The Situation

In 2010, the Rocky Mountain Center for Health Promotion & Education (RMC Health) sought to begin a strategic planning process. Having attended one of Shelli’s presentations, several staff recommended her for the task. Sharon Murray, RMC Health’s CEO, felt a more in-depth approach was needed but wasn’t sure what that was. After a discussion with Shelli, she decided an organizational development process was the right tool for the organization.

The Process

The process began with a full day staff and board planning retreat to address key issues identified through Nonprofit Impact’s research and interviews with stakeholders. The strategic decision RMC Health faced was one of identity. Staff had conflicting ideas about the organization; some felt they were in the business of professional development while others felt school health was RMC Health’s area of expertise. Leadership ultimately decided that RMC Health was a professional development organization and the implications of this crucial decision impacted every step in the organizational development process.

Shelli met with staff to set strategic goals and then with the board of directors to present the plan. During the writing of the plan, RMC Health faced a major funding challenge due to federal budget cuts. Sharon commented, “Shelli helped me figure out my strategy in this crisis, and adapted the plan based on what our needs were. She gave me exactly what I needed when I needed it.”

The Results

Since adopting the plan, RMC Health has worked intensely to implement change and respond to funding challenges. The organization rebranded almost immediately, changing its name and creating a new website. Internally, the organization was restructured into three departments: professional development, operations, and strategy and development. The organization honed in on its competitive advantage in the market, developed new data management and reporting systems, and reallocated staff to newly created positions based on skill and staff interests. Sharon said, “With this organizational development plan, I was able to create a structure that strengthened our core. When we are hit with obstacles, we aren’t knocked off our feet.”

The Situation

In just 14 months, every level of administration between the Division and West Virginia’s Governor changed, all while the Division was adjusting to a new internal restructuring. This, coupled with the realization that the Division lacked a strong, cohesive sense of identity motivated the Division to seek ways to strengthen its position and operations and better deliver public health outcomes in a quickly-changing state environment.

The Process

The Division selected Nonprofit Impact to guide the development of an integrated work plan. The process began with a two-day retreat, where after examining integrated chronic disease data and stakeholder perceptions, staff created six Division-wide outcomes and strategies to meet each health outcome (the strategic framework).

Next, partners with expertise in diabetes and cardiovascular disease were invited to offer further input, since these programs were due to revise their strategic plans. Ultimately the Division-wide strategic framework was embraced by all chronic disease programs as it was agreed that the strategies were the same, albeit the metrics would be different.

A second meeting was held with all Division staff to address implementation progress, followed by a leadership meeting to build out organizational structure needed to carry out the new strategies. Jessica Wright, Division Director, commented, “Shelli’s methods and strategies helped us tremendously. She was able to pull staff out of program-only mentalities to think progressively about our position, our strategic partners, and our message. The focus on outcomes rather than process allowed us to unleash our collective synergy and move forward with purpose.”

The Results

Implementation of an integrated, Division-wide strategic plan has positioned the Division to be responsive to funding changes, determine gaps in staff skills, and be more competitive for grant opportunities. Another outcome has been aligning organizational data management structure and practices with the plan’s six Division-wide outcomes, streamlining the process for delivering status reports to the Governor’s office. The Division was also awarded a Communities Putting Prevention to Work grant to examine community policy changes affecting obesity and create a recognition program for WV to recognize healthy communities within the state.

The Situation

The Colorado HIV / AIDS Community Partnership was created by three local foundations in collaboration with the National AIDS Fund. As its first project, it asked the state’s five independent Colorado AIDS Projects (CAPs) to engage in a sustainability planning project. As federal funding for HIV / AIDS services declines and demand for services increases, finding ways to improve the sustainability of these organizations has become even more important.

The Process

The CAPs selected Nonprofit Impact to facilitate the project, the first stage of which was to conduct sustainability assessments for each of the five organizations. Karen worked to ensure that each assessment highlighted the uniqueness of that CAPs’ work and geographic service area and provided a set of organization-specific recommendations to improve sustainability.

Next, the staff and board leaders of the CAPs came together to explore what new types of collaboration might be possible. The process served to build trust among the CAPs so that these critical issues could be discussed in a substantive way. Karen also worked to keep the funders in the loop. Christiano Sosa, Program Officer for the Denver Foundation and Partnership leader noted, “Nonprofit Impact attended our meetings and became a bridge between the CAPs’ collective work and what the Partnership was doing. We had not anticipated how important that bridge would be .”

The Results

The sustainability project is now in its third year and the CAPs are exploring the possibility of consolidating some their operations. A transition committee that includes staff and board leaders from each of the CAPs is guiding the process and maintaining the relationships that were built during the project. Christiano said, “We needed this honest, confidential assessment among the CAPs to make this happen.”

The Situation

In 2007, the North Caroline Legislature designated the Department of Health and Human Services as the state’s lead agency for injury and violence prevention. This spurred the Injury and Violence Prevention Branch within the Department to build partnerships with other stakeholders and highlighted the need for a statewide injury and violence prevention strategic plan. Having such a plan would also make North Carolina eligible to apply for certain types of federal funding.

The Process

The Branch selected Nonprofit Impact to guide the development of a statewide strategic plan. The process began internally by holding a retreat where Branch staff created a mission statement and clarified the Branch’s role and priorities distinct from others in the injury and violence prevention community. With this newfound clarity, the Branch moved forward to create a plan that was truly statewide, rather than a plan that only informed its own efforts.

Twenty-five key injury and violence prevention leaders from around North Carolina were invited to a 2-day meeting where the mission, values and goals for the statewide plan were developed. Shelli’s expertise and experience signaled needed credibility so that the group trusted the process. According to Valerie Collins Russell, Branch Head, “People left those two days feeling like they had accomplished something really significant.”

The Results

The Branch is putting the final touches on the statewide plan. The draft has been vetted by many stakeholders around the state and seven goal groups have drafted objectives, work plans, and action steps for each goal. Another outcome has been the creation of the new North Carolina Injury and Violence Prevention Advisory Council. Valerie explains, “We didn’t have the infrastructure in this field in North Carolina, and now we are building leadership to seek support for policy change and pursue new funding.”

Trainings

• Developing and Managing Partnerships for Community Health Outcomes, Delivered to the Washington State Healthy Communities, Various Locations, WA, March-May, 2011.
• Project Management for Public Health, Delivered to the Colorado School of Public Health, Center for Public Health Practice, Denver, CO, February 23, 2011 and September 30, 2010.
• Planning for Sustainability, Delivered to the New Mexico Department of Health Healthy Aging Initiatives, Albuquerque, NM, December 3, 2010.
• Using Brand for Impact, Leverage, & Sustainability, Delivered to Colorado Organization on Adolescent Pregnancy, Parenting & Prevention (COAPP), Boulder, CO, August 3, 2010.
• Partner Relations, Delivered to the Colorado School of Public Health, Center for Public Health Practice, Denver, CO, August 17, 2009.
• Public Health Project Management, Delivered to the Colorado School of Public Health, Center for Public Health Practice, Denver, CO, August 26, 2009.
• Using Organizational Analysis for Development and Growth, Presented at the National Association of Chronic Disease Directors, 2009 Chronic Disease Academy, Seattle WA, March 26-27, 2009.
• Planning, Developing and Implementing a Sustainable Chronic Disease Program, Presented at the National Association of Chronic Disease Directors, 2009 Chronic Disease Academy, Seattle, WA March 25, 2009.
• Using Organizational Analysis for Development, Growth and Impact, Presented at the National Association of Chronic Disease Directors, 2008 Chronic Disease Academy, Denver, CO, February 21-22, 2008.
• Planning, Developing and Implementing a Sustainable Chronic Disease Program, Presented at the National Association of Chronic Disease Directors, 2008 Chronic Disease Academy, Denver, CO, February 20, 2008.

Presentations

• Coalitions & Strategic Planning Presented at the CDC’s 34th Annual Diabetes Translation Conference, Minneapolis, MN, April 11, 2011.
• Systems Change NACDD Workshop on Atrial Fibrillation, Atlanta, GA, November 18, 2010.
• Strategic Planning Presented at the Center for Chronic Disease Prevention Learning Institute, Atlanta, GA, October 4-6, 2010.
• Sustainability Planning Process Presented at the LiveWell Wheat Ridge Leadership Committee Meeting, Wheat Ridge, CO, August 25, 2010.
• Coalitions: Building a Foundation for Success Presented at the NC Eat Smart, Move More, Raleigh, NC, September 9, 2010.
• Systems Change Presented at the NACDD Workshop on Atrial Fibrillation (Northwest), Portland, OR, June 14, 2010.
• Bureau Wide Integration to Achieve Policy, Systems and Environmental Change Presented at the Healthy Communities Partnerships Statewide Meeting and Workshop, Camp Hill, PA, June 1-2, 2010.
• Partnership Relationship Management: Developing and Managing Partnerships for Meaningful Results and Planning Presented at the 2010 NACDD Chronic Disease Academy, Orlando, FL, February 17-19, 2010.
• Planning, Developing and Implementing a Sustainable Chronic Disease Program Presented at the 2010 NACDD Chronic Disease Academy, Orlando, FL, February 17-19, 2010.
• How to Make Community Programs Last Where to Start and What Changes to Make! Presented to the Asthma Initiative of Michigan Partnership Forum, Lansing, MI, November 10, 2009.
• Strategic Positioning. Presented at the Annual Rural Philanthropy Days, Steamboat Springs, CO, September 16, 2009.
• Creating Sustainable Chronic Disease Programs, Presented to the National Association of Chronic Disease Directors, General Member Call, August 27, 2009.
• Building Meaningful Partnerships.Presented at LiveWell Community Grants Orientation Meeting, March 4, 2009, Colorado Springs, CO.
• From Coalitions to Community Constituents. Presented at LiveWell Community Grants Orientation Meeting, Colorado Springs CO, March 3, 2009.
• Planning & Positioning to Create a More Sustainable Community Health Program, Presented to the Sustaining Healthy Carolinians Partnerships: 16^th Annual Conference, Greensboro, NC, October 9, 2008.
• From Coalitions to Constituents, Presented to the Sustaining Healthy Carolinians Partnerships: 16^th Annual Conference, Greensboro, NC, October 9, 2008.
• The Integrated Strategy for Success & Sustainability, Presented at the Sustaining Healthy Carolinians Partnerships: 16^th Annual Conference, Greensboro, NC, October 9, 2008.
• Four Years and One Day: Sustaining Interventions for the Long Term, Presented at CDC State Arthritis Programs Grantee Meeting, Atlanta GA, September 17, 2008.
• Using a Systems Change Approach, Presented at the 2008 National Institute for Heart Disease & Stroke Prevention, Atlanta GA, September 10, 2008.
• The Definitive Answer to the Dreaded Question: “How do you plan to sustain this program at the end of the grant cycle?” Presented at the Public Health in the Rockies Conference, Breckenridge CO, September 15, 2008.
• Setting the Stage: External Support & Sustainability, Presented to The National Campaign to Prevent Teen & Unplanned Pregnancy, 2008 Training, Washington, DC, July 29, 2008
• Creating a Strong, Sustainable Public Health Program, Presented to the Colorado Society for Public Health Education, Denver, CO March 11, 2008.
• Using Your Brand for Impact, Leverage and Sustainability, Presented to the Colorado Trust – Health Professions Initiative Grantee Networking and Initiative Celebration, Denver CO, February 8, 2008.
• Creating Sustainable Community Health Programs, Presented at the Public Health in the Rockies 2007 Annual Conference, Fort Collins, CO, September 19, 2007.
• Creating Sustainable School Health Programs, Presented at the Healthy Schools Leadership Retreat, Boulder, CO, June 13 and 14, 2007.
• An Integrated Strategy for Success and Sustainability, Presented at the School Health Coordinators Meeting, Denver, CO December 8, 2006.
• Strategic Positioning: Delivering on the Promise of the Brand, Presented to the Alliance for Families and Children, Executive Leadership Conference, Santa Fe, NM, June 23, 2006.
• Ten Imperatives for Successful (Corporate) Fundraising, Presented at the Child Welfare League of America National Conference, Washington DC, February 27, 2006.
• Raising Money from the Business Community – From Sponsorships to Relationships, Presented to the Colorado Chautauqua Association, Boulder CO, December 9, 2005.
• Program Planning and Evaluation, Presented to the New Leaders Network Initiative at Hampshire College, April 2, 2004.

The Situation

The Centers for Disease Control selected only four agencies nationwide to be sites for its Chronic Disease Integration Demonstration Project in 2008. The Center for Healthy Living and Chronic Disease Prevention (the Center) of the Colorado Department of Public Health and Environment was one of those four. The Center had been working towards integration as a means to increase its effectiveness and their selection as a demonstration site became a catalyst to increase the pace of those efforts.

The Process

The Center contracted Nonprofit Impact to facilitate the integration planning process. The process began with the Center’s management and leadership team working to create a statement of purpose and shared goals to encompass all Center programs. As the process moved to strategy selection and the building of work plans, Shelli and the team ensured that the entire staff was included in the planning process in a meaningful way.

Shelli then worked to address organizational structure by making specific organizational development recommendations to support successful implementation of the integration plan. According to Andrea Poniers, Deputy Director, “We can talk things to death sometimes and Shelli really kept us moving forward so we knew we were getting somewhere.”

The Results

The Center is entering the second year of the demonstration project. As staff creates work plans for next year, they are focused on identifying strategies that tie more closely to outcomes. Also, the need to make formal structural changes is top of mind. Andrea notes, “Shelli helped us see how all the different pieces of the integration plan are linked and how the right organizational structure is required to really implement the plan successfully.”

Boulder County Democratic Party
Colorado Chautauqua Association
Colorado Music Festival
Denver, City and County; Mayors Office
Eurasia Foundation
KUNC Radio
Latina Initiative
NARAL Pro Choice Colorado
Schuylkill County’s VISION
Special Forces Charitable Trust

Alliance for Children and Families
American Association of Homes & Services for the Aging
Anschutz Family Foundation; Rural Philanthropy Days
Association of American Indian Physicians
Better Business Bureau
Bonfils-Stanton Foundation
Bullitt Foundation
Colorado Health Foundation
Colorado Nonprofit Association
Colorado Public Health Association
Colorado Society for Public Health Educators
Colorado Trust; Health Professions’ Initiative
General Service Foundation; New Leadership Networking Initiative
Grantseeker.com
Jefferson Economic Council
Latina Chamber
National AIDS Foundation
National Association of Chronic Disease Directors*
Rose Community Foundation; Women’s Organization
Special Forces Association

Alliance for Children and Families
America Scores
American Association of Homes and Services for the Aging
Angel Eyes
Center for Women’s Employment and Education
Child Welfare League of America
Colorado AIDS Project
Colorado HIV / AIDS Community Partnership
Colorado SIDS Program
Diana Price-Fish Cancer Foundation
Denver Scores
Federal Home Loan Banks
Garfield County United Way
HEAR Project
Metro Denver Homeless Initiative
Parent Pathways
Park Hill Bike Depot
Peer Assistance Services/SBIRT
RSVP of Boulder County
Stride
Village for Families and Children
Work Options for Women

Academia Ana Marie Sandoval
Center for Public Health Practice
Colorado Area Health Education Centers System
Colorado Society for Public Health Educators
Colorado Trust; Health Professions’ Initiative
B’nai Brith Youth Organization
Center for Women’s Employment and Education
College of the Atlantic
Colorado Community College System
Hampshire College; Civil Liberties and Public Policy Program
Hillel of Colorado
Metropolitan State College of Denver
– Student Services Division
– Tools of the Mind Program
National Outdoor Leadership School
Regis University; Masters of Nonprofit Management Program
Rocky Mountain Center for Health Promotion and Education
University of Colorado at Denver; Colorado Center for Community Development
University of Denver; Arts, Humanities, and Social Sciences
Young Americans Center for Financial Education