2003 healthy start annual grantee meeting sustainability as organizational strategic intent

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2003 Healthy Start Annual Grantee Meeting

Sustainability as Organizational Strategic Intent

September 24, 2003

Mario Drummonds, MS, LCSW, MBA

Central Harlem Healthy Start

Northern Manhattan Perinatal Partnership, Inc.(NMPP)

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1. How can local projects sustain and expand upon their programmatic infrastructure to reduce MCH racial disparities?

2. What is strategic intent and how does it differ from strategic planning? 3. How do project directors take the assets you are given today (people, structure, and programs) and make them more valuable tomorrow? 4. Why is it so important to conceptualize where an agency will be seven to ten years from now to sustain the agency’s current programmatic capacity?

PRESENTATION QUESTIONS:PRESENTATION QUESTIONS:

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Early Beginnings:Early Beginnings:

*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

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External EnvironmentExternal Environment

Funders, Business, Providers, & ConsumersFunders, Business, Providers, & Consumers

Central Harlem Healthy Start Program Central Harlem Healthy Start Program (18)(18)

Fiscal Consultant Fiscal Consultant

NORTHERN MANHATTAN PERINATAL PARTNERSHIP, INC.NORTHERN MANHATTAN PERINATAL PARTNERSHIP, INC.

MANAGERIAL/PROGRAM CHART for 1995MANAGERIAL/PROGRAM CHART for 1995

SUSTAINABILITY as ORGANIZATIONAL STRATEGIC INTENTSUSTAINABILITY as ORGANIZATIONAL STRATEGIC INTENT

NYSDOH/Perinatal Network NYSDOH/Perinatal Network (5)(5)

Board of DirectorsBoard of Directors

Mario DrummondsMario Drummonds

Executive Director/CEOExecutive Director/CEO

NYSDOH/Community Health Worker Program NYSDOH/Community Health Worker Program (5)(5)

ORGANIZATIONAL CHART 1995

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*In 1995, Board Decided to Begin Strategic Discussions About the Long-term Future of the Agency *Instead of Developing a Neat Two-Year Strategic Planning Document *They Decided to Develop Specific Foresights About New Customer Benefits that Could Expand our Opportunity Horizon within a 7 to 10 year Period

* I Was Hired in the Spring of 1996

Early Beginnings:Early Beginnings:

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*Funding Sources Demanded Outcome-based Case Management : What is our Return on Investment*Increase Clinical Skills of all Staff

Mental 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

Case Management Strategic Discussions

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*Delivering Head Start or Daycare Services will Allow Agency to Influence Mother and Baby Health Behaviors Two to Three Years After the Pregnancy Period

*In Three Years, Make Sure NMPP Is Positioned in the Childcare Business

Childcare Strategic Discussions

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*Welfare Reform Placed a TANF Five Year Clock on 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

Economic Development Strategic Themes

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*In New Competitive Climate, NMPP had to Build Strong Links with Hospitals to Grow and Deliver our Services *Develop a Hospital Collaborative Strategy and Produce Service Coordination and Funding Results by 2001 *In Fact Enter the Clinical Delivery Business with a Hospital by 2002 (Birthing Center)

Hospital Collaborative Themes

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*We Would like to be First in the Business in Our

Methods to Locate, Motivate and Enroll High-Risk Women into our Case Management Programs

*There is a Need to Borrow Skills Sets From the Private Sector (Market Planning) to Reach the

Objective Above

*We See Developing A Business that Helps Hospitals, Clinics and Social Service Agencies

Compete for Patients. Develop Business Models that Exploits These Future Opportunities by 2000

Improve our Outreach and Case Finding Practices

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*Healthcare Market too Unstable for NMPP to Survive on our Own. In Three Years Develop a Citywide and

Statewide Perinatal Association to Help Us Negotiate with State Health Departments, Managed Care Organizations and

Hospitals

*City Government Can be Motivated to Fund Community-based Efforts to Reduce Infant Mortality

*Develop by 2001 Political Advocacy Campaign to

Achieve This Objective

Political Coalition Strategic Developments

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Competitively Unique Point of View About the Future Communicates Destiny, Passion & Meaning for Staff By Design it Creates a Misfit between Ambition & Resources and Challenges Staff to Accomplish Seemingly the Impossible It a view of Corporate Strategy As Stretch Outside of the Traditional Planning Horizon

Strategic Intent Definition

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Strategy As Fit within Existing Market Boundaries

What Business Are We In Now? What is our Product or Service Today?

Is the Market Ready?

Do We Have the Resources?

Strategic Planning is a “Feasibility Sieve” Used to Reject

Goals When the Means for Achieving Those Goals Are Not Readily at Hand

Strategic Planning:

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To Bridge the Gap between Aspirations & Capabilities: My Board’s Strategic Intent Informed Leadership What Challenges and Core Competencies We Had to Build Quickly to Create the Future Corporate Challenges Are Stepping Stones between NMPP’s Present Position and its Strategic Intent Each Challenge Dares Employees to do More than They Thought Possible. The Job of Executive Leadership is to Stretch the Organization Beyond its Current Capabilities and Structure

Corporate Challenges:

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Are a Bundle of Skills and Technologies that Enables an Agency to Provide a Unique Benefit to a Customer Core Competencies are the Well-Spring of Future Products and Services They are the ROOT of competitiveness and the Individual Products and Services are the FRUIT 1. Contributes to Customer-Perceived Value 2. Skill has to be Substantially Superior to Others 3. Skill Set Must Produce an Array of New Products or Services Flowing from the Competence

Core Competencies

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Competence Building Case Management:

Rigorous Review of Case Management System 1996

Outcome Case Management Concept Paper 1996

Hired Coordinator of Case Management 1996

One Year Staff Case Management Training-96-97

Entire Staff Learned Proposal Writing Skills-97

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•1998 Won $250,000 Intensive Case Management Contract Targeting Substance Abusing Pregnant Mothers•1999 Won $440,000 a Year Ten Year Preventive Service Program Contract•2000 Won $500,000 Home Visiting Lay Model Contract •2001 Awarded Grantee Lead Agency Contract for Healthy Start only Community Based Program to Secure a Contract in NYC•2002 Expanded CHWP Contract Homeless Division •2003 Nurse-led Model Home Visiting Funded for $438,000•2004 Mankind/HUMANIDAD CHWP will come Online Fall 2004: Funding by Kellogg Foundation $200,000

Fruits of Case Management Competence Building:

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•Developed Unique Perinatal/Early Childhood Model from 1997 to 1998

•Scanned External Environment for Funding Opportunities 1997 to 1999

Competence Building Childcare:

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•1999 Won $650,000 Ten-Year Contract to Deliver Head Start Services in Harlem/Washington Heights •2005 Center for Infant and Women’s Development integrated model will come online: Birthing Center, Perinatal Case Management and Early Head Start Center & Head Start

Fruits of Childcare Competency Building:

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•Developed Proposal to Build Harlem Works Job Training Program

•Utilized My Skill Set Organizing Job Training and Computer Programming in my Neighborhood

•Selected a Staff Person at NMPP who had 15 years Experience in Human Resources and Job Training to Lead Harlem Works

•Submitted a Carryover Budget Request to HRSA in 1996 to start-up the Business Totaling over $100,000

Competence Building Economic Development:

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•1997 Harlem Works Opens to the Public •1997 to 2003 Over 250 women have graduated where 85% of them have landed full-time jobs

•Harlem Works Transformed into a Profit Center Selling Job Training and Computer Services to the Non-Profit and Business Community!

Fruits of Economic Development Competency Building:

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Competency Building Hospital Collaboration:

1. Met with Senior Leadership from 8 Hospitals in the Region to Learn more about Their Needs 1996-1998

2. Worked with Management Team on Several Proposals/Business Plans Ideas that we Pitched to Hospital Executives

3. Senior Staff Strengthened their Core Business/Marketing Writing Skills from 1997-1999

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Fruits of Hospital Competency Building:1. Collaborated with NYC Health and Hospital

Corporation to Submit a CAP Grant to HRSA Funding our Birthing/Doula Projects in the South Bronx and Harlem from 2000-2003 for over $400,000

2. Collaborated with NY Presbyterian Hospital who Funded our Second CHWP in East Harlem in 2002 at $240,000 a Year

3. On September 8th, 2003, NMPP and Harlem Hospital opened our Birthing Center with 1.3 Million Dollars Secured from Borough President and $400,000 Secured from Congressman Rangel. Project Planning started in 1996

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Competency Building Outreach & Case Finding:

*Agency-Wide Training began in 1996 through 1997 on the following Marketing Skill Sets:

*Focus Group Management: Customer Segmentation,Advertising (Copywriting, Headline Development, Graphic Placements), Market Research and Planning Skills

*Working the Media, Message Development, Sales Engagement, Learning How to Close the Deal

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Fruits of Outreach Competency Building:

1. Opened Social Health Marketing Group as Full-Service Marketing and Advertising Firm Targeting the Communications Needs of Hospitals, Clinics, and Health Departments in 1997

2. Marketing 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 Budget

3. Core 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

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Competency Building Advocacy Coalition Work:

•Held Four Leadership Development Training Sessions with Senior Staff and Consumers from 1998 to 2001

•Student 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.

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Fruits of Competency Building:

•Helped to Build Federation of County Networks 1997 •Helped to Build Association of Perinatal Networks 1999 •Led in Organizing Citywide Coalition to End Infant Mortality in 2001 •The above entities secured 15 million dollars to support community-based MCH providers from 2001 to 2003

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Summary

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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.

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Strategic Intent is the Conceptual Organization of Our Hopes &

Dreams

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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

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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.

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Agencies that Create the Future are Rebels, They’re Subversives. They Break the Rules! They Dream of Things not yet Created!

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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.

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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.

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To Stay Ahead of Industry Change, Managers Must

Focus on Creating a Future in which Your Company

will Lead, not Follow!

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Central Harlem Healthy Start Program Central Harlem Healthy Start Program (18)(18)

Fiscal Consultant Fiscal Consultant


MANAGERIAL/PROGRAM CHART for 1995MANAGERIAL/PROGRAM CHART for 1995






NYSDOH/Community Health Worker Program NYSDOH/Community Health Worker Program (5)(5)

ORGANIZATIONAL CHART 1995

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Manhattan Birthing Project (3)Manhattan Birthing Project (3)Central Harlem Central Harlem

Healthy Start Program Healthy Start Program

Goldie WatkinsGoldie Watkins--Bryant (12)Bryant (12)

ComptrollerComptroller

Diomedes CarrascoDiomedes Carrasco

Human Resources DirectorHuman Resources Director

Michelle ArthurMichelle Arthur--WalkerWalker

NYSDOH/Community Health NYSDOH/Community Health Worker ProgramWorker Program

Cecilia Escorbore (7)Cecilia Escorbore (7)

Bronx Birthing Project (3)Bronx Birthing Project (3)ACS/Preventive ServicesACS/Preventive Services

Olive Gibbs (8)Olive Gibbs (8)

Sisterlink CoalitionSisterlink CoalitionKimberly Whitfield (3)Kimberly Whitfield (3)(275 organizations)(275 organizations)

Baby Steps Home Visiting ProgramBaby Steps Home Visiting ProgramLay Model StaffingLay Model StaffingJennifer Tuck (13)Jennifer Tuck (13)


MANAGERIAL/PROGRAM CHART SEPTEMBER 1, 2003MANAGERIAL/PROGRAM CHART SEPTEMBER 1, 2003


Harlem Works Job Readiness Harlem Works Job Readiness ProgramProgram

NYC Male Involvement NYC Male Involvement Consortium Consortium

(35 organizations)(35 organizations)

Northern Manhattan Start Northern Manhattan Start Right Immunization Right Immunization

Coalition (1)Coalition (1)(65 organizations)(65 organizations)

Parent Support Group Parent Support Group (11 Parents)(11 Parents)


Consumer Advisory Group Consumer Advisory Group

(17 Parents)(17 Parents)

Harlem Birthing CenterHarlem Birthing Center

(25)(25)

Center for Preschool and Center for Preschool and Family Learning Head StartFamily Learning Head Start

Brynna Williams (15)Brynna Williams (15)

Delegate Agency Policy Delegate Agency Policy

Committee (15 Parents)Committee (15 Parents)

Columbia Presbyterian Hospital Community Columbia Presbyterian Hospital Community Health Worker ProgramHealth Worker ProgramShevonne Hercules (6)Shevonne Hercules (6)

Child Welfare Fund Child Welfare Fund Child Abuse Prevention Child Abuse Prevention Marketing Campaign (1)Marketing Campaign (1)

Consumer Involvement Consumer Involvement Organization (25)Organization (25) Social Health Marketing GroupSocial Health Marketing Group

(9)(9)




Nicole HollingsworthNicole Hollingsworth

Deputy Executive DirectorDeputy Executive Director

Managed Care Consumer Assistance Program Hamidah Sharif (2)

NY Medicaid Choice (1)NY Medicaid Choice (1)

Adolescent Pregnancy Prevention Adolescent Pregnancy Prevention ProgramProgram

Hamidah Sharif (3)Hamidah Sharif (3)

Bold Line-Managed by the Executive Director

Dotted Line-Managed by the Deputy Executive Director

Harlem Hospital Harlem Hospital NurseNurse--Led Home Visiting ProgramLed Home Visiting Program

(7)(7)

Executive AssistantExecutive Assistant

Maria ClaxtonMaria Claxton

Mankind: Community Health Worker Mankind: Community Health Worker ProgramProgram

Targeting MenTargeting Men(Proposed)(Proposed)

Organizational Chart 2003

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Mario Drummonds, MS, CSW, MBA

Reading List1. The Core Competence of the Corporation, by C.K. Prahalad

and Gary Hamel, Harvard Business Review, product # 6528

2. Execution: 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, 2002

3. Competing 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

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Sustainability as Organizational Strategic IntentMario Drummonds, MS, CSW, MBA

Reading List (cont.)

4. Competing on the Edge: Strategy as Structured Chaos by Shona L. Brown & Kathleen M. Eisenhardt. Published by Harvard Business School Press, 1998

5. The Quest for Strategic Resilience: A Harvard Business School Publishing Audio Conference September 9, 2003, By Gary Hamel and Lisa Valikangas, product #4902

6. Tired of Strategic Planning, from the Mckinsey Quarterly, special to CNET News.com, June 2, 2002

7. 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

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Mario 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, 1992

9. Internal Markets: Bringing the Power of Free Enterprise Inside Your Organization by William E. Halal. Published by John Wiley & Sons, 1993

2003 healthy start annual grantee meeting sustainability as organizational strategic intent

Documents

grantee agency

organizational chart

outcomebased case management

sure nmpp

clinical delivery business

mba central harlem healthy

staff mental health

clinical skills