ScenarioIn your weekly one-on-one meeting your boss congratulates you on the comprehensive and well-researched work you havedone to date. The CEO has been working with the rest of the organization’s leadership team to adopt the overarching strategies for the organization that your boss recommended. However, your boss and CEO are seeking clarification on how to translate these strategies into meaningful benchmarks, or performance measures. They want to know how the organization will measure progress in following these strategies. In previous discussions with your boss, you have been describing the SMART methodology for writing objectives that support the overarching strategies. She has asked you to share the SMART objectives you have written for each strategy with the CEO in a brief presentation.You are ready to begin creating your presentation and the slides that you will use to support your key points and conclusions. Your boss reminds you that the CEO expects a brief, substantive, and concise presentation. You will be lucky to get 15 minutes of the CEO’s time. Consequently, she suggests that you include no more than 10–12 slides, or you will run out of time and cautions you about not creating a “death by PowerPoint” experience for the CEO. You already know from experience that your organization expects professional presentations that adhere to the organization’s branding standards.InstructionsCreate an executive-level presentation, with voiceover, of the SMART objectives that correspond to the organization’s main strategies, associated performance indicators and metrics, and strategic plan recommendations.Practice your presentation until you are satisfied with it, staying as close as possible to the limited time allotted. Remember that the audience is your organization’s CEO. All the work you have done so far in this course has prepared you for this briefing, but you are ready.Presentation RequirementsThe requirements, outlined below, correspond to the grading criteria in the Strategic Plan Objectives and Balanced Scorecard Scoring Guide, so be sure to address each point. Read the performance-level descriptions for each criterion to see how your work will be assessed. Present your operational recommendations and strategic control mechanisms. Include goals, objectives, resources, and action steps for reconfiguring and aligning the organization’s structure, systems, shared values, management style, staff, and skills. Define critical success indicators that enable an organization to measure success in implementing the strategy. Propose a strategic plan to optimize outcomes and mitigate risks in the organization. Analyze potential long-term opportunities and operational components in the strategic planning process. Analyze the effect of strategy formulation on human, financial, and technical resources. Weigh factors of measurement against current organizational benchmarks. Create a visually pleasing, professional presentation tailored to a specific audience. Use charts and/or images that support the content. Communicate critical content clearly and persuasively in a limited time.Presentation Format and LengthYour presentation should consist of 10–12 slides and be 10–15 minutes in length. Use the notes portion of each slide to write your script (the notes section is required).You may use the structure below as a guide for organizing and timing your presentation. You do not need to place your slides in this specific order. Slide 1: Title slide (15 seconds). Slide 2: Revised/updated directional strategies (vision, mission, and values) from the Unit 7 assignment. (30 seconds). Slide 3: Gap analysis: desired versus actual position (1 minute). Slide 4: Recommend Overarching Strategy Onewith threeobjectives (2 minutes). Slide 5: Recommend Overarching Strategy Twowith threeobjectives (2 minutes). Slide 6: Recommend Overarching Strategy Threewith threeobjectives (2 minutes). Slide 7: Recommend Overarching Strategy Fourwith threeobjectives (2 minutes). Slide 8: Visual: Balanced scorecard table with 1–3 performance indicators and associated metrics (1 minute). Slide 9: Analysis (1 minute). Slide 10: Recommendation of new strategic plan strategies based on the balanced scorecard (1 minute). Slide 11: Overall recommendations/conclusions (1 minute). Slide 12: References.Include all relevant supporting details, such as data, charts, and graphs, as an addendum to the presentation. Indicate the slide associated with the relevant data set. In addition, include all relevant data and narrative in the notes section of each slide.Supporting EvidenceCite a minimum of six references to current scholarly and authoritative sources to support your presentation. Format your citations and references according to APA style and formatting guidelines.Submission RequirementsProofread your slides and addendum, before you submit them, to minimize errors that could distract readers and make it more difficult for them to focus on the substance of your presentation.Portfolio Prompt: You may choose to save your presentation to your ePortfolio.Resources Strategic Plan Objectives and Balanced Scorecard Scoring Guide. ePortfolio. Using Kaltura [PDF].
ScenarioIn your weekly one-on-one meeting your boss congratulates you on the comprehensive and well-researched work you havedone to date. The CEO has been working with the rest of the organization’s l
DIRECTIONAL STRATEGIES REPORT Directional strategies Report on the CDC Darlene Olurin Capella University Strategic healthcare Planning May 2020 INTRODUCTION The center for Disease, Control and Prevention (CDC) are a unique health organization with a unique mission. The CDC provide evidence-based medicine experience and assistance for domestic and global surveillance, laboratory, occupational health and epidemiology functions and health threats, such as the CoVID-19, infectious diseases, influenza etc. The CDC’s office of public health in preparedness and Response (OPHPR) provide strategic directions, support and coordination for activities across CDC as well as local, state, tribal, national, territorial and international public health partners (CDC, 2019). Over the years, the CDC has developed a working and effective plan to tackle infectious diseases. A good example was the global response to the 2009 H1N1 influenza pandemic that affected more than 214 countries and territories. The CDC’s response at the time, was the most rapid and effective response to an influenza pandemic in history. Through an international donation program, the vaccine was made available to 86 countries. The experience of the2009 H1N1 influenza response, continues to inform preparedness efforts for other future pandemic and public health emergencies. However, federal and state budget cuts threaten the kind of success previously seen, as is evident during this current COVID-19 pandemic. The current presidential administration, shortly after being sworn in made some serious changes that affected the CDC’S response to the pandemic by getting rid of the teams put in place to tackle pandemics this greatly slowed the U’S’s response and lead to a wider spread of this virus. Also, innovation and creativity need to be increased to best utilize existing funds. VISON, MIISSION AND VALUES OF THE CDC The vision of the CDC is to create a healthier, safer world that is able to detect prevent and respond to public health threats (CDC, 2019). The mission statement is to protect all Americans and people of the nations worldwide from public health threats by working with partners to build capacity, advance research and respond in times of crisis like during this current COVID-19 pandemic (CDC, 2019). The CDC provide technical help, assistance and resources to state and local public health agencies to support the efforts in building and preparing resilient communities (CDC,2011). To achieve the vision of the CDC, it is vital that stakeholders as across, public health, partners, private sectors, emergency department and other related bodies, work hand in hand. The CDC will demonstrate leadership in public health preparedness and response by adhering to the following values they have in place: Engaging partners on and leveraging collaboration (a strength the TOWS matrix) Basing decisions on the best available science Encouraging effective communications and information sharing Making decisions with transparency and accountability Prioritizing evidence-based medicine TOWS Analysis Worksheet for the CDC Threats Bureaucracy Role of regulatory Authority such as the government Delay in implementation from multiple levels Opportunities Access to various countries around the world Travel opportunity To improve current culture of healthcare Weaknesses Safety lapses due to improper reporting systems Weak commitment to laboratory safety worldwide To many extended bodies leading to loss in important information extension Strengths International involvement and recognition Longstanding partnerships with very important organization worldwide Market trust A variety of Job and internship opportunities State of the art technology access I would like to elaborate on the objective of engaging partners and leveraging collaboration an which is a strength in the TOWS matrix and part of the vison to better outcomes. The CDC work through multilateral partnerships all over the world to support diagnosis and surveillance capacity, increasing global vaccination rates, increasing prudent use of antimicrobial drugs, monitoring disease trends and improving the control of microorganisms that transmit infectious disease. (HHS, 2015). Partnering with agencies such as the WHO, NIIHS, communities and other non-governmental agencies to achieve these vison and mission statement are very important. IMPLEMENTATION This strategic plan is the road map for preventing the destruction of existing capabilities and also to ensure that, public health and safety remain secure. Another objective includes providing technical support and coordination during and after global health emergencies. These plans to help the actualize the mission, vision, and values will be updated biennially to assess progress related to the plan’s objective. The CDC employ a variety of individuals from different backgrounds, ethnic groups and races with no discrimination. They treat their employee with uttermost respect, having a culture of honesty, integrity, transparency and inclusion (CDC, 2017). References Center for Disease Control and Prevention (May 7, 2017). Global health Partnerships. Retrieved May 7, 2017 from: https://www.cdc.gov/globalhealth/partnerships.htm Center for Disease Control and Prevention (May 23, 2019). Global Health Protection and Security. Retrieved from:https://www.cdc.gov/globalhealth/healthprotection/dghp-strategic-plan-overview.html The global strategy of U.S Department of health and Human Services 2015-2019. Retrieved from: https://www.hhs.gov/sites/default/files/hhs-global-strategies.