Public health practitioners are often responsible for multiple projects which may be within their program area, integrated across programs, or dependent on partners or contractors. Projects are often defined by grant objectives or integrated strategy goals. To identify, coordinate, and manage resources towards project results, staff need project management skills.

Project management is a set of skills to effectively and efficiently manage people and resources to achieve results on time and in budget. Good project management skills enable the project coordinator to manage multiple projects, focus on priorities, accomplish necessary tasks, and make appropriate resource decisions.

This session develops skills in planning and managing multiple projects of different sizes and scopes. It also helps project coordinators learn to better delegate, coordinate multiple partners, resolve conflicts, and increase productivity.

Participants will be able to:

• Articulate the definition, purpose, and application of project management;
• Plan and define projects and project teams;
• Use a project management approach for planning projects and defining the resources necessary to complete them;
• Use project plans for staffing, budgeting, and other resource planning and allocations;
• Use project management skills to manage self and coordinate multiple people on multiple projects;
• Use a project management approach for prioritizing and balancing workload;
• Create project plans for all projects from small to sophisticated;
• Monitor progress, make mid-course corrections, and objectively evaluate success.

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Significant results are rarely achieved in a vacuum. Program administrators and organization directors understand that realizing outcomes usually requires working with engaged, committed partners. Unfortunately, many professionals have never had access to training focused specifically on the “ins and outs” of creating and maintaining successful, long-term partnerships.

This session offers tangible and relevant skills and techniques grounded in content from a variety of professions and disciplines. Much more than a cursory overview, this session offers a whole new mindset and approach to working with partners at all levels and is a true “must have” for your professional repertoire. And perhaps most importantly, it will leave you with a way to make your partnerships more productive, satisfying, and impactful towards your desired outcomes!

At the end of the session, participants will be able to:

• Distinguish between different types of partners and define the results that can be achieved by working with each type;
• Consciously manage partnerships to achieve mutually beneficial goals;
• Transform partners into long-term, loyal constituents.

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The success of any organization, agency, or program depends on the effectiveness of its leadership. And effective leadership is about discipline and focus — setting the direction, communicating that direction, and removing obstacles in order to move in that direction. Leadership also implies followers, so leaders must ensure sufficient resources and create an environment in which others are empowered and motivated to achieve results.

We are not prescriptive about leadership in that we do not propose any one particular model. Instead, we provide a set of tools that leaders can apply in a variety of situations. This workshop focuses on the core aspects necessary to effectively lead and manage an organization, agency, or program towards specific goals. It provides an opportunity to explore internal leadership dynamics, build individual skills, and foster peer exchange and discussion on current leadership issues.

At the end of the session, participants will have:

• A better understanding of their organization, agency, or program, its current situation, and its stage of development;
• A better understanding of self (communication and leadership skills and styles);
• A better understanding of their leadership partners or management teams;
• An enhanced ability to practice leadership and apply leadership and management skills to address specific needs;
• An understanding of how to work individually and collectively;
• Tools and techniques for setting priorities, managing projects, managing people, and solving problems;
• Rejuvenation and renewal of self and relationships.

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Organizational analysis is a systematic, objective review of an organization, agency, or program intended to help it be more effective, efficient, and potent. The analysis provides a context for making strategic and operational decisions and for organizational design and development. The organziational development process helps an organization, agency, or program reach its fullest potential, leverage success, capitalize on opportunities, and retool for greater impact.

This workshop presents a process that has been used with hundreds of organizations, agencies, and programs and includes a step-by-step process and useful tools to undertake an organizational analysis and development process. Further, the workshop demonstrates how to use the analysis to inform organizational change and alignment for more integrated operations. Examples from agencies and programs of all sizes and scopes are included.

Participants will be able to:

• Create an organizational analysis process appropriate to their needs and scope;
• Conduct or coordinate an efficient analysis;
• Use a systematic analysis to align and develop the organization, agency, or program for potency, efficiency, and effectiveness;
• Lead an organizational change process;
• Articulate and apply a model to create more sustainable and potent organizations, agencies, and programs.

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Organizations, agencies, and programs are becoming more sophisticated about engaging a broader, more diverse audience. A marketing approach defines specific desired outcomes, identifies target markets, and outlines strategies that will reach and engage those markets. In resource-constrained environments, it is imperative that outreach efforts are deliberate, strategic, and focused in order to realize significant return on investment.

More advanced organizations, agencies, and programs will want to move beyond marketing, become truly constituent-centered, and develop a loyal, engaged base of support. This workshop presents a proven approach and offers participants the opportunity to enhance their skills and learn how to turn markets into supporters and then long-term constituents. This is a practical workshop with tools, techniques, and templates that can be applied immediately.

At the end of the session, participants will be able to:

• Segment their markets to understand potential new audiences;
• Develop strategies to reach and engage new audiences;
• Define and employ a constituent-centered approach;
• Create a plan that will guide program, marketing, and fundraising activities.

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Larger organizations and agencies tend to silo, or segment, programs, outreach efforts, development functions, and internal operations. Integrating and aligning these functions optimizes organizational assets and strengths; and a more aligned operation is more potent and sustainable.

Based on 30 years of work with nonprofit organizations and public agencies, the Integrated Strategy for Success and Sustainability expands on traditional planning, marketing, and organizational development processes by integrating identity, constituency, and capacity to leverage all organizational resources towards results.

This workshop presents updated concepts that are more in keeping with today’s complex environment and reflect increasingly sophisticated nonprofit and agency operations. Concepts, tools, and techniques to help create more sustainable organizations, agencies, and programs are included and participants are able to apply the materials immediately.

At the end of the session, participants will be able to:

• Articulate how identity, constituents, and capacity are integrated components of a successful, sustainable, organization, agency, or program;
• Align practices and processes to more fully engage constituents and deliver on mission;
• Apply concepts and tools to promote the organization’s, agency’s, or program’s distinct brand.

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In today’s increasingly competitive environment, strategic planning is not always enough — it is also imperative to be more strategic about your position within your sphere of influence. Successful organizations, agencies, and programs define their position within a niche and then fully occupy that niche for power, impact, and influence.

Strategic positioning is a more sophisticated approach to planning; it is where planning and marketing overlap. Positioning more fully explores the external operating environment and leverages your distinct assets for competitive advantage. This workshop presents concepts, tools, and techniques to help define your organization’s, agency’s, or program’s position and create a plan to achieve results and dramatically increase your presence and support.

At the end of this session, participants will be able to:

• Articulate the positioning process and define their organization’s, agency’s, or program’s position within the context of their community and competition;
• Use positioning to define niche, brand, and image;
• Understand strategies to fully occupy a distinct niche and create a positioning plan to dramatically increase presence and support.

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Marketing (and outreach, public relations, communications, and social marketing) is first and foremost about selecting and understanding the audience that is most likely to take action on your behalf – your target market. Only with this understanding can you create messages and strategies that best resonate with that market. Gaining such an understanding does not always require extensive research; it often derives from asking the right questions.

A marketing plan can be as simple as a matrix of markets, desired behaviors, and strategies or as comprehensive as a five-year plan that builds a strategic marketing approach throughout your organization, agency, or program. Our marketing plans define the communication, outreach, partnership, and public relations strategies you will need to reach and engage your target markets toward specific goals, such as building issue awareness, deepening relationships, or broadening your base of support.

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Most nonprofit organizations and public agencies work with stakeholders in some way. Some have strategic partners, a specific type of partnership in which each party adds distinct and defined value to the relationship. Others participate in coalitions which are often formed to ensure that programs with similar interests or goals work together.

Unfortunately, many partnerships and coalitions are underutilized and poorly managed. In order to be successful and provide real value, such relationships must be deliberately developed, managed, and monitored.

Creating, managing, and participating in strategic partnerships or coalitions requires specific skills, abilities, and tools. With a more deliberate approach, partnerships and coalitions can show substantive results in cost or operating efficiencies, improved processes, and greater outcomes. Partnership agreements and partner relations plans are useful tools for managing strategic partnerships and coalitions.

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Organizational analysis is a necessary precursor to any organizational development process. This type of analysis is a systematic, objective review that identifies not only fundamental strategic and developmental issues, but also opportunities and constraints moving forward. It provides the context for strategic and operational decisions and organizational design and development.

The goal of an organizational analysis and development process is to define organizational alignment, make deliberate decisions, and design the organization, agency, or program to achieve strategically optimal outcomes.

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