Strategic Plan Development Process
The document outlines the early stages of developing a strategic plan for 2024-2027, focusing on community engagement, opportunity assessment, and decision-making frameworks. It emphasizes inclusive collaboration, public participation, and aligning efforts with current mental health challenges. The plan aims to catalyze transformational change and will be publicly released by November 30th.
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Presentation Transcript
Draft: Pre-decisional and for discussion only 2024-2027 Strategic Plan Outline Pre-read materials for discussion JUNE 15TH, 2023
Internal draft for discussion Draft pre-decisional for discussion only designed to be an inclusive and collaborative process Update | 2024-2027 Strategic Plan effort Commission seeks to meaningfully engage community partners, experts and the public throughout The Commission is in the early stages of developing the Strategic Plan for the coming years (2024-2027) As part of this effort, we aim to Diverse opportunities for input (e.g., interviews, listening sessions, public forums) will continue through the rest of 2023 Reflect on the Commission's work to dateand lessons learned from the last three years Understand and articulate how our work fits into context amid an evolving mental health landscape 20+ engagements to date Public forum June 16th 11a Surface and evaluate opportunities to catalyze transformational change Complete draft plan will be publicly released by November 30th Today represents one of many opportunities to engage 1
Internal draft for discussion Draft pre-decisional for discussion only Recall | We are building a decision-making framework to guide our opportunity assessment which can be utilized across our portfolio of activities This tool will be designed to help us: Policy projects Strategic partnerships Data and analytics Standardize our approach to collect data and measure the potential impact of an initiative Grant programs Innovation projects Prioritize across initiatives and make funding decisions accordingly Look across our portfolio to understand opportunities for impact and collaboration A Evaluate opportunity: What should we focus on? Consider tradeoffs between addressing current challenges and new, emerging threats B Design initiative: How should we deliver? Design and monitor programs in a way that maximizes outcomes for target populations 2
Internal draft for discussion Draft pre-decisional for discussion only Decision-making framework | Criteria identified to guide opportunity assessment Need Impact Fit Feasibility Does this address a growing or emerging mental health need? What is the program's expected reach? Will it help reduce disparities? Does this advance our mission, guiding principles, and strategic priorities? What is the definition of success? Are there metrics to track progress? Does this target a high- risk or underserved population? Is this a proven model? What evidence tells us that this will have the desired impact? What is the level of effort required to deliver? Do we have available resources? Does this align with our existing capabilities? Has this need been identified and elevated by the community? Is this a role we are uniquely positioned to play? What is the plan to sustain the initiative after support ends? What is the expected cost to implement? Does this address an underfunded issue? What is the expected benefit per individual, over what timeline? Is there an existing owner or champion? How will our efforts complement or advance existing work? What trade-offs are we willing to make to invest in this effort? Do these categories resonate? What would you add or update? 3 Note: Designed to support leadership discussion on discretionary areas of engagement; Detailed companion tool for initiative-level design in development
Internal draft for discussion Draft pre-decisional for discussion only Illustrative example | Framework can be used to take a portfolio view of investments Criteria can be applied to a selection of new opportunities . and support the Commission to define level of focus and effort across the portfolio Level of effort Need Impact Fit Feasibility Oppty Rationale e.g., High-priority areas to plan engagement Oppty 1 High Oppty 1 Oppty 2 High touch Oppty 2 Oppty 3 Oppty 3 Fit & Feasibility Oppty 5 Oppty 4 Medium touch Oppty 4 e.g., Indication of potential areas to review or reduce focus Oppty 6 Oppty 5 Low touch Low Oppty 6 Low High Need & Impact Key High Medium Low 4
Internal draft for discussion Draft pre-decisional for discussion only
