BACSSP Strategic Planning June 28 and 29, 2009. 1 Strategic Planning Participants Howard Backer Gwen Hammer (Sunday only) Jim Rooney Patty Perkins Ed.

BACSSP Strategic Planning

June 28 and 29, 2009

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Strategic Planning Participants

Howard BackerGwen Hammer (Sunday only)Jim RooneyPatty PerkinsEd KressyHarold BrooksRita ChickEmile DurettePeter Ohtaki

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Mission and Vision

A Mission statement tells you the fundamental purpose of the organization. It concentrates on the present. It defines the customer and the critical processes. It informs you of the desired level of performance.

A Vision statement outlines what the organization wants to be. It concentrates on the future. It is a source of inspiration. It provides clear decision-making criteria.

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Mission (Based on earlier discussions)

We are a group of professionals in public health, education, emergency services, information technology, community-based organization, and private business working to develop comprehensive preparedness for pandemic emergency through collaborative planning across sectors and communities in the greater San Francisco Bay Area.

We are a group of professionals in public health, education, emergency services, information technology, community-based organization, and private business working to develop comprehensive preparedness for pandemic emergency through collaborative planning across sectors and communities in the greater San Francisco Bay Area.

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Revised Mission

A sustained representative cross sector group that develops an effective network to build collaboration and interaction among and within sectors to prepare and respond to pandemic and other large scale emergencies within the Greater San Francisco Bay Area

A sustained representative cross sector group that develops an effective network to build collaboration and interaction among and within sectors to prepare and respond to pandemic and other large scale emergencies within the Greater San Francisco Bay Area

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Purpose

To build regional resilience and improve continuity of community in a pandemic emergency by establishing shared concept of operations and plan integration, robust real-time informatics, accurate assets inventory and tracking, tested cross-sector and intra-sector coordination and connectivity, citizen preparedness, and a regional incident command system, as far as possible using existing resources while stimulating the development and allocation of others that may be needed.

To build regional resilience and improve continuity of community in a pandemic emergency by establishing shared concept of operations and plan integration, robust real-time informatics, accurate assets inventory and tracking, tested cross-sector and intra-sector coordination and connectivity, citizen preparedness, and a regional incident command system, as far as possible using existing resources while stimulating the development and allocation of others that may be needed.

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Vision

To be –A NetworkA Creator of CollaborationAn IntegratorA ConvenerA Catalyst A neutral, credible, responsible authority to connect key organizations on the issues of pandemic and other large scale emergency planning.

To be –A NetworkA Creator of CollaborationAn IntegratorA ConvenerA Catalyst A neutral, credible, responsible authority to connect key organizations on the issues of pandemic and other large scale emergency planning.

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When are successful we are an organization who…

Has solved many cross sector gaps in planning for an emergency;Has motivated and provided skills to key organizations to enable them to work together in a sustained fashion;Has created a mechanism that allows organizations to collaborate effectively during an emergency; andUtilizes our collaborative community during an emergency to respond more effectively within our individual organizations

Has solved many cross sector gaps in planning for an emergency;Has motivated and provided skills to key organizations to enable them to work together in a sustained fashion;Has created a mechanism that allows organizations to collaborate effectively during an emergency; andUtilizes our collaborative community during an emergency to respond more effectively within our individual organizations

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s

SWOT Analysis

Strengths Weaknesses

Opportunities Threats

Helpful Harmful

Inte

rnal

Ext

ern

al

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SWOT Analysis - Strengths

Each of the members are or know / have access to key decision makers.

Membership constitutes some of the key sectors involved in responding to

an emergency.

Funders such as Gilead.

A history of established relationships within the group.

All of us have a high level of expertise in either health or disaster

response.

A shared commitment to / passion for cross-sector – effective emergency

response.

We are each willing to reach out beyond our own individual sectors

(Commitment to the concept of “Metta Leadership).

Ability to work on a small budget.

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SWOT Analysis – Strengths continued

Willingness to work on a voluntary basis (i.e., Steering Committee).

A commitment to make the Bay Area the “best prepared” region for

disaster preparedness.

Trust among members of the Steering Committee.

We are good at not letting “turf” and “getting credit” get in the way of

collaboration.

A willingness to take risks! (courageousness).

We each represent organizations that can draw upon many other

prospective partners (network).

We have a track record of convening successful events.

We have a “vision” for how the various sectors fit within a cross-sector

framework.

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SWOT Analysis – Weaknesses

We are dependent upon individuals as opposed to organizational structure

(BACSPP has not been “institutionalized”).

Limited personnel and budgetary resources.

Some of us have limited direct authority over our sectors.

Lack of organizational structure for BACSPP -- e.g., work plan, clear

objectives and visible deliverables that demonstrate value to our sectors.

Lack of external visibility about the role and value of BACSPP.

Not all sectors are represented (e.g., schools / education).

We lack a tracking or follow-up mechanism (lack of administrative support)

to retain sector partners.

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SWOT Analysis – Opportunities

The H1N1 outbreak scare caught the public’s attention.

A general desire for cross-sector outreach (goes back to Hurricane

Katrina) among community based organizations and the public and private

sectors.

More money is now available for disaster planning from the federal

government and foundations.

Technology: social networking tools/Web 2.0 – better enabling technology

for sharing information.

Uniqueness of BACSPP relative to other organizations (niche opportunity).

Big gaps in both communication and preparedness.

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SWOT Analysis – Opportunities continued

There is a need for preparedness – requiring cross-sector collaboration.

There are existing response structures and initiatives to leverage / harvest.

There exists “high level” support for disaster preparedness (state and

federal).

High level of interest within the public for disaster preparedness (given

recent events).

The fact that disasters are recurring.

There are no good models for multi-sector collaboration – presents an

opportunity to replicate the BACSPP model on a nationwide scale.

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SWOT Analysis – Threats

Inertia of many organizations to do disaster planning.

Some funders are or may confuse BACSPP with other organizations doing

somewhat similar work which can create a greater competitive situation in

the realm of fundraising.

Sectors don’t naturally collaborate.

Various partners / sectors have varied financial, managerial, organizational

and accountability structures.

Current H1N1 outbreak – uncertainty over the availability of vaccines in the

fall.

Risk of “disaster fatigue” among the public / journalists.

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SWOT Analysis – Threats continued

Regions are not natural / established jurisdictions – they don’t naturally

coalesce.

Limited ability of organizations and individuals to see beyond their usual

scope of work.

Limited availability of mutual aid for pandemics unlike other disasters.

People are not use to dealing with scarce resources.

Everyone is “lean” right now – limited resources to devote to planning.

There are no good models for multi-sector collaboration (also an

Opportunity).

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Strategic Framework and Initiatives

Strategic Issues: Fundamental Policy Questions and Critical Challenges

Questions are framed such that there is a positive answer made possible bythe organization

Factors that make this a strategic issue

Consequences of not taking on the issue

Those that should be monitoredImpendingImmediate

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Strategic Framework and Initiatives

Strategic InitiativesIdentification of Alternatives

MethodsBarriers/ObstaclesMetrics

ActionsWorkplan

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Strategic Issues – Group One

1. How do we improve cross sector communications?

2. How do we improve visibility for our activities?

3. How do we influence supply chains to mitigate resource shortages?

4. How do we institutionalize cross sector collaboration?

5. How do we answer the question who is in charge?

6. What funding and structure do we need to sustain the partnership long term?

7. How do we get sectors to recognize their inter-dependence?

8. How do we interface with the established response structure?

9. How do we attract and retrain critical group members?

10. How do we prioritize and track our deliverables?

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Strategic Issues – Group Two

1. Is there a need to share experiences with recent H1N1 outbreaks

across sectors?

(by facilitating sharing and convening)

2. Is there a way of improving cross sector communications during the

ongoing pandemic and other emergencies? (maps to 1)

(by building a shared website to better communicate)

3. What type of corporate governance is necessary for funding? (maps to 6, 9,

10)

(by developing a process to determine fundraising goals for years1, 2,3)

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Purpose

StepsFeasibility Assessment of how challenging it will be to identify gaps in advance of meeting in

September (sample of key organizations)

Strategy Convene a cross sector group to share experiences with recent outbreak such that gaps are identified and areas for improvement are defined

Alternatives 1. Bring groups together to identify issues/gaps and talk about potential solutions

2. Conference with groups ahead of face to face meeting to identify gaps so that potential solutions can be more fully designed in meeting

3. Set up cross sector conference calls to share information virtually and on a regular basis (This would not culminate in a face to face meeting.)

Performance Measures

Accountability

Timeline September 2009

Investment

Strategic Initiative # 1: Learn from recent outbreak

Champion: Patty

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Purpose

Steps

Strategy Improve Cross sector Communication during pandemic or other large scale emergency

Alternatives 1. Build a protocol for BACSSP to have effective conference calls during an emergency

2. Build a protocol for cross sector conference call for a broader group during an emergency

3. Develop a mechanism to consolidate situation reports from local/state/federal groups and publish via email during an emergency

4. Develop online tools (including benchmarking) to assist collaboration during an emergency

5. Develop a shared website to increase information, communication and collaboration.

Performance Measures

Accountability

Timeline Core group – October. Other Sectors - ???

Investment

Strategic Initiative # 2: Improve Cross Sector Communication

Champion: Peter

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Purpose

Steps

Strategy Design and formalize organizational structure, funding and corporate governance

Alternatives 1. Live in ignorance2. Identify what structure and funding is needed to accomplish

current planned initiatives (including prototype grant application

3. Develop a more in depth design for the future state organization (Business Plan)

Performance Measures

Accountability With help from Emile

Timeline

Investment

Strategic Initiative # 3: Organizational Structure

Champions: Harold and Patty

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Purpose

Steps

Strategy This strategy still needs to be developed

Goals

Performance Measures

Accountability

Timeline

Investment

Strategic Initiative # 4: Institutionalizing Cross Sector Communication

Leader:

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Strategic Initiative:

Action PlanLeader:

Steps Tasks Assigned to Due Date

Status

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Strategic Planning Next Steps

Socialize with missing members by mid JulyGwenHarveyDennisSandraErica Muntu

Champions submit work plans for their to group for review by July 15th

Revisit other strategic initiatives for which work plans and champions weren’t identified by October 2009