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Strategic Planning for Community Nutrition Services

Learn the key processes and functions involved in the strategic planning of community nutrition services. Explore how planning, organizing, leading, and controlling are essential for achieving organizational goals. Understand the importance of human resources, project management, and operational planning. Gain insights into leadership strategies, financial control, and information management in the context of community nutrition as a business.

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Strategic Planning for Community Nutrition Services

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  1. Management of Community Nutrition Services Chapter 19

  2. Management • Process of achieving organizational goals • Four main functions (p. 576) • Planning • Organizing • Leading • Controlling

  3. Function 1 - Planning • Planning • process that helps find solutions • key to management success • Strategic Planning • long-term planning • addresses organization’s overall goals

  4. Strategic Planning • Process focuses on: • formulating objectives • assessing past, current & future conditions/events • evaluating org’s strengths & weaknesses • making decisions about the appropriate course of action

  5. Strategic Planning - DCNFSN • Purpose: Enhance the capacity of DC and its members in the area of food security. • Goals: • Advocate for issues related to food security internally & externally to DC • Share information relating to food security • Provide a forum for networking for individuals interested in nutrition & food security • Enhance dietitians’ awareness regarding the roles of dietitians in food security efforts.

  6. Strategic Planning - DCNFSN

  7. Strategic Planning - DCNFSN

  8. Strategic Planning - DCNFSN

  9. Strategic Planning - DCNFSN

  10. Operational Planning • Short-term • Focuses on activities/actions needed to meet org goals • Development guided by strategic plan • Deals with specific actions, expenditures, controls & timing of events

  11. Project Management • Short-term • Focuses on activities/actions needed to meet project goals • Coordinate set of activities typically limited to one program or intervention • Identifying critical path

  12. Time Line for Critical PathFigure 19-6, p. 589

  13. Function 2 - Organizing • Organizational structure • formal pattern of interactions • designed by management • links tasks of individuals & groups to meet goals • How to: • assign tasks & responsibilities • define jobs • group employees for certain tasks • design reporting mechanisms

  14. Organization Chart • Line diagram • depicts outline of org structure • Provides info on: • major functions of depts • relationships amongst depts • lines of authority • channels of supervision • position titles within work units

  15. Organizational Chart

  16. Organizational Structure • Line position • has authority & responsibility for achieving major goals & objectives • Staff position • main purpose to assist line positions

  17. Human Resources • Staffing -- set of HR activities • to help recruit people • Also responsible for: • orientation • retention • staff training & development • performance appraisals

  18. Recruitment Process • Develop job advertisement • Develop interview guide • Screen applications • Short-list candidates for interviews • Rank candidates • Check references • Send letter of offer • Send rejection letters

  19. Job Description • Developed based job analysis • Systematic collection & recording of information about a job’s purpose, major duiteis, conditions under which it is performed, & knowledge, skills & abilities (KSAs) needed to perform job effectively • Job Description consists of: • Job title • Immediate supervisor • Job summary • Job duties • Job specifications

  20. Nutritionist,Community Health Services Dept • Plan, develop, evaluate, & research nt pgms & services • Establish & maintain liaison w/ hlth prof’ls, community gps & agencies • Which address food & nt programs • Conduct community assessments • of need for food & nt programs • Coordinate nt activities • Within larger dept programs

  21. Performance Appraisal • Manager’s formal review of employee job performance • Tips for providing constructive criticism in Table 19-3, p. 584

  22. Function 3 - Leadership • Process of influencing others toward achievement of org goals & objectives • Leading vs. managing • both roles critical but profoundly different

  23. Motivating Employees • Set high standards and stick to them • Put the right person in the right job • Keep employees informed about performance • Allow employees to be a part of process • Effective communication important

  24. Seven Habits and Effective Leadership • Stephen J. Covey • Be proactive • Begin with the end in mind • Put first things first • Think win-win • Seek first to understand, then to be understood • Synergize • Sharpen the saw

  25. Function 4 - Controlling • Concerned with regulating org activities • Assists performance to meet accepted org standards & goals

  26. Financial/Budgetary Control • Accounting is financial control activity • Budgeting is financial planning • part of program planning process

  27. Information Control • Data management system • Information systems management

  28. Community Nutrition as Business • Need management & leadership skills • gives competitive edge in current work environment • Continually assess competitive environment • Continually assess your strengths • Build organizational skills • Build managerial skills

  29. MGT Job Satisfaction & Retention • Survey of nutrition program staff in EFNEP in New York state • Overall job satisfaction high • Related to • perception of program value • Work relationships • Having a voice in relevant decisions •  greater job retention & improved job performance • Dickin, Dollahite, & Habicht (2010).

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