| Assessment and Mapping of Public Health Functions | Guide NPHIs to reflect on and strengthen their role in performing the public health functions outlined in their legal mandate and/or strategic plan. |
Decision Space Analysis Process mapping building off DSA to identify bottlenecks in processes experienced by NPHI Root Cause Analysis taking process map bottlenecks OSM prioritization exercise
| Completed decision space analysis matrix for 2–3 functions Process map for 2–3 functional units Completed root cause analysis for identified bottlenecks Prioritized OSMs for future action
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| Strategic Planning | Enable NPHI leadership to actively engage in the strategic planning process by introducing established strategic planning tools to the local context and fostering country ownership. | Conduct environmental scan (SWOT) Draft mission, vision, and values Draft goals and strategic objectives
| Established and/or clarified the mission and vision of the NPHI Completed SWOT analysis Strategic objectives for 3–5 years Draft NPHI strategic plan
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| Partnership Mapping and Strategy Development | Enable the NPHI to identify and prioritize key partners and provide support in developing a partnership strategy that addresses challenges and guides partner engagement. | Conduct social network analysis (NetMap) Partner presentations and/or discussions Examine partner influence and investment Develop partnership action plan
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| Workforce Strategy and Development | Develop guidance, tools, and workforce planning approaches to analyze, attract, retain, and nurture talent to meet current and future public health needs to effectively deliver core NPHI functions. | | Completed supply, demand, and gap analysis for NPHI workforce Demographic, capability, engagement, satisfaction, and burnout data for NPHI Draft workforce strategic action plan
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| Financial Management and Diversification | Develop a 3–5‑year financial strategy with a focus on strengthening operational autonomy, sustainability, and execution of prioritized NPHI public health functions, as articulated in the organizational strategic plan. | Conduct NPHI financial health diagnostic assessment Identify opportunities for improvement Identify strategies and activities Develop action plan
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| Change Management | Guide NPHI leadership through the fundamentals of change management to be able to understand and develop a comprehensive change management plan for the NPHI’s needs. | | Draft change management strategy (broad, i.e., establishing a new NPHI) Draft change management strategy for OSM implementation (i.e., rolling out new strategic plan or financial management software, etc.)
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| Strengthening of Governance Functions | Support the establishment and/or strengthening of NPHI governance functions to protect the scientific independence, credibility, and agility of NPHIs. | Review of current governance structures Identify current and future governance needs Define barriers and resources needed to establish or strengthen governance structures and develop a plan to address them Develop strategic guidance for establishing new governance structures as needed by the NPHI (i.e., board, advisory board, audit unit)
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| Strategic Communications | Equip NPHIs with the necessary knowledge, skills, and strategies to develop a plan in which they can effectively communicate with various stakeholders. | Review fundamentals of strategic communications Identify communication goal(s), target audience(s), objective(s), and key messages Review key communication strategies applicable to NPHIs Draft Strategic Communications plan Provide communication strategy toolkit
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