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Strategic Planning for Public Health 2026

The document discusses challenges for 21st century public health and strategic planning. Some key challenges are climate change, sustainability, education, and food security. The document then outlines a strategic planning process for public health organizations including organizing a team, assessing strengths/weaknesses, holding planning sessions to develop a mission, vision, strategies and objectives, and creating an action plan to implement and monitor progress of the strategic plan. The planning process is intended to strengthen an organization's ability to carry out public health functions through setting priorities and allocating resources.

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John Paulo Santos
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147 views3 pages

Strategic Planning for Public Health 2026

The document discusses challenges for 21st century public health and strategic planning. Some key challenges are climate change, sustainability, education, and food security. The document then outlines a strategic planning process for public health organizations including organizing a team, assessing strengths/weaknesses, holding planning sessions to develop a mission, vision, strategies and objectives, and creating an action plan to implement and monitor progress of the strategic plan. The planning process is intended to strengthen an organization's ability to carry out public health functions through setting priorities and allocating resources.

Uploaded by

John Paulo Santos
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© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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BSMT 1A

Dennisse Bagsic
Catherine Lenon
Renalyn Mapang

CHALLENGES FOR 21ST CENTURY AND STRATEGIC PLANNING FOR PUBLIC


HEALTH

Challenges for 21st Century


1. Climate Change - Climate change is a large-scale, long-term shift in the planet’s
weather patterns or average temperatures.
2. Sustainability - Sustainability means meeting the needs of the present without
compromising the ability of future generations to meet their own needs
3. Education - Education is the biggest challenge of the 21st Century because if we are to
overcome any of the sorts of issues we face, what we need to make certain is that people
are educated and have a rounded perspective on life
4. Global Health
a. The Human Immunodeficiency Virus (HIV) is a viral infection which targets and
weakens the human immune system, allowing the body to be more susceptible to
secondary infections and diseases which a healthy individual would be able to fight
off.
b. Malaria so named by the Romans because they believed it arose from bad (mala)
air (aire) floating up from nearby swamps, is in fact caused by a single-celled
parasite, Plasmodium, which is transmitted by the bite of the Anopheles mosquito.
c. SARS stands for Severe Acute Respiratory Syndrome. It is a viral respiratory
illness caused by a coronavirus.
5. Food Security - Our global food system is under increasing strain. A changing climate,
pests, and stresses on water and land use have made life increasingly difficult for
farmers. Raising livestock for meat also uses a lot of land and energy which is under
increasing demand from a rising population and growing middle class.

Strategic Planning for Public Health


The strategic plan guides and strengthens a community health board’s ability to carry out its
public health functions. It provides community health boards with a guide for making decisions;
allocating human and financial resources; and pursuing time-bound, measurable strategies and
priorities.

Benefits of Strategic Planning

 Raising the profile of public health within a larger organization


 Refocusing on the philosophy of public health
 Attending to important long-term issues

Strategic Plan
I. Organize
1. Recruit Team - the planning team should include community health board leadership
and staff.
2. Set Meetings - Set meeting dates, times, and locations.
3. Develop Communication - Good communication is essential to keep your assessment
and planning process on track and your planning team and partnership engaged.
4. Collect Documents and Information - Collect documents and information that will
give your plan context
II. Assess
1. What are the organization’s strengths and accomplishments?
2. What are the organization’s weaknesses and external challenges?
3. What are the organization’s current opportunities?
III. Hold Facilitated Planning Sessions
1. Mission Statement: Describes the organization’s unique purpose
2. Guiding Principles/Values: Describes how work is performed and common beliefs that
serve as a basis for the organization’s work.
3. Vision: A succinct, compelling statement of a desired and possible future that the
organization wants to achieve; it explains why the organization does what it does, and
encompasses the strategic priorities listed below.
4. Strategies: What needs to happen in the next one to two years to make the vision a
reality?
5. Objectives: Measurable, time-specific products or results
IV. Develop Action Plan
Once you develop a strategic vision and strategies to reach that vision, you will develop
work plans to implement those strategies.
V. Implement, Monitor and Evaluate
After you complete the strategic plan, begin to implement it. Continue to monitor progress,
and report progress to the community.

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