PUBLIC HEALTH SOLUTIONS (FORMERLY MHRA)
New York, New York
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Analysis of the present situation and strategic position of MHRA, with particular attention to the changing nature of its relationship to various partners including the New York City Department of Health and Mental Hygiene |
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Development of a longer-term vision and a strong set of strategic objectives and goals to achieve that vision |
  n the fall of 2004, ANTHONY KNERR & ASSOCIATES was asked by the President and CEO of Medical Health and Research Association (MHRA) to help it understand its best possibilities for strategic growth with particular attention to diversification of programming and funding. The project also included a focus on branding, outreach, visibility and name recognition and an increase in Board involvement in furthering the mission of the agency and fund raising in support of its programs and activities.
Founded in 1957 as a "research foundation" by the New York City Department of Health, MHRA had grown into a significant independent non-profit organization dedicated to improving the health of New Yorkers. MHRA has evolved over its history as an organization assisting government and other nonprofit organizations to meet pressing public health needs intelligently, effectively and efficiently. MHRA has three core areas of work: direct services (programs it delivers directly to improve health and/or social welfare); organizational services (services to assist other organizations and programs such as grants management, capacity building and provision of administrative services); and research and evaluation (studies in public health, clinical practice and service delivery).
Anthony Knerr & Associates worked closely with the President/CEO, the Board, and the senior staff on all aspects of the assignment. A Strategic Planning Committee of 16 was established to oversee the planning process and was co-chaired by two Board members.
| The clear articulation of the mission, vision and values accompanied by clear strategic goals and objectives were central to moving MHRA to a new stage of accomplishment, influence and regard. |
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We first undertook a review of materials provided by MHRA and conducted over 65 interviews with Board members, staff and external individuals who are supporters, leaders of agencies that receive grants/contracts and technical assistance and knowledgeable actors in the field of public health. The interviews helped to identify the strengths of MHRA as well as the challenges it was facing. With active participation from Committee members we also developed an external scan to examine the major issues foreseeable in the public health environment in order to determine opportunities and threats.
On the basis of this analytic work, we then developed a series of working hypotheses for the Strategic Planning Committee (SPC) to discuss, refute and modify. These discussions led to the development of the first draft of the Strategic Plan. In a number of subsequent Strategic Planning Committee meetings the SPC discussed and refined a series of draft plans. A well attended Board-staff full day retreat resulted in the creation of the final document that redefined the mission, vision and values of MHRA and included recommendations about programs, governance, funding, visibility, impact and understanding of the organization.
The clear articulation of the mission, vision and values accompanied by clear strategic goals and objectives were central to moving MHRA to a new stage of accomplishment, influence and regard. The subsequent development of a Strategic Communications Plan, including the decision to change the name of the organization, indicate the recognition during the planning process that the agency needed to direct its attention to more clearly articulating its priorities and core competencies for policy makers, funders and the public.
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