2. You are newly hired as the CEO of a global public health organization. What would your five key priorities and strategies be around leadership and management in your first 100 days? Consider your role as THE leader of the organization and what approach

1.

You and your team from the local health

department have been tasked with starting a public

health program to address the rapid increase in sexually transmitted diseases in an area with a

large immigrant population. What key strategies would you employ with the

community

before

starting this prog

ram? What are some foreseen issues and barriers to implementing this program

among this population? What are the cultural implications that might be considered

given the

target population?

2.

You are newly hired as the CEO of a global public heal

th organization. What would your five

key priorities and strategies be around leadership and management in your first 100 days?

Consider your role as THE leader of the organization and what

approaches you might take.

3.

You have just been appoin

ted the Director of Public Health of Any State, USA. As the new

Director, you have the power to enact only one (or build on a previously existing) policy during

your tenure. Select an issue that you think applying a policy solution will make the most

sign

ificant impact on the health and well

-

being of people in your state. Using the policy cycle we

discussed in class, please provide an example of how you might develop a policy to address your

chosen issue. (HINT: Briefly describe your approach at each segm

ent of the policy cycle from

start to finish!)

4.

You

will utilize the information presented by your group (name your state) to develop and

implement a strategy for moving forward with your goals and objectives. Please refer to Parts IV

and V of the strategic planning exercise below. For this question, you

will submit two tables

--

a

version of Table 2 with your rationale and a completed Table 3 for your implementation strategy

(budget). Table 1 is for your planning and strategizing purposes only. The first portion

(strategy

rationale) is worth 10

points. Th

e

budget is worth 5 points.

Information for Question 4

Part IV

—

Developing a Strategy

Compare the health department’s current programs with the needs of the external environment (the results

of your external environmental analyses) within the context of the Department’s vision, mission, and

strategic goals. You will develop a strategy for

the Health Department by modifying (if necessary) the

portfolio of programs so that they best address the needs of your environment as identified in the

environmental analysis.

You have three options regarding programs and services

—

reduce or

eliminate; maintain the existing

portfolio; and add new programs and services; and you have three options regarding the population

served

—

reduce the number of clients; maintain the existing number of clients; and add new clients.

The program decisions con

sist of two elements

—

the "Program Strategy Matrix" and the "Program

Strategy Rationale." The Program Strategy Matrix is used to record your decisions regarding programs

and clients. The format of the Program Strategy Matrix is shown in the following tabl

e. Please note that

the cells are numbered, these numbers will be used as references in the preparation of the Program

Strategy Rationale.

Please keep in mind that

the Program Strategy Matrix (Table 1) is just a guide used to

create the Program Strategy

Rationale (Table 2).

1. You and your team from the local health department have been tasked with starting a public

health program to address the rapid increase in sexually transmitted diseases in an area with a

large immigrant population. What key strategies would you employ with the community before

starting this program? What are some foreseen issues and barriers to implementing this program

among this population? What are the cultural implications that might be considered given the

target population?

2. You are newly hired as the CEO of a global public health organization. What would your five

key priorities and strategies be around leadership and management in your first 100 days?

Consider your role as THE leader of the organization and what approaches you might take.

3. You have just been appointed the Director of Public Health of Any State, USA. As the new

Director, you have the power to enact only one (or build on a previously existing) policy during

your tenure. Select an issue that you think applying a policy solution will make the most

significant impact on the health and well-being of people in your state. Using the policy cycle we

discussed in class, please provide an example of how you might develop a policy to address your

chosen issue. (HINT: Briefly describe your approach at each segment of the policy cycle from

start to finish!)

4. You will utilize the information presented by your group (name your state) to develop and

implement a strategy for moving forward with your goals and objectives. Please refer to Parts IV

and V of the strategic planning exercise below. For this question, you will submit two tables--a

version of Table 2 with your rationale and a completed Table 3 for your implementation strategy

(budget). Table 1 is for your planning and strategizing purposes only. The first portion (strategy

rationale) is worth 10 points. The budget is worth 5 points.

Information for Question 4

Part IV—Developing a Strategy

Compare the health department’s current programs with the needs of the external environment (the results

of your external environmental analyses) within the context of the Department’s vision, mission, and

strategic goals. You will develop a strategy for the Health Department by modifying (if necessary) the

portfolio of programs so that they best address the needs of your environment as identified in the

environmental analysis.

You have three options regarding programs and services—reduce or eliminate; maintain the existing

portfolio; and add new programs and services; and you have three options regarding the population

served—reduce the number of clients; maintain the existing number of clients; and add new clients.

The program decisions consist of two elements—the "Program Strategy Matrix" and the "Program

Strategy Rationale." The Program Strategy Matrix is used to record your decisions regarding programs

and clients. The format of the Program Strategy Matrix is shown in the following table. Please note that

the cells are numbered, these numbers will be used as references in the preparation of the Program

Strategy Rationale. Please keep in mind that the Program Strategy Matrix (Table 1) is just a guide used to

create the Program Strategy Rationale (Table 2).