Leadership and Strategy Plan

Leadership and Strategy Plan

task: Final Project: Leadership and Strategy Plan
For this Final Project you selected a pressing health problem affecting a community and developed a leadership and strategy plan for addressing the problem. You linked this problem to corresponding Healthy People 2020 objective(s). In preparation for your final submission, you must now develop a thorough conclusion reviewing how the principles of leadership, governance and management all worked together to achieve your final plan. In this conclusion, you must also include :

1) A review of how empowering others, fostering collaboration and guiding/informed decision making addresses your identified issue and

2) how it will help ensure strategy sustainability in the future.

Submit a 15-page paper in APA format (not including title page). For full criteria, refer to the Final Project Guidelines document here ( it will be attached)

LEARNING RESOURCES:

Required Readings
Shi, L., & Johnson, J. A. (2014). Novick and Morrow’s public health administration: Principles for population-based management (3rd ed.). Sudbury, MA: Jones & Bartlett Learning.

· Chapter 25, “Disaster Preparedness and Public Health Response” (pp. 551–598)

Colorado Department of Public Health and Environment (2018). CDPHE’s health equity model. Retrieved from https://www.colorado.gov/pacific/sites/default/files/CHAPS1_Health-Equity-Model-and-Summary.pdf

Craig, S. & Stemshorn, B. (2016). Leadership, governance and partnerships are essential one health competencies. One Health (2),, 161-163. https://doi.org/10.1016/j.onehlt.2016.10.002

Note: You will access this article from the University Library databases.

Peirson, L., Ciliska, D., Dobbins, M., & Mowat, D. (2012). Building capacity for evidence based informed decision-making in public health: A case study of organizational change. BMC Public Health (12) 137. https://doi.org/10.1186/1471-2458-12-137

Note: You will access this article from the University Library databases.

Public Health Informatics Institute. (n.d.). Common ground: Transforming public health information systems. Retrieved October 1, 2014, from http://www.phii.org/

FIRST PART 1 of FINAL PROJECT:

Assignment: Final Project Proposal

This week, you submit your first assignment related to your Final Project, which is a proposal for a leadership and strategy plan for solving a pressing public health problem.

For this week’s Assignment, review the Learning Resources.

By Day 7

Submit a proposal in the form of a 2- to 3-page paper explaining the community health problem that will be featured in the Final Project. The paper will include the following:

· A description of the public health leadership problem and why it is a problem.

· An identification of how the problem relates to the Healthy People 2020 priority areas.

· A list of potential resources for data (at least 10–12 resources).

ASSIGNMNET PART 1:

Addressing Infant Mortalities in Minnesota ( this is the title of FINAL PROJECT)

Addressing Infant Mortalities in Minnesota

Introduction

The State of Minnesota is attributed with various accomplishments particularity in the establishment of institutions, more so schools, colleges, and universities. The State of Minnesota is also well placed in the health sector as it is one of the best ranking states in terms of health equity, and the well-being of communities. However, in the recent past, Minnesota State has documented an increase in economic inequalities, and this has also been translated into the health sector (CDC, 2018).

Communities in the state have been distressed by high rates of infant mortality and morbidity rates as documented by mortality and morbidity data under the Minnesota State Health Department website. Numerous efforts have been put in place by various public health agencies to curb this health outcome in the state of Minnesota. Recent data and statistics on infant mortality and morbidity indicate, however, that more concerted efforts are needed to improve health conditions in Minnesota and more in order to achieve the main objectives of Health People 2020 (HealthPeople.gov, 2018).

Public Health Leadership Problem

A comprehensive community health needs assessment conducted by the Lake Troubled Shallows Department in Minnesota documents that monitoring and treatment of maternal, infant and child health is a real challenge for the state residents. A careful analysis of the state of health in the state of Minnesota reveals that there are excellent facilities within the hospitals, however the effectiveness of service is affected by the aging healthcare facilities, and a lack of primary network. Another underlying issue to this problem is that there is a poor workforce management, which is compounded by a shortage of key personnel in the healthcare facilities. The levels of organizational efficiency are greatly hampered by poor workforce management, lack of key personnel, and a lack of defined internal communication structure which ultimately results and translates to the poor birth outcomes in the state (MDH, 2015).

According to (MDH, 2018) approximately 71,000 babies are born every year in Minnesota with the majority of the women giving birth after having normal terms and having health infants. However, there are adverse health outcomes and they include prematurity and low birth weight that heavily contribute to high infant mortality and morbidity rates. Data statistics between the year 2010 and 2015 show that there has been a constant infant mortality rate of 5.5 infant deaths per 1,000 live births (MDH, 2018). The main cause of infant mortality is premature birth and low birth weight, especially for children of Asian, and Hispanics heritage (Olson, 2015).

Other causes include congenital anomalies particularly to children of African American heritage. The leading cause of infant mortality rate for infants of American Indian heritage is documented as Sudden Unexpected Infant Deaths (SUID) and sleep. Another compelling statistics from the data shows that infant mortality rates in Minnesota are higher for African- American women with higher education than for Hispanic and White women with lower education (Peristats , 2016).

Health People 2020 Priority Areas

Data statistics and findings on Maternal, Infant and Child Health Monitoring and Treatment in the state of Minnesota shows that infant mortality and morbidity is a serious health issue plaguing the residents of Minnesota. This necessitates the need for a leadership and strategy plan to address the issue. One of the sub-objectives most relevant and relating to this issue is on reducing the rate of infant mortality among the residents of Lake Troubled Shallows and in Minnesota at large. To achieve health equity, elimination of health disparities and improvement of the health of all groups requires a multi-sectoral and multi-disciplinary approach that encompasses input and commitment from various public health agencies, public health officials, and other various stakeholders (Lassi, Kumar, & Bhutta, 2016).

Under Health People 2020 the priority is to solve the complex issue of infant mortality rates using cost-effective interventions through building effective partnerships and collaborations with select stakeholders who will help in achievement of better birth outcomes, improvement of delivery of services, improvement of quality of healthcare, and ultimately justified investments in maternal, infant, and child health (HealthPeople.gov, 2018).

References Admin Minnesota. (2002). Indicator 13: Infant Mortality. Retrieved from Minnesota Milestone: https://www.leg.state.mn.us/docs/2011/mandated/110254/Milestones_2011/www.demography.state.mn.us/milestones/indicatora6c4.html?Id=1096&G=30 AMCHP. (2013). Minnesota: Maternal and Child Health Block Grant 2013. Retrieved from Association of Maternal and Child Health Programs : http://www.amchp.org/SiteCollectionDocuments/Minnesota.pdf CDC. (2018, January 11). National Center for Health Statistics: Infant Mortality Rates by State. Retrieved from Centers for Disease Control and Prevention: https://www.cdc.gov/nchs/pressroom/sosmap/infant_mortality_rates/infant_mortality.htm HealthPeople.gov. (2018, Decem ber 18). Maternal, Infant, and Child Health. Retrieved from Office of Disease Prevention and Health Promotion : https://www.healthypeople.gov/2020/topics-objectives/topic/maternal-infant-and-child-health/objectives Lassi, Z. S., Kumar, R., & Bhutta, Z. A. (April 11, 2016). Community-Based Care to Improve Maternal, Newborn, and Child Health. 263-284 MDH. (2015, March 16). Infant Mortality Reduction Plan for Minnesota for Minnesota. Retrieved from Minnesota Department of Health : http://krocam.com/files/2015/04/infantmortality.pdf MDH. (2018, September 27). Infant Mortality in Minnesota. Retrieved from Minnesota Department of Health : http://www.health.state.mn.us/divs/chs/pubs/infantmortality/index.html MDH. (2018). Infant mortality: facts & figures. Retrieved from Minnesota Department of Health : https://data.web.health.state.mn.us/infant_mortality Olson, J. (2015, April 29). Minnesota infant deaths show racial gap: Minnesota’s infant mortality disparity linked to poverty, racism, isolation. . Retrieved from StarTribune : http://www.startribune.com/minnesota-s-infant-mortality-gap-blamed-on-poverty-racism-isolation/301782181/ Peristats . (2016). Infant mortality rates by race/ethnicity: Minnesota. Retrieved from March of Dimes: Peristats : https://www.marchofdimes.org/peristats/ViewSubtopic.aspx?reg=27&top=6&stop=92&lev=1&slev=4&obj=1

PROF feedback of PART1 Assgn was: excellent. I did this Assignmn alone, at the beginning

SECOND PART 2 of FINAL PROJECT:

Assignment: Doing More With Less

As explored in Week 4, public health organizations at the local, state or regional, and governmental levels provide services to and/or engage with many community members. This week, you explore how leaders and managers work within public health departments seek to fund all of the many programs and initiatives they provide, from immunizations to surveillance for communicable and infectious diseases to screenings and food safety and inspections. Leading and managing such responsibilities is no small feat, especially in an environment of fiscal scarcity. Public health services, like most public services, are almost always provided within a financially constrained environment, one that is vulnerable to economic shifts. With limited funds come many choices: Focus on prevention or promotion? If cuts are needed, what should go first? Facilities improvements? Salaries? Personnel? Supplies? Programs themselves?

In the course text, Shi and Johnson (2014) define public health finance as “A field of study that examines the acquisition, utilization, and management of resources for the delivery of public health functions and the impact of these resources on population health and the public health system” (p. 181). Thus, the skillset involved in obtaining funds (acquisition) is absolutely critical to public health leadership. Obtaining funds without the context around what funds are needed, why, and how funding will address specific community health problems is a hollow task, however. Public health leaders need to be well versed in budgeting, applying strategies for funding, and analyzing variations in public health funding. Fortunately, tools exist that aid in the process of determining funding and devising strategies for funding.

For this week’s Assignment, review the budget worksheet provided in the Weekly Resources. In addition, in the media titled “Public Health Finance”, reflect on the insights a finance director from the Howard County Health Department provides regarding challenges and strategies related to funding programs.

With the budget worksheet in mind, review the Learning Resources. Research other resources providing information on funding public health initiatives. Access the national websites to search for funding for public health and other initiatives: Explore your state, local, and regional health-related funding organizations’ websites. Research these organizations’ targeted grant opportunities.

The Assignment

By Day 7, submit a 4-6 page paper, plus the budget worksheet appendix, to include the following sections

· Explain the basic principles and tools of budget and resource management

· Describe two specific examples of principles and/or tools that relate to your selected public health project. You must support why you are using these tools and principles and describe how they will be used to address your selected public health leadership issue

· Explain the funding issues related to your selected public health project, including whether these issues are long- or short-term, how urgent they are, and state which stakeholders might be most affected and why

· Based on the Learning Resources and your research, as well as the information included in the budget worksheet, recommend some potential funding sources and explain why you recommend them. In your explanation, include variations in funding and how these variations influenced your decision making

· Complete the provided budget worksheet indicating the funding opportunities and costs related to the chosen project and copy it into an appendix at the end of the paper

RESOUCES: Required Readings
Shi, L., & Johnson, J. A. (2014). Novick and Morrow’s public health administration: Principles for population-based management (3rd ed.). Sudbury, MA: Jones & Bartlett Learning.

· Chapter 9, “Public Health Finance” (pp. 181–199)

Centers for Disease Control and Prevention (CDC). (2018). Budgets, grants and funding. Retrieved July 13, 2018, from https://www.cdc.gov/stltpublichealth/grantsfunding/index.html

Grants.gov. (n.d.). About Grants.gov. Retrieved October 6, 2014, from http://www.grants.gov/web/grants/home.html

Johnson, T. D. (2014). Prevention and public health fund paying off in communities: Success threatened by cuts to fund. Retrieved from http://thenationshealth.aphapublications.org/content/42/6/1.4.full

Public Health Finance and Management. (n.d.). Retrieved October 6, 2014, from http://www.publichealthfinance.org/

Suarez, V., Lesneski, C., & Denison, D. (2011). Making the case for using financial indicators in local public health agencies. American Journal of Public Health, 101(3), 419–425.

Note: You will access this article from the Walden Library databases.

U.S. Department of Health and Human Services. (2014). Grants/funding. Retrieved from http://www.hhs.gov/grants/

Document: Budget Worksheet (Excel wordbook) it will be attached

PART 2 Assignm of FINAL PROJECT( PROF FEEDBACK is marked in PINK)

Public Health Administration and Leadership

PUBH-6031

Student’s Name:XXXX

XXXXXX University

Basic Principles and Tools of Budget and Resource Management

Time and money are critical resources to all federal and state governments, therefore, the effective and efficient use of these important resources needs proper planning. However, planning alone is not sufficient. Control is also vital to make sure that plans are implemented. A budget is a significant tool for resource management, as it ensures that the resources are controlled and used effectively (Shi & Johnson, 2014). The state of Minnesota controls various budgets that total to millions of dollars. The State employs several principles and tools of budget and resource management to improve its public health services. Also, the State of Minnesota has been successful in establishing institutions such as schools, colleges, and universities, and this can be attributed to its effective budgeting and resource management. Minnesota is also well positioned in the health care sector as it is one of the best-ranked states regarding health equity, as well as the well-being of the communities (Suarez, Lesneski, & Denison, 2011).

Nevertheless, in the recent past, this economic inequality has been documented in the state, which has also translated into the health sector (CDC, 2018). Presently, the State of Minnesota is striving to address the issue of infant mortality. There has been increasing rates of infant mortality and morbidity, and numerous efforts have been instituted by various public health agencies to address the issue (Suarez, Lesneski, & Denison, 2011). The solution to this lies in the ability of the state to effectively budget and manage its resources.

The basic principles and tools of budget and resource management that guide Minnesota state include responsible financial management, clear lines of accountability, flexibility to react to short-term challenges as well as make long-term plans, sound fiscal decisions, information, as well as stability in the process of making decisions (Shi & Johnson, 2014).

The financial standing of Minnesota depends on sufficient reserves (Suarez, Lesneski, & Denison, 2011).

A solid level of reserves allows policymakers to strategically respond to economic decline with logical deliberation, avoiding drastic and rash decisions. Therefore, the long-term financial health of Minnesota would be supported by practices that ensure an adequate level of reserves. Minnesota should also have clear lines of accountability so that it can ensure that managers can be held accountable for the decisions they make. A good decision-making process will ensure that the challenges facing Minnesota will be addressed, and managers would have the flexibility to make financial decisions necessary to predict and respond to these challenges (Shi & Johnson, 2014).

Good financial information is also another significant basic principle. Both the policymakers of Minnesota as well as the public need extensive and understandable information about the financial situations of Minnesota that can inform the process of decision making. Sound financial information is of much significance. Stability in the process of decision making is also an important principle. Just like the same way effective financial management depends on the stability of the revenue sources of Minnesota, it is also relevant to consider stability in the processes that inform the process of decision making (Johnson, 2012). Predetermining excellent budget practices in law warrants the citizens of Minnesota that the policymakers will adhere to these provisions at all times. The principles discussed above go hand in hand with selected public health finance competencies and knowledge levels, which can either, be basic knowledge, working knowledge and expert knowledge. These knowledge and competencies are important budgeting and resource management, particularly in the health care sector (Shi & Johnson, 2014).

Good financial control is also another important principle, and it has three major components: the first component is that it has an accounting system that meets the general accepted accounting principles for both public and NGOs; secondly, it has a system of controls that makes sure that there is a proper allocation of finances that meets the requirements of finances management requested by the grantor (Shi & Johnson, 2014). Lastly, it has a reporting system that accurately and fairly registers how the grant funds are spent. The allocation, charging, as well as registration of all costs is critical to a successful grant management, therefore as a result, organizational financial managers, project administrators, as well as grant managers should have a proper comprehension of the process of defined expenses, collected, allocated expenses, and charging of one or more authorized grants (Shi & Johnson, 2014).

Two Examples of Principles and Tools Related to Addressing Infant Mortalities in Minnesota Project

The main principle that relates to the public health project of Addressing Infant Mortalities in Minnesota is that of public health finance competencies. It is now broadly appreciated that managers in the health sector must possess some finance skills, but these skills vary in importance. Present examination of necessary finance competencies for these managers dates back to 1993 in a report by public health agency forum, where they recommended and provided a basis for a broader understanding of the area of public health finance (Suarez, Lesneski, & Denison, 2011). Expanding on these recommendations, the practitioners and researchers across the US worked collaboratively on various researches that utilized outcomes from previous analysis of the current health finance competencies, and gathering of data through expert panels, focus groups, and surveys. These studies aimed at consolidating the findings of previous works and developing an understanding of the public health finance competencies necessary for the managers in the public health sector (Suarez, Lesneski, & Denison, 2011). These competencies relate to the current project in Minnesota State since the managers require these competencies to properly budget and manage the state’s resources. Also, the competencies will be useful in addressing the issue of infant mortality in the state of Minnesota (Johnson, 2012).

The public health finance competencies will be used in addressing the issue mentioned above because both the general managers and the health financial specialists will apply these skills in budgeting and managing the resources of Minnesota State and aligning them with the goals of the project. For instance, the managers will be required to demonstrate knowledge of accounting principles as well as other appropriate standards (Suarez, Lesneski, & Denison, 2011). PROFESSOR FEEDBACK: “”add a bit more content here to make this part stronger””

Another important principle will be the financial activities, whereby the managers in the health sector will have various financial responsibilities, which include overseeing daily financial activities, controlling the operations of the health care sector, creating policies, as well as planning for the future. This principle will be useful in addressing the issue of infant mortality as the managers will be able to plan for and project the future demand for services and programs. They will also ensure that the state of Minnesota has the supplies, staff, and facilities to address the project demands. This objective will be achieved through budgeting and proper managing of funding. However, the financial activities will need a huge amount of information. With the absence of this information, the public health managers will be making decisions in the dark (Johnson, 2012).

Funding Issues

Financing and management of the public health resources could be affected by various funding issues, some of which are long-term while others are long-term. The present funding issue relating to the state of Minnesota’s public health project is the underfunding due to the absence of professional development opportunities, the absence of financial management education, as well as the perceived lack of accountability (Public Health Finance and Management, n.d). As it is, the professionals trained in finance-related fields have not been engaged and incorporated into the leadership of the public sector; therefore they are not attracted to working in this sector. This is also evident from the fact that these finance professionals are not usually invited to take part in committees constituted to examine public health finance as well as other issues. As a result of not integrating the finance professionals, public health has been left to rely only on unsustainable financing structures. This has also resulted in the perceived lack of accountability in the public health sector (Shi & Johnson, 2014). The underfunding as a result of these issues will affect all the stakeholders in the sector unless addressed urgently.

Another funding issue is the overreliance on the conventional funding methods, which are not sustainable in the current economy. Most of the public health funding comes from the federal government as grants (Grants.gov, n.d.). The current economic state does not allow for increased federal grants. Also, revenue collections influence local and state allocations to public health budgets. This is an urgent issue that should also be addressed urgently. As a result, the leadership of public health should change how they plan sustainability. The public health sector should seek other alternatives such as developing product lines that generate revenue rather than relying much on government budget allocations (Shi & Johnson, 2014). This funding issue affects all the stakeholders of the public health sector.

PROFFESSOR FEEDBACK:Paper should be double spaced throughout. All spaces that are greater than double spaced should be adjusted. This goes for the rest of the paper.

Recommendations for Potential Funding Sources

As earlier discussed, a funding issue faced by the public health sector is the overreliance on the conventional funding methods such as federal government grants, which are not sustainable in the current economy. Therefore, the state of Minnesota should seek alternative and complementary funding sources (Shi & Johnson, 2014). Also, to fully transform the public health, the state should review the current system to address variations in the sector. For instance, there is variation in funding whereby the current system consumes about 85% of the national health expenditures on healthcare that impacts only 20% of the population (CDC, 2018).

Most importantly, public health activities should be aligned with the current investment interests in information movement and technology. Innovations in public health can transform the sector into a revenue-generating business. The public health and medical care should be integrated to provide improvements in health as a possible market for health care services. In this way, the sector will meet its mandate of providing quality services, but at the same time generating revenue for its sustainability (CDC, 2018).

Foundations could also be another source of funding public health projects, as they are easy to find and have always proved to be effective (Shi & Johnson, 2014). Example of funding sources can be Bill and Melinda Foundation or Rockefeller Foundation that are well known to have funded bigger global projects.

Charitable organizations donations and philanthropists are considered another funding origin, as donations do not demand high costs, nevertheless the donor may delegate the allowance to be utilized toward a certain cause (Adler-Milstein, McAfee, Bates & Jha, 2008).

PROFESSOR FEEDBACK:

1) Make sure to always include a summary or conclusion to a written paper to adequately close your report and finalize your thoughts, this is best labeled with a heading

2) Always start the reference page on its own separate page

References

Adler-Milstein, J., McAfee, A. P., Bates, D. W., & Jha, A. K. (2008). The state of regional health information organizations: current activities and financing. Health Affairs, 27(1), w60-w69.

Centers for Disease Control and Prevention (CDC). (2018). Budgets, grants and funding. Retrieved July 13, 2018, from https://www.cdc.gov/stltpublichealth/grantsfunding/index.html

Grants.gov. (n.d.). About Grants.gov. Retrieved December 30, 2018, from http://www.grants.gov/web/grants/home.html

Johnson, T. D. (2012). Prevention and public health fund paying off in communities: Success threatened by cuts to fund.

Public Health Finance and Management. (n.d.). Retrieved December 30, 2018, from http://www.publichealthfinance.org/

Shi, L., & Johnson, J. A. (2014). Novick and Morrow’s public health administration: Principles for population-based management (3rd ed.). Sudbury, MA: Jones & Bartlett Learning.

Suarez, V., Lesneski, C., & Denison, D. (2011). Making the case for using financial indicators in local public health agencies. American journal of public health, 101(3), 419-425.

Appendices

Appendix I: Lake Trouble Shallows Project Budget

PART 3 PART 3 Assignm of FINAL PROJECT:

Assignment: SWOT Analysis Draft

Strategic planning is a primary function of leadership and management in public health administration. Leaders are critical in determining the optimal route (goals and objectives) to ensure the organization’s success. Strategy development and implementation is a journey that requires planning, and the organization’s “vision” is the idealized destination. Different paths, different stops, and different issues arise along the way. The art and science of planning should be embedded in the culture of the public health organization in order to positively affect population health status and meet health challenges at the local, state, regional, national, and even global levels.

Although most public health professionals will focus on local, regional, or state responsibilities, the planning process—coupled with artful utilization of relationships and scientific utilization of planning tools—is salient at any level and for any type of public health organization.

For this week’s Assignment, review the media, especially the media titled Strategic Planning. Consider how these health organizations use strategic planning to address public health issues. Then, review the SWOT analysis tool provided. This tool refers to a Community of Practice (CoP), but this template may be used for documenting strengths, weaknesses, opportunities, and threats related to your Final Project public health problem. If you prefer, you may create your own SWOT table.

Section I

Based on issues identified for the community health problem featured in your Final Project, review the SWOT analysis tool provided (Centers for Disease Control and Prevention, n.d.-e).

Section III

Contact a health care/public health administrator involved in the strategic planning process. Conduct a brief interview (face-to-face, e-mail, or telephone) using the questions provided in the Public Health Administrator Interview Questions document in your Learning Resources.

The Assignment: SWOT Table and Paper (4–5 pages):

Conduct an informal SWOT analysis. The analysis should include the following:

· Section I: SWOT Table (1 page)

· A completed SWOT table listing the strengths, weaknesses, opportunities, and threats related to the public health leadership issue identified in your Final Project. Fill in the strengths, weaknesses, opportunities, and threats for the health problem identified. Then, provide a summary in which you describe your selected strengths, weaknesses, opportunities, and threats. Why did you select these strengths, weaknesses, opportunities, and threats over others? Include some strategies for minimizing weaknesses and capitalizing on strengths and opportunities.

·

· Section II: Using the SWOT Analysis (1 page)

· A narrative explanation of the SWOT findings

· An explanation of how, as a public health administrator, you might use the information obtained in the SWOT analysis in strategic planning, decision making, and resource allocation

·

· Section III: Administrator Interview Synopsis (2–3 pages):

· An interview with a public health administrator on strategic planning. Your interview may be conducted over the phone, Skype, e-mail, or in person if you prefer. (Note: You must transcribe or summarize your interview and post it.)

· Prepare your thoughts and questions carefully in advance, so you can be succinct in your interview. In your interview, you should ask the interviewee questions such as the following, as well as any other questions you think are appropriate to the organization or individual you are interviewing:

· How often do you and your organization engage in the strategic planning process?

· How do you utilize the strategic plan? Please describe this plan. (For example, how detailed is it? Is it a long-range plan?)

· What are your thoughts about the strategic planning process? How well is it working? What are specific strengths of the process from your perspectives? Have you encountered any barriers or difficulties to overcome?

Following the interview, please complete the following:

· Write a synopsis of your findings.

· Explain the relationship between planning and decision making in resource allocation in the strategic planning process.

Required Readings
Shi, L., & Johnson, J. A. (2014). Novick and Morrow’s public health administration: Principles for population-based management (3rd ed.). Sudbury, MA: Jones & Bartlett Learning.

· Chapter 16, “Strategic Planning in Public Health” (pp. 343–356)

Centers for Disease Control and Prevention (CDC). (n.d.-e). SWOT analysis tool. Retrieved October 1, 2014, from http://www.cdc.gov/phcommunities/resourcekit/resources.html#swot_analysis

Community Tool Box. (2013). Chapter 8: Developing a strategic plan. Retrieved from http://ctb.ku.edu/en/table-of-contents/structure/strategic-planning

National Association of County and City Health Officials (NACCHO). (n.d.-a). Developing an LHD strategic plan. Retrieved October 6, 2014, from http://www.naccho.org/topics/infrastructure/accreditation/strategic-plan-how-to.cfm

Document: Public Health Administrator Interview Questions (PDF) ( It will be attached)

Week 7: Public Health Administrator Interview Questions

1. How do you conduct a strategic planning process?
2. Who are the key individuals involved in the process?
3. Describe how decision making and resource allocation are important to managing your strategic planning process.
4. What you do you think are best practices for strategic planning? 5. Do you have any suggestions and advice for someone new to the strategic planning process?

PART 3 Assgn of FINAL PROJECT ( Prof feedback are marked in PINK)

Public Health Issue SWOT Analysis

Student’s Name:XXX

Institutional Affiliation:

XXXXUniversity

PUBH-XXXX

Public Health Administration and Leadership

Section I: SWOT TABLE

Weaknesses

• Aging Healthcare facilities.

-Ineffective services.

-Lack of a primary network.

-Poor workforce management.

-Shortage of key personnel.

-Lack of defined internal communication structure.

Strengths

-Excellent Facilities within the hospital

-State’s effective budgeting and resource management.

-Flexibility to react to short-term challenges.

-Information.

-Fiscal decisions.

-Sufficient reserves.

-Good financial information.

Opportunities

• The state of Minnesota is well-placed in the health sector.

-Public health agencies in the state are collaborating to curb mortality and morbidity and mortality rate.

Threats

-About 71,000 babies are born every year in the state hence higher mortality rate.

-Congenital anomalies- for children of African American heritage.

–

PROFESSOR FEEDBACK: Always indent the first line of every paragraph. This goes for the rest of the paper.

Summary

The state of Minnesota has done well regarding the establishment of public institutions like colleges and universities. For this matter, this a strength for the health sector. Additionally, the state is well placed when it comes to healthcare and well-being of the community. Therefore, it is a strength for the project because all that is needed is to refocus the strengths into eliminating the weaknesses (MDH, 2018). The good financial information, fiscal decisions, and sufficient reserves can be useful in ensuring the proper personnel is acquired as well as replacement of the aging facilities in the healthcare sector. The public health has an opportunity to partner with Non-governmental organization that has shown support in the past towards the reduction of child mortality and morbidity rate in the state. However, it has been noted that the highest number of mortalities is associated with anomalies and premature birth which is a threat to the project. Moreover, the state of Minnesota has a high rate of birth which makes the situation even more complicated given the poor management and primary network in public health (MDH, 2018).

I choose these issues because they have a significant impact on the success of the project. These strengths and weaknesses are the core issues that need to be addressed by the public health if the rate of infant mortality is to be decreased. To minimize the weaknesses and capitalize on the strengths and opportunities, there is a need for establishing a sense of urgency for the reduction of infant mortality rate, create a reasonable vision, empowering people to network and collaborate with the most relevant organizations, creating short-term goals and planning long-term wins (Stephens & Ledlow, 2014).

Section II

According to Stephens and Ledlow (2014), a SWOT analysis aids an organization in pinpointing the weaknesses, strengths, opportunities, and threats that may hinder or propagate a project towards success. Looking at the SWOT analysis of the public health in Minnesota as analyzed above, we can see that most strengths counteract the weaknesses. In this case, it will be easier to come up with a strategic plan that can aid the state in achieving its long and short-term goals, as it has achieved in other sectors, like education for example. The state of Minnesota may be at the list of states that are doing well when it comes to the health sector but the poor communication, shortage of personnel, aging facilities and poor management of resources is an issue for the leadership team in the state. Given these weaknesses that the public health faces and the strengths stated in the above SWOT table, it would be easier to achieve health equity and eliminate health disparities in the state, which will be reflected in the reduction of infant mortality rate (Stephens and Ledlow, 2014).

One goal of the SWOT analysis as noted by Stephens and Ledlow (2014), is to gauge the preparedness of an organization to operate effectively. As a public health administrator, it would be my responsibility to be relevant to the current situation of the Minnesota health sector that can impact the sector and the well-being of the community. I would challenge the health care teams, individuals and groups to be more efficacious, effective and efficient when it comes to the management of resources and budgeting. The state has sufficient reserves but lacks a proper management plan for the resources. To act on the SWOT analysis, I would start by establishing a reason why the state needs to change its ways of handling the infant healthcare. This will be facilitated by sharing information with the relevant teams which will also help in forming a powerful managerial coalition and a vision. The mission in the state is to curb the death rates of infants and communicating the vision of the public health to the relevant agencies will also be helpful in making decisions. Again, I would be supportive of the team members during the planning and execution phases, so that the plan can be rolled out effectively (Stephens and Ledlow, 2014).

Section III: Administrator Interview Synopsis

The following are the insights gathered from the interview:

1. How to conduct a strategic planning process

Following the interview, it is noted that strategic planning may look like a simple task, but that is not the case. For its success, one needs to help from other people and teams and it surely takes a long time to accomplish. Insight into how to conduct the process is that it begins with a framework. The framework is used to determine the current and future environment as well as the length of a strategic plan. For the purpose of having a successful process, one needs to read extensively on the politics and relevant websites in order to understand what is the current situation in public health. This again aids in anticipating what can transpire in the future. Furthermore, consultation with external personnel is also key, especially if they are experienced in planning. The individual needs to be able to lead the team and create collaboration within and also outside the varied departments in the health sector (Shi, 2014).

1. Key people involved in the Process

According to the information gained from the interview, a strategic plan requires different people to be involved in the decision making, budgeting and the development of objectives, both long term and short-term. A facilitator is one of the key people who is required to aid in engaging and developing organizational goals and objectives. As stated earlier, an external consultant who is experienced in strategic planning is also needed. Having a team that is ready to envision the plan thoroughly is important as well ( Shi, 2014).

1. Importance of Decision making and resource allocation

Decision-making process is an important process when it comes to the allocation of resources and even organizing a team of people that will be involved in vetting the decisions and the objectives. The importance of decision making is that it helps in sticking to the plan. A decision-making process is also crucial in resource allocation, in that funds are allocated on things that lead to the achievement of the drawn goals and objectives.

1. The best practices for strategic planning

The best practices for strategic planning are to have a SWOT analysis, funds and a team/staff that is ready to see the plan into fruition. Developing policies and objectives as derived from the weaknesses, strengths, opportunities, and threats are key in ensuring that a plan is enrolled successfully (Shi, 2014).

1. Suggestions for someone new

Developing a strategic plan requires one to be constantly thinking about the strengths, weaknesses, threats, and opportunities for sound decision making. Always think of a plan and a decision-making process as a way to help in sticking to the objectives, mission, and vision. Keep a contestant look for the changes in the environment and adjust the plan accordingly (Shi, 2014).

1. Barriers

Barriers are inevitable when it comes to strategic planning. One barrier can be when things change in the environment in a way that was not anticipated. Finances seem to be the most common barrier when it comes to planning. A change in financial requirements can lead to cut offs, program shutdowns and laying off of workers. This in return can lead to unavailability of services, especially if there is no other department that can offer the same services. External factors that were not anticipated are the number one cause of barriers ( Shi, 2014).

Relationship Between Planning and Decision-making

Planning and decision-making are two processes that are interrelated. A decision-making process involves the identification of the alternatives and selecting the most appropriate one, while planning is simply a foundation of future activities. Both these processes aid one in sticking to the plan and managing resources well. A decision-making process will lead to alternative plans that can be implemented in the quest of achieving particular goals in the future.

References MDH. (2018). Infant mortality: facts & figures. Retrieved from Minnesota Department of Health. Stephens, J. H., & Ledlow, G. R. (2014). Strategic Planning in Public Health.

PROFESSOR FEEDBACK for entire PART 3 ASSGNM:

Overall a good job on sections 1 and 2.

Please note that on section 3 you did not address al the outlined components and did not mention who your interview was with.

Section III: Administrator Interview Synopsis (2–3 pages):

· An interview with a public health administrator on strategic planning. Your interview may be conducted over the phone, Skype, e-mail, or in person if you prefer. (Note: You must transcribe or summarize your interview and post it.)

· Prepare your thoughts and questions carefully in advance, so you can be succinct in your interview. In your interview, you should ask the interviewee questions such as the following, as well as any other questions you think are appropriate to the organization or individual you are interviewing:

· How often do you and your organization engage in the strategic planning process?

· How do you utilize the strategic plan? Please describe this plan. (For example, how detailed is it? Is it a long-range plan?)

· What are your thoughts about the strategic planning process? How well is it working? What are specific strengths of the process from your perspectives? Have you encountered any barriers or difficulties to overcome?

For this paper paper there needs to be more than two references, there should be thorough analysis of the topics compared to the knowledge gained in the course and other resources. These should include peer-reviewed research articles.

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