2009-2011 Strategic Plan
What We Do | 3-Year
Focus | Specific Strategies
The Vision, Mission, Values and Goals of CHIP were recently
updated as part of our strategic planning process that took place
in 2008.
Vision
The leading countywide health partnership advancing the
wellbeing of all San Diegans.
Mission
Improving the health of all San Diegans through needs
assessment, advocacy, education, and programs best accomplished
collectively.
Values
As a public-private collaborative dedicated to community health
improvement, CHIP values:
Collaboration: Where
we can make a difference
Respect: Recognition of each member's
perspective
Neutrality: A safe place to collaborate
Innovation: A forum for critical thought
Efficiency: Wise use of resources
Credibility: A reliable source
- Assessment
- Track, assess and report on community health priorities and key
health indicators
- Education/Outreach
- Provide education to the public and private sectors and
outreach to community organizations to improve health throughout
San Diego County
- Policy/Advocacy
- Provide a forum for health policy dialogue and work toward
consensus on key issues among partners
- Advocate on behalf of key issues
- Facilitation
- Serve as a neutral convener to oversee collaborative community
health improvement projects or initiatives
- Collaboration
- Convene community organizations with similar interests to
address community health issues and reduce duplication of efforts
through development of joint programs and projects
- Business Development
- Enhance CHIP's infrastructure to advance the achievement of the
CHIP mission and vision through strong leadership, targeted
community relations, and resource development.
As the Community Health Improvement Partners (CHIP) look ahead
at the next 3 years, CHIP will focus on the following key areas to
make a substantial impact in the health of the community and enable
our continuing success.
- Needs Assessment
- Community Input: Acquire additional community
input to better connect with the grassroots community and raise
visibility of CHIP
- Prioritization Process: Modify the prioritization
process to maximize the needs assessment as a valuable and credible
tool for CHIP and the community
- Analysis: Analyze the priority issues and
disparities to link why it is a problem and what we, as a
community, can do about it
- Program Outcomes
- Accountability: Add accountability to CHIP
programs to produce improved outcomes and better meet the needs of
the community
- Business Model Success: Measure the CHIP business
model to ensure CHIP is meeting the expectations of and providing
value to members
- Translational Research: Evaluate promising
practices and lessons learned from successful models and translate
into larger community health practice
- Capacity Building
- Membership Model: Modify membership model to
recognize and formalize relationship with existing (non-member)
partners
- New Partners: Engage new and different partners to
better reflect needs assessment priority areas and disparities, and
CHIP programs to represent depth and reach CHIP has within
community
- To maximize the effectiveness of the Needs Assessment
- Adopt a continuous and rolling process by:
- Holding an annual Board retreat to set priorities for the year,
using the Needs Assessment as core guiding direction
- Using "off-years" to gain community awareness, involvement, and
input relative to the Needs Assessment
- Use the Needs Assessment process to uncover gaps and unmet
expectations
- Seek ways to build upon and extend CHIP's symbiotic
relationship with the County to better actualize the results of the
Needs Assessment
- To measure CHIP's success as an organization:
- Develop annual objectives for the three key areas and report
annually on results
- Develop a mechanism for obtaining regular feedback concerning
how well CHIP is providing value/meeting the expectations of
partners
- Work toward defining how CHIP will calculate ROI and create a
mechanism for ultimately doing so
- To increase the effectiveness of CHIP in developing and
reporting on programmatic outcomes and building on programmatic
successes:
- Confirm the Steering Committee's authority as granted by the
Board to ensure programmatic outcomes
- Develop a work team reporting tool or logic model and employ as
the mechanism for the Steering Committee to report programmatic
outcomes to the Board on a regular basis
- Establish a two-way relationship between community health
(CHIP) and researchers/evaluators as CHIP evaluates and prioritizes
community health issues to:
- Determine how CHIP takes what is learned in successful models
and translates these model into larger community health
practice
- Inject these best practices or lessons learned back into the
CHIP Strategic Plan and the community
- To strategically grow membership and enhance members'
relationship with CHIP:
- Develop criteria for additional types of membership in CHIP and
a list of benefits that would be available for each type
- Strategically recruit members for the new types
- Determine whether new types should have Board
representation
- To enable CHIP to effectively implement its strategic plan:
- Clarify the roles, function, and responsibilities for each type
of CHIP involvement (Board, Steering Committee, Board committees,
work team, coalition, initiative) and illustrate where their
accountability lies
- Ensure that all groups within CHIP (Steering Committee, Board
committees, work teams, coalitions, initiatives) have written
charters and objectives that align with the vision, mission and
goals of CHIP
- Review and revise bylaws, as needed