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National One Health Strategic plan Development workshop

National One Health Strategic plan Development workshop. (VENUE AND DATE OF WORKSHOP). Purpose and Objectives of the Workshop. Purpose of the Workshop Build consensus on core focus of the One Health Strategic Plan. Objectives Conduct/Review SWOT Analysis

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National One Health Strategic plan Development workshop

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  1. National One Health Strategic plan Development workshop (VENUE AND DATE OF WORKSHOP)

  2. Purpose and Objectives of the Workshop • Purpose of the Workshop • Build consensus on core focus of the One Health Strategic Plan. • Objectives • Conduct/Review SWOT Analysis • Craft vision and mission statements • Identify strategic pillars, objectives, activities, & indicators

  3. OUTLINE • Definitions of strategy and strategic planning • The reason for a strategic plan • Strategic planning pyramid • Context and strengths, weaknesses, opportunities and threats (SWOT) Analysis • National/Sectoral Goals • Vision Statements • Mission Statements • Values • Strategic Pillars and Their Goals • Objectives and Their Indicators • Activities, Measurable Indicators, and Timeline

  4. DEFINITIONS OF STRATEGY AND STRATEGIC PLANNING What famous people said about strategy and strategic planning “Strategy is about making choices, trade-offs; it’s about deliberately choosing to be different.” – Michael Porter "Strategic Planning is a process by which we can envision the future and develop the necessary procedures and operations to influence and achieve that future.“ – Clark Crouch

  5. Strategic planning is Change A good strategic plan is an integrated set of choices which help us change and achieve ourvision. Tests of Strategic Effectiveness Strategic plan vision Coordinated and collaborative sectors work together An organization will return to “business as usual” – and not achieve its vision – unless everyone can answer: • What is our strategy? • What does it mean for me?What do I do differently as a result of it? Strategy Sectors work by themselves Effectiveness Today Business-as-Usual Time

  6. WHY strategic PLAN? • Establish realistic targets • Set an ambitious timeframe • Increase/transform internal ownership and a shared vision • Focus resources and efforts on key priorities • Provide a base from which to measure progress • Build consensus about where One Health is going • Clarify focus, further efficiency and effectiveness • Increase the effectiveness in One Health implementation • Prepare for possibility • Carve out a clear niche in support of national strategies

  7. The one health Strategy increases effectiveness across five dimensions Clarity Clear strategic priorities across One Health sectors Everyone is working toward the same end goals of coordination and collaboration Alignment Shared accountability for success across the One Health sectors and stakeholders Accountability People make specific changes in the way they do their work to align with the strategic plan objectives Behavioral Change The strategic plan is measured and evaluated effectively and regularly Accelerated Learning

  8. WHY strategic PLAN? REMEMBER… • Far more important than the strategic plan document, is the planning process itself. • The process raises questions that force planners to examine experience, test assumptions, and anticipate the future working environment. • The result is a set of decisions about what to do, why do it, and how to do it.

  9. WHY strategic PLAN? What famous people said about the need for strategic planning “There are risks and costs to a program of action. But they are far less than the long-range risks and costs of comfortable inaction.” -John F. Kennedy “If you can’t describe your strategy in twenty minutes, in simple and plain language, you haven't got a plan. But people may say, ‘I’ve got a complex strategy, it can’t be reduced to a page.’ That’s nonsense. That’s not a complex strategy, rather it’s a complex thought about strategy.” -Larry Bossidy

  10. Strategic Plan development process A-Z Understand the situation through internal and external analysis: consult stakeholders; assess existing program policies, resources, strengths, and weaknesses. Analysis Implementation M&E Analysis Strategic Decisions Preparation Decide on future direction, design/revise vision and mission statements, strategic pillars, objectives, and activities. Draw up an action plan and an MEL framework. Strategic Decisions Mobilize key resources; establish or rearrange management structures, create a positive organizational climate. Preparation Implementing proposed interventions to achieve strategic objectives. Implementation Monitor, measure impact, and figure out how to improve future actions. M&E

  11. Background and SWOT National Goals STRATEGIC PLANNING PYRAMID OHSP Vision OHSP Mission OHSP Values/Operating Principles Strategic Pillars Objectives, Activities with Timeline, Measurable Indicators, and Resources Required

  12. General Background/country overview Prepare Background Report / Conduct Desk Reviewto Understand: • Country Situation • Administrative Structures • Private and CSO Sector • Zoonotic Disease • OH Approach in the Country

  13. General Background/country overview Sources for the Background Report / Desk Review • National Policies and Strategies • Country Reports, WHO’s JEE, Research Papers

  14. General Background/country overview • Background – Country Profile • Environment and ecology • Socio-economic profile • Other issues that impact humans and animals • Background - Administrative Structures • Institutional and policy frameworks • Disease surveillance system

  15. General Background/country overview • Background – Private and CSO Sectors • Current status of private and CSO sectors in OH • Potential role of private and CSO sectors in OH • Segments of the private and CSO sector • Background - Overview of Zoonotic Diseases • General overview on zoonotic diseases • Priority zoonotic diseases in country • Emerging and re-emerging zoonotic diseases • Surveillance of zoonotic diseases

  16. General Background/country overview • Background - The One Health Approach • Existing national one health platform and initiatives • Assessment of national policies and strategies

  17. Strengths, Weaknesses, Opportunities and Threats (SWOT) ANALYSIS Analysis WHAT IS SWOT ANALYSIS? • A scan of the Platform’s environment to identify internal and external factors that influence the strategic direction that the Platform chooses WHY SWOT ANALYSIS? • To build upon strengths, eliminate weaknesses, exploit opportunities, and mitigate the effects of threats

  18. STRENGTHS WEAKNESS OPPORTUNITIES THREATS • Factors and situations that can benefit, enhance or improve the operation/influence of One Health implementation: Consider Political, Economic, Social and Technological (PEST) dimensions of opportunities • Factors and situations that can hinder the operation/influence of One Health implementation: Consider Political, Economic, Social and Technological (PEST) dimensions of Threats SWOT Analysis • Negative characteristics and disadvantages of One Health in the country • Positive characteristics and advantages of One Health in the country

  19. POLITICAL ECONOMIC SOCIAL TECHNOLOGICAL • Population/demographic trends & changes • Beliefs, values, attitudes & culture, opinions, lifestyles • Expectation of target beneficiaries • Communication at work • New findings or development • New process Factors to Consider for SWOT • Government policies • Laws & directives • Civil service reform • Decentralization • Donor relationships • Local and global market economy • Drought • Economic policies, reform

  20. Group Activity Review background information provided and conduct SWOT Analysis for One Health implementation What are the positive characteristics and advantages of One Health in the country? What are the negative characteristics and disadvantages of One Health in the country? What are factors and situations that can benefit, enhance, or improve the operation/influence of One Health implementation? Consider Political, Economic, Social and Technological (PEST) dimensions of opportunities. What are factors and situations that can hinder the operation/influence of One Health implementation? Consider Political, Economic, Social and Technological (PEST) dimensions of threats.

  21. Activity I SWOT Analysis Template

  22. SWOT National Goal STRATEGIC PLANNING PYRAMID OHSP Vision OHSP Mission OHSP Values/Operating Principles Strategic Pillars Objectives, Activities with Targets, Measurable Indicators and Resources Required

  23. National (sectoral) goals/Targets/Visions Results that the country or representing line ministries seek to achieve will inform One Health Strategic Plan’s vision. Some of the important national (sectoral) targets relevant to One Health are those from: • Ministry of Health: • Ministry of Agriculture: • Ministry of Environment/Forestry: • Wildlife Association: • Other:

  24. SWOT National Goal 4. STRATEGIC PLANNING PYRAMID OHSP Vision OHSP Mission OHSP Values/Operating Principles Strategic Pillars Objectives, Activities with Targets, Measurable Indicators and Resources Required

  25. VISION STATEMENTS A vision statement should: • State what the One Health approach strives to achieve • Paint a picture of an ideal future • Be compelling and memorable

  26. VISION STATEMENTS • Boeing • Ethiopian Airlines • Nike • McDonald's • Save the Children Examples: • “Become the dominant player in commercial aircraft and bring the world into the jet age” • “To be the most competitive and leading aviation group in Africa by providing safe, market driven and customer focused passenger and Cargo transport and aviation training” • “Crush Adidas: be the number one athletic company in the world” • “To be the world's best quick service restaurant experience.” • “A world in which every child attains the right to survival, protection, development and participation”

  27. VISION STATEMENTS • Health Sector Development Plan • Livestock Master Plan • Livestock Master Plan Examples: in Key Sectors & Strategies of the Gov. of Country X • “To see healthy, productive and prosperous X People” • “By increasing the number and productivity of cattle through improvements in genetics, health and feeding, domestic cow milk production will increase by about 93% by 2020, consumption demand will be satisfied, and export of cow milk and milk products will begin.” • “The projected domestic consumption requirements for red meat that arise due to rapidly growing population, increasing urbanization, and rising incomes will be met; and live animal and meat exports will be increased to generate foreign exchange earnings”

  28. VISION STATEMENTS Examples: in Key Sectors and Strategies in Country B • “Country B will become one of the top five tourist destinations in Africa by 2025” • “To build a middle-income climate resilient green economy by 2025 through zero net carbon growth” • “To be a center of excellence in public health emergency management in Africa” • Tourism Master Plan • Climate Strategy • Public Health Institute

  29. VISION STATEMENTS How to create a vision statement: • Define key pillars/thematic areas on which the OH in country will focus • Define a time horizon, by which the vision is expected to be achieved (remember that a vision may not be achieved in one strategic plan period. You can think of something that could be achieved between 10 – 20 years, but the can significantly be influenced after the implementation of the existing strategic plan. • Brainstorm the mandates, power of influence, and control for the OH stakeholders. This will help to come up with a realistic estimate • Articulate a sentence that capture the above concepts. • Check consistency of vision • Ask yourself, is it: • Initiated by leaders? • Shared by all? • Comprehensive? • Positive and inspiring?

  30. SWOT National Goal 4. STRATEGIC PLANNING PYRAMID OHSP Vision OHSP Mission OHSP Values/Operating Principles Strategic Pillars Objectives, Activities with Targets, Measurable Indicators and Resources Required

  31. MISSION STATEMENTS A mission statement should be brief and distinctive, stating: • Purpose • What will One Health approach accomplish? • Answers “why do we exist?” Target Beneficiaries • Target group or beneficiaries of One Health implementation • Answers “what should the One Health community do?” Core Mandate • Main activities through which the One Health players tries to fulfill this purpose • Answers “what services do we provide, and how do we go about providing them?”

  32. 4. IMPORTANCE OF A MISSION STATEMENT • Ensures unanimity of purpose • Provides a basis for motivation • Allocates the resources for One Health implementation • Establishes the necessary climate for One Health implementation • Serves as a basis for those who can identify with One Health approach • Facilitates the translation of goals and objectives

  33. EXAMPLES OF MISSION STATEMENTS • USAID • Sony • Facebook • Addis Ababa • University “End extreme poverty and promote resilient ,democratic societies while advancing our security and prosperity” “Become the company most known for changing the worldwide poor-quality image of Japanese products“ (hint – 1950s) “To give people the power to share and make the world more open and connected” “Foster a democratic university, which gives pride of place to its students in instruction and provision of services while encouraging the robust exercise of academic freedom”

  34. HOW TO CREATE A MISSION STATEMENT • Decide who to involve • Brainstorm what the One Health players do (use action verbs) • Define 2-3 competencies critical to long-term success • Define your customers • Define geographic reach • Combine steps 2-5; create a forward-looking, credible statement; test reactions for One Health • Communicate the mission • Be explicit about how people can contribute

  35. Group activity Create a vision and mission for One Health implementation in the country, based on the National/Sectoral Goals and the One Health SWOT

  36. activity 1 One Health Strategic Plan Vision and Mission

  37. SWOT National Goal STRATEGIC PLANNING PYRAMID OHSP Vision OHSP Mission OHSP Values/Operating Principles Strategic Pillars Objectives, Activities with Targets, Measurable Indicators and Resources Required

  38. VALUES AND PRINCIPLES One Health implementation should be guided by a set of values. These values are: • Beliefs which the players hold in common, each endeavoring to put into practice • Rooted often in ethical themes (such as honesty, trust, integrity, respect, fairness, etc.) • Applicable across all sectors and partners

  39. EXAMPLE OF VALUES AND GUIDING PRINCIPLES – Country Y • A comprehensive, integrated approach • OH implementation shall be based on a comprehensive, integrated approach, institutional coordination, collaboration, and linkages. • Harmonization • National, Regional, and International Standards (FAO, WHO, and OIE) shall be used in implementation of core elements of the OHSP namely; prevention, preparedness, response and control of zoonotic diseases and AMR. • Government Commitment and Responsibility for the OHSP • The establishment and maintenance of an effective zoonotic disease control system, mitigation, and reduction of AMR is a primary public health responsibility of the national government. • The government’s primary role in control of zoonotic diseases and AMR is to set and enforce standards and regulations designed to prevent public health and other related impacts, based on engagement with the public, private sector business enterprises and other stakeholders. • Ensure the principle of transparency and accountability through effective and official communication on disease outbreak response activities to all OH stakeholders. • Precautionary Principle • When a hazard raises threats of harm for human, animal health or the environment, precautionary measures should be taken even if causal relationships are not yet fully established. • Every effort shall be made to confirm the cause of the disease outbreak; however, in absence of absolute proof of a hazard, the authorities have the mandate to take an appropriate precautionary approach. • At the same time a public health scare shall be avoided

  40. EXAMPLES OF VALUES AND GUIDING PRINCIPLES -Country Y • The 4 guiding principles for the OHSP are: • 1. That it builds on work already undertaken through previous national programs on zoonotic diseases using a One Health approach • 2. That it is an integrative framework (rather than an operational plan) that overlies and links the various extant and planned programs and activities aimed at addressing zoonotic diseases using a One Health approach • 3. That One Health approaches require shared objectives among different partners and, in some cases, shared activities when this is the most efficient way to prevent disease and protect health • 4. That strengthening capacity alone is not enough – improved capacity must be applied to tackle specific diseases of local concern

  41. PLENARY DISCUSSION ON VALUES AND GUIDING PRINCIPLES In plenary agree on the values and guiding principles for One Health implementation in the country

  42. SWOT National Goal 4. STRATEGIC PLANNING PYRAMID OHSP Vision OHSP Mission OHSP Values/Operating Principles Strategic Pillars Objectives, Activities with Targets, Measurable Indicators and Resources Required

  43. STRATEGIC PILLARS Strategic Pillars: • Directly and comprehensively support mission & vision statements • Are consistent with the One Health implementation values • Are ideally tangible/quantifiable

  44. Strategic PILLARS Help Articulate the Strategy Strategic Pillars: • Help the organization focus • Limited to major focus areas • Include linked objectives ILLUSTRATIVE Objectives Strategic pillar Strategic pillar Strategic pillar Activities Resources

  45. EXAMPLES OF strategic pillars The following are the strategic pillars chosen for the OHSP in Ethiopia: • Coordination and Collaboration • Preparedness and Response • Surveillance and Reporting • Policy, Advocacy, and Communication • Research and Training/Capacity Building

  46. Group activity Creating/Validating Strategic Pillars What are our overarching strategic pillars? Or, how do we accomplish our strategic plan vision statement?

  47. SWOT 4. STRATEGIC PLANNING PYRAMID National Goal OHSP Vision OHSP Mission OHSP Values/Operating Principles Strategic Pillars Objectives, Activities with Targets, Measurable Indicators and Resources Required

  48. Elements of one health strategic PILLARS • SMART Objectives • Strategic • Measurable • Achievable • Relevant • Time-bound • OBJECTIVE(S) • Objectives describe our strategy – what will it take to achieve the Strategic Plan vision INDICATOR(S) Indicators track progress towards achieving the objective ACTIVITIE(S) Activities help close the gap between today and the vision statement

  49. National One Health Vision Pillar 1 Pillar 2 Pillar 2 Objectives Objective 1 Objective 2 Objective 1 Objective 2 Objective 1 Objective 2 Activity 1.2 Activity 1.2 Activity 1.2 Activity 1.3 Activity 1.3 Activity 1.3 Activity 1.1 Activity 1.1 Activity 1.1 Activity 2.2 Activity 2.2 Activity 2.2 Activity 2.3 Activity 2.3 Activity 2.3 Activity 2.1 Activity 2.1 Activity 2.1 Activities Financial, human, and in-kind resources Financial, human, and in-kind resources Financial, human, and in-kind resources Resources Strategy Results Framework

  50. Group Activity: Platform Objectives • Break into small groups – one group for each strategic pillar • Identify no more than three SMART objectives that need to be accomplished in your strategic pillar to achieve the strategic pillar goal • Assign one person to present breakout group’s ideas to everyone • 30 minutes – group brainstorm on the goal and objectives for your strategic pillar • 45 minutes – breakout group’s present their ideas and plenary discussion

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