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)
1
PRESENTATION QUESTIONS:
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?
2
Early Beginnings:
*From 1995 to 1996 NMPP was a small communitybased 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
3
ORGANIZATIONAL CHART 1995
NORTHERN MANHATTAN PERINATAL PARTNERSHIP, INC.
MANAGERIAL/PROGRAM CHART for 1995
SUSTAINABILITY as ORGANIZATIONAL STRATEGIC INTENT
External Environment
Funders, Business, Providers, & Consumers
Board of Directors
Mario Drummonds
Executive Director/CEO
Fiscal Consultant
NYSDOH/Perinatal Network
(5)
NYSDOH/Community Health Worker Program
(5)
Central Harlem Healthy Start Program
(18)
4
Early Beginnings:
*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
5
Case Management Strategic Discussions
*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
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Childcare Strategic Discussions
*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
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Economic Development Strategic Themes
*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
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Hospital Collaborative Themes
*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)
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Improve our Outreach and Case Finding Practices
*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 200010
Political Coalition Strategic Developments
*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 Communitybased Efforts to Reduce Infant Mortality
*Develop by 2001 Political Advocacy Campaign to
Achieve This Objective
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Strategic Intent Definition
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
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the Traditional Planning Horizon
Strategic Planning:
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
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Corporate Challenges:
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
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Core Competencies
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
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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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Fruits of Case Management Competence
Building:
•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
17
Competence Building Childcare:
•Developed Unique Perinatal/Early Childhood
Model from 1997 to 1998
•Scanned External Environment for Funding
Opportunities 1997 to 1999
18
Fruits of Childcare Competency Building:
•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
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Competence Building Economic
Development:
•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
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to start-up the Business Totaling over $100,000
Fruits of Economic Development
Competency Building:
•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!
21
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
22
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
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1996
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
25
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.
29
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.
32
Agencies that Create the Future are
Rebels, They’re Subversives. They
Break the Rules! They Dream of
Things not yet Created!
33
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.
34
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.
35
To Stay Ahead of Industry
Change, Managers Must
Focus on Creating a Future
in which Your Company
will Lead, not Follow!
36
ORGANIZATIONAL CHART 1995
NORTHERN MANHATTAN PERINATAL PARTNERSHIP, INC.
MANAGERIAL/PROGRAM CHART for 1995
SUSTAINABILITY as ORGANIZATIONAL STRATEGIC INTENT
External Environment
Funders, Business, Providers, & Consumers
Board of Directors
Mario Drummonds
Executive Director/CEO
Fiscal Consultant
NYSDOH/Perinatal Network
(5)
NYSDOH/Community Health Worker Program
(5)
Central Harlem Healthy Start Program
(18)
37
Organizational Chart 2003
NORTHERN MANHATTAN PERINATAL PARTNERSHIP, INC.
MANAGERIAL/PROGRAM CHART SEPTEMBER 1, 2003
SUSTAINABILITY as ORGANIZATIONAL STRATEGIC INTENT
External Environment
Funders, Business, Providers, & Consumers
Board of Directors
Mario Drummonds
Executive Director/CEO
Comptroller
Central Harlem
Healthy Start Program
Human Resources Director
Baby Steps Home Visiting Program
Lay Model Staffing
Jennifer Tuck (13)
NY Medicaid Choice (1)
Consumer Involvement
Organization (25)
Harlem Works Job Readiness
Program
Adolescent Pregnancy Prevention
Program
Hamidah Sharif (3)
Bold Line-Managed by the Executive Director
Dotted Line-Managed by the Deputy Executive Director
Michelle ArthurArthur-Walker
Deputy Executive Director
NYSDOH/Perinatal Network
(7)
Bronx Birthing Project (3)
Goldie WatkinsWatkins-Bryant (12)
Harlem Hospital
NurseNurse-Led Home Visiting Program
(7)
Maria Claxton
Nicole Hollingsworth
Diomedes Carrasco
Manhattan Birthing Project (3)
Executive Assistant
ACS/Preventive Services
Olive Gibbs (8)
Social Health Marketing Group
Harlem Birthing Center
(9)
(25)
NYSDOH/Community Health
Worker Program
NYC Male Involvement
Consortium
Cecilia Escorbore (7)
(35 organizations)
Columbia Presbyterian Hospital Community
Health Worker Program
Shevonne Hercules (6)
Mankind: Community Health Worker
Program
Targeting Men
(Proposed)
Managed Care Consumer
Assistance Program
Hamidah Sharif (2)
Parent Support Group
(11 Parents)
Northern Manhattan Start
Right Immunization
Coalition (1)
(65 organizations)
Child Welfare Fund
Child Abuse Prevention
Marketing Campaign (1)
Sisterlink Coalition
Kimberly Whitfield (3)
(275 organizations)
Consumer Advisory Group
(17 Parents)
Center for Preschool and
Family Learning Head Start
Brynna Williams (15)
Delegate Agency Policy
Committee (15 Parents)
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Sustainability as Organizational Strategic Intent
Mario Drummonds, MS, CSW, MBA
Reading List
1. 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
39
Sustainability as Organizational Strategic Intent
Mario 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 40
October 1996
Sustainability as Organizational Strategic Intent
Mario Drummonds, MS, CSW, MBA
Reading 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
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