STRATEGIC PLAN
FOR
PLANNED PARENTHOOD OF WESTERN
PENNSYLVANIA
2013 - 2016
CONFIDENTIAL DOCUMENT
Approved by the Board of Directors
DATE: November 14, 2012
STRATEGIC PLAN FOR
PLANNED PARENTHOOD OF WESTERN PENNSYLVANIA
TABLE OF CONTENTS
I.
Introduction
II.
Mission Statement
III.
Core Values
IV.
Assessing the Organization and Scanning the Environment
A.
B.
Internal
 Strengths
 Weaknesses
External
 Opportunities
 Threats
V.
Assumptions about the Next Three Years
VI.
Strategies and Goals
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INTRODUCTION
Section I: Mission Statement. The most fundamental capstone or essence of an organization is its
mission. This mission is the central reason that PPWP exists. All of our objectives and goals should be
focused on successfully achieving our mission.
Section III: Core Values. These are the beliefs and principals that guide us in our programs, services,
policies, management, and governance. They are the unique characteristics, values, and commitments that
define what PPWP stands for and which must be sustained into the future.
Section IV: Assessing the Organization and Scanning the Environment. The strategic planning team
reviewed and determined our internal strengths and weaknesses by unflinchingly looking at the outside world
in order to figure out the relevant threats and most interesting opportunities with the intent to create a set of
new initiatives, goals and objectives that will shore up our weaknesses, lead from our strengths, vanquish the
threats, and exploit our opportunities.
Section V: Assumptions about the Next Three Years. After an organizational assessment, predictions
and forecasts were made about the future of PPWP. By anticipating change, difficulty or new possibilities, we
can better direct the organization.
Section IV: Strategies and Goals. The strategies laid out in this section are the driving forces of the
agency, and all have a significant bottom-line impact. Achieving them (or not achieving them) has significant
financial and policy implications; PPWP will look different three years from now for having engaged in
activities that pursue the vision of these strategies. These are the endeavors that will allow us to serve our
mission, remain true to our purpose and if successful, ensure organizational success.
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MISSION
Planned Parenthood of Western Pennsylvania’s mission is to provide high-quality reproductive health care
services, comprehensive sexuality education and strategic advocacy.
Planned Parenthood of Western Pennsylvania believes in the fundamental right of individuals to manage
their fertility and reproductive health without regard to income, marital status, race, ethnicity, religion, sexual
orientation, gender expression, age, national origin, or residence. We believe that reproductive selfdetermination must be voluntary and preserve the individual’s right to privacy. We believe that respect and
value for diversity in all aspects of our organization are essential to our well-being and that of our clients.
Adopted 1.11.12
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CORE VALUES – WHAT DO WE BELIEVE?
Planned Parenthood of Western Pennsylvania’s values are the principals which guide both our long-term
goals and our daily work. These principals are what we as an organization hold true, and they guide us in
establishing services and programs and in making management decisions. The following statements
summarize the core values articulated by our staff and board of directors:
Human Sexuality
 Human sexuality is a normal and healthy part of life. We recognize that people are sexual
beings whose need for human connections extends throughout their lifetimes. All persons are
entitled to receive adequate information and medical care in order to enable them to enjoy their
sexuality and make reproductive health and sexuality decisions in a responsible, informed, and
safe manner.
Absolute Reproductive Freedom

We believe in and promote the ready availability of comprehensive contraceptive information, birth
control methods, and abortion services.
Quality

All persons are entitled to quality health care. We will continually improve our services to meet the needs
of the community and to provide the highest quality reproductive health care available while striving to
meet the requirements of the changing health care environment.
Education

Education is integral to the fulfillment of our mission. All persons are entitled to adequate information
and education concerning human sexuality, and the delivery of this information will enable people to
exercise responsible, safe, and informed choices.
Confidentiality

Our services are provided in an atmosphere of absolute confidentiality and privacy. Our clients must feel
free to be completely open about their issues and concerns so that we can serve them to the best of our
ability.
Access to Services

Our services and programs are available to all, regardless of gender, race, age, marital status, sexual
orientation, or ability to pay. We strive to treat our clients with the dignity, respect, and compassion to
which every human being is entitled.
Advocacy: Working for Change

We must continue to work in spite of legislative, judicial, and financial constraints to ensure that our
mission is fulfilled. We will be a strong advocate for reproductive justice and will continue to guard
against complacency. Our willingness to advocate for our mission must never waver.
Integrity

PPWP must maintain the highest level of integrity with respect to everything it does. We are
committed to maintaining the highest ethical standards and dealing with all persons in an
honest and transparent manner.
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ASSESSING THE ORGANIZATION AND SCANNING THE ENVIRONMENT
In this strategic plan, we have articulated our mission statement, which states our central purpose as an
organization. We have enumerated the core values and commitments that define our strategic approaches
to meeting our mission. We have established our foundational beliefs and the guiding principles that will
focus our organizational efforts through the next three years.
Now, we turn our planning attention more specifically to our present organization and the western
Pennsylvania region that is our home. To plan confidently for the future, we must clearly understand our
organization’s internal strengths and weakness and the external threats and opportunities that face us in the
outside world. The direction that we map for ourselves later in this plan represents our best efforts to
strategically address our current internal condition in the context of the external geographic region in which
we operate. PPWP in the next three years will attempt, through its initiatives, to shore up its weaknesses,
lead from its strengths, vanquish the threats and exploit its opportunities.
INTERNAL ANALYSIS
Strengths:
 Significant resources are available through our PPFA affiliation including: legal expertise, public
relations resources, advocacy on public policy issues, participation in a national insurance program,
position-specific professional training opportunities, contraceptive purchasing contracts, the Justice
Fund, and special grant and funding opportunities.
 PPWP’s affiliate status with a national organization provides valuable name recognition which helps
fundraising efforts and client recruitment.
 PPWP’s market niche is confidential, affordable, education and reproductive health services that are
utilized most by adolescents and young adults: abortion, full range of birth control methods, STI
testing and treatment and information and counseling services.
 PPWP has strong leadership, commitment to the mission and a diversity of skills, perspectives and
community connections on both the Board and the staff.
 The work of the compensation task force has resulted in a more competitive non-profit salary scale for
the agency. Clinician compensation is competitive in the current market.
 PPWP has geographic diversity—we provide medical services at six health centers in four counties,
and education, outreach and advocacy in as many as twelve counties.
 PPWP provides more “on demand” services as compared to other family planning providers. PPWP
offers walk-in opportunities at all health centers and has the capacity for increased appointments
and/or walk-ins if service demand increases as a result of the Affordable Care Act.
 PPWP has a diversified financial base for annual operations with 18% of revenue from community
support, 70% from client fees, 10% from government funds and 2% from investments. The
organization has established an endowment fund, developed a committed donor base and a positive
presence in the community.
 The Pennsylvania Medicaid Waiver (Select Plan) has resulted in improved access to family planning
services for lower income women and increased revenue from clients who previously received free
services. As result of the waiver program, an additional health center location and a significant
emphasis on customer service and productivity, patient visits have increased by 53% in the last four
years and medical revenue has increase 86% from FY08 to FY11.
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 PPWP has an agreement with Magee Women’s Hospital and the University of Pittsburgh Medical
School which provides a residency training program for abortion, a medical director and physicians for
service delivery.
 PPWP’s Education Department is one of the few organizations providing sexual health education and
training in western Pennsylvania. PPWP has been able to maintain strong community relationships
that have allowed the peer education program to maintain its presence in local schools and the
community education contacts and programs to double in the last three years,
 PPWP is the primary organization advocating for reproductive rights and reproductive health in
western Pennsylvania. PPWP and the other Pennsylvania affiliates have established an effective
statewide advocacy presence via our public affairs office in Harrisburg. There are now 24,730
advocates signed up for the C3 and 16,101 people signed up for the C4 as advocates in western
Pennsylvania.
 PPWP is a member of Better Health organization, a group of ten affiliates that work collaboratively on
regional business initiatives. This collaboration has expanded our IT capacity and will support and
facilitate the transition to electronic medical records and compliance with future billing regulations.

PPWP is considered in a growth mode by PPFA’s analysis and has these strengths for health care
reform:
o
o
o
o
Commercial insurance volume of 21% with contracts with most insurance plans in western
Pennsylvania.
Increasing patient volume over the last 4 years
Strong cash position – more than 4 months cash
Operating on a health information technology compliant practice management system and
poised to move to electronic health records
Weaknesses:
 PPWP has a mission that is controversial to some members of the community and this has a number
of implications:
o
o
o
o
o
fundraising is more challenging with almost no access to corporate gifts and foundation
giving dependent on the views of the board members.
Education programming opportunities are more limited, especially in public schools,
Staff recruitment and retention is more difficult,
Expensive security measures is required at our facilities,
Anti- Planned Parenthood picketing at health centers affects client satisfaction and our ability
to rent space.
 Hiring can be difficult due to the controversial nature of our services, the part-time status of many
positions and a salary scale that is competitive for non-profits but low for the business community.
 The amount of work required to manage human resources has increased significantly due to
additional verification, credentialing, and training requirements from PPFA and state and federal
licensing requirements. These responsibilities are shared by several staff members.

PPWP’s education department is not self-supporting, and its largest program, peer education, is
heavily dependent upon grant-funding which makes it vulnerable.
 PPWP’s grassroots organizing efforts continue to increase and are essential due to the anti-choice
environment and political and regulatory attacks. The cost of technology and staff resources needed
to recruit and maintain activists and to educate the community is high.
 Limited financial resources have made it difficult to add new programs and new health centers.
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 PPWP is a specialty health care provider currently competing with 20 other federally funded
agencies in Allegheny County that also provide family planning services. This requires more money
to be spent on marketing and customer service.
 Abortion services must be provided under onerous state regulations which significantly increase the
expense, decrease the efficiency of providing the service and make access more difficult for clients.
 PPWP has weaknesses identified by a PPFA analysis with regard to health care reform: These
include:
o High percentage of Medicaid clients and low Medicaid reimbursement rates in Pennsylvania.
o Capital funds are needed for facility maintenance and future expansion.
o Cash reserves and net margins meet current requirements but not the recommendation
under HCR (180 days cash and 6% margin)
 PPWP has difficulty recruiting clinicians in our rural service areas.
 PPWP has specific areas of customer service that could improve related to managing incoming
phone calls and reducing wait time for clients at some health center.
EXTERNAL ANALYSIS
Threats:
 Due to the uncertainty about health care reform, planning for its impact is a challenge. Threats
include:
o Although PP is designated as an essential community provider, the state exchange could
adopt rules that restrict the number and types of essential community providers.
o Community health centers are also essential community providers and have some potential
market advantages including less controversy, ability to provide gynecologic care and
generous government funding.
o Medicaid clients are expected to increase and this is the lowest paid reimbursement area
and the population most likely to come to PP.
o Patients who are newly insured may want to go to a private provider and not use PPWP’s
services.
o Local networks or collaborations that develop may not include PPWP because we are
specialized and/or too small.
 The policies adopted for the health care exchange will determine many factors that have an impact
on Planned Parenthood and the delivery of care including decisions around the scope of services,
type of tests approved, participating insurers, reimbursement rates, etc. Planned Parenthood must
try to be involved with this process through networking and advocacy efforts.
 PPWP faces business model challenges due to changing regulations and funding requirements.
o The financial impact of no-cost sharing for contraceptives and well woman care is not known
yet.
o The cost of contraceptives is increasing significantly thereby reducing revenue from
contraceptive income. Many of the newer birth control methods are expensive to purchase
and to provide to clients who are uninsured.
o PPWP remains dependent on Title X participation to be able to purchase lower cost
contraceptives through the 340 B program.
o Reimbursement rates are stagnant, especially for the Medicaid program.
o PPWP’s business model depends heavily on the sale of contraceptives, which are
increasingly shifting from self-pay to third party, with controlled reimbursement rates.
o Government funding for family planning services has decreased and does not cover the cost
of delivering services.
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o
o

Medical billing will become more complex and greater expertise and resources will be
needed for billing and insurance contracting as the percentage of commercial pay clients
increases.
More revenue cycle assessment and financial oversight will be needed as the medical billing
program becomes more complex.
The Planned Parenthood experience in Massachusetts and a potential threat
identified by PP’s health care reform experts is that many of our clients will be
on the cusp of Medicaid and insurance through the health care exchange. As a result, they may go
back and forth between different plans, and as experienced in Mass. they may drop their commercial
coverage when they don’t think they need care. In addition, there will remain a group of uninsured
people who refuse to buy insurance in the exchange. All these factors will create confusion, make
reimbursement more difficult, and result in less continuity of care.
 Anti-abortion activists will continue to engage in strategies to eliminate PP funding, control the
legislative process, impact judicial appointments, enact restrictive regulations and harm Planned
Parenthood through entrapment campaigns. They remain a serious threat to reproductive health
care and sexuality education in Pennsylvania.
 At the federal level, the trend is toward decreased government funding due to the federal deficit and
a lack of support for services to women. This situation is not expected to improve with a second
Obama administration. Depending on the election outcome, PPWP could lose all federal funding,
including the ability to participate in the Medicaid program.
 The Pennsylvania State Data Center projects that the population in the, Allegheny (-6.4%), Cambria
(-12.3%) and Somerset (-2.7%) will continue to decline through the year 2030. The population of
Westmoreland County is projected to increase (1.7%) A shrinking market has a significant negative
impact on patient growth and increased revenue potential.
 Abstinence-only education is still provided in some schools and communities in our service area.
Continued work is needed to educate about the dangers of these programs and to get legislation
passed that would require comprehensive sexuality education.
 The large non-profit health care organizations and hospital systems are functioning more like forprofit organizations, investing major dollars in marketing and advertising and pursuing new
organizational structures like medical homes and accountable care organizations. Planned
Parenthood’s role in these new models is not clear.
 Planned Parenthood’s image is a provider primarily for low-income women and teens with a shortterm, contractive or abortion need, not as the primary gynecological health care provider over the
span of a woman’s life.
 The gubernatorial election in 2010 resulted in the election of an anti-choice governor. The state
house and senate are a majority anti-choice and have been easily able to pass anti-choice
legislation.
 There continues to be increased competition among non-profit organizations for foundation grants
and private donations due in part to the recession and to an increased number of charities.
 The shortage of health care providers is likely to get worse, especially in rural areas.
Opportunities:
 There are opportunities with health care reform. These include:
o More people will have access to care.
o Provider shortages may drive more people to Planned Parenthood.
9
o
o
Insurance plans must cover preventive care and with the provider shortage there may be a
need for PPWP to provide primary care services.
Commercial plans must contract with essential community providers and PP has this
designation.
 Concern among young men and women about environmental hazards that affect reproduction may
present an opportunity for PPWP to expand its programming and its scope of advocacy work. Of
particular concern is that this issue disproportionately affects black and poor populations since
environmental toxins are more prevalent in low income and minority neighborhoods.
 HIV infection and all STIs in women of color and adolescents continues to be a problem, providing
the opportunity (and necessity) for heighten efforts to educate and provide testing and treatment
services.
 While PPWP has worked to cultivate a presence in the local media, there is an opportunity to
develop into the “go-to” resource for reproductive health information via more regular communication
and contact with representatives in the press.
 Recent polling data indicates that Americans still support access to abortion but they don’t identify as
much with the label of being pro-choice.
 Continued involvement with Better Health will allow PPWP to operate as a larger organization and
gain economies of scale and expand infrastructure and organizational capabilities.
 The election of a pro-choice president may stave off harmful attacks to defund Planned Parenthood
and could result in the appointment of more moderate Supreme Court justices if openings occur.
 PPWP’s strong message as a legitimate safety net provider and the increased demand for services
may assist us in raising more money than other non-profits during this difficult financial time.
 With the growing popularity of new social networking and media resources, there is opportunity to
engage and foster new supporters. Facebook, Twitter, the PPWP website, and blog are all avenues
to effectively reach supporters in ways that we have not had available before.
 The large number of colleges in PPWP’s service area provides many young adults who can be
recruited both as clients and advocates.
 More collaborative national services such as PPOL, the branding campaign, and the national contact
center present opportunities for increased expanding business capacity and sharing resources.
 Unclaimed service area north of Pittsburgh to the New York border is available for expansion of
services.
 Two abortion providers have closed in western Pennsylvania due to the new restrictive regulations
and additional state oversight. In the entire western part of the state there is one hospital provider,
one for-profit provider and PPWP offering abortion services.
 The national website with its online fundraising capabilities and social networking efforts has an
extended reach into the community supports the local social media work and expands our online
reach to potential new donors.
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ASSUMPTIONS ABOUT THE NEXT THREE YEARS
While we are not able to forecast the future with any degree of certainty, when thinking strategically, we must
base future plans on a commonly shared set of expectations. Reality may diverge from our assumptions,
and we will need to be adept at altering our plans accordingly. The following planning assumptions provide a
framework for designing our strategies.
Clients/Markets:
 Teens and young adults will continue to be a significant part of our client base due to their need for
confidentiality. The need for confidential, affordable sexually transmitted disease testing and
treatment services will continue for both men and women.
 The increase in societal and individual awareness of intimate partner violence, childhood sexual
abuse, substance abuse, human trafficking and HIV/AIDS will increasingly impact the reproductive
health, education and counseling needs of our clients.
 The continued decline in population in the western Pennsylvania region would seem to indicate a
smaller client base; however the impact of the Affordable Care Act may make demographic trends
less relevant. Western Pennsylvania will continue to have an aging population creating a greater
demand for primary care services in this region.
 There will be less access to abortion services in Pennsylvania in the future due to fewer providers
and increased regulations.
 PPWP needs to continue to strive to be a customer-driven organization. In order to be attractive to
clients, PPWP will need to be competitively priced and provide services clients want and need in
attractive locations and during hours that are convenient for them.
 Competition for commercially insured clients will continue to be intense.
 Clients will increasingly use technology to access sexuality and health education. There will
continue to be opportunity and demand for in-person education but minimal funding will be available
to support service delivery.
 There may be a need or a market advantage for PPWP to provide primary care services.
 Once the Affordable Care Act (ACA) is implemented, many of PPWP’s clients will be borderline for
Medicaid or commercial insurance and shift between insurance coverage. There will be some clients
who will have no coverage and won’t understand the new insurance system. PPWP will need to have
the staff resources to assist clients with the insurance process, and to have more resources and
systems in place for insurance verification prior to service.
 Over the past 10 years, the Hispanic population has continued to grow in western Pennsylvania with
an estimated population of 7,000 people in 2010. To better serve to the health care needs of this
population, PPWP will need to invest in infrastructure improvements to establish better
communication options for Spanish speaking clients. In addition PPWP should actively recruit
bilingual health care providers.
Financial:
 Client needs, health care industry regulations, supplies and services costs will continue to increase,
resulting higher service delivery costs.
11
 PPWP will need to have more expertise and oversight of its billing processes to maximize third party
reimbursement and fee collections.
 PPWP will need to contract with Medicaid and commercial payers for more profitable reimbursement
rates.
 There will be increasing focus on client outcomes which will be tied to provider payments. PPWP
will need to meet meaningful use criteria, quality care indicators proposed as best practices and
show a positive impact on health outcomes.
 Current family planning funding (Title X) is likely to be eliminated and rolled into Medicaid or
commercial insurance coverage.
 There will continue to be uninsured people under the ACA. This will include undocumented
immigrants and people who decide not to purchase insurance through the exchange. Another huge
gap would be created if Pennsylvania does not accept federal Medicaid expansion funds, which
would leave people with incomes between 138% -400% of the poverty level without health insurance
unless they purchase it in the exchange.
 The Medicaid family planning waiver expires January 2014 and will not be renewed if Pennsylvania
accepts Medicaid expansion funds. If Pennsylvania does not accept expansion funds, PPWP will
need to advocate for continuation of the waiver to cover services for women up to 175% of the
poverty level.
 There will very limited or no health insurance coverage for abortion services when the affordable
care act goes into effect.
 PPWP will need to do financial modeling to understand and manage the potential revenue impact of
the ACA due to changes in client insurance or Medicaid coverage, reimbursement rates and
government funding. This may require decisions that impact our mission.
 Medicaid reimbursement rates are low in Pennsylvania it is very unlikely they will increase under the
current administration. As a result private providers will not be interested in accepting Medicaid
clients and PP will see an increase in this population.
 Accountable care organizations (ACOs) will be formed to drive down health care costs.
 PPWP will need more cash and reserves for:
o capital improvements,
o marketing initiatives particularly targeted to commercial clients,
o to stabilize cash flow,
o to manage reimbursement delays,
o to demonstrate financial stability to potential contractors
o technology changes.
 Health care providers will need to demonstrate strength in order to attract network partners and
collaboration opportunities. PPWP will need to be able to demonstrate:
o Cost effectiveness (Staffing ratio of 48-54%, Overhead 12-15%)
o Financial stability (180 days cash, 6% margin)
o Market saturation & volume growth (10% per year)
 Competition for donors will continue to be a fundraising challenge; however, concern about
reproductive health care issues and repeated attacks on Planned Parenthood may result in
increased donors and fundraising revenue.
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 There will be a continued opportunity for expansion of the donor base through prospecting and
cultivation as a result of continued attacks that galvanize Planned Parenthood supporters and better
fundraising tools available through PPFA including PPOL, the national website, and increased use
of social networking.
 More women are expected to have commercial insurance coverage for contraceptives and PPWP
needs to implement pharmacy billing software that is integrated with our practice management
system to increase the efficiency and accuracy of pharmacy billing.
 Afaxys, the Planned Parenthood affiliated company, will have a generic oral contraceptive and an
emergency contraception product approved by the FDA and for sale by January 2013, with additional
products available in the next two years. These products will cost the same as current
contraceptives on the market; however, there will be more stability in pricing and availability of the
product.
 A generic hormonal IUD will be on the market within the next year with a price that will be one-half or
one third of the brand cost.
 PPWP will be eligible for a small business subsidy under the ACA that will offset the cost of providing
health insurance to employees.
Political/Legislative :
 The November 2012 election will have a critical impact on Planned Parenthood and its future. If we
continue with a democratic White House, the Affordable Care Act will move forward and Planned
Parenthood should be able to stave off attacks. If there is a republican White House, the Affordable
Care Act could be eliminated and Planned Parenthood could face defunding.
 Pennsylvania legislators will continue to propose and work to pass anti-choice legislation until there
is a significant change in the composition of the state house, senate or governor’s office.
 PPFA’s market research and national branding campaign will result in more effective messaging on
for reproductive health care issues and a national client recruitment campaign in 2012 or early 2013.
 There may be policy and/or regulatory changes needed on the state and federal level for clinician
scope of practice to allow expanded services to be provided by mid- level clinicians to address the
provider shortage.
 There will be the need for expanded advocacy work on regulatory issues that create barriers to
services.
 There will continue to be a strong conservative movement that opposes Planned Parenthood. As a
result the political and regulatory attacks will continue, which should activate supporters and help
PPWP engage more advocates.
 The Catholic church and religious conservatives in western Pennsylvania will continue to actively
oppose birth control and abortion using professional lobbyists in Harrisburg, legal attacks supported
by pro-bono anti-choice attorneys and harassment of PPWP staff and clients through frequent
protests organized at health centers.
Personnel:
 The market for physicians and all mid-level clinicians and nurses will continue to be competitive and
may be a critical problem when the Affordable Care Act is enacted. Increased demand for these
13
medical professionals will require PPWP to pay competitive market rates to physicians and
clinicians.
 The expansion of services and/or development of relationships with more third-party payers will
require different skills among management and medical staff, requiring the use of consultants or
personnel with different skill-sets to augment services.
 PPWP will need to invest in staffing and training in these areas to ensure financial success and meet
market and regulatory requirements for a health care provider:
o Pharmacy and medical billing
o Insurance contracting
o Finance
o Human resources
o IT
 Staff turnover will continue to be a challenge with the loss of staff to the private sector.
 PPWP will need a board with these skills and connections represented: finance and legal, IT and
medical informatics, operations/medical management, access to media/communications,
development, access to delivery system partners (health plans, FQHC, insurers), access to
regulators and community leaders.
Technological:
 PPWP must transition to electronic health records in order to exchange patient records and billing
information safely within Health Information Exchanges
 Integrated Information systems will be relied upon even more to interact with patients, activists,
donors, and future supporters. It will be critical that information is available via high-tech
communication modes and that marketing, public relations and education methods are sophisticated.

Clients will be expecting increased use of technology in accessing their services. PPWP will need to
have a client portal and online appointments.

Telemedicine and virtual office visits will increase as a way to improve access to care and manage
provider shortages.

PPWP will add a patient portal after adopting electronic medical records which will bring additional
improvements to client care and customer service including the ability to email clients, schedule
appointments online, and provide them with access to their medical information.
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PLANNED PARENTHOOD OF WESTERN PENNSYLVANIA
STRATEGY AND GOALS—JANUARY 1, 2013-DECEMBER 31, 2015
SERVICE DELIVERY – MEDICAL
STRATEGIC INITIATIVE: Increase the number of people served by engaging in business strategies that improve efficiency and profitability,
improving customer service, expanding services and preparing the organization for health care reform.
1. Goal: Improve health center technology.
Objectives
a. Develop and execute an
implementation plan for electronic
medical records and achieve
meaningful use as defined by
Center for Medicare Services.
Primary Responsibility
CEO/VP for Operations/
Cost
$450,000 for full
implementation –
equipment/staff/
software.
Anticipated Outcome
PPWP will implement EMR
and achieve meaningful use
through a coordinated plan.
Completion Date
Implementation plan by
2/13 and first stage
meaningful use by
12/13. All phases
completed by 12/15.
b. Implement a patient portal to give
clients online access to health
information and appointments.
CEO/VP for Operations/
$30,000 for portal
software
Completed by 12/15
c. Establish efficiently operating
internal call center using new phone
system technology with ongoing
monitoring of customer service
indicators.
d. Continue to evaluate the
opportunity to join PPFA’s national
call center.
CEO/ IT/ VP for
Operations
$22,000
Portal will provide online
access to client data and
appointments. PPWP will
achieve 2nd stage meaningful
use.
Better data to evaluate
appointment services and
improved customer service.
CEO/VP for Operations
Cost for
participation to be
determined.
Ongoing until sufficient
information is available
to make a decision.
e. Evaluate opportunities to use
telemedicine to reach rural areas
and manage provider shortages.
CEO/VP for Operations
To be determined
PPWP will move to the
national call center
depending on pricing and
service advantage.
PPWP will understand the
market advantages, cost,
etc. of telemedicine and
make informed decision
about its role in service
delivery at PPWP.
Anticipated Outcome
Decision made to add
service area and plan for
services in these areas will
be in place.
Completion Date
June 2013
2. Goal: Explore opportunities to expand services or service delivery models.
Objectives
Primary Responsibility
Cost
a. Evaluate adding service area
CEO/Board of
No cost to add service
north of Pittsburgh to the New York
Directors
area.
border and establish a plan to
Cost for service
implement education/advocacy or
expansion to be
medical services in the community.
determined.
15
Ongoing
Ongoing until sufficient
information is available
to make a decision
b. Evaluate the cost and benefits of
adding limited primary care
services.
VP for
Operations/Medical
Director
c. Seek out opportunities to add
new health centers and assess
based on market and financial
indicators.
d. Monitor the availability and
demand for abortion services and
pursue expansion as needed.
CEO/ VP for
Operations
3. Goal:
Surgical Site
Supervisor/VP for
Operations
Estimated $50,000 for
staff training expenses.
Collaborative physician
cost estimate
$25,000/year.
Cost to add health center
$125K -$200K.
An assessment will be
completed and limited
primary care services will be
provided based on financial
indicators and client demand.
Health centers will be added
if demand exists and it is
financially feasible.
December 2015
Expansion should be
revenue generating or
revenue neutral
otherwise only
implement if additional
funding is received to
support expansion
Additional service days will
be added if demand for the
service increases and
additional providers can be
obtained.
Implement as needed.
Ongoing
Maximize efficiency, productivity and customer service at PPWP health centers.
Objectives
a. Consistently use productivity
standards and revenue cycle
indicators to assess health center
performance.
Primary Responsibility
VP for Operations/Family
Planning Supervisor
Cost
No additional cost
b. Assess PPWP health centers
and update and relocate as needed
to accommodate service needs, and
to have offices that are comfortable
and inviting to clients (Johnstown,
Somerset and Bridgeville are
priority).
c. Once health care reform is
implemented, develop a system to
assist clients in understanding their
benefits and financial obligations for
health care.
CEO/VP for Operations
Estimate $75 $125K.
VP for Operations/Family
Planning Site Supervisor
Approximately
$5,000 for print
materials.
16
Anticipated Outcome
Performance will be
monitored and PPWP will
have tools to manage and
assess staffing and
performance.
Health centers will be
professional in appearance,
welcoming to clients and
strategically located.
Completion Date
March 2013 and ongoing
Clients will be better
advocates for their own
health care, and PPWP will
minimize financial loss due to
insurance coverage issues.
System developed by
1/2014 and implemented
ongoing.
December 2015
4. Goal: Pursue collaboration as a strategy to maximize resources and expand capabilities.
Objectives
a. Continue to work on collaborative
projects through Better Health to
maximize resources.
Primary Responsibility
CEO/ VP for
Operations/Controller
Cost
Cost determined
by project
b. Monitor community activity and
be aware of and understand
opportunities to participate in
accountable care organizations and
medical homes.
CEO/Medical Director/
VP for Operations
No additional Cost
Anticipated Outcome
PPWP will maximize
resources and increase
efficiency through
collaboration and shared
expertise.
PPWP will participate in new
models of health care
delivery that are appropriate
to strengthen and improve
the viability of the
organization.
Completion Date
Ongoing
Ongoing
SERVICE DELIVERY – Education
STRATEGIC INITIATIVE: Establish PPWP as the most caring, non-judgmental provider for comprehensive sexuality education and sexual health
information for young people.
1. Goal: Continue the Peer Education and Life Skills programs to increase the number of youth participating in long-term or multiple session
programming.
Objectives
a. Identify and implement the Peer
Education program in additional
schools as needed to replace
schools that are closing or that can
no longer offer the program.
b. Add two schools each year to the
list of those participating in the
LifeSkills only program.
e. Promote the LifeSkills program to
youth-serving community groups in
the summer months by contacting 5
non-participating groups with
program information each year.
Primary Responsibility
Peer Education
Coordinator/VP for
Education
Cost
No additional cost
VP for
Education/Community
Ed. Specialist
VP for
Education/Community
Ed. Specialist
No additional cost
No additional cost
17
Anticipated Outcome
The program will continue to
operate according to the grant
program and reach the
maximum number of students
with the resources available.
More young people will have
access to the comprehensive
sexuality education.
More young people will have
access to the comprehensive
sexuality education
Completion Date
Ongoing
Annually
Annually
2. Goal: Engage community leaders and professional in advocating for fact-based sexuality education in schools and at health care facilities.
Objectives
a. Recruit and train at least 5
volunteers and board members to
be PPWP ambassadors.
Primary Responsibility
VP for Education
Cost
No additional cost
Anticipated Outcome
Board members will be
trained to represent and
speak about PPWP services
to community.
Completion Date
First group trained by
February 2013.
Additional trainings
annually.
b. Seek out groups and
organizations for speaking
engagements and to distribute
information about the importance of
comprehensive sexuality education.
VP for Education/ Board
of Directors
No additional cost
The community will be better
informed and have accurate
information about the
programs and services
PPWP provides.
Ongoing
c. Use technology and social
media on a regular basis, in addition
to more traditional media, to
communicate and advocate for factbased sexuality education.
VP for Education/
Education staff
No additional cost
PPWP will reach more
people with its advocacy
message.
Ongoing
3. Goal: Provide education in our service area, particularly in those communities where we have health centers, in order to reduce sexual
health disparities and improve sexual health.
Objectives
a. Work to expand programming to
additional communities by
identifying funding sources and
developing a program
implementation plan.
b. Reach new audiences and
promote sexual health through a
Q & A forum which may be video on
PPWP’s website or through this
format on radio.
c. Promote and participate in
national reproductive health
campaigns such as “Get Yourself
Tested” .
Primary Responsibility
VP for
Education/Development
Director/CEO
Cost
$40-$50/year for a
full-time staff and
travel.
VP for Education/
Education Staff
Cost to be
determined.
VP for Education/
Education Staff
$1,500 per
campaign
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Anticipated Outcome
If funding is identified and
secured, PPWP will hire an
educator and expand
services to more
communities.
PPWP will reach more young
people through the use of
additional media and
methods of promoting
services.
PPWP will create awareness
and educate people about
specific health issues.
Completion Date
December 2015
December 2015
Ongoing
FINANCIAL STABILITY , AGENCY CAPACITY and INFORMATION TECHNOLOGY
STRATEGIC INITIATIVE: Establish a strong agency infrastructure and secure adequate reserves to support operations.
1. Goal: Secure adequate staffing commensurate with agency growth.
Objectives
a. Add a part-time human resources
professional or HR support as
needed.
Primary Responsibility
CEO/Board of Directors
2. Goal: Prepare for health care reform.
Objectives
Primary Responsibility
a. Prepare financial models to
Controller
understand and manage the
potential revenue impact of the
Affordable Care Act due to
anticipated changes in client payer
mix and government funding.
Cost
Salary – estimate
$25-$45K/year
Anticipated Outcome
PPWP will have adequate staff
resources to manage human
resource responsibilities.
Completion Date
December 2015
Cost
No additional cost
Anticipated Outcome
PPWP will anticipate and
understand the financial impact
of the ACA and make informed
management decisions.
Completion Date
December 2013
b. Increase cash reserves to fund
building expenses and new
technology and to manage
reimbursement delays, demonstrate
financial stability and implement
strategic initiatives.
CEO/Board of Directors
Approximately
$15,000 plus staff
to raise $1.4 mil
through a capital
campaign.
Through strategic budgeting
and a capital campaign, PPWP
will have sufficient cash for
future operations.
December 2015
c. Participate in PPFA insurance
contracting project and invest
resources as needed.
CEO
Estimated $3,000
More financially advantageous
third party insurance contracts
will be secured for PPWP.
December 2013
Anticipated Outcome
More cost-effective software will
be used that will reduce
manpower needed for
pharmacy billing, reduce errors,
and increase revenue.
There will be billing expertise
and staff resources to
maximize revenue and manage
all accounts receivable followup.
Completion Date
May 2014
3. Goal: Conduct revenue cycle monitoring and strengthen billing.
Objectives
Primary Responsibility
Cost
a. Implement pharmacy
Controller/Billing Manager
$3,000/year
billing software that is integrated
with Next Gen.
b. Secure adequate expertise and
staff resources for medical
billing.
Controller/CEO
To be determined
depending on
strategy selected.
19
January 2014
c. Support health center
management with monthly financial
and revenue cycle reports.
Controller
No additional cost
d. Develop a plan to get staff trained
for ICD- 10 coding change, and to
monitor billing to ensure
compliance.
VP for
operations/Controller
Estimate $5,000
Supervisors will have the
reports needed for adequate
monitory and management
decision-making.
Staff will understand and
efficiently implement new
coding system.
June 2013 and
ongoing
October 2014 for
training completion.
Monitor ongoing
following adoption of
new coding.
INFORMATION TECHNOLOGY
STRATEGIC INITIATIVE: Establish the IT support and services that meet accreditation and industry best practices and that facilitate the work of the
staff and agency.
1 Goal: Provide IT support to facilitate PPWP’s move to electronic medical records (EMR).
Objectives
Work collaboratively with BH to
identify IT issues that need to be
addressed for EMR including
network wiring and internet
capability issues for each health
center.
Primary
CEO/IT consultant
Research and identify equipment
best suited for EMR for PPWP.
CEO/IT consultant/Better
Health IT
Review and update PPWP security
policies as needed for EMR.
CEO/IT consultant/Better
Health IT
Cost
Estimate$10,000 for all
health centers.
No additional cost
Anticipated Outcome
The all networking, internet and
IT issues will be addressed prior
to EMR go-live.
Completion Date
April 2013
Equipment will be selected and
purchased prior to EMR go-live.
April 2013
Additional securities policies for
EMR will be adopted as
needed.
September 2013
GOAL: Ensure that the IT support and management of administrative server is adequate to safeguard information and minimize risk exposure.
Objectives
Evaluate options for administrative
server including off-site hosting.
Primary
CEO/IT Consultant
Cost
Cost to be
determined.
Assess and update current system
for data back-up.
CEO/IT Consultant
Cost to be
determined
20
Anticipated Outcome
Administrative data will be
stored in a secure, costeffective manner.
Data back-up system will be
evaluated, tested and secure.
Completion Date
January 2014
February 2013
FUNDRAISING AND COMMUNITY SUPPORT
STRATEGIC INITIATIVE: Implement a fundraising program that achieves the annual fundraising goal while providing the funding needed for
initiatives critical to the goals represented in the Strategic Plan.
1. Goal: Provide a diverse set of fundraising opportunities that best represent the philanthropic preferences of a variety of donors.
Objectives
a. Continue to cultivate major donors
through house parties and personal
solicitation.
Primary Responsibility
VP for
Development/CEO/
Board of Directors
Cost
No additional
cost
Anticipated Outcome
Completion Date
Major donors will be more invested Ongoing
in the work and mission of PPWP.
b. Continue prospecting activities to
expand donor list.
VP for Development
List purchase
$750
Ongoing
c. Continue to identify appropriate
opportunities to educate about and
grow the planned giving program.
VP for Development/
Board of Directors
No additional
cost
There will be at least 2 prospect
mailings and 2 PPFA donor
mailings annually.
Donors will be aware of the
opportunity to make a planned gift
to PPWP.
d. Continue the patient giving program
in each health center and meet budget
goal each year.
VP for
Development/Family
Planning Program
Supervisor
No additional
Cost
Patient giving goal will be achieved
and more resources will be
available for program support.
Ongoing
e. Offer the community a variety of
special events to appeal to diverse
constituencies.
VP for
Development/Special
Events Committee
Special event
cost included in
operating
budget
Special events offered will be
targeted to different age and
income groups.
Ongoing
Ongoing
Goal: Utilize technology, social media and creative engagement opportunities that work to extend our reach in the community and encourage a
variety of supporters to prioritize PPWP in their giving initiatives.
Objectives
Primary Responsibility
a. Encourage online donations and
VP for Development/
communicate with donors through
Marketing and
strategic use of social media
Development
tools including: e-newsletter, Facebook Coordinator
and twitter.
Cost
No additional
cost
21
Anticipated Outcome
A variety of social media will be
used to communicate with donors
on regular basis and to secure
support for agency campaigns and
events.
Completion Date
Ongoing
b. Engage board members in
fundraising by providing opportunities
for note writing, personal
solicitation, special event work and
prospecting.
c. Encourage a variety of volunteer
opportunities. Develop a special events
committee and volunteers that
represents a diverse mix of individuals
for the community.
VP for
Development/Board of
Directors
No additional
cost
All board members will activity
participate in fundraising.
Ongoing
VP for
Development/Special
Events Committee
No additional
cost
PPWP will engage new people in
the organization and broaden
support for its services.
Ongoing
Goal: Work with board members, donors, and foundations to fully fund “high priority” initiatives.
Objectives
a. Manage a capital campaign to
secure needed funding for a building
maintenance, health care reform
initiatives and for Ambulatory Surgical
Facilities Regulation compliance
Primary Responsibility
VP for Development
CEO
Cost
$10,000 for
campaign costs
Anticipated Outcome
PPWP will raise $1.4 million for
capital projects.
Completion Date
December 2015
b. Secure funding for implementation of
electronic health records through
government and private grants.
VP for
Development/CEO
$450,000 for all
implementation
costs.
PPWP will have the resources
needed to effectively implement
EMR.
December 2015
GOVERNANCE
STRATEGIC INITIATIVE: Develop strong organizational leadership that furthers the work and mission of the organization.
1. Goal: Maintain a diverse, well- educated board that assists PPWP in gaining credibility and access in the community.
Objectives
a. Prioritize in Board recruitment:
diversity; access to foundations and
major donors; skills needed for future
leadership, i.e. finance, legal, IT,
medical informatics, medical
operations, media/communications.
b. Ensure Board receives adequate
education and information around
issues affecting PPWP and those
relevant to current decision-making.
Primary Responsibility
Board Development
Committee
Cost
NO additional Cost
Anticipated Outcome
Successful leadership of
PPWP
Completion Date
Ongoing
Board Chair and CEO,
Community
Development Committee
Additional costs
not determined
Informed Decisions
Board information to be
available online
Ongoing informed
decisions, Online
access to board
information within 1 yr.
22
c. Monitor implementation of the
strategic plan and continue to help
develop and evaluate PPWP’s
strategic direction to manage the
impact of health care reform, ASF
and other market forces.
d. Increase the geographic diversity
of the board as service area
expands.
2. Goal:
Executive Officers of the
Board, & CEO
No additional cost
PPWP’s success in service
delivery, advocacy and
education
ongoing
Board Development
Committee
No additional Cost
New board members from
areas surrounding service
areas
Ongoing
Provide adequate fiscal oversight and assist with securing needed funds for programs and services.
Objectives
a. Identify and cultivate donors
from diverse communities and
support the development
department in implementing the
annual fundraising plan.
b. Support a $1.4 m. capital
campaign through personal giving
and securing foundations and other
donor support.
c. Monitor and facilitate the
establishment of a building fund for
PPWP.
Primary Responsibility
Fund Development
Committee; all Board
Members
Cost
No additional cost
Anticipated Outcome
Accomplishment of budgeted
fundraising goals
Completion Date
Ongoing
Fund Development
Committee; all Board
Members
No additional cost
Accomplishment of budgeted
fundraising goals
One to three year
campaign
Finance Committee &
CEO
No additional
costs
Building fund will show
resources available and capital
expenditures provided for
Ongoing
ORGANIZATIONAL VALUES AND DIVERSITY
Strategic Initiative: Utilize best practices in achieving diversity among the staff, board and in the delivery of services to the community.
1. Goal: Build a diverse and culturally competent staff that meets or exceeds civilian labor force data for racial diversity and includes all core
dimensions of diversity (culture, age, gender, ethnic heritage, language, national origin, spiritual belief or tradition, sexual orientation, physical
ability, and socio-economic circumstances)
Objectives
a. Monitor staff diversity by
maintaining hiring data for each
position and analyzing hiring
annually.
b. Train all supervisors on diversity
and evaluate hiring patterns.
Primary Responsibility
Supervisors/ CEO
Cost
No additional cost
Anticipated Outcome
PPWP will identify any hiring
issues related to diversity.
Completion Date
Ongoing
CEO
No additional cost
Supervisors will understand
the value of work place
diversity and this will be
reflected in their hiring.
Ongoing
23
c. Implement quarterly staff
education on diversity and cultural
competency issues and provide
training annually or as needed.
Family Planning Program
Supervisor
$500
Staff will be more aware of
diversity issues and
culturally competent in
delivering services.
Ongoing
2. Goal: Achieve diversity and cultural competence in our service to the community.
Objectives
a. Offer additional appointment
options for Spanish –speaking
clients.
Primary Responsibility
VP for Operations/Family
Planning Program
Supervisor
Cost
No additional cost
b. Evaluate forms and information
distributed through the medical
program and provide in additional
languages as client volume
requires.
c. Evaluate and market services to
immigrant populations in western
PA as demand and resources allow.
VP for Operations/Family
Planning Program
Supervisor
No additional cost
Marketing Coordinator
Included in annual
marketing budget
d Enhance cultural “friendliness” of
PPWP by using materials that
illustrate diversity by building
relationships with culturally diverse
organizations & by recognizing
various cultural holidays.
e. Explore opportunities to increase
services to LGBTIQQ and
transgendered populations.
Marketing
Coordinator/Family
Planning Program
Supervisor
No additional cost
VP for Operations/Family
Planning Program
Supervisor
Cost to be
determined
Anticipated Outcome
PPWP will be more
accessible and Spanish
speaking clients will have
better access to PPWP
services.
PPWP services will be more
accessible to clients with
limited English proficiency.
Completion Date
March 2013
Immigrant populations will be
aware of the services
available at PPWP and will
utilize those services.
The staff and the
organization as a whole will
become more culturally
competent.
June 2014
Additional services will be
added that are cost effective
to provide and needed in the
community.
June 2014
Anticipated Outcome
PPWP will have a diverse
Board of Directors.
Completion Date
Ongoing
Ongoing
Ongoing
3. Goal: Build and retain a board that is diverse and culturally competent.
Objectives
a. Identify and recruit board and
committee members from PPWP’s
service area that represent a
diverse group including people of
color, LGBTIQQ communities, and
both genders.
Primary Responsibility
Board Development
Committee
Board of Directors
Cost
No additional cost
24
b. Provide ongoing information to
the board on diversity needs and
encourage nomination of
candidates meeting all dimensions
of diversity to committees and the
board.
c. Increase supporters in more
culturally and geographically
diverse populations by using a
variety of techniques including
online giving, networking and
community outreach.
d. Implement mentoring strategies
that welcome and support members
that help them feel comfortable,
engaged and productive.
Board Development
Committee
No additional cost
Board members will be
educated and committed to
diversity and this value will
be reflected in nominations
to the board.
Annually as part of board
recruitment process
Board Development
Committee
No additional cost
PPWP will have volunteers
and supporters from
culturally and geographically
diverse communities.
Ongoing
Board Development
Committee
No additional cost
PPWP will implement new
activities and procedures to
facilitate board/committee
retention.
Ongoing
PUBLIC IMAGE AND COMMUNITY AWARENESS
STRATEGIC INITIATIVE: Expand awareness and support of PPWP through marketing and advertising.
1. Goal: Increase use of social media and direct marketing.
Objectives
a. Allocate resources to allow more
staff time for social media, including
Facebook, Twitter and e-newsletter.
Primary Responsibility
CEO/VP for Development
Cost
$6,500 staff time
Completion Date
March 2013
Included in
marketing budget
($1,500/yr for
materials)
Anticipated Outcome
Increase the frequency of
contact placed in a variety of
social media platforms to
further engage broad based
support and awareness.
Connect individuals in need of
an affordable health care
option with PPWP health
centers.
b. Implement face- to- face
marketing initiative to front line staff
working at community organizations
in targeted locations within PPWP
service area.
c. Implement one or more agencywide marketing initiatives across
departments each year.
VP for
Development/Marketing
Coordinator
VP for
Development/Marketing
Coordinator
Included in
marketing budget
($1,000/yr for
promotion)
At least one program or
service will be promoted and
will result in increased
utilization.
Annually
Ongoing
2.Goal: Integrate PPFA’s new branding campaign into PPWP’s communication strategy and marketing plan.
Objectives
a. Incorporate PPFA’s new
research-tested branding messages
Primary Responsibility
VP for
Development/Marketing
Cost
Included in
marketing budget
25
Anticipated Outcome
PPWP will implement a plan
to effectively use the new
Completion Date
Implement by May 2013
and ongoing afterward.
into PPWP’s written and print
material used to retain and recruit
clients and communicate with our
supporters.
b. Work with PPFA to implement the
national branding campaign and
evaluate its effectiveness in our
market.
Coordinator
b. Develop a work plan with the
timeline and cost of implementing
the new logo with signage,
letterhead, brochures and all
agency materials.
VP for
Development/Marketing
Coordinator
VP for
Development/Marketing
Coordinator
for FY13. Need
for additional
funds to be
determined.
No additional cost
No cost for work
plan
branding and be more
effective in messaging to
target audiences.
Create stronger brand
recognition for PPWP and
use evaluation data to
maximize the effect of the
campaign.
PPWP will be able to
transition to the new logo in a
planned and cost effective
manner.
December 2013
Work plan – March 2013
Implementation done by
December 2015
ADVOCACY
STRATEGIC INITIATIVE: Engage the community and political stakeholders in grassroots organizing, media, and lobbying to advance and defend
reproductive health care and rights.
1. Goal: Engage media professionals in meaningful press strategies designed to shift the discourse surrounding Planned Parenthood and
reproductive health care from a defensive strategy to a more holistic perspective of the work of PPWP.
Objectives
a. Build relationships with select
press professionals including the
Pittsburgh Post-Gazette, Pittsburgh
City Paper, and Tribune Review.
Primary Responsibility
VP for Public Affairs
b. Engage the press on several
awareness campaigns throughout
the year that focus on services and
pro-active initiatives.
VP for Public Affairs
c. Submit op-eds on a range of
topics outside of legislative
response op-eds including public
health issues and provision of
services.
VP for Public Affairs
Cost
Anticipated Outcome
Completion Date
No additional cost
PPWP will establish key
Ongoing
media contacts who will
advise about story
development and help
publicize PPWP’s issues.
No additional cost
PPWP’s will secure media
Ongoing
attention for pro-active
initiatives and campaigns that
promote a positive image of
the organization.
No additional cost
PPWP will gain recognition for Ongoing
expertise on public health and
preventive service issues.
2. Goal: Engage clients in our advocacy messages and campaigns through clinic advocacy and advocacy strategy to further grow our supporter
network.
26
Objectives
a. Develop a program for clinic staff
that helps them engage patients in
PPWP advocacy initiatives.
Primary Responsibility
VP for Public
Affairs/Grassroots
Organizer
b. Develop a program for advocacy
in waiting rooms including actions
you can take while at PPWP,
waiting room education, and signups for further action.
c. Develop a system to capture
patient stories in a meaningful way
that can later be used in advocacy
efforts.
VP for Public Affairs/
grassroots organizer
3. Goal:
VP for Public
Affairs/grassroots
organizer
Cost
Anticipated Outcome
Completion Date
No additional cost
Clinic staff will be able to
May 2013
take a more assertive role in
advocacy and PPWP will
gain support from clients who
choose to become public
policy advocates.
$1,000
PPWP will gain support from May 2013
clients who choose to
become public policy
advocates.
No additional cost
PPWP will have real stories
to use with legislators and
media to educate about the
need for our services.
May 2013
Expand youth activists through recruitment, retention, and training
Objectives
a. PPWP will continue to support
student groups and college level
classes and further engage these
groups through planned
programming and event support.
Primary Responsibility
VP for Public
Affairs/grassroots
organizer
Cost
Anticipated Outcome
Completion Date
$750/group per
PPWP will have selfOngoing
year
sustaining groups of
activists established on at
least three college
campuses.
b. PPWP will work to capture alumni
of our education programming as
new advocates for the work of
PPWP by starting an alumni
network and alumni advisory
committee.
c. PPWP will further educate our
youth activists in reproductive
justice issues to further prepare
young activists for action on these
issues when they arise.
VP for Public Affairs/ VP
for Education
$300 per year
PPWP will increase youth
activists with first-hand
knowledge of our sexuality
education services.
January 2013
VP for Public
Affairs/grassroots
organizer
No additional cost
Youth activists will actively
engage in advocating for
reproductive rights issues
as needed.
Ongoing
27
4. Goal:
PPWP continue to build political power in western Pennsylvania and nationally through focused strategy.
Objectives
a. PPWP will conduct basic training
of PP issues and goals to all newly
elected officials in our region.
Primary Responsibility
VP for Public Affairs
b. PPWP will work to further identify
and build relationships with
grasstops. Priority will be placed on
pro-choice republicans, Senator
Casey’s supporters, and supporters
of Representative Critz.
VP for Public Affairs/CEO
and Board of Directors
Cost
Anticipated Outcome
Completion Date
No additional cost
Legislators will be informed
Ongoing
about the services PPWP’s
provides and the value these
services bring to the
community.
No additional cost
PPWP will have contact and
Ongoing
relationships with people
who have influential
relationships with western
PA or statewide legislators.
28