Presentation on theme: "Sustainability as Organizational Strategic Intent September 24, 2003"— Presentation transcript:
1 Sustainability as Organizational Strategic Intent September 24, 2003 2003 Healthy Start Annual Grantee MeetingSustainability as Organizational Strategic IntentSeptember 24, 2003 Mario Drummonds, MS, LCSW, MBA Central Harlem Healthy Start Northern Manhattan Perinatal Partnership, Inc.(NMPP)
2 PRESENTATION QUESTIONS: 1. How can local projects sustain and expand upon theirprogrammatic infrastructure to reduce MCH racialdisparities?2. What is strategic intent and how does it differ from strategicplanning?How do project directors take the assets you are given today(people, structure, and programs) and make them morevaluable tomorrow?Why is it so important to conceptualize where an agencywill be seven to ten years from now to sustain the agency’scurrent programmatic capacity?
3 Early Beginnings: *From 1995 to 1996 NMPP was a small community- *From 1995 to 1996 NMPP was a small community-based nonprofit with three funded projects*Small CHWP funded By NYSDOH*Administrative Network Grant from NYSDOH*Subcontractor for Healthy Start Services*Five Years Serving Mothers & Babies
5 Early Beginnings:*In 1995, Board Decided to Begin Strategic DiscussionsAbout the Long-term Future of the Agency*Instead of Developing a Neat Two-Year StrategicPlanning Document*They Decided to Develop Specific Foresights About NewCustomer Benefits that Could Expand our OpportunityHorizon within a 7 to 10 year Period* I Was Hired in the Spring of 1996
6 Case Management Strategic Discussions *Funding Sources Demanded Outcome-based CaseManagement : What is our Return on Investment*Increase Clinical Skills of all StaffMental Health, Domestic Violence, Substance Abuse, and Child Welfare Capabilities*Increase # of Skills Delivered by Staff*Expand Variety of Case Management Programs*Prepare the Agency’s Entry in Managed Care*Become a Grantee Agency for Healthy Start*Achieve These Objectives by 2002
7 Childcare Strategic Discussions *Delivering Head Start or Daycare Services willAllow Agency to Influence Mother and BabyHealth Behaviors Two to Three Years After thePregnancy Period*In Three Years, Make Sure NMPP Is Positioned inthe Childcare Business
8 Economic Development Strategic Themes *Welfare Reform Placed a TANF Five Year Clockon 100% of our Client Base*Need to Develop a Perinatal Economic Development Strategy to Address This Pending Reality*Develop a Service to Prepare Post-partum Women to Secure and Sustain Jobs at the Point of Production by September 1997
9 Hospital Collaborative Themes *In New Competitive Climate, NMPP had to Build StrongLinks with Hospitals to Grow and Deliver our Services*Develop a Hospital Collaborative Strategy and ProduceService Coordination and Funding Results by 2001*In Fact Enter the Clinical Delivery Business with aHospital by 2002 (Birthing Center)
10 Improve our Outreach and Case Finding Practices *We Would like to be First in the Business in OurMethods to Locate, Motivate and Enroll High-RiskWomen into our Case Management Programs*There is a Need to Borrow Skills Sets From thePrivate Sector (Market Planning) to Reach theObjective Above*We See Developing A Business that HelpsHospitals, Clinics and Social Service AgenciesCompete for Patients. Develop Business Modelsthat Exploits These Future Opportunities by 2000
11 Political Coalition Strategic Developments *Healthcare Market too Unstable for NMPP to Surviveon our Own. In Three Years Develop a Citywide andStatewide Perinatal Association to Help Us Negotiate withState Health Departments, Managed Care Organizations andHospitals*City Government Can be Motivated to Fund Community-based Efforts to Reduce Infant Mortality*Develop by 2001 Political Advocacy Campaign toAchieve This Objective
12 Strategic Intent Definition Competitively Unique Point of View About the FutureCommunicates Destiny, Passion & Meaning for StaffBy Design it Creates a Misfit between Ambition & Resources and Challenges Staff to Accomplish Seemingly the ImpossibleIt a view of Corporate Strategy As Stretch Outside of the Traditional Planning Horizon
13 for Achieving Those Goals Are Not Readily at Hand Strategic Planning:Strategy As Fit within Existing Market BoundariesWhat Business Are We In Now? What is our Product orService Today?Is the Market Ready?Do We Have the Resources?Strategic Planning is a “Feasibility Sieve” Used to Reject Goals When the Meansfor Achieving Those Goals Are Not Readily at Hand
14 Corporate Challenges: To Bridge the Gap between Aspirations & Capabilities:My Board’s Strategic Intent Informed Leadership WhatChallenges and Core Competencies We Had to BuildQuickly to Create the FutureCorporate Challenges Are Stepping Stones betweenNMPP’s Present Position and its Strategic IntentEach Challenge Dares Employees to do More than TheyThought Possible.The Job of Executive Leadership is to Stretch theOrganization Beyond its Current Capabilities andStructure
15 Core CompetenciesAre a Bundle of Skills and Technologies that Enables anAgency to Provide a Unique Benefit to a CustomerCore Competencies are the Well-Spring of FutureProducts and ServicesThey are the ROOT of competitiveness and the IndividualProducts and Services are the FRUIT1. Contributes to Customer-Perceived Value2. Skill has to be Substantially Superior to Others3. Skill Set Must Produce an Array of New Products orServices Flowing from the Competence
16 Competence Building Case Management: Rigorous Review of Case Management System 1996Outcome Case Management Concept Paper 1996Hired Coordinator of Case Management 1996One Year Staff Case Management Training-96-97Entire Staff Learned Proposal Writing Skills-97
17 Fruits of Case Management Competence Building: 1998 Won $250,000 Intensive Case Management ContractTargeting Substance Abusing Pregnant Mothers1999 Won $440,000 a Year Ten Year Preventive Service ProgramContract2000 Won $500,000 Home Visiting Lay Model Contract2001 Awarded Grantee Lead Agency Contract forHealthy Start only Community Based Program to Secure aContract in NYC2002 Expanded CHWP Contract Homeless Division2003 Nurse-led Model Home Visiting Funded for $438,0002004 Mankind/HUMANIDAD CHWP will come Online Fall 2004: Funding by Kellogg Foundation $200,000
18 Competence Building Childcare: Developed Unique Perinatal/Early ChildhoodModel from 1997 to 1998Scanned External Environment for FundingOpportunities 1997 to 1999
19 Fruits of Childcare Competency Building: 1999 Won $650,000 Ten-Year Contract to DeliverHead Start Services in Harlem/WashingtonHeights2005 Center for Infant and Women’sDevelopment integrated model will come online:Birthing Center, Perinatal Case Management andEarly Head Start Center & Head Start
20 Competence Building Economic Development: Developed Proposal to Build Harlem Works Job TrainingProgramUtilized My Skill Set Organizing Job Training andComputer Programming in my NeighborhoodSelected a Staff Person at NMPP who had 15 yearsExperience in Human Resources and Job Training toLead Harlem WorksSubmitted a Carryover Budget Request to HRSA in 1996to start-up the Business Totaling over $100,000
21 Fruits of Economic Development Competency Building: 1997 Harlem Works Opens to the Public1997 to 2003 Over 250 women have graduatedwhere 85% of them have landed full-time jobsHarlem Works Transformed into a Profit CenterSelling Job Training and Computer Services to theNon-Profit and Business Community!
22 Competency Building Hospital Collaboration: Met with Senior Leadership from 8 Hospitals in the Region to Learn more about Their NeedsWorked with Management Team on Several Proposals/Business Plans Ideas that we Pitched to Hospital ExecutivesSenior Staff Strengthened their Core Business/Marketing Writing Skills from
24 Competency Building Outreach & Case Finding: *Agency-Wide Training began in 1996 through1997 on the following Marketing Skill Sets:*Focus Group Management: CustomerSegmentation,Advertising (Copywriting, HeadlineDevelopment, Graphic Placements), MarketResearch and Planning Skills*Working the Media, Message Development,Sales Engagement, Learning How to Close the Deal
25 Fruits of Outreach Competency Building: Opened Social Health Marketing Group as Full-Service Marketing and Advertising Firm Targeting the Communications Needs of Hospitals, Clinics, and Health Departments in 1997Marketing Entity over the Last Three Years have Secured over $500,000 in Contracts Opening up an Unrestricted Stream of Funds that were Reinvested into NMPP’s General Operating BudgetCore Organizing Enabled NMPP to Secure a Four-year CDC Grant to Start-up our Community Action for Prenatal Care Program that has Trained and Mobilized 40 Outreach Workers to Recruit High-Risk Pregnant Women into our Care System $270,000 a year since 2000
26 Competency Building Advocacy Coalition Work: Held Four Leadership Development Training Sessions with Senior Staff and Consumers from 1998 to 2001Student learned Grassroots Organizing, Coalitional Politics, Campaign Message Development, Using the Media to Broadcast Policy Messages, Organizing Press Conferences & Demonstrations, Political Negotiating Skills and Learning how to Build a Functional Campaign Organization, etc.
27 Fruits of Competency Building: Helped to Build Federation of County Networks1997Helped to Build Association of Perinatal Networks1999Led in Organizing Citywide Coalition to EndInfant Mortality in 2001The above entities secured 15 million dollars tosupport community-based MCH providers from2001 to 2003
29 Strategic Intent is Based on a Bold Premise that Leadership can Exercise Control Over the Future of the Organization and can Invent the Future that it Desires and not Merely Respond to what Happens.
30 Strategic Intent is the Conceptual Organization of Our Hopes & Dreams
31 What We Have Achieved over the Last Eight Years is to Build Supporting Infrastructure for each one of the Healthy Start Modules: If NMPP does not receive funding for Healthy Start in 2005, we will have a Secondary Infrastructure to Deliver Core Healthy Start Services in Central Harlem.Case Management, Outreach, Health Education, Consortium
32 While Politics is the Art of the Possible, Leadership is the Art of Making the Impossible Come True. Leaders Play a Central Role in Constructing an Agency’s Strategic Intent that Represents an Ambition that Stretches Far Beyond the Current Resources and Capabilities of the Firm.
33 Agencies that Create the Future are Rebels, They’re Subversives Agencies that Create the Future are Rebels, They’re Subversives. They Break the Rules! They Dream of Things not yet Created!
34 Strategic Intent is the Ability to Dynamically Reinvent Business Models and Strategies as Circumstances Change, to Continuously Anticipate and Adjust to Changes that Threaten the Viability of the Agency and to Change Before the Need Becomes Desperately Obvious.
35 Any Agency that can Make Sense of its Environment, Generate Strategic Options, and Realign its Resources Faster than its Rivals will enjoy Decisive Advantage. This is the Essence of Strategic Intent.
36 To Stay Ahead of Industry Change, Managers Must Focus on Creating a Future in which Your Company will Lead, not Follow!
39 Mario Drummonds, MS, CSW, MBA Sustainability as Organizational Strategic IntentMario Drummonds, MS, CSW, MBAReading ListThe Core Competence of the Corporation, by C.K. Prahalad and Gary Hamel, Harvard Business Review, product # 6528Execution: The Discipline of Getting Things Done, Larry Bossidy, Chairman, Honeywell International & Ram Charan, Author of What the CEO Wants You to Know. Published by Crown Business, 2002Competing for the Future: Breakthrough Strategies for Seizing Control of Your Industry and Creating Markets of Tomorrow by Gary Hamel and C.K. Prahalad. Published by Harvard Business School Press, 1994
40 Mario Drummonds, MS, CSW, MBA Sustainability as Organizational Strategic IntentMario Drummonds, MS, CSW, MBAReading List (cont.)4. Competing on the Edge: Strategy as Structured Chaos by Shona L. Brown & Kathleen M. Eisenhardt. Published by Harvard Business School Press, 19985. The Quest for Strategic Resilience: A Harvard Business School Publishing Audio Conference September 9, 2003, By Gary Hamel and Lisa Valikangas, product #49026. Tired of Strategic Planning, from the Mckinsey Quarterly, special to CNET News.com, June 2, 20027. Only the Paranoid Survive: How to Exploit the Crisis Points that Challenge Every Company and Career by Andrew S. Grove, former Chairman of the Intel Corporation. Published by Doubleday October 1996
41 Mario Drummonds, MS, CSW, MBA Sustainability as Organizational Strategic IntentMario Drummonds, MS, CSW, MBAReading List(cont.)8. Intelligent Enterprise: How Knowledge and Service Based Systems Are Revolutionizing the Economy, All Industry Structures, and the Very Nature of Strategy and Organization by James Brian Quinn. Published by The Free Press, 19929. Internal Markets: Bringing the Power of Free Enterprise Inside Your Organization by William E. Halal. Published by John Wiley & Sons, 1993