NCHC Strategic Plan 2022-2023
Presented to the NCHC Board of Directors and staff, the NCHC Strategic Plan for fiscal years 2022-2023 outlines a strategic framework for organizational and program-level work. The plan focuses on identifying key issues, setting organizational goals, and enhancing adaptive capacity. With a hyper focus on funding, governance, operations, community needs, and communication, the plan aims to drive organization change and effectiveness.
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NCHC DRAFTStrategic Plan Fiscal Years 2022-2023 Presented to the NCHC Board of Directors and staff By the Strategic Planning Working Group June 8 and 11, 2021 Accompanied by Supplemental Materials
Iterative process by both Board and Staff leadership to create initial draft for feedback from full staff and full board Provides framework for Organizational and Program level workplans and decision making for next 2 years Provides guidance to respond to new opportunities and challenges as they arise Frequent review allows for rapid course correction as needed Agile Strategic Plan
SPWG Board Leadership Mike Lee Tara MacKillop Suzanne Gaetjens-Oleson Ken Gordon Strategic Planning Working Group (SPWG) Members SPWG NCHC Leadership Becky McEnany Francine Morgan Cathy Roy Diana Gibbs Kris van Bergen-Buteau Carol Hemenway SPWG Consultant and Strategic Plan Facilitator Mary Lou Krambeer
Our work to date: Pursued a SWOT analysis, identified 86 key questions & challenges; narrowed down topics to 5 categories, and created 11 high level goals) The Strategic Priority Funnel Strategic Priorities Mar: Identify possibilities Mar/April: Sift & Sort April: Propose May: Test June: Decide July: SP sift & sort questions create drafts cull drafts circulate drafts edit drafts
1. Identify issues in need of attention 2. Focus on significant organizational goals 3. Shared understanding of future actions & plans Intended Results 4. Momentum to prompt organization change 5. Enhanced adaptive capacity, relevancy, and effectiveness 6. A new vision statement
In next two fiscal years HYPER FOCUS on 1. Funding & Financial Sustainability 2. Governance Board & Advisory Boards Strategic Pursuits (5 categories and 11 goals) 3. Operations & Staffing 4. Community Needs & Programming 5. Communication
Intended Outcome or Impact Funding/Financial Sustainability 1. Pursue a sustainable revenue strategy that includes robust grant funding with a balance of new versatile funding opportunities. 1.a.Broader, more predictable, and sustainable revenue picture 1.b. Build Reserves to sustain skilled, highly valued NCHC/staff in shoulder seasons 1.c. Secure unrestricted income 2. Determine administrative 2.a. Staffing model with reasonable
Governance Board & Advisory Boards Intended Outcome or Impact 1. Enlarge and diversify board membership 1.a. Broader representation of community involved; 1.b. Reinvigorated NCHC membership; 1.c. Reduce potential for conflicts of interests with votes 2. Board assistance in targeted fundraising for grant management department/position 2. A more sustainable development program 3. Align Board work with strategic plan 3. A highly collaborative and impactful organization
Intended Outcome or Impact Operations and Staffing 1. Determine technology needed for program and administrative infrastructure to effectively deliver programs, trainings, and other work to maximize a hybrid/remote workforce model. 1.a Ensure efficiency, accountability, management, communication, support and access in a hybrid/remote work environment
Community Needs & Programming 1. Prioritize long-term program areas and determine how to assess and address public health emerging needs. Intended Outcome or Impact 1.a Improving the region's health status through directed programming and recognizing emerging health needs. 2. Enter into strategic partnerships to strengthen NCHC's work. 2.a Multiply our impact through partnerships 3. Determine organizational priorities (specific program areas, training and education, advocacy, etc) 3.a Focused and effective programming
Intended Outcome or Impact Communication 1. Use NCHC's voice as North Country Public Health expert to promote public health messaging 1.a Improve the region's health status through directed public health messaging 2. Maintain strong regional, state, and national presence 2.a Promote the voice for rural health, bringing resources to the North Country, educate about our programs
What are your thoughts? What did we miss? Questions and Comments? What could be improved? Do these goals reflect your vision of the challenges and desired outcomes for the next three years?
Thank you for helping us fine-tune the SP The Strategic Planning Working Group will process your feedback and return with a final draft for review and a Board vote in July.
A Vision Statement represents a desired future (in 10-15 years) VISION (tested with staff and board and modified with input) A strong public health system through which all residents of northern New Hampshire have the opportunity to access and enjoy health and wellness.
