................................................................................................................................................... 19
Conclusion ......................................................................................................................................................................... 20
Bibliography ....................................................................................................................................................................... 21
Page | ii

77. Appendix A ........................................................................................................................................................................ 22
Organizational Framework: Two Divisions ............................................................................................................. 22
Appendix B ........................................................................................................................................................................ 23
Communications Project Calendar Shell .................................................................................................................. 23
Appendix C ........................................................................................................................................................................ 24
Communications Project Worksheet ........................................................................................................................ 24
Appendix D ....................................................................................................................................................................... 25
Audience/Communication Method Matrix ............................................................................................................. 25
Appendix E ........................................................................................................................................................................ 26
Mission ........................................................................................................................................................................... 26
Vision ............................................................................................................................................................................. 26
Core Values and Guiding Principles ......................................................................................................................... 27
Appendix F ........................................................................................................................................................................ 28
Brand Statement and Other Messaging Examples.................................................................................................. 28
Brand Statement ....................................................................................................................................................... 28
PowerPoint Presentation ........................................................................................................................................ 29
PATH for women One Page Flyer ........................................................................................................................... 34
Appendix G ....................................................................................................................................................................... 35
Brand Standards Manual .................................................................................................................................................. 35
Purpose .......................................................................................................................................................................... 35
Brand Statement ........................................................................................................................................................... 35
Appearance of the Organization‟s Name ................................................................................................................. 35
The Logo ....................................................................................................................................................................... 36
Color ............................................................................................................................................................................... 36
Page | iii

78. Fonts ............................................................................................................................................................................... 37
Editorial Style Guidelines ................................................................................................................................................ 37
Tone, Voice, and Style ................................................................................................................................................. 37
What We Say ................................................................................................................................................................. 38
Social Media .................................................................................................................................................................. 39
Links........................................................................................................................................................................... 39
Facebook and Twitter ............................................................................................................................................. 39
Glossary ......................................................................................................................................................................... 40
Abbreviations ........................................................................................................................................................... 40
Academic degrees .................................................................................................................................................... 40
Academic and Professional Titles ......................................................................................................................... 40
Acronyms .................................................................................................................................................................. 41
Addresses .................................................................................................................................................................. 41
African American, Asian American ...................................................................................................................... 41
Ampersand ................................................................................................................................................................ 41
Apostrophes ............................................................................................................................................................. 41
Bias-free Language................................................................................................................................................... 42
Capitalization ............................................................................................................................................................ 42
Do Not Capitalize .................................................................................................................................................... 43
Captions for photos................................................................................................................................................. 43
Cities .......................................................................................................................................................................... 44
Conferences, lecture series, symposia, etc. .......................................................................................................... 44
Contact information ................................................................................................................................................ 44
Course titles .............................................................................................................................................................. 44
Page | iv

79. Courtesy titles ........................................................................................................................................................... 44
Curriculum ................................................................................................................................................................ 44
Dates .......................................................................................................................................................................... 45
Department, Office, Degree, and Program Names ........................................................................................... 45
Disabilities ................................................................................................................................................................. 45
e-mail.......................................................................................................................................................................... 45
Faculty ....................................................................................................................................................................... 46
Fellowships and other awards ................................................................................................................................ 46
Foreign words........................................................................................................................................................... 46
Freshman, freshmen ................................................................................................................................................ 46
Fundraising ............................................................................................................................................................... 46
Headlines ................................................................................................................................................................... 46
Hispanic ..................................................................................................................................................................... 46
Initials ........................................................................................................................................................................ 46
International students ............................................................................................................................................. 47
Internet ...................................................................................................................................................................... 47
Invitations ................................................................................................................................................................. 47
Lecture titles ............................................................................................................................................................. 47
Lists ............................................................................................................................................................................ 47
Names ........................................................................................................................................................................ 48
Gender-neutral language......................................................................................................................................... 48
Numbers.................................................................................................................................................................... 48
Offices ....................................................................................................................................................................... 49
Online ........................................................................................................................................................................ 49
Page | v

80. Parentheses ............................................................................................................................................................... 49
Periods ....................................................................................................................................................................... 49
Staff ............................................................................................................................................................................ 49
The ............................................................................................................................................................................. 49
Titles (dissertations, theses) .................................................................................................................................... 49
Titles (legal citations) ............................................................................................................................................... 50
Titles (organizations) ............................................................................................................................................... 50
Upperclass students ................................................................................................................................................. 50
Websites, the Web ................................................................................................................................................... 50
Checklists .................................................................................................................................................................. 51
Style Checklist .......................................................................................................................................................... 51
Editorial Checklist ................................................................................................................................................... 51
Instructional Content Checklist ................................................................................................................................. 52
Additional References .................................................................................................................................................. 52
Templates....................................................................................................................................................................... 53
Figure 1: Logo and Fonts................................................................................................................................... 54
Figure 2: Letterhead, Envelopes, and Business Cards .................................................................................. 55
Figure 3: Press Release Template and Fax Cover Sheet ............................................................................... 56
Figure 4: Report Template ................................................................................................................................. 57
Figure 5: Email Signature ................................................................................................................................... 58
Figure 6: Power Point Template ....................................................................................................................... 59
Appendix H ....................................................................................................................................................................... 60
Outreach Tools ............................................................................................................................................................. 60
First Trimester Prenatal Care Coalition Invitation Letter ................................................................................. 60
Page | vi

81. Diabetes Coalition Invitation Letter ..................................................................................................................... 61
Advisory Committee Invitation Letter ................................................................................................................. 62
Appendix I ......................................................................................................................................................................... 63
Budget Worksheet ........................................................................................................................................................ 63
Page | vii

82. Executive Summary
Michelle Berlin M.D., M.P.H. an Oregon Health and Sciences University (OHSU) physician and researcher,
founded the Policy Advisory Toward Health (PATH) for women for women in 2004. PATH for women was a
response to the critical need for current, evidence-based information concerning women‟s health for use
toward policy implementation and it is now a strategic partnership between the OHSU Center for Women‟s
Health (CWH) and Portland State University‟s (PSU) Women, Gender, and Sexuality Studies Department
(WGSS). PATH for women’s revised mission is to provide accurate, high-quality community driven research,
data, and analysis to inform women‟s health policy and to serve as an independent source of data, analysis,
and coalition capacity-building for the public, advocates, and policymakers.
PATH for women has expanded from its original emphasis on creating and translating scientific research to
inform women‟s health policy to include coalition capacity building and community outreach. As a result,
PATH for women has two divisions (see Appendix A). One focuses on research and the other focuses on
outreach. The outreach division is housed at WGSS and it aims to develop meaningful relationships with
interested community members, community organizations, public health professionals, educators, and
policymakers regarding issues facing women in Oregon, such as Women with Diabetes and Women with
First Trimester Prenatal Care. The outreach division draws its evidenced-based health related information
from the Making the Grade on Women’s Health: A National and State-by-State Report Card (Report
Card).
PATH for women’s transition into a multi-division organization has produced some organizational challenges.
These challenges include
 A shift in PATH for women’s core mission
 The need for a vision that encompasses the entire organization and values that will guide the pursuit
of the mission and vision
 Ensuring that both divisions are financially sustainable
 Limited organizational capacity
 Identifying and developing the most promising product lines
 Utilizing the most efficient operational model(s)
 Employing innovative yet appropriate strategies and tactics to achieve its mission
 Managing organizational change effectively
 Gaining visibility, positioning the organization correctly, and increasing PATH for women’s relevance
locally and regionally
Page | 1

83. This organizational strategic communications plan addresses many of these challenges. The overall goals of
this plan are to:
 Increase awareness about PATH for women’s mission and its activities
 Develop a framework for effective communication that uses PATH for women’s limited resources
wisely
 Improve communication with stakeholders and the community-at-large in order to support PATH for
women’s coalition capacity building, research translation, and dissemination efforts
The plan also includes a communications framework that will help PATH for women increase its visibility and
relevance, accomplish its mission, and metrics by which PATH for women can measure its success. This
program will be implemented over the 2012-2013 period.
Page | 2

84. Introduction
Purpose of the Organizational Strategic Communications Plan
PATH for women’s strategic plans include supporting two coalitions, forming an advisory committee, and
increasing public awareness of the organization in order to gain credibility within the region. Extensive
internal and external communication is critical to the attainment of these goals, but without effective strategic
communication, PATH for women will not be able to recruit coalition members, nor will PATH for women be
able to increase its profile.
The term strategic communication “describes the combination of plans, goals, practices, and tools with which
an organization sends consistent messages about its mission, values, and accomplishments” (Patterson &
Radtke, 2009). Therefore, PATH for women needed a comprehensive organizational strategic communications
plan and numerous tools and templates to prepare the organization to pursue these goals. Unlike an event
specific or announcement-specific plan, an organizational strategic communications plan formalizes PATH for
women’s overall policy for internal and external communication, provides guidance on how to communicate
proactively and reactively with various audiences, and includes instructions on how to develop and maintain
relationships through clear communications.
Scope of the Organizational Strategic Communications Plan
The 2012-2013 organizational strategic communications plan is tailored specifically to the outreach division of
PATH for women. Naturally, some elements of this plan require changes to the communications activities of
the research division. Nevertheless, this communications plan is intended to help the outreach division
achieve its 2012-2015 strategic goals. Unlike the strategic plan, however, this communications plan should be
revised annually. Some of the tactics associated with this plan are either complete or ongoing. These tactics
are identified and the products or outcomes included in this report.
Overarching Goals
 Increase awareness about PATH for women’s mission and its activities
 Develop a framework for effective communication that uses PATH for women’s limited resources
wisely
 Improve communication with stakeholders and the community at large in order to support PATH for
women’s coalition capacity building, research translation, and dissemination efforts
Page | 3

85. Communication Outcomes/Objectives
 Create consistent and coherent messaging that is aligned with PATH for women’s mission, vision,
values, and strategic goals in 2012-2013
 Promote awareness of PATH for women by increasing recognition of the brand and disseminating
consistent information to the public and all stakeholders in 2012-2013
 Enlist participants for and sustain two coalitions and an advisory committee in 2012-2013
Situational Analysis
Organizational Background
Michelle Berlin M.D., M.P.H. an Oregon Health and Sciences University (OHSU) physician and researcher,
founded the Policy Advisory Toward Health (PATH) for women in 2004. PATH for women was a response to
the critical need for current, evidence-based information concerning women‟s health for use toward policy
implementation and it is now a strategic partnership between the OHSU Center for Women‟s Health (CWH)
and Portland State University‟s Women, Gender, and Sexuality Studies Department (WGSS). PATH for
women’s revised mission is to provide accurate, high-quality community driven research, data, and analysis to
inform women‟s health policy and to serve as an independent source of data, analysis, and coalition capacity-
building for the public, advocates, and policymakers.
PATH for women has expanded from its original emphasis on creating and translating scientific research to
inform women‟s health policy to include coalition capacity building and community outreach. As a result,
PATH for women has two divisions (see Appendix A). One focuses on research and the other focuses on
outreach. The outreach division is housed at WGSS and it aims to develop meaningful relationships with
interested community members, community organizations, public health professionals, educators, and
policymakers regarding issues facing women in Oregon, such as Women with Diabetes and Women with
First Trimester Prenatal Care. The outreach division draws its evidenced-based health related information
from the Making the Grade on Women’s Health: A National and State-by-State Report Card (Report
Card).
The Report Card has been published since 2000. The 5th edition, and most current Report Card evaluates 34
health status and 68 health policy indicators and assesses progress in reaching key benchmarks and policy
objectives for each state and for the nation as a whole. Oregon is currently demonstrating a failing grade in
two indicators: Women with Diabetes and Women with First Trimester Prenatal Care.
Page | 4

86. The research division is housed in CWH where Michelle is a lead author of the aforementioned Report Card
(see http://hrc.nwlc.org/). The research division aims to serve as a national and regional resource for data
analysis, including the provision of accurate and current research concerning women‟s health and evidence-
based analysis of key issues that specifically affect efficiency, cost, and outcomes of the health of women.
Since 2004, the outreach arm of PATH for women has:
 Identified key areas in women's health with policy impact and developed materials for use by
community groups, local organizations, and the public to influence policy development and
implementation
 Interpreted the results of health studies for policymakers, the media, and the public
 Analyzed and translated existing evidence-based research for the public and policymakers
Intentionally Blank
Page | 5

87. Audience Definition
Communication requires strong reciprocal relationships. PATH for women’s overall audiences can be broken
down into the categories listed below. Each of these audiences requires targeted and tailored messaging. Many
of these audiences are also potential communicators themselves with access to potential supporters and
secondary audiences who are currently beyond PATH for women’s reach. In addition, some of these audience
members may belong to multiple categories. Furthermore, the coalitions that PATH for women may interact
with and support may include members from varying categories. Therefore, messages should be targeted, but
they must contain a consistent and cohesive portrayal of PATH for women’s mission, vision, values, and goals.
Internal
 Employees
 WGSS
 CWH
External
 Women‟s health advocates and advocacy groups
 Coalition members
 Community organizations
 State and federal legislators
 Government agencies
 Researchers
 Physicians and health care providers
 Health interest media outlets e.g., Lund Report
 General media
Page | 6

88. Communications SWOT
Strengths Weaknesses
 Founder's reputation  Lack clear mission, vision, and values
 Relationships with key health care  Lack of funding
decision-makers  Lack a cohesive brand and messages
 Access to OHSU and PSU'S  Limited communication infrastructure
resources and goodwill  Low public profile and target audience
 Access to research and social and unaware
human capital  Limited marketing resources
 Access to skilled and motivated  Limited staff
student workers  No dedicated communications staff
 Experienced, passionate, and  Disjointed efforts to develop a network
dedicated staff  No media exposure and relationships
 Internal support for improving
communications
SWOT
Opportunities Threats
 Untapped funding streams  Changing health care environment
 OHSU-PSU strategic partnership  Lack of sustainable funding for
 Media support/coverage organization and Report Card
 Increased focus on evidenced based  Changing PSU budget and operations
interventions model
 Healthcare reform a high profile issue  Changing OHSU operations model
 Election year  Changing demographics
 Increased focus on health disparities
 Social media
 Conferences and industry events
 Stronger ties with WGSS
 More ties with researchers
 Changing demographics
Page | 7

89. Internal Landscape
The term strategic communication “describes the combination of plans, goals, practices, and tools with which
an organization sends consistent messages about its mission, values, and accomplishments” (Patterson &
Radtke, 2009). The communications audit revealed that PATH for women did not meet these criteria. For
example, PATH for women had a mission that only addressed one aspect of the organization (the research
division), and had neither a vision, nor values statement. As a result, the organization lacked a brand. PATH
for women also had a limited web presence and no social media presence. Moreover, the organization did not
have the communications infrastructure necessary to correct these issues. For example, it lacked a database of
press contacts; identity materials, such as a brand statement style guide; or strategic communications goals
and objectives.
External Landscape
There is a recognized need for more information on the extent, root causes, and possible solutions for health
disparities women face when compared to men, as well as the disparities among women of various classes,
racial/ethnic status, and geographic locations. Current and emerging federal and state policy also indicate the
need for shared accountability in improving targeted health outcomes on a local and regional level among
researchers, policymakers, community organizations, leaders, and members. Lastly, increased budget
pressures make it imperative that organizations pool knowledge resources. PATH for women seeks to help
community organizations collaborate.
While the issues of evidenced-based interventions, research translation, and health disparities are at the
forefront of media coverage, academic debates, and policy development efforts, PATH for women’s past
activities have received limited exposure. Nevertheless, the current systemic focus on these issues and the
media‟s receptiveness to providing coverage demonstrates that there is an opportunity for PATH for women to
achieve its communications and overall strategic goals.
Page | 8

90. Communications Process 1
Internal Communication Procedures
Step 1: Determine the communication event. Potential options include
 Special event
 Open house
 Meeting with partner or legislature‟s office
 New report announcement
 The Report Card
Step 2: Determine the target audience
Step 3: Determine the call-to-action goal/s for the target audience to complete
Step 4: Determine the appropriate media
Step 5: Gather data, quotes, interviews, facts, sources, etc.
Step 6: First draft of message
Step 7: Review
Step 8: Second draft of message
Step 9: Review
Step 10: Final review
Step 11: Approval or Edit and Repeat
Move to External Communication Procedure
1 A marketing consulting team developed the communications processes.
Page | 9

91. External Communication Procedure
Step 12: Schedule on editorial calendar denoting:
 Media
 Frequency
 Dates
 Call-to-action goals
Step 13: Establish budget
Step 14: Establish responsible party for each task
Step 15: Review media options in regards to target audience, call-to-action goals, and budget
 Press release
 Website posting
 Social network posting
 Facebook
 Twitter
 Blog
 Linked In
 Telephone
 In-person
 Industry postings or partnerships
 List serve
 Supply content to newsletters
Step 16: Publish message
Step 17: Measure outcome and goals
Step 18: Note modifications for next communication project
Page | 10

92. Communication Calendars and Project Worksheets
The PATH for women Co-Director of Outreach, or at a later date the Program Coordinator and intern, will
maintain an organizational editorial calendar (see Appendix B) of upcoming events that require messaging.
They will conduct a quarterly review as well as add events and make changes when necessary. Each event
shall have a corresponding project worksheet (see Appendix C) which will include information about the
audience, message content, timing, delivery channels, the person responsible, expected results, and methods
to evaluate the outcomes.
Communication Methods and Channels
There are multiple communication methods and channels. Those identified in the Audience/Communication
Method Matrix (see Appendix D) were chosen because of their ability to reach multiple audiences and
because PATH for women has the organizational capacity to use these channels.
Intentionally Blank
Page | 11

93. Objectives/Strategies/Activities
Goal 1: Increase awareness about PATH for women’s mission and its activities
Outcome/Objective
 PATH for women delivers consistent and coherent messaging that is aligned with PATH for women’s
mission, vision, values, and strategic goals in 2012-2013
Strategy
 Create a brand
Tactics
 Make a logo (complete)
 Formalize the organizational framework (complete, see Appendix A)
 Create/revise the mission, vision, and values (complete, see Appendix E)
 Create a brand statement (complete, see Appendix F)
 Draft language that can be used in a variety of settings and formats that describe the history of the
organization, past successes, and future goals (ongoing, see Appendix F)
 Formulate a brand standards and editorial style guidelines (complete, see appendix G)2
 Create a PowerPoint presentation to describe the organization (complete, see Appendix F)
Benchmarks
 Completed tasks
 Acceptance by key stakeholders
Measures
 Number of stakeholders who understand, approve of, and can easily describe the organization‟s
mission, vision, and values
 Effectiveness of the PowerPoint and the other materials
2 See internal document entitled Brand and Editorial Style Guidelines
Page | 12

94. Tools
 Focus groups
 Surveys
 Question and answer sessions with audiences after using the presentation
Intentionally Blank
Page | 13

95. Goal 2: Develop a framework for effective communication that uses PATH for
women’s limited resources wisely
Outcome/Objective
 Increased recognition of the brand, efficient use of resources, and the dissemination of consistent
information to stakeholders and the public in 2012-2013
Strategies
 Create communications infrastructure
 Develop relationships with editors, journalists, and radio producers
 Create academic legitimacy
Tactics
 Generate a press list3 (Intern)
 Create tools to track communications efforts (complete, see Appendices B and C)
 Identify communications channels (complete, see Appendix D) and opportunities to utilize these
channels
 Create various templates and tools for use in stakeholder engagement and media outreach e.g.,
envelopes, letterhead, business cards, brochures, coalition invitation letters, and place appropriate
outreach materials on the website (ongoing, see Appendices G and H)
 Create a press kit and send materials to editors, journalists, and radio producers (Torrie/Intern)
 Develop and maintain website, including all online press materials (Torrie/Intern)
 Monitor industry through RSS feeds etc., and write timely Op-Ed articles (Torrie/Intern)
 Prepare white papers, fact sheets, and policy briefings for current issues (Michelle/Jamie/Torrie)
 Distribute them to legislators and the media and place them in an online archive that is accessible
through the website (Torrie/Intern)
3 For a guide on creating an effective press list, see Colorado Nonprofit Association. (2011, July). Nonprofit help desk, faqs and resources:
communications toolkit Parts 1, 2, and 3 (pp. 41-42). Retrieved July 23, 2012, from Colorado Nonprofit Association:
http://www.coloradononprofits.org/help-desk-resources/nonprofit-help-desk/faqs-resources/communications/
Page | 14

96.  Create and consistently maintain social media presence by joining Facebook (Torrie/Intern)
 Attempt to publish articles in peer reviewed journals(Michelle/Jamie/Torrie)
 Speak at conferences (Michelle/Jamie/Torrie)
 Create and utilize a listserv (Torrie/Intern)
Benchmarks
 80% e-mail and attachment open and click through rates
 Website created and 1000 visits to website
 5 Op-Ed pitches
 1 staff profile or favorable story
 20 press kits released
 2 articles submitted for review
 1 conference presentation
 Fact sheets/policy briefings/white papers sent to 10 key decision makers
 100 Facebook likes and 500 visits to Facebook page
Measures
 Number of communication tools created
 Complete press list and the number of press kits sent versus number of new relationships
 Website traffic
 Number of redirects from the research division‟s website
 Unique page views, time on page and total pages viewed. According social media experts, “if unique
page views go up, that‟s an indication that your reach is growing, increased time on page shows that
your content is interesting to the visitor and increased total page views means your visitor wants to
learn more by clicking on other pages around your site” (Miller, 2012)
 Traffic to online archive section of the website
 Number of quotes and shares this material generates
Page | 15

97.  Number of Facebook likes, amount of page traffic, and re-posting of page content
 Number of media mentions
 Accuracy of the coverage
 Positive versus negative
 Number of Op-Ed articles and other media pitches sent versus placed
 Number of talks at conferences
 Traffic to online archive section of the website
o Number of times that this material is quoted or shared
 Number of e-mails sent via the listserv are read and attachments that are opened when applicable
versus those that are not
Tools
 Google Alerts  Google Analytics
 Facebook Insights  Internal Records
 Social Mentions Alerts  Sprout Social
 Sentiment Dashboard4  Right Inbox
 Who Read Me (for attachments)  Google Labs e.g., Read Receipt
4See Ahn, T. (2011, May 11). How to build a free social media monitoring dashboard: social media examiner. Retrieved August 14, 2012, from
Social Media Examiner: http://www.socialmediaexaminer.com/how-to-build-a-free-social-media-monitoring-dashboard/
Page | 16

98. Goal 3: Improve communication with stakeholders and the community at large in
order to support PATH for women’s coalition capacity building, research translation,
and dissemination efforts
Outcomes/Objectives
 A roster of coalitions interested in collaborating (2012)
 Advisory committee established (2012-2013)
 Support two coalitions and an advisory committee 2012-2013
 Improve strategic relationships with key community members (2012-2013)
Strategies
 Conduct direct outreach to existing coalitions
 Engage and encourage coalition and advisory committee participation and support
 Identify which indicators stakeholders are most interested in learning about
 Communicate consistently with all stakeholders
Tactics
 Identify existing coalitions on diabetes and first trimester prenatal care and establish a collaborative
relationship (Torrie/Jamie)
 Identify potential members for the coalitions and perform a stakeholder analysis (complete)
 Identify potential advisory committee members (Michelle/Jamie/Torrie)
 Conduct a needs assessment (Torrie)
 Briefings with legislative aides (Michelle/Jamie/Torrie)
 Maintain and develop relationships with advocacy groups (Michelle/Jamie/Torrie)
 Prepare and disseminate fact sheets and other materials focused on the indicators that were
highlighted in the needs assessment and by the meetings (Intern)
 Create and distribute a newsletter (electronic) featuring accomplishments, activities, etc. (Intern)
 Produce and circulate an annual report (Intern)
Page | 17

99. Benchmarks
 Strategic partnerships with at least 1 diabetes coalition and 1 first trimester prenatal care coalition
 Invitation to join these aforementioned coalitions sent to the priority stakeholders identified in
PATH for women’s stakeholder analysis report
 10 advisory committee members
 60% response rate for needs assessment
 10 briefings with legislative aides and 2 new relationships with advocacy groups
 90% coalition leader and advisory committee member satisfaction rate
 80% e-mail and attachment open and click-through rates for newsletter and annual report
Measures
 Number of new e-mail addresses and other contact information received from stakeholders and
interested parties
 Open and click-through rates per message
 Number of advisory committee members invited versus those who accepted
 Number of new coalition members who mentioned PATH for women during initial contact with the
coalition. (This metric requires that the PATH for women partners with coalitions that have or are
willing to implement evaluation tools and process. For example, this information can be gleaned
from a survey question that asks new members where they heard about the coalition
 Number of coalition and advisory committee members who feel valued and effective
 Number of meetings with advocacy groups and legislative aides versus invitations sent
 Response rate for needs assessment survey
Tools
 Internal records  Google form analysis  Right Inbox
 Survey  Interviews  Google labs
Page | 18

100. Resources
Roles and Responsibilities
Michelle Berlin, MD, MPH (Founder and Director Research) – will act as spokesperson for all research-
related matters and a liaison to CWH and OHSU.
Jamie Ross, PhD (Co-Director Outreach) – will act as the lead for all academic matters and as a liaison to
WGSS and PSU.
Torrie Fields, MPH (Co-Director Outreach) – will act as media strategist, liaison, and communications
coordinator. She has ties to many of the nonprofits in the region, to the Oregon Master of Public Health
program, and experience working with advocacy groups and legislators.
To be identified (Interns) – will act as project coordinators and oversee logistics and research for identifying
stakeholders and potential supporters, and opportunities to promote the organization.
Budget
According to Patterson and Radtke (2009), most successful nonprofits spend between 8% and 12% of their
operational budget on communications. They also recommend that nonprofits focus their resources on
channels and tactics that can reach multiple audiences and do not require substantial staff effort (Patterson &
Radtke, 2009). The proposed budget for this communications plan is included in Appendix I. The largest
expense is hosting the coalition and advisory committee members and the second largest is branding. PATH
for women is seeking funding and its staff donates much of its time. Therefore, it is likely that PATH for women
will be able to fund these activities. Nevertheless, if PATH for women has to choose between these two
categories, the organization should reduce the budget for hosting and elect not to provide refreshments at its
coalition and advisory committee meetings. This would make the communications plan even more affordable;
while providing the materials that are needed to meet the overarching goals described above.
Evaluation
We will determine the effectiveness of our communications by measuring if the communications reach the
desired audiences, if the right message was sent, if the audience understood the message as it was intended, if
the tactic used resources efficiently, and if there were any unintended consequences.
Each of the objectives outlined above includes a list of benchmarks, measurements, and tools that can be
used to evaluate the tactics and strategies associated with that objective. PATH for women should do an annual
plan evaluation, but the organization should conduct quarterly assessments and make adjustments as
necessary.
Page | 19

101. Conclusion
Success would help advance PATH for women’s mission, attract new stakeholders, and may lead to private
sources of funding. Effective communication is required to solicit coalition members, to help onboard
coalition members, to facilitate the creation of clear goals and objectives, and to manage PATH for women’s
relationship to the coalitions and expanding research.
Page | 20

102. Bibliography
Ahn, T. (2011, May 11). How to build a free social media monitoring dashboard: social media examiner. Retrieved August
14, 2012, from Social Media Examiner: http://www.socialmediaexaminer.com/how-to-build-a-free-
social-media-monitoring-dashboard/
Colorado Nonprofit Association. (2011, July). Nonprofit help desk, faqs and resources: communications toolkit Parts 1,
2, and 3. Retrieved July 23, 2012, from Colorado Nonprofit Association:
http://www.coloradononprofits.org/help-desk-resources/nonprofit-help-desk/faqs-
resources/communications/
Curtis, C. (n.d.). Voice and tone guidelines: editorial strategy. Retrieved July 30, 2012, from
http://www.cullencurtiss.com/images/Voice_and_Tone_Guidelines.pdf
Graphic Standards Manual and Editorial Style Guide. (2011). Glenville State College. Retrieved from
http://www.glenville.edu/docs/GSC%20Graphics%20Manual%20and%20Style%20Guide.pdf, and
Graphic and editorial standards and guidelines. (2012). North Carolina Agricultural and Technical State
University. Retrieved from http://www.ncat.edu/divisions/advancement/university-relations/pdfs-
images/ncat-StyleGuide-7.pdf
Miller, J. (2012, May 28). 5 simple metrics to track your social media efforts: social media examiner. Retrieved August
14, 212, from Social Media Examiner: http://www.socialmediaexaminer.com/metrics-to-track-your-
social-media-efforts/
Patterson, S. J., & Radtke, J. M. (2009). Strategic communications for nonprofit organization: seven steps to creating a
successful plan (2 ed.). Hoboken, NJ: John Wiley & Sons.
Spitfire Strategies. (n.d.). The Spitfire Strategies Smart chart 3.0: an even more effective tool to help nonprofits make smart
communications choices. Retrieved August 16, 2012, from Smart Chart:
http://www.smartchart.org/content/smart_chart_3_0.pdf
U.S. Army Security Assistance Command: Command Information Office. (n.d.). Strategic communication plan.
Retrieved August 9, 2012, from U.S. Army Security Assistance Command:
http://www.army.mil/info/organization/usasac/
Page | 21

103. Appendix A
Organizational Framework: Two Divisions
PATH for
women
Outreach
Research
Jamie Ross, PhD
Michelle Berlin, MD, MPH
Torrie Fields, MPH
Page | 22

104. Appendix B
Communications Project Calendar Shell
Instructions: Start at the bottom of this sheet by filling in the communication event information and work backwards. Using the Month/Week of
column on the left can allow you to track out all of the communication events for the next year.
Month / Week of: Task Message Date Notes
Initial meeting N/A 8-weeks out Steps 1-5
Internal process begins Being formed 7-weeks out Steps 6-9
Final review and approval Finalized 6-weeks out Steps 10-11
This space can be used to
adjust for urgency, formality,
frequency, etc. of the
communication event.
Preparing to alert media and
partners about the Annual
Report Card will take more
time than posting the reward
of a new grant on your
Facebook page.
Communication event Finalized message 0-weeks out
Page | 23

105. Appendix C
Communications Project Worksheet
INFORMATION
Name of communication project: (PATH for women 2013 Report Card)
Target audience: (General media, women's health-media, Oregon legislatures)
Call-to-action and goal/s (Read the report)
What will be the measurement of
the goal/s: (Increase # of web-page views hosting the report by 2%)
Budget to communicate: ($0 because work will all be completed in-house)
Publish date: (Report needs to be posted on website by Feb. 2, 2014)
Date started: (Today's date)
Media appropriate for Soci a l Medi a Pers ona l Sha ri ng wi th Pa rnters
Pres s Web Fa cebook Twi tter Indus try News l ette
communication project: rel ea s e pos ti ng pos ti ng pos ti ng Bl og Li nkedIn Tel ephone In-pers on pos ti ng Li s ts erve r
Is there a contact person for this
communication project? Yes/No: (Yes)
If yes, how and when do they need
the message? (Jane Reporter at the Oregonian, 503-555-5555, janedoe@oregonian.com)
ACTION
Ta s k Repons i bl e Pa rty Compl eted On
(Step 6) (Write first draft of message) (You)
(Gather a list of email address of appropriate audience members) (Me)
"
"
"
"
"
(Reflect on what worked and what didn't work) (All of us)
Page | 24

106. Appendix D
Audience/Communication Method Matrix
Communications Methods Internal CWS WGGS Internal Staff External Public Coalition Members Legislators Gov't Agencies Trade Assoc. Nonprofits Hospitals Academic Researchers
Institutions
Annual Report X X X X X X X X X X X
Newsletters X X X X X X X X X X
Fact Sheets, Brochures, etc. X X X X X X X X X X X X
Professional Articles X X X X X
Phone Calls X X X X X X
Web 2.0
Webinars X X X X X X X X X X X
Social Media X
Website X X X X X X X X X X X X
E-mail X X X X X X X X X X X
Videos (YouTube) X
In-Person
Annual Meetings X X X X
Industry Conferences X X X X X X
Briefings X X X X X X
Speaking Engagements/Testimony X X X X
Presentations X X X X X X X X X X X X
Town Halls X X X X
Media
Media Interviews X X X X X X X X X
Press release X X X X X X X X X
Media advisory X X X X X X X X X
Press conference X X X X X X X X X
Video Stories X X X X X X X X X
Bylines and Op Ed X X X X X X X X X
Pitch Letter X X X X X X X X X
Adapted from: U.S. Army Security Assistance Command: Command Information Office. (n.d.). Strategic communication plan. Retrieved August 9, 2012, from U.S. Army Security Assistance Command:
http://www.army.mil/info/organization/usasac/
Page | 25

107. Appendix E
Mission
Policy Advisory Toward Health (PATH) for women’s mission is to provide accurate, high-quality community
driven research, data, and analysis to inform women‟s health policy and to serve as an independent source of
data, analysis, and coalition capacity building for the public, advocates, and policymakers.
Our research and coalition capacity building efforts help others understand how Oregon, other states, and the
nation as a whole are progressing in women's health, help others to develop policies to advocate for women‟s
health, and ensures that PATH for women is responsive to the community‟s health, research, and information
needs. With the nation lagging far behind critical benchmarks (standards) in health, the need for effective
policies and programs is increasing; we are dedicated to bridging the information gap between the academic
researcher, policymaker, service provider, and community member, and empowering communities to request
research and develop programs that improve women‟s lives.
Vision
PATH for women is a strategic partnership OHSU‟s Center for Women‟s Health (CWH) and the Women,
Gender, and Sexuality Studies Department at Portland State University. PATH for women seeks to become the
premier evidence-based women's health policy resource in Oregon and nationally by drawing from the most
recent publication of CWH‟s Making the Grade on Women’s Health: A National and State-by-State
Report Card and enabling the development of national and regional health policies, especially those targeted
to improve performance in meeting national goals for women's health.
To fulfill its vision PATH for women will:
 Fully address the ongoing need for current, relevant, evidence-based health information by fostering
problem-based scientific research at the undergraduate and graduate levels that is directly informed
by the needs of the community, and is guided by an interdisciplinary approach that includes feminist
models of scientific inquiry.
 Translate and disseminate this evidenced-based research to direct service organizations, as well as
state and national legislators, contributing to their policy advocacy efforts.
 Become a critical link between Oregon‟s coordinated health coalitions, as well as among coalition
members comprised of the community at large; students; health policy advocates; health
professionals; local, regional, and national direct service organizations; legislators; and researchers.
Page | 26

108. Core Values and Guiding Principles
Communication – We recognize the importance of an informed public and the need for accurate, high
quality, community-driven research and data for policy advocacy. We are open, truthful, and timely with our
dissemination of information and by listening and responding to the needs of our coalition members and
policymakers, we ensure that we provide relevant information.
Honesty –We aim to empower communities by providing accurate and truthful information about issues that
disproportionately affect the health of women.
Collaboration – We engage community members by forming meaningful relationships and coalitions to raise
awareness about issues that disproportionately affect the health of women.
Empowerment – We seek to empower coalition members to request research that will improve the lives of
women within their communities, and researchers to embrace new methods of scientific inquiry.
Respect – We respect the dignity of all persons and honor the diverse contributions that stem from differing
perspectives, cultures, backgrounds, and educational levels.
Integrity – We foster, encourage, and expect the highest level of professionalism, ethical standards,
transparency, and accountability in all that we do.
Diversity – We aspire to reduce racial and ethnic health disparities by providing research data that is relevant
to racially, ethnically, socio-economically, and sexually diverse women, and are committed to attracting and
retaining coalition members who reflect these communities.
Page | 27

109. Appendix F
Brand Statement and Other Messaging Examples
Brand Statement
PATH for women leads the way in the translation of research and the tracking of policy that addresses the
major health disparities facing the women of Oregon and beyond using evidence provided by the 2010
Making the Grade on Women‟s Health: A National and State-by-State Report Card (OHSU-Center for
Women‟s Health), http://hrc.nwlc.org.
PATH for women delivers clear, nonpartisan analysis on women‟s health; interpreting materials and studies to
community organizations, policymakers, the media, and the public; and provides timely technical assistance
on key issues.
PATH for women’s direction stems from the combined passionate research and projects of the Oregon Health
& Science University‟s Center for Women‟s Health and Portland State University‟s Women, Gender and
Sexuality Studies Department.
Intentionally Blank
Page | 28

110. PowerPoint Presentation
Page | 29

111. Page | 30

112. Page | 31

113. Page | 32

114. Page | 33

115. PATH for women One Page Flyer
Page | 34

116. Appendix G
(Brand standards and various templates by consulting team; Editorial Style Guidelines by Amanda Phillips)
Brand Standards Manual
Purpose
Standards manuals set the regulation and procedures for consistently and accurately communicating on behalf
of an organization.
A professionally developed and executed brand allows an organization to build recognition with it target
markets and preemptively establish credibility.
The standards manual should be shared and understood by all individuals of the organization, as well as with
external vendors, partners, and media.
Brand Statement
PATH for women leads the way in the translation of research and the tracking of policy that addresses the
major health disparities facing the women of Oregon and beyond using evidence provided by the 2010
Making the Grade on Women‟s Health: A National and State-by-State Report Card (OHSU-Center for
Women‟s Health), http://hrc.nwlc.org.
PATH for women delivers clear, nonpartisan analysis on women‟s health; interpreting materials and studies to
community organizations, policymakers, the media and the public; and provides timely technical assistance on
key issues.
PATH for women’s direction stems from the combined passionate research and projects of the Oregon Health
& Science University‟s Center for Women‟s Health and Portland State University‟s Women, Gender and
Sexuality Studies Department.
Appearance of the Organization’s Name
In written content:
The first appearance of PATH should be spelled out with the acronym appearing in parenthesis after this
occurrence. After the first occurrence, the acronym can be utilized in the copy.
Page | 35

117. In graphics:
In graphic communication, the logo should be the main and first use. Where appropriate the graphic
treatment of the expansion should appear in the appropriate position as recommended in this standards
manual.
The PATH name, in either form, should always precede references to OHSU, OHSU‟s Center for Women‟s
Health, or Portland State University, in order to build a stronger brand for the organization before the
audience understands the strategic partnerships.
As with PATH, the first occurrences of OHSU and PSU should be spelled out and from then on, their
respective acronyms can be used in the communication.
Center for Women‟s Health
The official name is OHSU Center for Women’s Health. On first reference, it should be spelled out with
no abbreviations. On second reference, after use of the complete name, use CWS
Women, Gender, and Sexuality Studies Department
The official name is Women, Gender, and Sexuality Studies Department at Portland State University.
On first reference, it should be spelled out with no abbreviations. On second reference, after the use of the
complete name, use WGSS at PSU.
The Logo
This is the logo of PATH for women
Color
The full color logo uses PMS 2925, PMS 285, and PMS 286. The CMYK, RGB, and HEX equivalents are
included in Figure 1.
Ideally, the full-color logo should be used at all times. However when necessary or more appropriate, the logo
can appear in black for when it needs to appear in one-color. The logo can also appear in white if it will be
placed on black or solid-colored backgrounds that would cause the full-color logo to clash.
Page | 36

118. Fonts
For daily use (email, Word document, fax cover sheet, etc.)
 Garamond, 10 or 11 with single space
For graphics, use (Adobe InDesign, advertisement, promotional banner, etc.)
 GOTHAM Book, 9 or 10, 1.25 spacing
 Adobe Garamond Pro, 10, regular kerning and spacing
Editorial Style Guidelines
PATH for women has a unique mission and the more consistent the organization is in its tone, voice, and
communication style the more identifiable its brand will be, and the more likely that future coalition members
will retain and recall who PATH for women is and what we do. A strong brand will not only increase visibility,
it will increase legitimacy and will ensure that we are more effective.
Therefore, for consistency, all PATH for women communications, both web and written, must use the AP
Stylebook and the Merriam-Webster Dictionary as the respective style guide and reference for specific words.
Below are tone, voice, and style guidelines, as well as editorial standards. They contain general information
about how to use social media, clarifications of the uses of terms, titles, formats, and punctuation and some
checklists.
Tone, Voice, and Style
Making the Grade on Women‟s Health: A National and State-by-State Report Card
The official name is Making the Grade on Women’s Health: A National and State-by-State Report
Card. On first reference, we should spell it out with no abbreviations. On second reference, after we use the
complete name, use the Report Card
Page | 37

119. What We Say
All communications should be in an active voice and reference PATH for women as we or us.
Words and phrases that best describe what we value as an organization and set the appropriate tone in our
communications include
Source of
Community evidenced- Capacity-
Supportive Coalition Accuracy
engagement based building
information
Citizen- Research Culturally
People Outreach Encouraging
science translation sensitive
Service-
Transparency Collaboration Assisting Beneficial Communication
oriented
Promotes
Access: to dignity and
research and Connection Grassroots Idealistic Diversity strengthens
to care women‟s
voices
Critical Experiential Integral Inclusive Supportive Useful
Inspired and
Knowledge Responsive Energetic Progressive Relevant
Inspiring
Awareness Dedicated Accessible Engaged Scientific rigor Consistent
Page | 38

120. To clarify further the voice and tone we seek we can use this tool to help evaluate our choices
PATH for women is PATH for women is not
Inclusive Members-only
Progressive Rooted in historical perspectives
Responsive Prescriptive
Populations and communities oriented Focused on individual solutions
Supportive of advocacy An advocate
Social Media
Links
URLs should be short. This ensures that the URL is easy-to-remember and that it will draw people to our
website. We can use services such as bitly.com to help create short customized URLs whenever possible. In
addition, always be sure to use the same link in every post. This will ensure that people start to remember our
website.
Facebook and Twitter
Facebook has expanded its character limit, but we should aim to keep our posts within the original 420-
character maximum. This ensures that people who scan their newsfeeds or view their Facebook pages on
their phone will still be able to quickly determine our message and call-to-action.
 PATH for women has provided health status information to guide the development of House Bill xxx,
which will ensure that all mothers will receive first trimester prenatal care. For more information on
our efforts go to www.pdx.edu/ws/activism/PATHforwomen or contact Torrie Fields at 503-666-
8888.
 Do the mothers and families you serve rely on the TANIF program? Do you have qualitative data
and case studies about the difference this program makes in the lives of Oregonians? If so, join a
coalition focused on bridging-the-gap between researchers, policy makers, community organizations,
and health service providers. If you are interested, contact Torrie Fields at 503-666-8888.
Page | 39

121. Twitter posts are still restricted to 140 characters except for those with expanded tweet capabilities. One way
to ensure that we have consistent messaging across all social media platforms is to shorten the original
Facebook post instead of creating entirely new messaging
 PATH for women’s research helps develop House Bill xxx, ensuring that Oregon mothers receive first
trimester prenatal care. More info @ www.pdx.edu/ws/activism/PATHforwomen
Glossary5
Abbreviations
Refer to the Associated Press Stylebook for specific uses.
Academic degrees
 If possible, refer to academic degrees in a phrase rather than with an abbreviation: The lecture
featured David L. King, who holds a bachelor‟s degree in English literature, a master‟s degree in
psychology, and a doctorate in neurobiology
 Use apostrophes in bachelor‟s degree, master‟s degree, etc.
 Do not capitalize bachelor of science, master of arts, etc. Likewise, do not capitalize the field
(bachelor of arts in philosophy) unless it is a proper noun (bachelor of arts in English)
 Use abbreviations only in cases where applying the above rule would make whatever the sentence
cumbersome or confusing
 If possible, do not use courtesy titles (Dr. David L. Yow) to indicate academic degrees
Academic and Professional Titles
 Capitalize academic or professional titles in sentences only if they precede the person‟s name. When
the names and titles stand alone, such as in a table, you can capitalize the titles: Associate Professor
of English Wayne de Rosset also served as announcer
 Sherry Jones, professor of business education, is also chair of the Department of Business
5Adapted from Graphic Standards Manual and Editorial Style Guide. (2011). Glenville State College. Retrieved from
http://www.glenville.edu/docs/GSC%20Graphics%20Manual%20and%20Style%20Guide.pdf, and Graphic and editorial standards
and guidelines. (2012). North Carolina Agricultural and Technical State University. Retrieved from
http://www.ncat.edu/divisions/advancement/university-relations/pdfs-images/ncat-StyleGuide-7.pdf
Page | 40

122. Acronyms
 Acceptable on second and subsequent references if given in parentheses after a first spelled-out use:
The Student Government Association (SGA) held its first meeting today. The next SGA meeting will
take place in two weeks
 Acceptable without first spelling out if initials are widely recognized (e.g., CEO, SAT, NCAA, AIDS,
HMO, NASA, FBI)
 Do not put in parentheses after a first spelled-out use if we do not mention the organization again
Addresses
 Use abbreviations only in numbered addresses: She works at 200 High St.
 Otherwise, spell out directional modifiers and road designations: He lives on North Charles Street
African American, Asian American
 Do not hyphenate
Ampersand
 Do not use an ampersand (&) in place of “and” in running text, even in the names of units or
organizations that use an ampersand. Use the ampersand only in titles of published works, corporate
names, course abbreviations, and graphic treatments
Apostrophes
 Do not use to form plurals (1950s, not 1950‟s) except in the cases of single letters (straight A‟s)
 The apostrophe replaces missing letters (e.g., doesn‟t) and missing numbers (e.g., class of ‟71)
 The curved (or “smart”) version is preferred unless it is representing feet in a measurement: 6‟ 8”
 If use of straight apostrophes is the convention for a Web site, consistency is key
Page | 41

123. Bias-free Language
 Where possible, use first-year students instead of freshmen
 International students are preferred over foreign students
 Juniors and seniors is preferred over upperclass students
 See also gender-neutral language
Capitalization
 Capitalize all proper nouns and proper names
 As a rule, official names are capitalized (Department of Business, Office of Admissions) and
unofficial names are not (business department, admissions office)
 Capitalize geographical areas and localities (the Eastern Shore, New York City), government bodies
(the U.S. Congress), historical periods (the Depression, the Enlightenment), names referring to a
specific deity (God, Allah), sacred books (the Bible, the Koran), religions (Christianity, Judaism),
holidays (Memorial Day, Halloween) and registered trademarks (Xerox, General Electric)
 Except at the beginning of a sentence, do not capitalize the word “the” before a formal name: He
attends the Ohio State University
Intentionally Blank
Page | 42

124. Do Not Capitalize
 Do not capitalize words such as college, school, department, office, division, association, and
conference when they stand alone, even if they refer to a specific, previously identified entity
 Lowercase job titles (president, professor) when they are not used before a proper name; unofficial
names of departments or offices (the communications office); nouns used with numbers to designate
chapters, rooms, pages, etc. (chapter 1, room 234, page 125); derivative adjectives (french fries);
simple directions (the east coast of Maryland)
 Names of school or college studies, fields of study, options, curricula, major areas, or major subjects,
except languages, unless a specific course is being referred
o Dan is majoring in biology with a minor in American history
 The words or abbreviations a.m., p.m., baccalaureate, federal, state, government, honors, page, and
paragraph
 Names of seasons (winter, spring, summer, fall), including references to semesters
 Plural words that refer to multiple preceding terms that individually would be capitalized
o The Oaks Faculty House is located at the corner of Dudley and Bluford streets
Captions for photos
 Use a caption if there is a person, place, or situation that the reader is likely to want to identify
 Use (left), (from left), or the like if there might be confusion about who‟s who
 Do not use a middle initial if the full name with initial is already in the story
 Do not use periods in captions that are not full sentences
Page | 43

125. Cities
 Capitalize city when used as part of a proper name: New York City, but lowercase elsewhere e.g., a
Maryland city, the city government, the city of Baltimore
 In running text, some cities do not need to be identified by state. These include Atlanta, Baltimore,
Berkeley, Boston, Chicago, Cincinnati, Cleveland, Dallas, Denver, Detroit, Honolulu, Houston,
Indianapolis, Las Vegas, Los Angeles, Miami, Milwaukee, Minneapolis, Nashville, New Orleans, New
York, Oklahoma City, Philadelphia, Phoenix, Pittsburgh, Salt Lake City, San Antonio, San Diego, San
Francisco, Seattle, and St. Louis
 Foreign cities commonly associated with a country do not need a country identification (e.g.,
London, Bangkok, Tokyo, Toronto)
Conferences, lecture series, symposia, etc.
 Capitalize formal names (the National Conference on Citizen Science and Community Engagement)
Contact information
 To avoid dating a publication that will be in use for a long period of time, use a job title rather than a
name in contact information unless there‟s a compelling reason for using a name
 For invitations and materials with a very short lifespan, using a name is preferred
Course titles
 Capitalize
 Do not put in quotation marks or italicize
Courtesy titles
 After a first reference, subsequent references generally use only a person‟s last name, except in
obituaries. We should not use Mr., Mrs., Ms., Dr., Rev., Dean, and Professor in second references
except in quoted material
Curriculum
 A single plan of study. The plural is curricula
Page | 44

126. Dates
 Use a single hyphen to show a range of dates and do not repeat the first two numbers of the year if
the second year is part of the same century as the first: 1991-94; 2001-02; 1999-2002
 If the day of the month appears, use a comma before and after the year: Please return your
application by the January 15, 2002, deadline
 Do not use a comma between the month and the year alone: Please return your application by the
January 2002 deadline
 Only use the year with the month only it is not the current year
 Times come before days and dates: at 4:00 p.m. Friday; at 9:00 a.m. on Monday, June 7
 Do not abbreviate months
 Use numerals for decades: the 1960s; the „60s
Department, Office, Degree, and Program Names
 • All academic departments are “Department of …,” when referred to formally
Disabilities
 People with disabilities, not the disabled or disabled people
 Avoid words like victim, afflicted, and stricken
 Do not use normal to mean the opposite of having a disability
e-mail
 Hyphenate and lowercase e-mail except at the beginning of a sentence
 Most dictionaries now define e-mail as a verb as well as a noun, but you should use it sparingly in
formal writing
 Avoid ending a sentence with an e-mail address; readers may think that the period ending the
sentence is part of the address
 Try to avoid breaking a line in the middle of an e-mail address
 If an address absolutely cannot fit on one line, do not introduce hyphenation when breaking it, and
do not break the line at a punctuation mark (a dot or slash) within the address
Page | 45

127. Faculty
 Use as a plural noun to refer collectively to the teachers within an educational institution or
department: Many PSU and OHSU faculty will participate in the conference and each committee will
consist of faculty, staff, and students
Fellowships and other awards
 The formal name is capitalized (Fulbright Fellowship), but informal references (Fulbright grant) are
not
Foreign words
 In general, italicize unless it is an Americanized word or it is commonly used
Freshman, freshmen
 If possible, use first-year student instead
Fundraising
 One word; there is no hyphen
Headlines
 The formality of the publication and the design determines the use of downstyle or upper- and
lowercase headlines, but once we choose a style, we should follow it consistently within a publication.
In downstyle headlines, we capitalize the first word and proper nouns. In upper- and lowercase
headlines, every word is capitalized except articles (a, an, the), coordinate conjunctions (and, or, for,
nor), prepositions, and to in infinitives
Hispanic
 Latina or Latino is more politically correct, but Hispanic is acceptable. Defer to the subject‟s
preference
Initials
 Use middle initials in formal publications unless a person prefers otherwise
 Be consistent from person to person in use of the middle initial
 Two initials should be separated by a space (J. P. Morgan)
 In scientific citations, it is acceptable to use only a single initial and a last name, but not in running
text
Page | 46

128. International students
 Preferred over foreign students
Internet
 • Capitalize
 • See also e-mail and websites
Invitations
 • Invitations do not require end-of-line punctuation
 • Numbers greater than 10 may be spelled out
 • Street numbers may be spelled out
 • O‟clock or :00 are acceptable in detailing the time of an event
Lecture titles
 Put quotation marks around the formal title
Lists
 Do not use a colon after a verb or a preposition introducing a list (members include Smith, Morgan,
and Griffin instead of members include: Smith, Morgan, and Griffin) except when the introductory
phrase contains some variation of the following or as follows, or when the list is so long as to require
bullets
 Maintain parallel construction in listed items
 Avoid numbering unless there will be a reference to the numbers in later text
 If you must number a list in running text, place numbers (without periods) in parentheses
 In bulleted lists, use a period after each item if one or more is a complete sentence. In that case, we
should capitalize the first words of the items. Otherwise, capitalization of the first words depends on
the context
 Alphabetize or put listed items in some other logical order
Page | 47

129. Names
 There is no comma before Jr., Sr., or III
 There is no space between initials (J. P. Morgan)
Gender-neutral language
 Use whenever possible: chair, police officer, actor, etc.
 One way to get around the dilemma of his or her dilemma is to recast in the plural
Numbers
 Spell out one through nine; use numerals for 10 and above
 Spell out first through ninth; thereafter, use 10th, 11th, etc.
 Use two letters with 22nd, 23rd, etc.
 Do not add a numeral in parentheses after the use of a number word
o Incorrect: We need nine (9) more votes for the bill to pass
 Use numerals with percent (1 percent), dollar sign ($3), temperature (6 degrees), scores (7-3), page
(page 2), room (room 9), and chapter (chapter 6)
 Always spell out numbers at the beginning of a sentence
 For figures greater than 999,999, use million or billion: 2.3 million, 4 billion
 Use a comma in a figure greater than 1,000 unless it is a date
 For inclusive numbers, only its final two digits should represent the second number if its beginning
digit(s) are the same as the first: pages 343-47
 Do not use a dash to substitute for to in a range: from 1967 to 1983, not from 1967-83
 Use hyphens when writing phone numbers
o 503-725-8987
Page | 48

130. Offices
 Capitalize the formal names of all offices (e.g. Office of the President, Student Life Office, etc.)
Online
 Do not hyphenate
Parentheses
 If the material inside the parentheses ends a sentence but is not itself a complete sentence, place the
period outside the closing parenthesis (as in this example)
 (If the material inside the parentheses is a complete sentence, as in this example, capitalize the first
word and place the period inside the closing parenthesis)
Periods
 Always go inside quotation marks
 See parentheses (right above this entry) for information about how to use periods with them
Staff
 • Generally used for all OHSU and PSU employees who are not faculty or administrators
 Symbols
 In text, spell out the words percent, degrees (temperature), feet, inches, and cents. In tables, it is
acceptable to use symbols for these
 Amounts greater than 99 cents should be in numerals with a dollar sign ($4)
The
 Lowercase before the name of an organization, business, or other group, no matter how they
capitalize it: He attended the Johns Hopkins University
 Capitalize at the start of titles of publications or works of art if it is part of the formal title: The
Washington Post, The Canterbury Tales
Titles (dissertations, theses)
 Capitalize and place in quotation marks
Page | 49

131. Titles (legal citations)
 Italicize and use v. for “versus”: Brown v. Board of Education
Titles (organizations)
 Names of associations, organizations, conferences, meetings, etc., follow the same guidelines as for
compositions, except that the article the preceding a name is lowercased even when it is part of the
formal title and the organization capitalizes it. Use the group‟s punctuation and abbreviations for its
name
 Use Co. when a business uses the word as part of its formal name. Inc., Corp., and Ltd. are usually
not needed but when used after the name of a corporate entity should be abbreviated
 Such words as club, team, and conference are lowercased when used alone
Upperclass students
 If possible, use juniors and seniors instead
Websites, the Web
 Capitalize Web in reference to the World Wide Web
 Lowercase website and use as one word
 Writing out World Wide Web is not necessary; Web is sufficient
 We do not need to start a Web address with http:// unless the address does not start with www., or
there might be some confusion about whether it is a Web address
 Use homepage as one word, unhyphenated
 Use database as one word
 Avoid ending a sentence with a Web address; readers may think the period ending the sentence is
part of the address. In running text, it may be helpful to set off the Web address in parentheses or
put it in midsentence
 Try to avoid breaking a line in the middle of a website or e-mail address
 If an address absolutely cannot fit on one line, do not introduce hyphenation when breaking it, and
do not break the line at a punctuation mark (a dot or slash) within the address
Page | 50

132. Checklists
 Here are three checklists that we should use when creating content for the web or for publication6
Style Checklist
 Are your sentences concise
 Do you address the user directly, using personal pronouns (you, us, we)
 Have you removed all unnecessary adjectives
 Have you used the active voice only
 Does the content give the reader options for action
 Have you used spell-checked and used consistent spelling, capitalization, and tense
 Have you ensured that the content is culturally appropriate when necessary
Editorial Checklist
 Have you organized the content so that the most important information comes first
 Have you broken content down into easily read sections
 Have you included specific data rather than generalizations
 Have you explained all technical terminology and jargon
 Does the content address specific user needs
6Adapted from Curtis, C. (n.d.). Voice and tone guidelines: editorial strategy. Retrieved July 30, 2012, from
http://www.cullencurtiss.com/images/Voice_and_Tone_Guidelines.pdf
Page | 51

133. Instructional Content Checklist
 If an action requires multiple steps, have you informed the user about each of them
 Have you referenced each task, and informed users about how to accomplish each of them
 Have you provided user with adequate notice about critical actions, e.g., tasks that the reader cannot
reverse, options that may not be relevant
 Have you included complete information and been thoroughly specific
Additional References
Associated Press Stylebook website
Miriam-Webster Dictionary
Web Writing
Intentionally Blank
Page | 52

134. Templates
 Microsoft Word letterhead
 Microsoft fax cover sheet
 Microsoft Word press release shell
 Microsoft Word report shell
 Microsoft PowerPoint
 Email footer
 #10 envelopes
 Business card
Page | 53

135. Figure 1: Logo and Fonts
Page | 54

136. Figure 2: Letterhead, Envelopes, and Business Cards
Page | 55

137. Figure 3: Press Release Template and Fax Cover Sheet
Page | 56

138. Figure 4: Report Template
Page | 57

139. Figure 5: Email Signature
Page | 58

140. Figure 6: Power Point Template
Page | 59

141. Appendix H
Outreach Tools
First Trimester Prenatal Care Coalition Invitation Letter
[Insert Date], 2013
Dear (Name):
Policy Advisory Toward Health (PATH) for women a research translation, data analysis, and community outreach organization invites
you to serve on a health coalition to raise awareness about a key women‟s health issue: improving the health of women after
pregnancy and their children. In pursuit of its mission PATH for women not only provides the [insert name] coalition with relevant
and accurate information to encourage and support their efforts to develop effective, evidenced-based policy initiatives, we also
identify potential collation members.
You have been identified as a potential coalition member for the [insert name] coalition organized by [insert organization] based on
your work on public health and community issues generally or women‟s health issues specifically around the issue of first trimester
prenatal care.
A coalition is only as effective, culturally competent, and relevant as the broad range of perspectives on health care and expertise in
health and community issues that its members represents. We believe that your background, interests, and passion will help the
[insert name] coalition develop policies, programs and interventions that can help prevent and improve care for women with
diabetes.
PATH for women is the result of a strategic partnership between OHSU Center for Women‟s Health (CWH) and Portland State
University‟s Women, Gender, and Sexuality Studies Program. PATH for women draws its evidenced based health related information
form CWH‟s Making the Grade on Women‟s Health: A National and State-by-State Report Card. As a coalition member, you
would have direct access to PATH for women’s expertise in translating research into effective programmatic policy, and
we would be pleased to support your organization’s advocacy efforts.
In addition, as a coalition, as opposed to individual actors, we have a greater chance of increasing (1) the number of community
referrals to maternal health programs; (2) the dissemination of and accuracy of educational material about the importance of early
prenatal care, the effects of high-risk pregnancy, and impact of maternal health on health outcomes among women after pregnancy
and upon their children; and (3) the number of collaborative direct service interventions among members.
If you would consider becoming a member of the [insert name] coalition, please let them know at [insert e-mail address]. Please be
sure to mention that you learned about the [insert name] coalition from PATH for women. You can learn more about [insert name]
coalition by visiting their website at [insert address] or calling their Program Coordinator at (xxx) xxx-xxxx. You can also learn more
about the Report Card at http://hrc.nwlc.org and about PATH for women at www.pdx.edu/ws/PATH for women
If you have questions or concerns, please contact Torrie Fields, PATH for women Co-Director of Outreach, at tkfields@pdx.edu or
(503) 922-3270.
Sincerely, Sincerely,
Jamie Ross, PhD Michelle Berlin, MD, MPH
Co-Director, Outreach PATH for women Director, Research, PATH for women
Assistant Professor, PSU Associate Director, OHSU
Women, Gender, & Sexuality Studies Program Center for Women‟s Health
Page | 60

142. Diabetes Coalition Invitation Letter
[Insert Date], 2013
Dear (Name):
Policy Advisory Toward Health (PATH) for women a research translation, data analysis, and community outreach organization would
like you to consider becoming a member of a health coalition to raise awareness about a key issue: preventing and improving care
for women with diabetes. In pursuit of its mission PATH for women not only provides the [insert name] coalition with relevant and
accurate information to encourage and support their efforts to develop effective, evidenced-based policy initiatives, we also identify
potential coalition members.
You have been identified as a potential coalition member for the [insert name] coalition organized by [insert organization] based on
your work on public health and community issues generally, or women‟s health issues specifically, around the issue of diabetes.
A coalition is only as effective, culturally competent, and relevant as the broad range of perspectives on health care and expertise in
health and community issues that its members represents. We believe that your background, interests, and passion will help the
[insert name] coalition develop policies, programs and interventions that can help prevent and improve care for women with
diabetes.
PATH for women is the result of a strategic partnership between OHSU Center for Women‟s Health (CWH) and Portland State
University‟s Women, Gender, and Sexuality Studies Department. PATH for women draws its evidenced based health related
information form CWH‟s Making the Grade on Women‟s Health: A National and State-by-State Report. As a coalition member,
you would also have direct access to PATH for women’s expertise in translating research into effective programmatic
policy and we would be pleased to support your organization’s advocacy efforts.
In addition, as a coalition, as opposed to individual actors, we have a greater chance of increasing (1) the number of referrals for
care, presentations, and workshops for women with diabetes; (2) the distribution of and the accuracy of diabetes-related health
information disseminated to the public and other stakeholders; and (3) the number of collaborative direct service interventions
among members.
If you would consider becoming a member of the [insert name] coalition, please let them know at [insert e-mail address]. Please be
sure to mention that you learned about the [insert name] coalition from PATH for women. You can learn more about [insert name]
coalition by visiting their website at [insert address] or calling their Program Coordinator at (xxx) xxx-xxxx. You can also learn more
about the Report Card at http://hrc.nwlc.org and about PATH for women at www.pdx.edu/ws/PATH for women
If you have questions or concerns, please contact Torrie Fields, PATH for women Co-Director of Outreach, at tkfields@pdx.edu or
(503) 922-3270.
Sincerely, Sincerely,
Jamie Ross, PhD Michelle Berlin, MD, MPH
Co-Director, Outreach PATH for women Director, Research, PATH for women
Assistant Professor, PSU Associate Director, OHSU
Women, Gender, & Sexuality Studies Program Center for Women‟s Health
Page | 61

143. Advisory Committee Invitation Letter
[Insert Date], 2013
Dear (Name):
Policy Advisory Toward Health (PATH) for women a research translation, data analysis, and community outreach organization invites
you to serve on a newly formed Outreach Program Advisory Committee. In pursuit of its mission, PATH for women provides health
coalitions, legislators, community organizations, and advocacy groups with relevant and accurate information to encourage and
support their efforts to develop effective, evidenced-based policy initiatives. In addition, we identify potential strategic partners for
our collaborators.
You have been identified as a potential advisory committee member based on your work on public health and community issues
generally, or specifically women‟s health issues. PATH for women will only be as effective, culturally competent, and relevant as the
broad range of perspectives on health care and expertise in health and community issues that it uses to guide its program
development and organizational processes. We believe that your background, interests, and passion will help the PATH for women
successfully meet its mission.
PATH for women is the result of a strategic partnership between OHSU Center for Women‟s Health (CWH) and Portland State
University‟s Women, Gender, and Sexuality Studies Department. PATH for women draws its evidenced based health related
information form CWH‟s Making the Grade on Women‟s Health: A National and State-by-State Report. As a member of the
advisory committee, you would have direct access to PATH for women’s expertise in translating research into effective
programmatic policy and we would be pleased to support your organization’s advocacy efforts.
The main role of the Outreach Program Advisory Committee is to advise, assist, and support the efforts of PATH for women staff
and directors as your expertise and energy allow. There will be an initial meeting where PATH for women will provide an overview the
organization, its objectives, a description of CWH‟s Making the Grade on Women's Health Report Card, and the health status and
policy indicators that the report card identified by as a concern for women's health in Oregon. Committee members will then have
an opportunity to identify the indicators that they wish to help PATH for women address. Thereafter we will host an annual meeting
to complete a year-end review and discuss PATH for women’s goals for the following year. Lastly, we may contact you throughout the
year with specific requests for assistance and advice.
If you would consider being a member of this PATH for women Outreach Program Advisory Committee, please let us know using the
e-mail address below. We look forward to hearing from you and appreciate your consideration. You can learn more about the Report
Card at http://hrc.nwlc.org and about PATH for women at www.pdx.edu/ws/PATH for women. If you have questions or concerns,
please contact Torrie Fields, PATH for women Co-Director of Outreach, at tkfields@pdx.edu or (503) 922-3270.
Sincerely, Sincerely,
Jamie Ross, PhD Michelle Berlin, MD, MPH
Co-Director, Outreach PATH for women Director, Research, PATH for women
Assistant Professor, PSU Associate Director, OHSU
Women, Gender, & Sexuality Studies Program Center for Women‟s Health
Page | 62

144. Appendix I
Budget Worksheet
Page | 63

145. Situational Analysis Report
on PATH for women
Written by: Amanda Phillips
Approved by: Jamie Ross, PhD and Torrie Fields, MPH
August 30, 2012
1633 SW Park Avenue, Suite 221, Portland, OR 97207

146. Table of Contents
Table of Contents ................................................................................................................................................................ i
Situational Analysis ............................................................................................................................................................. 1
Organizational Background .......................................................................................................................................... 1
Purpose and Scope of the Situational Analysis.......................................................................................................... 2
Situational Analysis Process .......................................................................................................................................... 2
External Analysis ............................................................................................................................................................ 3
Oregon......................................................................................................................................................................... 3
National ....................................................................................................................................................................... 5
Stakeholder Analysis.................................................................................................................................................. 7
Potential Collaborators/Strategic Partners ............................................................................................................ 7
Internal Analysis ............................................................................................................................................................. 9
People .......................................................................................................................................................................... 9
Financial Outlook ...................................................................................................................................................... 9
Competencies ........................................................................................................................................................... 10
Organizational Culture, Structure, and Oversight .............................................................................................. 11
Marketing Capacity and Technology .................................................................................................................... 11
Present Strategy ........................................................................................................................................................ 12
Performance ............................................................................................................................................................. 12
SWOT Analysis ............................................................................................................................................................ 14
Organizational Challenges .......................................................................................................................................... 15
Solutions/Alternative Strategies ................................................................................................................................ 16
Bibliography ....................................................................................................................................................................... 17
Appendix A ........................................................................................................................................................................ 19
Organizational Framework ......................................................................................................................................... 19
Page | i

147. Appendix B ........................................................................................................................................................................ 20
Strategic Planning Process Map and Worksheets ................................................................................................... 20
Appendix C ........................................................................................................................................................................ 25
Potential Collaborators/Strategic Partners Organizational Descriptions ........................................................... 25
Local........................................................................................................................................................................... 25
Regional and National ............................................................................................................................................. 26
Appendix C ........................................................................................................................................................................ 30
Anticipated Program Operating Budget ................................................................................................................... 30
Appendix D ....................................................................................................................................................................... 31
PATH for women Business Model/Process Map .................................................................................................. 31
Page | ii

148. Situational Analysis
Organizational Background
Michelle Berlin M.D., M.P.H. an Oregon Health and Sciences University (OHSU) physician and researcher,
founded the Policy Advisory Toward Health (PATH) for women in 2004. PATH for women was a response to
the critical need for current, evidence-based information concerning women’s health for use toward policy
implementation and it is now a strategic partnership between the OHSU Center for Women’s Health (CWH)
and Portland State University’s Women, Gender, and Sexuality Studies Department (WGSS). PATH for
women’s revised mission is to provide accurate, high-quality community driven research, data, and analysis to
inform women’s health policy and to serve as an independent source of data, analysis, and coalition capacity-
building for the public, advocates, and policymakers.
PATH for women has expanded from its original emphasis on creating and translating scientific research to
inform women’s health policy to include coalition capacity building and community outreach. As a result,
PATH for women has two divisions (see Appendix A). One focuses on research and the other focuses on
outreach. The outreach division is housed at WGSS and it aims to develop meaningful relationships with
interested community members, community organizations, public health professionals, educators, and
policymakers regarding issues facing women in Oregon, such as Women with Diabetes and Women with
First Trimester Prenatal Care. The outreach division draws its evidenced-based health related information
from the Making the Grade on Women’s Health: A National and State-by-State Report Card (Report
Card).
The Report Card has been published since 2000. The 5th edition, and most current Report Card evaluates 34
health status and 68 health policy indicators and assesses progress in reaching key benchmarks and policy
objectives for each state and for the nation as a whole. Oregon is currently demonstrating a failing grade in
two indicators: Women with Diabetes and Women with First Trimester Prenatal Care.
The research division is housed in CWH where Michelle is a lead author of the aforementioned Report Card
(see http://hrc.nwlc.org/). The research division aims to serve as a national and regional resource for data
analysis, including the provision of accurate and current research concerning women’s health and evidence-
based analysis of key issues that specifically affect efficiency, cost, and outcomes of the health of women.
Page | 1

149. Purpose and Scope of the Situational Analysis
Situational analyses are meant to “provide information on the strengths and weaknesses of [an] organization
in relation to the opportunities and challenges it faces” (Bryson, 2004, p. 124). This situational analysis is a
part of the strategic planning process, and it will inform the development of an organizational
communications plan, a stakeholder analysis, and a strategic plan. This situational analysis assesses the
challenges and opportunities that both the outreach and research divisions of PATH for women face. The
strategic planning team conducted this analysis after they created PATH for women’s mission, vision, and
values, but before the team developed a list of critical issues that the organization faces (Bryson, 2004, p.
124).
Situational Analysis Process
This situational analysis is a result of PATH for women’s summer 2012 strategic planning activities. PATH for
women developed this situational analysis with the assistance of a PSU student. This team mainly utilized the
strategic planning framework described by John M. Bryson (2004) in Strategic Planning for Public and Nonprofit
Organizations and the strategic planning worksheets from Bryson’s (2005).Creating and implementing your strategic
plan: a workbook for public and nonprofit organizations. The process map, as well as the SWOT worksheets that
were completed during the development of this situational analysis can be found in Appendix B. This
situational analysis then provided context for PATH for women’s strategic plan.
Intentionally Blank
Page | 2

150. External Analysis
PATH for women’s external environment is comprised of collaborators, community groups, the Oregon Health
Authority, and numerous other city, state, and federal agencies. In addition, external issues such as legislation
(the Affordable Care Act), the economy, and workforce shortages also shape the health care environment in
Oregon. As a result, there are many competing agendas and issues, so positioning PATH for women
appropriately within the political and health reform landscape is critical for the organization’s success.
Oregon
Demographics
The Census Bureau estimates that Oregon's current population is 3,871,859 (U.S. Census Bureau, 2012) and
that the population should grow to 4,260,393 by July 1, 2020 (U.S. Census Bureau, 2005).
In addition, Oregon’s population is aging. In 2010 13.9% of the population was over the age of 65 (U.S.
Census Bureau, 2012) and the number of people 60 years and older, as well as those 85 years and older is
expected to continue to grow (Buedefeldt & Haas, 2005). The diversity of Oregon’s population is also
projected to increase. See Table 1 below.
Table 1: Female Population Projections for Oregon, Race, and Hispanic Origin: 1995 to 20251
July 1, 1995 July 1, 2000 July 1,2005 July 1, 2015 July 1, 2025
White Females 1,494,000 1,606,000 1,698,000 1,856,000 1,999,000
Black Females 27,000 32,000 37,000 44,000 52,000
American Indian, 22,000 26,000 28,000 32,000 37,000
Eskimo, Aleut Females
Asian and Pacific 48,000 61,000 71,000 92,000 114,000
Islander Females
Hispanic Females 69,000 92,000 113,000 156,000 210,000
Non-Hispanic White 1,431,000 1,523,000 1,595,000 1,712,000 1,807,000
Females
Adapted from Campbell, P. R. (1996). Projected state populations, by sex, race, and Hispanic origin: 1995-2025. Report
#45. Retrieved August 21, 2012, from U.S. Bureau of the Census, Population Division:
http://www.census.gov/population/projections/state/stpjrace.
1 Note Population numbers rounded to nearest thousand.
Page | 3

151. Figure 1 illustrates the overall age distribution of Oregon women in 2009, 2010, and 2011. The majority of
women in Oregon are over the age of 65 and this ratio is expected to grow as the overall population ages.
Nevertheless, the next largest category is women who are of childbearing age (15—44 years). These statistics
stress that new programs Oregon and organizations such as PATH for women will need to support the
development of new programs to meet the needs of women who are past their reproductive years.
Figure 1: Female Population in Oregon 2009-2011
16%
65+ 15%
15%
27%
45-65 27%
27% Female Population 2011
Female Population 2010
39%
15-44 39% Female Population 2009
40%
18%
0-15 18%
19%
0.00% 10.00% 20.00% 30.00% 40.00% 50.00%
Source: Portland State University Population Research Center. 2009-2012 Annual Oregon Population Reports. Retrieved
from http://www.pdx.edu/prc/annual-oregon-population-report. See bibliography for full citation.
Economic Environment
 Oregon's median income from 2006-2010 was $49,260, but 14.1% of Oregonians were
beneath the federal poverty level during this time (U.S. Census Bureau, 2012)
 Economic conditions are expected to continue to improve, but the overall pace of
improvement is slower than previously anticipated. In addition, the level of improvement
differs by community, with rural communities showing the least amount of economic
improvement.
 Job recovery will be ongoing until 2014 (State of Oregon, Department of Administrative
Services, Office of Economic Analysis, 2012)
 Revenue growth will be slower and, “…will face considerable downward pressure over the
10-year extended forecast horizon” (Office of Economic Analysis, 2012)
Page | 4

152. Oregon’s Changing Health System
There is a recognized need for more information on the extent, root causes, and possible solutions for health
disparities among women of various racial/ethnic populations, classes, geographic locations and of the overall
U.S. female population versus men. Current and emerging federal and state policy indicate the need for
shared accountability in improving targeted health outcomes on a local and regional level among researchers,
policymakers, community organizations, leaders, and members.
As public health-related funding decreases at the federal and state levels, and racial and ethnic health
disparities increase, it is imperative that organizations pool knowledge resources. PATH for women seeks to fill
this gap. While the issues of evidenced-based interventions, research translation, and health disparities are at
the forefront of media coverage, academic debates, and policy development efforts PATH for women’s past
activities have received limited exposure. Nevertheless, the current systemic focus on these issues and the
media’s receptiveness to providing coverage demonstrates that there is an opportunity for PATH for women to
achieve its communications and overall strategic goals.
National
Research Environment
According to the Institute of Medicine (2010) researchers face a variety of issues including decreased funding
and increased competition, as well as:
 Difficulty prioritizing clinical research questions
 A divide between clinical research, clinical practice, legislators, and patients
 Globalization of clinical trials
 Increased Cost
 Reduced incentives for physician-participation in clinical research
 Shrinking workforce
 Complex administrative and regulatory requirements
 Recruitment and retention of patients
Page | 5

153. Academic Environment
PATH for women is a strategic partnership between two universities, PSU and OHSU. Similar to other higher
educational institutions, PSU and OHSU are facing their own unique sets of external challenges. OHSU is
known as a leading health education and research university whereas PSU is currently known as an urban
public university. Nevertheless, one of PSU’s 2011-2014 strategic goals is to increase its visibility as an
innovative research institution. Therefore, both research and public university challenges should provide
context for PATH for women’s strategic planning process.
According to Caldwell (2005) the major challenges that public universities face include
 Changing student demographics that require new business models
 Rapid changes in technology, and altered learning styles, modes, and sites make a complex
environment
 Strategic partnerships and collaboration, not just competition are critical to success
 Reduced funding to students and institutions to finance education
 Outdated, unclear, or undefined missions and visions neither explain the value of the
institutions nor assist with appropriately positioning the institutions
In contrast, according to the Research Universities Futures Consortium (2012) the challenges that research
universities face include
 Hypercompetition for scarce resources and the increased complexity of managing them
 Increased regulation diverts time and resources to compliance instead of research
 Research metrics are outdated. They are tied to the amount of grant dollars instead of the
quality and outcomes of the research
 Not enough strategic planning and outcome evaluation to guide research decisions
 Failure to communicate the value of the research university model to the public and key
stakeholders
 The level of complexity and the pressures associated with administration and leadership
Page | 6

154. Stakeholder Analysis
PATH for women conducted a Stakeholder Analysis as part of the strategic program development process
for its coalition capacity building initiative. The target stakeholders included community organizations and
nonprofits (many of which are grassroots organizations); trade associations; hospitals and direct service
providers; research programs; and government programs and organizations. Key findings include
 Many of the target stakeholders for both coalitions are large organizations(diabetes n=32;
prenatal care n=18) versus small or medium
 Few of the target stakeholders are trade associations among (diabetes n=1; prenatal care
n=5)
 Most of the target stakeholders are community organizations (diabetes n=41; prenatal care
n=12), closely followed by government programs and organizations (diabetes n=12; prenatal
care n=9)
 Only 3 target stakeholders are in rural areas
 The target stakeholders have a high level of legislative capacity (diabetes = 94%; prenatal
care = 87%)
For additional information, see the internal document entitled Stakeholder Analysis: Assessment and Analysis of
Stakeholders for Two Issues: Diabetes and First Trimester Prenatal Care for PATH for women’s Coalition Empowerment and
Capacity Building Program.
Potential Collaborators/Strategic Partners
Unlike a business or corporation, PATH for women does not view organizations with similar missions and
programs as competitors. Instead, PATH for women views them as existing or potential collaborators and
strategic partners. As discussed above, PATH for women itself is a strategic partnership between OHSU and
PSU.
Page | 7

155. In addition, PATH for women currently collaborates closely with
 March of Dimes, Oregon Chapter
 Oregon Women’s Health and Wellness Alliance
 Strategies360 Advocacy Group
 Oregon Diabetes Program
Additional local, regional, and national potential collaborators who have conducted or may be interested in
women’s health policy and/or research include the following. (See Appendix C: Potential Collaborators/Strategic
Partners Organizational Descriptions for a full description of each organization using information sourced from
their websites).
Local
 African Women’s Coalition
 Acumentra Health
 Center for Evidenced-Based Policy at OHSU
 Center for Women, Politics & Policy at PSU
 Institute for Sustainable Solutions at PSU
 Oregon Center for Public Policy
 Oregon Health Care Quality Corporation (Q Corp)
 Oregon Health Policy and Research
Regional and National
 Black Women's Health Imperative formerly the National Black Women’s Health Project
 Center for Women’s Health Research
 Institute for Women’s Policy Research
 Jacob’s Institute of Women’s Health
 Kaiser Family Foundation
 Mautner Project
 National Academy for State Health Policy
Page | 8

156.  National Women’s Health Network
 National Women’s Health Resource Center or HealthyWomen (HW)
 National Women’s Law Center
 Society for Women’s Health Research
 Women’s Healthcare Associates
 Women’s Health Research Coalition
 Women’s Policy Inc.
Internal Analysis
People
Jamie Ross, PhD, Assistant Professor, Women, Gender and Sexuality Studies (WGSS), Portland State
University and Co-Director of PATH for women’s outreach division has a long-time commitment to addressing
social determinants of health through community education and outreach. She has worked with the Sabin
Community Development Corp., Planned Parenthood, O.G.A.L.L.A. (Basic Rights of Oregon), Portland
State University’s Task Force on Adolescent Sexual Minority Issues and the Safe Space Alliance for Sexual
Minorities.
Michelle Berlin, MD, MPH, OHSU Department of Obstetrics and Gynecology Vice Chair for Public Health,
Policy and Community Service, Associate Director of the OHSU Center for Women’s Health and Director of
PATH for women’s research division is co-author of Making the Grade on Women’s Health: A National and State-by-
State Report Card
Torrie Fields, MPH, Co-Director of Outreach, has a background in health management and policy, and
service in local community organizations. Ms. Fields has received numerous community service awards in
public health with her voluntary direct service and evaluation of quality improvement projects with
organizations such as the Oregon Food Bank, Oregon Health Care Quality Corporation, Multnomah County
Health Department, Planned Parenthood, and the National Cervical Cancer Coalition.
Financial Outlook
PATH for women relies on a combination of in-kind donations and grant funding. Through consistent efforts
to increase the organization’s financial stability PATH for women recently received an Equity Foundation grant.
As shown in Appendix C, PATH for women’s anticipated operating budget for its coalition support activities is
$33,000. This budget does not include the cost of implementing its 2012-2015 strategic plan. Therefore,
PATH for women must continue to pursue funding opportunities aggressively in order to achieve its goals.
Page | 9

157. Competencies
PATH for women applies a multidisciplinary approach to women’s health issues that is based on research. This
involves gathering evidence, analyzing data, and creating pathways, and at times solutions that lead to better
health outcomes. PATH for women draws on a wide range of community connections to help develop
workable solutions by:
 Tracking local, regional, and national performance on women’s health
 Performing data analysis
 Highlighting women’s health issues with policy implications
 Helping community organizations develop their qualitative data and case study development
capabilities
 Translating research findings for policy, media, and the public
 Bridging the research-to-action gap by presenting complicated, technical information in clear
language and user-friendly formats
PATH for women’s staff have complementary skill sets. According to the staff (PATH for women, n.d.), their
combined areas of expertise include
 Performing clinical research that provides the foundation for policy development
 Analyzing data for use in public health planning and clinical care
 Researching health inequalities among differing groups of women
 Looking at ethical aspects of providing care to women
 Developing and testing different approaches to providing care
 Integrating key aspects of women’s health in medical training
 Translating research results for involved parties ranging from community members to
providers and legislators
Page | 10

158. Organizational Culture, Structure, and Oversight
PATH for women has an open or organic organizational design and culture. Everyone is a hands-on
contributor and feels comfortable sharing ideas and opinions. PATH for women also has high-levels of lateral
communication, and its lateral communication is less about mandates and more like advice (T. Burns &
Stalker, 1994, pp. 121-122). It also possesses a network structure, continually redefines tasks, and knowledge
is spread throughout the network (T. Burns & Stalker, 1994, pp. 121-122). PATH for women is currently too
small to have a true organizational structure, but the division between the research and outreach divisions of
the organization seems to indicate that as the organization grows that PATH for women will group itself by
service population.
Currently, the co-directors of outreach manage the outreach efforts. They inform the director of research
about their activities and routinely seek her advice, but they are responsible for the operations and future
growth. The director of research operates in a similar fashion. That said, the directors caucus, and attempt to
achieve consensus on any matters that affect the overall organization.
Culturally, PATH for women operates as one organization. As a result, communication both internally and
externally is important. In fact, communication is one of the organizations’ values. Additional values include
honesty, collaboration, empowerment, respect, integrity, and diversity. In addition, PSU’s belief that
knowledge should serve the city and the phrase “knowledge is meant to be shared,” which the staff
continually uses, further illustrates PATH for women’s commitment to communication, as well as honesty and
empowerment. See Appendix D for a detailed organizational process map.
Lastly, PATH for women must balance its mission, vision, values, and organizational culture with the differing
cultures and goals of a research and teaching hospital, and a public university that is actively attempting to
become a leading research university.
Marketing Capacity and Technology
PATH for women does not have a staff person dedicated to business development. Instead, PATH for women
staff undertakes marketing on an ad hoc basis. The principal way that the organization has tried to gain
visibility is through one-on-one meetings with decision-makers and letter writing campaigns. This lack of
marketing capacity hampers PATH for women’s ability to increase its reach and relevance within the
community. In order to increase its visibility, PATH for women needs additional dedicated staff to produce
content and to create opportunities to engage and communicate with a variety of stakeholders through a
variety of mediums.
In addition, PATH for women is neither optimizing its use of the free or low-cost information systems and
applications that it has access to through PSU, nor integrating these resources into its business processes. For
example, PATH for women has access to tools such as Qualtrics, Google Documents, and Google Analytics.
These are all applications that can expand PATH for women’s operational capacity.
Page | 11

159. Present Strategy
In 2004, PATH for women held a strategic planning workshop and conducted a series of interviews. These
activities produced the following aims:
Short term:
 Serve as a national and regional resource for data analysis, including the provision of
accurate and current data concerning state-by-state women’s health status, with state and
federal performance compared to national and regional goals
Intermediate:
 Work directly with private entities, as well as state, regional and national legislators and staff
to assure that stakeholders are knowledgeable about key and emerging women’s health
issues, including those best addressed by changes in health policy legislation
 Create public/private partnerships to educate health professionals and diverse communities
about these key issues and interventions available to develop and maintain a healthy
community
 Conduct specific evidenced-based analysis of key issues that specifically impact efficiency,
cost and outcomes of the health of women
Longer-term:
 Train scholars in women’s health epidemiology and public policy analysis to assure ongoing
in-depth research and analysis of emerging areas of concern
 Develop, implement, and analyze model interventions based on the best scientific evidence
Performance
History
Since 2004, the outreach division of PATH for women has
 Identified key areas in women's health with policy impact and developed materials for use by
community groups, local organizations, and the public to influence policy development and
implementation
 Interpreted the results of health studies for policymakers, the media, and the public
 Analyzed and translated existing evidence-based research for policymakers and the public
Page | 12

160. Some key past activities and contributions to improving women’s health include:
 2006 Health Policy Summit
 2009 webinar on strategies to prevent and detect cervical cancer
 Provision of policy testimony for the 2009, 2010, 2011, and 2012 legislative sessions through
the Oregon Women’s Health and Wellness Alliance
o Provided research to support the passage of HB 2666, which formed the Maternal Mental
Health Workgroup, during the 2009 legislative session
 Provided representation on this workgroup to develop recommendations on
advocacy and education around maternal mental health disorders
o Provided research to support SB 460 (2009) and HB 2236 (2011), which addressed the
development of a birth anomalies registry, during the legislative sessions
o Provided research to support HB 2726, which is the Oregon Indoor Clean Air Act
Expansion, during the 2010-2011 legislative session
o Provided research to support HB 2726, which addressed hookah smoking and its
disproportionate effect on teenaged girls during the 2010-2011legislative session
Scorecard, Indicators, and Results
PATH for women must improve its ability to track and evaluate its past programs and initiatives. As part of its
2012-2015 strategic planning process, PATH for women intends to identify and incorporate best practices into
its processes and procedures, and to develop and utilize tools to measure its performance.
Intentionally Blank
Page | 13

161. SWOT Analysis
Strengths Weaknesses
1. Highly grounded in feminist 1. Inadequate fiscal resources
methodologies 2. Lack of formal strategic partnership between
2. Relationship with OHSU and PSU OHSU and PSU
3. Good employee morale. Staff excited and 3. Low visibility, target audiences unaware
passionate about what they do and the 4. Limited staff and marketing resources
range of personal experiences reflect and 5. Limited web presence
inform the new mission/vision/values 6. No social media presence
4. Access to research 7. Differing organizational cultures (PSU &
5. Networking abilities OHSU) makes it hard to navigate the
6. Bridge between qualitative and organizations
quantitative analyses 8. Competition within PSU for assistance with
7. Experience translating research into policy grants
8. Navigate between legislators and 9. Lack a cohesive brand and messages
researchers 10. Limited communication infrastructure
9. Founders' reputation
10. Responsive to community needs
Opportunities
SWOT Threats
1. New funding and untapped funding 1. Changing healthcare environment
streams 2. Lack of sustainable funding for organization and
2. Increased focus on women's health Report Card
3. Institutional level OHSU and PSU 3. Changing PSU budget and operations model
strategic partnership and stronger 4. Changing OHSU operations model
relationships with WGSS 5. Changing demographics
4. Changing demographics 6. Navigating the academic hierarchy
5. Media support/coverage
6. Increased focus on evidenced based
interventions
7. Health care reform a high profile issue
and it is an election year
8. Increased focus on health disparities
9. Social Media
10. Additional relationship opportunities e.g.,
the advisory committee and more ties
with researchers
Page | 14

162. Organizational Challenges
PATH for women’s transition into a multi-division organization has produced some organizational challenges.
These challenges include
 A shift in PATH for women’s core mission
 The need for a vision that encompasses the entire organization and values that will guide the pursuit
of the mission and vision
 Ensuring that both divisions are financial sustainable
 Limited organizational capacity
 Identifying and developing the most promising product lines
 Utilizing the most efficient operational model(s)
 Employing innovative yet appropriate strategies and tactics to achieve its mission
 Managing organizational change effectively
 Gaining visibility, positioning the organization correctly, and increasing PATH for women’s relevance
locally and regionally
Intentionally Blank
Page | 15

163. Solutions/Alternative Strategies
PATH for women has several alternative strategies that it can employ to ensure that the organization addresses
both the weaknesses and threats outlined in the SWOT analysis, as well as the emerging opportunities.
 Develop measurement and evaluation tools and processes. Measuring success will help PATH for
women balance long-term and short-term actions, and demonstrate efficiency and effectiveness
 Optimize the use of available tools provided by PSU and OHSU e.g., a dedicated website , e-mail
address and other Google products
 Create an organizational strategic communications plan and tools to implement the plan
 Leverage current partnerships and create new relationships
 Increase community capacity to meet women’s needs
 Increase staff capacity
o Greater utilization of PSU’s students and service learning programs
 Aggressively pursue funding opportunities and the staff capacity to pursue them
Intentionally Blank
Page | 16

164. Bibliography
Buedefeldt, R., & Haas, J. (2005). Oregon state plan on aging. Salem, OR.
Burns, T., & Stalker, G. M. (1994). The management of innovation (p. 269). Oxford: Oxford University Press.
Bryson, J. M. (2004). Strategic planning for public and nonprofit organizations: a guide to strengthening and sustaining
organizational achievement (3 ed.). San Francisco, CA: Jossey-Bass.
Caldwell, R. (2005, July 2005). Critical challenges for public universities. Retrieved August 22, 2012, from The
University of Arizona, College of Agriculture and Life Sciences:
http://ag.arizona.edu/~caldwell/roger/challenges%20for%20universities%20-%20july%208-
2005.pdf
Camillus, J. C. (2008, January 1). Strategy as a wicked problem. Harvard Business Review, 86(5), pp. 98-101.
Campbell, P. R. (1996). Projected state populations, by sex, race, and hispanic origin: 1995-2025. Report #45. Retrieved
August 21, 2012, from U.S. Bureau of the Census, Population Division,:
http://www.census.gov/population/projections/state/stpjrace.txt
Das, T. K. (1987, April 1). Strategic planning and individual temporal orientation. Strategic Management Journal,
8(2), 203-209.
Institute of Medicine. (2010). Transforming clinical research in the United States: challenges and
opportunities: workshop summary. Forum on Drug Discovery, Development, and Translation. Washington,
D.C.: The National Academy Press. Retrieved August, 22 2012, from
http://www.ncbi.nlm.nih.gov/books/NBK50892/pdf/TOC.pdf.
PATH for women. (n.d.). About PATH for women. Retrieved August 23, 2012, from
http://www.ohsu.edu/xd/health/services/women/about-us/policy-and-advocacy/path-for-women-
details.cfm
Patterson, S. J., & Radtke, J. M. (2009). Strategic communications for nonprofit organization: seven steps to creating a
successful plan (2 ed.). Hoboken, NJ: John Wiley & Sons.
Portland State University Population Research Center. (2010). 2009 Annual Oregon population report. Portland:
Retrieved from http://pdx.edu/prc/annual-oregon-population-report.
Portland State University Population Research Center. (2011). 2010 Annual Oregon population report. Portland:
Retrieved from http://www.pdx.edu/prc/annual-oregon-population-report.
Portland State University Population Research Center. (2012). 2011 Annual Oregon population report. Portland:
Retrieved from http://pdx.edu/prc/annual-oregon-population-report.
Page | 17

165. Research Universities Futures Consortium. (2012, June). The current health and future well-being of the american
university. Retrieved August 22, 2012, from Research Universities Futures:
www.researchuniversitiesfutures.org
Schmeer, K. (1999). Policy toolkit for strengthening health sector reform. In Stakeholder analysis guidelines .
Bethesda, MD: Abt Associates, Inc.
State of Oregon, Department of Administrative Services, Office of Economic Analysis. (2012, May 22).
Oregon economic and revenue forecast summary. Retrieved August 21, 2012, from Office of Economic
Analysis: http://cms.oregon.gov/DAS/OEA/docs/economic/press0612.pdf
U.S. Census Bureau. (2005). Table A1: interim projections of the total population for the United States and States: April
1, 2000 to July 1, 2030.
U.S. Census Bureau. (2012). Oregon quickfacts from the US census bureau. Retrieved from
http://quickfacts.census.gov/qfd/states/41000.html
Page | 18

166. Appendix A
Organizational Framework
PATH for
women
Outreach
Research
Jamie Ross, PhD
Michelle Berlin, MD, MPH
Torrie Fields, MPH
Page | 19

167. Appendix B
Strategic Planning Process Map and Worksheets
Source Bryson, J. M. (2004). Strategic planning for public and nonprofit organizations: a guide to strengthening and
sustaining organizational achievement (3 ed.). San Francisco, CA: Jossey-Bass.
Page | 20

168. Page | 21

169. Page | 22

170. Page | 23

171. Page | 24

172. Appendix C
Potential Collaborators/Strategic Partners Organizational Descriptions
Local
African Women’s Coalition
To mobilize, advocate and empower African Women living in Oregon and Southwest Washington by
providing a culturally supportive and nurturing environment that builds the capacity of the community to
help itself and allows other members of the community to reach their highest potential through support,
guidance, and educational opportunities.
Acumentra Health
Acumentra Health is a nonprofit organization dedicated to improving the quality and effectiveness of
healthcare. They collaborate with practitioners, providers, health plans, public agencies, and private
organizations on a wide range of healthcare improvement projects and programs. Acumentra Health also
works with beneficiaries, healthcare professionals, and the public to improve healthcare quality and protect
the Medicare Trust Fund.
Center for Evidenced Based Policy at OHSU
The Center for Evidence-based Policy is a national leader in evidence-based decision-making and policy
design. We work with federal, state, and local policymakers in more than 20 states to use high-quality
evidence to guide decisions, maximize resources and improve health outcomes. Established in 2003, by
Oregon Governor John Kitzhaber, M.D., the Center works with a wide range of stakeholders to improve
public policy through innovation, collaboration, and use of best evidence.
Center for Women, Politics & Policy at PSU
The Center for Women, Politics & Policy is housed in the Hatfield School of Government in the College of
Urban & Public Affairs at Portland State University. The mission for the Center for Women, Politics &
Policy is to increase women's leadership in public policy through targeted teaching and community service
programs. The Center works toward this goal by promoting scholarship that examines the presence and role
of women in politics and public policy and by providing service programs that will develop the next
generation of women leaders who will serve the city, state, region and nation.
Institute for Sustainable Solutions at PSU
The Institute for Sustainable Solutions (ISS) advances sustainability research, education, and outreach at
Portland State, leading the University to be a powerful catalyst and model for a more equitable, ecologically
balanced, and economically vibrant future.
Page | 25

173. Oregon Center for Public Policy
The Oregon Center for Public Policy (OCPP) does in-depth research and analysis on budget, tax, and
economic issues. Our goal is to improve decision-making and generate more opportunities for all Oregonians.
Oregon Health Care Quality Corporation (Q Corp)
Q Corp is a non-profit organization that brings measurable improvement to the quality of health care in
Oregon through better information and increased community-wide collaboration. Q Corp helps doctors,
hospitals, insurers, providers, purchasers, government agencies and consumers work together to improve
patient safety and the quality of care.
Oregon Health Policy and Research
The Office for Oregon Health Policy and Research (OHPR) conducts impartial, non-partisan policy analysis,
research, and evaluation, and provides technical assistance to support health reform planning and
implementation in Oregon. The office serves in an advisory capacity to Oregon Health Policy Board, the
Oregon Health Authority, the Governor, and the Legislature.
Regional and National
Black Women's Health Imperative formerly the National Black Women’s Health Project
The Black Women's Health Imperative (Imperative) is the only organization devoted solely to advancing the
health and wellness of America's 19.5 million Black women and girls through advocacy, community health
and wellness education and leadership development. Founded as the National Black Women's Health Project
in 1983 by health activist and McArthur genius Byllye Y. Avery, the Imperative promotes optimal health for
African American women across their lifespan - physically, mentally, and spiritually.
Center for Women’s Health Research
The Center for Women’s Health Research at the University of Colorado’s School of Medicine is located on
the Anschutz Medical Campus. We're funding and training the next generation of scientists in the field of
women's health. And we're providing critical information to women, their families, their practitioners, and
their communities through seminars, luncheons, and special events.
Institute for Women’s Policy Research
The Institute for Women’s Policy Research conducts rigorous research and disseminates its findings to
address the needs of women, promote public dialog, and strengthen families, communities, and societies. It is
the leading think tank in the U.S. focusing primarily on domestic women’s issues. Founded in 1987, IWPR’s
reports and other informational resources have informed policies and programs across the U.S., in each of its
key program areas:
Page | 26

174. Jacob’s Institute of Women’s Health
The Jacobs Institute of Women's Health (JIWH) is a nonprofit organization working to improve health care
for women through research, dialogue, and information dissemination. The Jacobs Institute works to
continuously improve the health care of women across their lifespan and in all populations. The Jacobs
Institute promotes environments where an interdisciplinary audience, including health care professionals,
researchers, policymakers, consumers, and advocates come together to discuss ways to advance women's
health.
Kaiser Family Foundation
Kaiser Family Foundation is a non-profit, private operating foundation focusing on the major health care
issues facing the U.S., as well as the U.S. role in global health policy. Unlike grant-making foundations, Kaiser
develops and runs its own research and communications programs, sometimes-in partnership with other non-
profit research organizations or major media companies. The Foundation aims to provide policymakers,
journalists, advocates, and public health practitioners with current analysis on the policies in health financing
and delivery that affect women. The particular challenges faced by women at risk for experiencing access
barriers, such as those on Medicaid, those who are uninsured, and racial and ethnic minorities, are a special
focus.
Mautner Project
Mautner Project is committed to improving the health of women who partner with women including lesbian,
bisexual and transgender individuals, through direct and support service, education and advocacy.
National Academy for State Health Policy
The National Academy for State Health Policy (NASHP) is an independent academy of state health
policymakers. We are dedicated to helping states achieve excellence in health policy and practice. A non-profit
and non-partisan organization, NASHP provides a forum for constructive work across branches and agencies
of state government on critical health issues. Our funders include both public and private organizations that
contract for our services.
National Women’s Health Network
The National Women's Health Network was founded in 1975 to give women a greater voice within the
healthcare system. NWHN is a membership-based organization supported by 8,000 individuals and
organizations nationwide. We do not accept financial support from pharmaceutical companies, tobacco
companies, or medical device manufacturers.
Page | 27

175. National Women’s Health Resource Center or HealthyWomen (HW)
HealthyWomen (HW) is the nation's leading independent health information source for women. Our core
mission is to educate, inform and empower women to make smart health choices for themselves and their
families.
Page | 28

176. National Women’s Law Center
Since 1972, the Center has expanded the possibilities for women and girls in this country. We have succeeded
in getting new laws on the books and enforced; litigating groundbreaking cases all the way to the Supreme
Court, and educating the public about ways to make laws and public policies work for women and their
families. Today, an experienced staff of nearly 60 continues to advance the issues that cut to the core of
women's lives in education, employment, family and economic security, and health and reproductive rights—
with special attention given to the needs of low-income women and their families.
Society for Women’s Health Research
The Society for Women’s Health Research (SWHR), a national non-profit organization based in
Washington DC, is widely recognized as the thought leader in research on sex differences and is
dedicated to improving women’s health through advocacy, education, and research.
Founded in 1990 by a group of physicians, medical researchers and health advocates, SWHR aims to bring
attention to the myriad of diseases and conditions that affect women uniquely. Due to SWHR’s efforts,
women are now routinely included in most major medical research studies and scientists are beginning to
consider biological sex as a variable in their research.
Women’s Healthcare Associates
Women’s Healthcare Associates, LLC has been serving women and their families in Portland in various forms
since the 1940s. With the October 2011 merger of Women’s Clinic, PC, Women’s Health Center of Oregon,
PC, and Women’s Healthcare Associates, LLC, our collective history includes decades of leadership in the
medical community and commitment to our patients.
Women’s Health Research Coalition
The Women’s Health Research Coalition is an advocacy network of more than 600 leaders at academic
medical, health and scientific institutions, as well as other interested associations, foundations, individuals and
organizations, who have joined together to encourage coordination of and funding for women’s health
research and for the study of sex- and gender-based differences.
Women’s Policy Inc.
Women's Policy, Inc. (WPI) champions the interests of women throughout the country on the most
significant social, economic, and health issues across the public policy spectrum. WPI is a nonprofit,
nonpartisan organization whose sole focus is to help ensure that the most informed decisions on key
women's issues are made by policymakers at the federal, state, and local levels. Audiences include elected
officials, regulators, women's groups, labor groups, academia, the business community, the media, and the
public.
Page | 29

177. Appendix C
Anticipated Program Operating Budget2
Item Stimson-Miller Equity In- Total
Foundation Foundation Kind Budget
Salaries and Wages
Jamie Ross 0.17 FTE
Michelle Berlin 0.05 FTE
Grant Writer /hr, 40 hours $
Supplies
Letterhead per box $ $
Letterhead Set-up $ $
Communications
Conference Call Line $ $
Travel $ $
Training/Networking/Outreach
Outreach Campaign $ $ $
Coalition Meeting Support $ $
TOTAL DIRECT COSTS $ $ $
Administration Cost from PSU $ $
Foundation (5%)
PROGRAM TOTAL $ $ $
PSU Foundation Annual Operating Budget Amount: $1,651,240
Total Project Cost: $33,053
Amount Requested of Stimson-Miller Foundation: $
Amount Requested From Other Funders: $ (Equity Foundation)
2 Prepared by PATH for women as part of its Stimson-Miller grant application
Page | 30

178. Appendix D
PATH for women Business Model/Process Map
Outreach offers research to
stakeholders based on its knowledge Research leverages either its existing data or its
of their needs e.g., upcoming network of researchers to meet the request(s)
program development and advocacy and translates data into actionable information
plans; or responds to routine requests
for information
Outreach sends the request to
the research division where
research is translated or data
aggregated and analyzed
Coalitions
Community
Organizations
Network of
Outreach Research researchers
Legislators Advocacy Providers of
Groups qualtiative/quantitative
data pertaining to
women's health issues
A few key stakeholders. They request the research Outreach continues to make strategic partnerships and builds the network of researchers. This
transalation, data ,or data analysis. Note that network includes research/teaching hospitals, practitioners, health institutes/societies, and may
coaltions include community organizations, include direct service organizations that collect qualitative data and/or produce case studies.
advocacy groups, trade associations , government
agencies, and direct service organizations et. al.
Funded by grants, in-kind contributions from volunteers, and philanthropic donations
Page | 31

179. Strategic Plan
2012-2015
Written by: Amanda Phillips, JD, MPH
Approved by: Jamie Ross, PhD and Torrie Fields, MPH
August 29, 2012
1633 SW Park Avenue, Suite 221, Portland, OR 97207

180. Table of Contents
Table of Contents ................................................................................................................................................................ i
Executive Summary ............................................................................................................................................................ 1
Who We Are ................................................................................................................................................................... 1
Critical Issues and Strategic Goals ............................................................................................................................... 2
About the Plan Process ...................................................................................................................................................... 3
Mission.................................................................................................................................................................................. 3
Vision .................................................................................................................................................................................... 4
Core Values and Guiding Principles ................................................................................................................................ 5
Situational Analysis ............................................................................................................................................................. 6
SWOT Analysis .............................................................................................................................................................. 6
PATH for women Business Model/Process Map .................................................................................................... 7
Organizational Challenges ............................................................................................................................................ 8
Underlying Assumptions ................................................................................................................................................... 9
Three-Year Strategic Goals and Strategies ............................................................................................................... 10
Bibliography ....................................................................................................................................................................... 14
Appendix A ........................................................................................................................................................................ 16
Organizational Framework ......................................................................................................................................... 16
Appendix B ........................................................................................................................................................................ 17
Strategic Planning Process Map and Worksheets ................................................................................................... 17
Page | i

181. Executive Summary
Who We Are
Michelle Berlin M.D., M.P.H. an Oregon Health and Sciences University (OHSU) physician and researcher,
founded the Policy Advisory Toward Health (PATH) for women for women in 2004. PATH for women was a
response to the critical need for current, evidence-based information concerning women’s health for use
toward policy implementation and it is now a strategic partnership between the OHSU Center for Women’s
Health (CWH) and Portland State University’s (PSU) Women, Gender, and Sexuality Studies Department
(WGSS). PATH for women’s revised mission is to provide accurate, high-quality community driven research,
data, and analysis to inform women’s health policy and to serve as an independent source of data, analysis,
and coalition capacity-building for the public, advocates, and policymakers.
PATH for women has expanded from its original emphasis on creating and translating scientific research to
inform women’s health policy to include coalition capacity building and community outreach. As a result,
PATH for women has two divisions (see Appendix A). One focuses on research and the other focuses on
outreach. The outreach division is housed at WGSS and it aims to develop meaningful relationships with
interested community members, community organizations, public health professionals, educators, and
policymakers regarding issues facing women in Oregon, such as Women with Diabetes and Women with
First Trimester Prenatal Care. The outreach division draws its evidenced-based health related information
from the Making the Grade on Women’s Health: A National and State-by-State Report Card (Report
Card).
The Report Card has been published since 2000. The 5th edition, and most current Report Card evaluates 34
health status and 68 health policy indicators and assesses progress in reaching key benchmarks and policy
objectives for each state and for the nation as a whole. For example, according to the Report Card Oregon is
currently demonstrating a failing grade in two indicators: Women with Diabetes and Women with First
Trimester Prenatal Care.
The research division is housed in CWH where Michelle is a lead author of the aforementioned Report Card
(see http://hrc.nwlc.org/). The research division aims to serve as a national and regional resource for data
analysis, including the provision of accurate and current research concerning women’s health and evidence-
based analysis of key issues that specifically affect efficiency, cost, and outcomes of the health of women.
Page | 1

182. Since 2004, the outreach arm of PATH for women has
 Identified key areas in women's health with policy impact and developed materials for use by
community groups, local organizations, and the public to influence policy development and
implementation
 Interpreted the results of health studies for policymakers, the media, and the public
 Analyzed and translated existing evidence-based research for the public and policymakers
Critical Issues and Strategic Goals
The critical issues that the PATH for women strategic planning team identified are
 How do we focus our search for grant funding in order to target "translation" grants and avoid
applying for grants that are predominantly for direct services providers and researchers?
 How do we gain a foothold in "policy forecasting" for women's health, that is, at the cutting edge of
policy development and become a primary source of research data?
 What can we do now to increase PATH for women’s visibility even more effectively, beyond the push
we made this summer with our website, coalition letters, and advisory committee letters?
 What can we do to increase our own research base beyond OSHU, the Report Card, and Healthy
People 2020, as well as increase our organizational partnerships?
This strategic plan addresses these critical issues by building upon the information gleaned from PATH for
women’s 2004 strategic planning workshop and stakeholder interviews; its recent situational analysis, which
helped outline what PATH for women does well and the environment in which it operates; its recent
stakeholder analysis; and the organization’s revised mission, new clear concise vision, and new value
statement.
As part of its strategic plan, PATH for women shall pursue the following strategic goals:
 Increase financial sustainability
 Become the premier evidenced-based health policy advisory group in Oregon
 Increase and maintain brand awareness
 Increase PATH for women’s ability to respond to the research needs of its stakeholders
This strategic plan will be implemented over a three-year period (2012-2015) and successful implementation
will help PATH for women take more of a leadership role in the public health community, explore additional
strategic partnerships, and measure its outcomes. In addition, this strategic plan will provide a framework by
which PATH for women can achieve its mission and work towards its vision, while embodying its values.
Page | 2

183. About the Plan Process
PATH for women develop this strategic plan during the summer of 2012 with the assistance of a PSU student.
This team mainly utilized the strategic planning framework described by John M. Bryson (2004) in Strategic
Planning for Public and Nonprofit Organizations and the strategic planning worksheets from Bryson’s (2005)
Creating and implementing your strategic plan: a workbook for public and nonprofit organizations. A process map, as well
as worksheets that were completed during the strategic planning process can be found in Appendix B. The
information contained in the worksheets includes, a SWOT analysis, critical organizational issues, and the
underlying assumptions of the strategic plan development process. This information was then used to
articulate the goals outlined in this plan. Therfore, this plan is a record of the strategic planning process and
the decisions that the strategic planning team made. PATH for women anticipates that the 2015-2018 strategic
plan will be more inclusive, and will include feedback from key stakeholders.
Mission
Policy Advisory Toward Health (PATH) for women’s mission is to provide accurate, high-quality community
driven research, data, and analysis to inform women’s health policy and to serve as an independent source of
data, analysis, and coalition capacity building for the public, advocates, and policymakers.
Our research and coalition capacity building efforts help others understand how Oregon, other states, and the
nation as a whole are progressing in women's health, help others to develop policies to advocate for women’s
health, and ensures that PATH for women is responsive to the community’s health, research, and information
needs. With the nation lagging far behind critical benchmarks (standards) in health, the need for effective
policies and programs is increasing; we are dedicated to bridging the information gap between the academic
researcher, policymaker, service provider, and community member, and empowering communities to request
research and develop programs that improve women’s lives.
Intentionally Blank
Page | 3

184. Vision
PATH for women is a strategic partnership OHSU’s Center for Women’s Health (CWH) and the Women,
Gender, and Sexuality Studies Department at Portland State University. PATH for women seeks to become the
premier evidence-based women's health policy resource in Oregon and nationally by drawing from the most
recent publication of CWH’s Making the Grade on Women’s Health: A National and State-by-State
Report Card and enabling the development of national and regional health policies, especially those targeted
to improve performance in meeting national goals for women's health.
To fulfill its vision PATH for women will:
 Fully address the ongoing need for current, relevant, evidence-based health information by fostering
problem-based scientific research at the undergraduate and graduate levels that is directly informed
by the needs of the community, and is guided by an interdisciplinary approach that includes feminist
models of scientific inquiry.
 Translate and disseminate this evidenced-based research to direct service organizations, as well as
state and national legislators, contributing to their policy advocacy efforts.
 Become a critical link between Oregon’s coordinated health coalitions, as well as among coalition
members comprised of the community at large; students; health policy advocates; health
professionals; local, regional, and national direct service organizations; legislators; and researchers.
Intentionally Blank
Page | 4

185. Core Values and Guiding Principles
Communication – We recognize the importance of an informed public and the need for accurate, high
quality, community-driven research and data for policy advocacy. We are open, truthful, and timely with our
dissemination of information and by listening and responding to the needs of our coalition members and
policymakers, we ensure that we provide relevant information.
Honesty –We aim to empower communities by providing accurate and truthful information about issues that
disproportionately affect the health of women.
Collaboration – We engage community members by forming meaningful relationships and coalitions to raise
awareness about issues that disproportionately affect the health of women.
Empowerment – We seek to empower coalition members to request research that will improve the lives of
women within their communities, and researchers to embrace new methods of scientific inquiry.
Respect – We respect the dignity of all persons and honor the diverse contributions that stem from differing
perspectives, cultures, backgrounds, and educational levels.
Integrity – We foster, encourage, and expect the highest level of professionalism, ethical standards,
transparency, and accountability in all that we do.
Diversity – We aspire to reduce racial and ethnic health disparities by providing research data that is relevant
to racially, ethnically, socio-economically, and sexually diverse women, and are committed to attracting and
retaining coalition members who reflect these communities.
Intentionally Blank
Page | 5

186. Situational Analysis
In accordance with the Bryon’s strategic planning process (see Appendix B) PATH for women conducted a
detailed situational analysis before developing this strategic plan. Below are key highlights from this analysis
including the SWOT chart, a business process map, and the organizational challenges that the situational
analysis identified.
SWOT Analysis
Strengths Weaknesses
1. Highly grounded in feminist 1. Inadequate fiscal resources
methodologies 2. Lack of formal strategic partnership between
2. Relationship with OHSU and PSU OHSU and PSU
3. Good employee morale. Staff excited and 3. Low visibility, target audiences unaware
passionate about what they do and the 4. Limited staff and marketing resources
range of personal experiences reflect and 5. Limited web presence
inform the new mission/vision/values 6. No social media presence
4. Access to research 7. Differing organizational cultures (PSU &
5. Networking abilities OHSU) makes it hard to navigate the
6. Bridge between qualitative and organizations
quantitative analyses 8. Competition within PSU for assistance with
7. Experience translating research into grants
policy 9. Lack a cohesive brand and messages
8. Navigate between legislators and 10. Limited communication infrastructure
researchers
9. Founders' reputation
10. Responsive to community needs
Opportunities
SWOT Threats
1. New funding and untapped funding 1. Changing healthcare environment
streams 2. Lack of sustainable funding for organization
2. Increased focus on women's health and Report Card
3. Institutional level OHSU and PSU 3. Changing PSU budget and operations model
strategic partnership and stronger 4. Changing OHSU operations model
relationships with WGSS 5. Changing demographics
4. Changing demographics 6. Navigating the academic hierarchy
5. Media support/coverage
6. Increased focus on evidenced based
interventions
7. Health care reform a high profile issue
and it is an election year
8. Increased focus on health disparities
9. Social media
10. Additional relationship opportunities e.g.,
the advisory committee and more ties
with researchers
Page | 6

187. PATH for women Business Model/Process Map
Outreach offers research to
stakeholders based on its Research leverages either its existing
knowledge of their needs e.g., data or its network of researchers to
upcoming program meet the request(s) and translates data
development and advocacy into actionable information
plans, or responds to routine
requests for information Outreach sends the request to
the research division where
research is translated or data
aggregated and analyzed
Coalitions
Community
Organizations
Network of
Outreach Research researchers
Legislators Advocacy Providers of
Groups qualtiative/quantitative
data pertaining to
women's health issues
A few key stakeholders. They request the
research transalation, data ,or data analysis. Outreach continues to make strategic partnerships and builds the network of
Note that coaltions include community
researchers. This network includes research/teaching hospitals, practitioners, health
organizations, advocacy groups, trade
associations , government agencies, and institutes/societies, and may include direct service organizations that collect
direct service organizations et. al. qualitative data and/or produce case studies.
Funded by grants, in-kind contributions from volunteers, and philanthropic donations
Page | 7

188. Organizational Challenges
PATH for women’s transition into a multi-division organization has produced some organizational challenges.
These challenges include:
 A shift in PATH for women’s core mission
 The need for a vision that encompasses the entire organization and values that will guide the pursuit
of the mission and vision
 Ensuring that both divisions are financial sustainable
 Strategic Planning and Organizational Development:
○ Limited organizational capacity
○ Identifying and developing the most promising product lines
○ Utilizing the most efficient operational model(s)
○ Employing innovative yet appropriate strategies and tactics to achieve its mission
○ Managing organizational change effectively
 Gaining visibility, positioning the organization correctly, and increasing PATH for women’s relevance
locally and regionally
For more detailed information, see the internal document entitled Situational Analysis Report on PATH for
women.)
Page | 8

189. Underlying Assumptions
These assumptions are the foundation of this strategic plan. If one of these assumptions prove false or the
situation changes then the strategic plan will ultimately have to be adjusted to reflect this change.
Internal External
Growth: Political:
 Increased # of coalitions  Resources for community organizations will
 Links to more organizations either decrease or remain at their current levels
and stronger current despite increased demand
relationships  Fewer community organizations will have the
capacity to hire political analysts or lobbyists
 Health care reform
Staff: Socio-Cultural:
 Hire a program coordinator  Increased diversity due to immigrants
 More student involvement  More self-identification and communities
e.g., interns requesting more culturally competent care
 Overall change in demographics, growth and
aging
 Increased interest in personalized medicine
 Shift from expert knowledge to experiential
knowledge and lab based to community based
research
Fiscal: Economic:
 Increased grant funding for  Decreased funding opportunities and more
collaborative partnerships restrictive/detailed requirements
 Possible improved economy
Technological: Technological:
 New website  Increased availability of national and regional
 New social media presence sources of research e.g., widgets
Research: Research:
 New report card  Increased need for community based/need based
 Greater understanding of research
gendered research  Increase in community based participatory
researched
 More demands for evidenced based research in
health disparities
 Epigenetics
Page | 9

190. Three-Year Strategic Goals and Strategies
Responsibility - Priority
Issue/Goal/Strategy/Objective/Activity (High 0-1 years)
(Medium 1-2 years)
(Low 2-3 years)
Goal #1 (3 year impact): Increase financial sustainability
Strategies (4-6 with a 1-3 year impact):
 Create additional funding opportunities
 Improve grant proposal success rate
 Gain visibility within PSU in order to become a grant priority
 Strengthen grant writing capacity
Objective(s) (4-6 with a 1-3 year impact):
 Create a roster of grant writing professionals willing to work for a reduced fee or to donate services High
 Develop an intern program Medium
 Increase grant writing capacity High
 Target translational grants and avoid applying of grants that are for direct service providers and researchers Medium
Activities (yearly):
 Present PATH for women to 4 new PSU/OHSU stakeholders e.g., Center for Women, Politics & Policy Jamie – High
 Develop a grant writing process guide Torrie – High
 Seek WGSS support for recruiting 2 student interns Jamie – Medium
 Collaborate with PSU grant writing classes to enlist student help with ongoing grant proposals and build Torrie/Jamie – High
relationships with future grant writing professionals with the aim of 1 project per class
 Conduct a national scan for translational grant opportunities and create a list including timelines Torrie – Medium
 Hire a Program Coordinator Team – Low
 Assess the potential for philanthropic support Torrie – Low
 Apply for a minimum of 8-10 grants each year with the aim of securing one fully-funded grant each year Torrie/Jamie – High
Page | 10

191. Responsibility - Priority
Issue/Goal/Strategy/Objective/Activity (High 0-1 years)
(Medium 1-2 years)
(Low 2-3 years)
Goal #2 (3 year impact): Become the premier evidenced-based health policy advisory group in Oregon
Strategies (4-6 with a 1-3 year impact):
 Increase local and regional relevance
 Develop leadership role in women’s health policy development
 Become proactive versus reactive
 Incorporate strategic planning into operations
 Support and enable effective women’s health policy development
Objective(s) (4-6 with a 1-3 year impact):
 Create new partnerships with decision makers and those who advise them High
 Position PATH for women appropriately within the political landscape High
 Understand and appropriately support stakeholder policy development needs High
 Implement strategic planning and measurement processes High
 Develop PATH for women’s value proposition to the local women’s health policy development process High
Activities (yearly):
 Develop a needs assessment PSU Student – High
 Conduct a needs assessment Torrie – High
 Leverage the Report Card and create the necessary evidenced-based products Torrie – Medium
 Conduct a stakeholder analysis PSU Student – High
 Conduct a situational analysis
PSU Student – High
 Create a brand/value proposition and develop, and execute a strategic communications plan
PSU Student – High
 Meet twice a year to check progress and assess the need for revisions, create tools to measure pre-and-post
activity results, and formally revisit this plan at the start of Year 3 (summer 2015) to start the cycle anew Team – Medium
Page | 11

192. Responsibility - Priority
Issue/Goal/Strategy/Objective/Activity (High 0-1 years)
(Medium 1-2 years)
(Low 2-3 years)
Goal #3 (3 year impact): Increase and maintain brand awareness
Strategies (4-6 with a 1-3 year impact):
 Continue to increase visibility
 Ensure swift, clear, consistent communications
Objective(s) (4-6 with a 1-3 year impact):
 Deepen relationships with policy advocates within community organizations and lobbyists High
 Cultivate new support bases High
 Increase capacity for sustained marketing/communications High
Activities (yearly):
 Maintain and deepen community partnerships through outreach Torrie – Medium
 Reach out directly to key decision-makers and those who advise them Torrie – Medium
 Proactively monitor the political landscape Torrie – High
 Continue to identify and target community organizations with upcoming policy issues Torrie– High
 Create opportunities for community engagement, such as classes on how to use data for legislative purposes Torrie/Intern – Medium
 Hire a communications/social media intern Jamie – Medium
 Consistently revise/update communication tools and materials, including the website Intern – Medium
 Measure the effectiveness of communications activities Intern – Medium
 Revise strategic communications plan yearly Team – Medium
Page | 12

193. Responsibility - Priority
Issue/Goal/Strategy/Objective/Activity (High 0-1 years)
(Medium 1-2 years)
(Low 2-3 years)
Goal #4 (3 year impact): Increase PATH for women’s ability to respond to the research needs of its stakeholders
Strategies (4-6 with a 1-3 year impact):
 Solicit qualitative data and case studies
 Develop a regional network of women’s health researchers
Objective(s) (4-6 with a 1-3 year impact):
 Complement quantitative expertise with qualitative information Medium
 Educate community partners about the value of qualitative research Medium
 Create a roster of researchers who are willing to provide data to PATH for women on a variety of indicators Medium
Activities (yearly):
 Conduct presentation to community partners about how to use qualitative data for legislative purposes Torrie – Medium
 Maintain and deepen partnerships with researchers through outreach Team – Medium
 Attend local conferences and network with targeted researchers Team – Medium
 Proactively monitor the research being conducted regionally Torrie/Michelle – High
 Conduct need assessment and use it to guide outreach efforts to researchers Torrie/Intern – High
 Submit 1-2 papers each year on the use of evidence based research in policy development to peer reviewed Team – Medium
journals
Page | 13

194. Bibliography
Bryson, J. M. (2004). Strategic planning for public and nonprofit organizations: a guide to strengthening and sustaining
organizational achievement (3 ed.). San Francisco, CA: Jossey-Bass.
Bryson, J. M. (2004). What to do when Stakeholders matter. Public Management Review, 6(1), 21-53.
Bryson, J. M. (2005). Creating and implementing your strategic plan: a workbook for public and nonprofit organizations. San
Francisco: Jossey-Bass.
Camillus, J. C. (2008, January 1). Strategy as a wicked problem. Harvard Business Review, 86(5), pp. 98-101.
Centers for Disease Control and Prevention, Division of Adolescent and School Health. Using evaluation to
improve programs: Strategic planning kit. 2008. Retrieved at HYPERLINK
"http://www.cdc.gov/HealthyYouth/evaluation/pdf/sp_kit/sp_toolkit.pdf"
http://www.cdc.gov/HealthyYouth/evaluation/pdf/sp_kit/sp_toolkit.pdf
Colorado Nonprofit Association. (2011, July). Nonprofit help desk, faqs and resources: communications toolkit Parts 1,
2, and 3. Retrieved July 23, 2012, from Colorado Nonprofit Association:
http://www.coloradononprofits.org/help-desk-resources/nonprofit-help-desk/faqs-
resources/communications/
Gelmon, S.B., Foucek, A., & Waterbury, A. (2005). Program evaluation: Principles and practices, 2nd ed. (pp. 10-12).
Portland: Northwest Health Foundation. Retrieved from
http://nwhf.org/images/files/NWHF_Program_Eval_Handbook.pdf . Martinelli, F. (2004).
Strategic planning: Charting your course for success. The Learning Institute for Nonprofit
Organizations. Retrieved from http://www.nonprofitcourses.org/li/samples/guide.pdf
Martinelli, F. (2004). Strategic planning: Charting your course for success. The Learning Institute for Nonprofit
Organizations. Retrieved from HYPERLINK "http://www.nonprofitcourses.org/li/samples/guide.pdf"
http://www.nonprofitcourses.org/li/samples/guide.pdf
Martinelli, Frank (Interviewee). (n.d.) Q&A with Faculty Strategic Planning [Broadcast Transcript]. Retrieved from
Learning Institute for Nonprofit Organizations collaboration website: HYPERLINK
"http://www.uwex.edu/ces/cced/nonprofits/management/q-a1.cfm"
http://www.uwex.edu/ces/cced/nonprofits/management/q-a1.cfm itcourses.org/li/samples/guide.pdf
Patterson, S. J., & Radtke, J. M. (2009). Strategic communications for nonprofit organization: seven steps to creating a
successful plan (2 ed.). Hoboken, NJ: John Wiley & Sons.
Schmeer, K. (1999). Policy toolkit for strengthening health sector reform. In Stakeholder analysis guidelines .
Bethesda, MD: Abt Associates, Inc.
Page | 14

195. U.S. Army Security Assistance Command: Command Information Office. (n.d.). Strategic communication plan.
Retrieved August 9, 2012, from U.S. Army Security Assistance Command:
http://www.army.mil/info/organization/usasac/
Page | 15

196. Appendix A
Organizational Framework
PATH for
women
Outreach
Research
Jamie Ross, PhD
Michelle Berlin, MD, MPH
Torrie Fields, MPH
Page | 16

197. Appendix B
Strategic Planning Process Map and Worksheets
Source Bryson, J. M. (2004). Strategic planning for public and nonprofit organizations: a guide to strengthening and sustaining organizational
achievement (3 ed.). San Francisco, CA: Jossey-Bass.
Page | 17

198. Page | 18

199. Page | 19

200. Page | 20

201. Page | 21

202. July 28, 2012
PATH for women
Strategic Planning Basics
Looking ahead from the SWOT: identify critical strategic issues and then develop goals, strategies, objectives,
and activities to address those issues.
Critical Issues:
These issues are fundamental policy or program concerns that define the most important situations and choices
an organization faces now and in the future. Critical issues can reflect long-standing problems in the
organization or the community served, recent events that are anticipated to have a significant impact on the
organization and/or community served as well as obstacles to the PATH for women’s goals. They can also
reflect a major shift in the overall environment.
Examples:
1. How can we attract and retain highly qualified and engaged coalition members?
2. How can we attract and retain a diverse membership on the advisory committee?
3. How can we increase our funding, in order to support our anticipated program initiatives?
Goals: These are broad statements of the general desired result. A goal is a general statement of an intended
outcome of a particular organization. Some questions that the goal(s) answer include what is the overall context
of the organization. What does the program seek to accomplish? Organizations may have a single overarching
goal, or they may have multiple goals that address the intended outcomes of different elements of the program.
At the start, determine if the team is creating goals that apply for 3 or 5 years. Due to PATH for women’s size
and the volatility of the external environment, I recommend 3-years.
Examples:
Goal 1: Financial Sustainability
Strengthen the overall grant portfolio of PATH for women
Page | 22

203. Strategies: These are statements of the major approach or method (the means) for attaining the broad goals and
resolving specific issues. A program strategy is the means or broad approach by which a program will achieve
its goals. Useful strategies capitalize on program strengths or opportunities, or correct program weaknesses and
defend against threats.
Examples:
Develop a corporate donor cultivation and fundraising program
Objectives: These are derived from the program goal(s) and are specific statements of steps and outcomes
needed to carry out the core strategies. The statements can be short-term or long-term, but they must be
measurable, achievable, relevant (it directly supports the goal), and supported by timelines. Objectives are
written in an active tense and use strong verbs like plan, write, conduct, produce, etc. rather than learn,
understand, or feel.
Examples:
1.1 Create a list of potential donors and grants by first quarter of 2013
1.2 Secure 1-2 fully funded grants by the end of 2014
Activities: These are tasks that operationalize the objectives.
Examples:
1.1 X employee create a funding pitch including a presentation and prospectus for potential donors by second
quarter of 2013
1.2 Y employee apply for 8 to 10 grants with the aim of securing a minimum of 1 fully funded grant by the
end of 2014
Adapted from the following:
Centers for Disease Control and Prevention, Division of Adolescent and School Health. Using evaluation to improve programs:
Strategic planning kit. (200). Retrieved from http://www.cdc.gov/HealthyYouth/evaluation/pdf/sp_kit/sp_toolkit.pdf
Gelmon, S.B., Foucek, A., & Waterbury, A. (2005). Program evaluation: Principles and practices, 2nd ed. (pp. 10-12). Portland:
Northwest Health Foundation. Retrieved from http://nwhf.org/images/files/NWHF_Program_Eval_Handbook.pdf.
Martinelli, F. (2004). Strategic planning: Charting your course for success. The Learning Institute for Nonprofit Organizations.
Retrieved from http://www.nonprofitcourses.org/li/samples/guide.pdf
Martinelli, Frank (Interviewee). (n.d.) Q&A with Faculty Strategic Planning [Broadcast Transcript]. Retrieved from Learning Institute
for Nonprofit Organizations collaboration website: http://www.uwex.edu/ces/cced/nonprofits/management/q-
a1.cfmitcourses.org/li/samples/guide.pdf
Page | 23

204. Page | 24

205. Critical Issues Worksheet
Reflect on the information we gathered in the SWOT exercise e.g., internal strengths/weaknesses
emerging trends, or external opportunities or threats, and list 3-5 most critical issues facing the
organization over the next 3 years. Try to word the statements in the form of questions:
1. How do we focus our search for grant funding in order to target "translation" grants and
avoid applying for grants that are predominantly for direct services providers and
researchers?
2. How do we gain a foothold in "policy forecasting" for women's health, that is, at the
cutting edge of policy development and become a primary source of research data?
3. What can we do now to increase PATH for women’s visibility even more
effectively, beyond the push we made this summer with our website, coalition letters, and
advisory committee letters?
4. What can we do to increase our own research base beyond OSHU, the Report Card, and
Healthy People 2020, as well as increase our organizational partnerships?
Adapted from Martinelli, F. (2004). Strategic planning: Charting your course for success. The Learning Institute for
Nonprofit Organizations. Retrieved from http://www.nonprofitcourses.org/li/samples/guide.pdf
Page | 25

206. Program Strategy Checklist
The purpose of this checklist is to help you assess whether the strategies previously selected are appropriate.
Criteria to assess each program strategy Yes No
Is it expressed in a declarative statement that starts with a verb?
Does it describe a single program action and the object of the action?
Does it connect logically to the program goal?
Is it broader than a program objective
Is it broader than a work plan activity?
Does data indicate the need for the strategy?
Does the strategy do one or more of the following?
 Stay consistent with mission, vision, and values
 Build on program strengths
 Reduce the influence of program weaknesses
 Build on program opportunities
 Reduce the influence of program threats
After assessing each program strategy for the criteria in the table, examine those strategies that received one
or more answers of ''No;' and consider how to revise them. Some strategies may simply need re-writing. For
example, to describe a single program action. Other strategies may need to be deleted and replaced. For
example, a strategy for which data do not indicate a need should be replaced with a strategy that does address
a need. Having useful strategies will make your strategic plan a more helpful tool for annual program
planning.
Adapted from Centers for Disease Control and Prevention, Division of Adolescent and School Health. Using evaluation to
improve programs: Strategic planning kit. 2008. Retrieved at
http://www.cdc.gov/HealthyYouth/evaluation/pdf/sp_kit/sp_toolkit.pdf
Page | 26