What is HIP? Incorporating High Impact Prevention into Strategic Planning
Pamela Tassin Director, Capacity Building Unit
South Side Help Center
Building And Nurturing Communities of Color (BANCC)
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Raise Your Hands!!
(visual/audio check)
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Meet the Presenter:
12 Years of HIV/AIDS CBA Management
26+ Years of Teaching/Training
Pamela Tassin, BS Ed, CHES, CCHP
Director, Capacity Building Unit
BANCC Project
Areas of Focus & Specialization:
 CDC DEBI Trainer: SISTA, SIHLE, RAPP
 Certified Health Education Specialist
 Correctional Health Professional
 Science‐Based Interventions
 Strategic Planning
 Board Development
 Cultural Competence
 Program Evaluation
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South Side Help Center
Mission Statement:
To provide comprehensive services to help people of all ages cope with mental, physical and social problems by offering prevention and positive healthy alternatives so that at‐risk individuals may live productive lives in their communities
Established by community residents in 1987 as a 501
(c)(3) not‐for‐profit organization
Executive Director: Vanessa Smith
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What Is BANCC?
Building and Nurturing Communities of Color is a national, CDC funded project providing capacity building assistance (CBA) services to faith/community based organizations that provide direct HIV prevention and care services throughout the U.S. and its territories. Overarching Goal: To help improve the delivery and effectiveness of HIV prevention services for high‐risk and/or racial/ethnic minority populations.
Key Service Areas: Organizational Infrastructure and Program Sustainability and Evidence Based Interventions/Public Health Strategies: SISTA, SIHLE, RAPP, Project AIM, ARTAS, FHPC
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BANCC CBA Team
CBA Director, Pamela Tassin, BSEd., CHES, CCHP
CBA Clinical Coordinator, Shaune D. Freeman, MSW, LCSW
CBA Training Specialist, Ericka Dawson, MPA
CBA Training Specialist, Charles Nelson II, BA
Creative Director, Osceola Muhammad, MA
CBA Program Assistant, Erin Fletcher
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Webinar Objectives
Participants will:
1. Review the definition and rationale for effective strategic planning
2. Learn the 5 components of High‐Impact Prevention (HIP)
3. Review ways to assess a current strategic plan and work toward realignment with trends in prevention
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What Is Strategic Planning?
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Working Definition…
Strategic planning is a disciplined effort to produce fundamental decisions and actions that shape and guide what an organization is, what it does, and why it does it, with a focus on the future. (Adapted from Bryson's Strategic Planning in Public and Nonprofit Organizations) 9
Strategic Planning is not…
 An attempt to make future decisions without doing the formative research!
 Decisions are made in the present
 A substitute for the exercise of judgment by leadership!
 Leaders must prioritize current issues and most appropriate responses to those issues
 A smooth process at every level within an organization
 It is a creative process with ups and downs
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Benefits of Strategic Planning
Allows an organization to:
1. Clearly define the purpose of the organization and to establish realistic goals and objectives consistent with that mission in a defined time frame within the organization’s capacity for implementation.
2. Communicate those goals and objectives to the organization’s constituents.
3. Develop a sense of ownership of the plan.
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Benefits (Cont’d)
4. Ensure the most effective use is made of the organization’s resources by focusing the resources on the key priorities.
5. Provide a base from which progress can be measured and establish a mechanism for informed change when needed.
6. Listen to everyone’s opinions in order to build consensus about where the organization is going.
Free Management Library, accessed online 2010 12
Why Do Strategic Plans Fail?
Assessing Your Plan
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10 Common Reasons Strategic Plans Fail
(Leo Bottary, blog.vistage.com) 1. History
 What type of history or track record does the organization have with new initiatives?
2. People/Culture
 Is there an understanding of organizational culture/subcultures and the people who drive the organization?
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10 Common Reasons (cont’d) 3. Leadership
 How committed is the leadership team to the success of the strategic Plan?
4. Discipline
 Do committed leadership and employees have the discipline to go the course of the Plan?
5. Communication
 Is the Plan being communicated throughout the organization as the leadership’s Plan or as the organization’s plan?
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10 Common Reasons (cont’d) 6. Monitoring, Measurement, Feedback
 Does the organization implement a plan to gather data and analyze the Plan’s progress? 7. Lack of Flexibility
 Is the organization willing/able to change the Plan without sacrificing the goal(s)?
8. Milestones/Rewards
 Are there creative ways to “reward” the organization as it makes Plan progress?
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10 Common Reasons (cont’d) 9. Bad Planning
 Who was involved in the Plan process and how extensive was their involvement?
10. Bad Plan
 Did the organization follow a prescriptive Plan process and tap into the collective talents and commitment of the internal organization and external stakeholders and allies?
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What are the Steps to Strategic Planning?
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10 Key Steps to Strategic Planning (Bryson, 1995)
1.
2.
3.
4.
Initiate and agree upon a strategic planning process. Identify organizational mandates.
Clarify organizational mission and values. Assess the organization's external and internal environments to identify strengths, weaknesses, opportunities, and threats. 5. Identify the strategic issues facing the organization. 19
10 Key Steps to Strategic Planning (Cont’d)
6. Formulate strategies to manage these issues.
7. Review and adopt the strategic plan or plans.
8. Establish an effective organizational vision.
9. Develop an effective implementation process.
10.Reassess strategies and the strategic planning process.
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The Plan Must Be…
 Simple
 Written
 Clear
 Based on the real current situation
 Have enough time for the plan to “gel” or “breathe”
 It should not be rushed. 21
Step 1. Initiate and Agree Upon a Strategic Planning Process
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Step 2. Identify Organizational Mandates
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Integrating HIV Prevention/ Care with Strategic Planning
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National HIV/AIDS Strategy (NHAS)
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The Current Landscape of HIV
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HIV Health Inequities
HIV incidence in most affected subpopulations
(Fenton, CDC, 2012)
N= 48,100
(42,200-54,000)
SUMMARY
 MSM account for 2% of the US population but 64% of new HIV infections
 Black MSM account for 73% of infections in Black men and 38% of MSM
infections
 In 2009, Latino MSM accounted for 81% (6,000) of new HIV infections among all
Latino men and 20% among all MSM
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Prejean PlosOne 2011; Purcell Open AIDS, 2012; MMWR 59 (37); CDC, Estimates of New HIV Infection, 2006-2009.
The Continuum of HIV Prevention, Care and
Treatment in the United States, 2010
(Fenton, CDC, 2012)
MMWR, 60 (47), 2011
SUMMARY
 Of the estimated 942,000 persons with HIV who were aware of their infection, approx.
77% were linked to care, and 51% remained in care
 In care, 45% had prevention counseling; 89% given ART; 77% virally suppressed
 Estimated 28% of all HIV-infected persons have a suppressed viral load
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National HIV/AIDS Strategy
Vision for NHAS:
 The United States will become a place where new HIV infections are rare and when they do occur, every person, regardless of age, gender, race/ethnicity, sexual orientation, gender identity or socio‐economic circumstance, will have unfettered access to high quality, life‐extending care, free from stigma and discrimination. High‐Impact HIV Prevention, CDC, 2011 (The Red Book)
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National HIV/AIDS Strategy (NHAS) Goals
Reduce new HIV infections
Increase access to care and Improve health outcomes for people Living with HIV
Reduce HIV‐related health disparities
Achieve a more coordinated national response to the HIV epidemic
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High Impact HIV Prevention
 To address these challenges, CDC and its partners are pursuing a High‐Impact HIV Prevention approach to reducing new HIV infections. By using combinations of scientifically proven, cost‐
effective, and scalable interventions targeted to the right populations in the right geographic areas, this approach promises to increase the impact of HIV prevention efforts‐ and essential step in achieving the goals of NHAS.
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HIP Strategy: The 5 Components
Effectiveness & Cost
Feasibility of Full Scale Implementation
Coverage in Target Populations
Interaction and Targeting
Prioritization
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HIP Strategy: The 5 Components
1. Effectiveness & Cost
Key Question: Does this intervention/strategy maximize our limited resources?
 HIV Testing & Condom Distribution are known to be cost effective
 Focused efforts with PLWH to avoid HIV transmission is known to be more cost effective than efforts with larger populations of people at risk for infection.
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HIP Strategy: The 5 Components
2. Feasibility of full‐scale implementation
Key Question: Is this intervention/strategy practical to implement on a large scale, at a reasonable cost?
 Time/resource intensive interventions to be reserved for people at the highest level of risk for transmission and infection (e.g. individual & group level)
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HIP Strategy: The 5 Components
3. Coverage in the Target Populations
Key Question: How many people can be reached once the intervention is fully implemented?
 Recommended Programs:
 Routine, opt‐out HIV testing in health care settings, regardless of risk
 Targeted, HIV testing in non‐health care settings for people at higher risk
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HIP Strategy: The 5 Components
4. Interaction and Targeting
Key Question: Can this intervention/strategy effectively interact with or relate to other interventions/ strategies?  Examples:  Expanded HIV testing can amplify impact of efforts to increase treatment adherence  Expanded social networks can help target and scale up condom distribution efforts
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HIP Strategy: The 5 Components
5. Prioritization
Key Question: Does this intervention/strategy have enough overall potential to reduce HIV infections that it can be prioritized?  Components 1‐4 must be thoroughly assessed to help guide decisions on which interventions/ strategies to place resources.
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Enhancing Prevention
High Impact Prevention in Practice (Fenton, CDC, 2012)
HIV Testing
HIV Prevention
with Positives
Condom
Distribution
Structural and
Policy Initiatives
 Testing in health care and non-health care
settings
 Testing of pregnant women
 Ensure linkage to care and prevention services
ART and adherence interventions
STD screening and treatment
Partner services
Behavioral interventions for HIV-positive
persons
 Retention and re-engagement in care
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 Focus on people with HIV and at high risk
 Create enabling environment for optimal HIV
prevention and care through policies,
regulations, and practice
Step 3. Clarify Organizational Mission and Values 39
Let’s Unpack This Together…
 What role does the mission play in the strategic planning process?
 How does the organization’s mission drive the work?
 What role does each employee play in meeting the mission of the organization?
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Activity 3: What is Your Organization’s Vision?
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Vision Statement
 Prevention by Design (2006) asserts that a vision is a long range picture of how the “world will be” if you’re successful in your work.
 Businessdictionary.com definition of a vision statement:
“An aspirational description of what an organization would like to achieve or accomplish in the mid‐term or long‐term future. It is intended to serve as a clear guide for choosing current and future courses of action.”
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More To Unpack…
 How does a vision statement add value to an organization?
 What does a vision statement say about you as an organization?
 How can a vision statement drive your current work?
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Step 4. Assess the Organization's E/I Environments to Identify SWOT
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SWOT Analysis
Strengths
Weaknesses
Opportunities Threats
Internal Assessment:
Organizational assets,
resources, people, culture,
systems, partnerships,
suppliers…
External Assessment:
Marketplace, competitor’s,
social trends, technology,
regulatory environment,
economic cycles ...
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Step 5. Identify the Strategic Issues Facing the Organization
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Step 6. Formulate Strategies to Manage Issues
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Step 7. Review and Adopt the Strategic Plan/s
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Step 8. Establish an Effective Organizational Vision.
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Step 9. Develop an Effective Implementation Process
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Step 10. Reassess Strategies and the Strategic Planning Process.
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Organizational Realignment:
Hitting the “Reset” Button
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“Soft” Reset Vs. “Hard” Reset
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What is Re‐Alignment?
Corporate: Linking of organizational goals with the employees' personal goals. Requires common
understanding of purposes and goals of the organization, and consistency between every objective and plan right down to the incentive
offers.
Web Link: http://www.businessdictionary.com/definition/alignment.html#ixzz2CDqFyDQ
Z
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Realignment within an Organization
Is it time to “return to your roots?”
Are the current circumstances dire?
Does the organization need to re‐align personnel and policies?
Does the organization need to re‐align its marketing strategies?
Is it time to re‐align your non‐profit business model?
Web Link:
http://smallbusiness.chron.com/business‐realignment‐23142.html
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Sharing Best Practices & Lessons Learned…
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Questions?
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In Review…
During this webinar we –
1. Reviewed the definition and rationale for effective strategic planning
2. Learned the 5 components of High‐Impact Prevention
3. Reviewed ways to assess a current strategic plan and work toward realignment with trends in prevention
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How to contact Pamela Tassin
Building and Nurturing Communities of Color (BANCC)
South Side Help Center
9415 S. Western Avenue, Suite 203
Chicago, IL 60643
Office (773) 701‐4255; Direct Fax (773) 701‐4305
Email: [email protected]
Website: www.southsidehelp.org
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