Running head: ORGANIZATIONAL STRATEGIC PLAN APCOM 1
Organizational Strategic Plan:
Advocacy for the Prevention of Childhood Obesity in Rural Michigan Nate Dixon, Amanda Mikula, Mary Nason, Bill Winowiecki, and Sara Young Ferris State University
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Abstract Childhood obesity rates in the United States continue to rise. The state of Michigan is home to one of the highest childhood obesity rates in the country. The development of APCOM, the Advocacy for the Prevention of Childhood Obesity in rural Michigan, is an organization that is committed to combatting childhood obesity rates in rural Michigan communities. APCOM values the importance of providing much needed resources to communities where they are limited as well as promoting healthy lifestyles. This report illustrates the need for such services and interprets APCOM's mission, philosophy, goals, and organizational structure. Keywords: childhood obesity, APCOM, Michigan, rural communities
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Organizational Strategic Plan: Advocacy for the Prevention of Childhood Obesity in Rural Michigan Childhood obesity has become a national epidemic in America causing health care expenditures to reach upwards of $14.3 billion/year (Ling, King, Speck, Kim, & Wu, 2014). These costs exponentially rise as obese children become obese adults. According to Ling et al. (2014), by 2030, health care costs associated with obesity will be over $900 billion a year. With studies showing a disparity between obesity rates in rural areas compared to metropolitan areas, there is an urgent need for community-based healthy lifestyle interventions for rural children (Cohen, Craak, Chaumenkovitch, Hyat, & Economos, 2014). Demographics In Michigan, 18.2% of 10-17 year olds are considered overweight compared to 15.3% nationally; this means that 1 in 4 adolescents is overweight (Healthy Kids, 2007). Studies have shown that 70-80% of overweight children become obese adults (Healthy Kids, 2007). Considering that the incidence of obesity in children has grown from 7% to 18% since 1980 (CDC, 2014), and that more than 25% of all U. S. health care costs are associated with obesity (Healthy Kids, 2007), it is no surprise that this topic has gained national attention. Furthermore, evidence has shown that the incidence of overweight or obese children is higher in rural areas than metropolitan areas (Ling et al., 2014). Therefore, there is a need for healthy lifestyle interventions for children living in rural Michigan. Trends and Forces Internet searches reveal that Michigans leaders have recognized the importance of promoting healthy lifestyles in our youth. Campaigns like the MOTION Coalition (Michigan Organizations to Impact Obesity and Nutrition) and the Childhood Obesity Coalitions Healthy ORGANIZATIONAL STRATEGIC PLAN APCOM 4
Kids Healthy Michigan campaign are designed to address the growing issue of childhood obesity in Michigan. Neither of these programs addresses the specific issue of the health disparity of Michigans rural children. APCOM will partner with broader programs in the fight against childhood obesity with the distinctive focus of rural children and addressing their unique needs. The main obstacle in addressing the individual needs of rural children is that they can be more difficult to reach and many campaigns are Internet or school based (Cohen et al., 2014). With this in mind, APCOM exists, in part, to increase access to childhood obesity-related resources in rural areas of Michigan. Capability of Environmental Support Michigan has some of the highest childhood obesity rates in the country. Because of this, Michigan has many organizations addressing healthy behaviors. The Michigan Center for Rural Health coordinates resources and activities statewide, collects and disseminates information concerning rural health issues, promotes recruitment and retention of health professionals, and strengthens state, local, and federal partnerships. This organization will be APCOMs most important affiliate by offering resources and providing networking support in rural areas. APCOM also plans to utilize the power of youth organizations, such as the Girl Scouts, Boy Scouts, The Rural Assistance Center, 4H, and the YMCA to drive our directives. Other interested community organizations, such as church youth groups, health care providers (including Children's Hospitals), and sports organizations will also be provided with information about our program. APCOM will convene quarterly with three work groups that each year will focus on more targeted action items taking steps towards accomplishing the coalition's goals. The three work groups are Policy and Advocacy, Education and Public Awareness, and Resource and Data Dissemination and Surveillance. ORGANIZATIONAL STRATEGIC PLAN APCOM 5
Mission Statement APCOM exists to minimize prevalence in childhood obesity in partnership with rural communities in Michigan. We strive to improve the overall physical well-being of children and to provide them with the necessary tools to achieve a healthy lifestyle. Philosophy The Advocacy for the Prevention of Childhood Obesity in rural Michigan (APCOM) is a not-for-profit agency committed to building a healthier community by decreasing childhood obesity rates and related complications in rural Michigan. We will achieve this through education, prevention, referrals, and physical activity programs. Education-We strive to educate communities and families about the prevalence and health risks of childhood obesity to promote better health in the community. Prevention-We pledge to teach and motivate children, families, and the community to reduce risk factors that cause childhood obesity. Referrals-We will make referrals to colleagues and organizations when expert advice and further assistance is needed to empower children and families to make healthy choices. Physical Activity Programs-We will locate physical activity programs in rural areas and encourage children to engage in exercise for better health. Organizational Goals Ensure children in the rural communities of Michigan have information regarding the prevalence and health risks associated with childhood obesity and to promote better health in the community through appropriate referrals and physical activity programs. ORGANIZATIONAL STRATEGIC PLAN APCOM 6
Decrease the prevalence of childhood obesity in rural Michigan by 3% (the national level) within ten years by teaching and motivating children, families, and the community to reduce risk factors that cause childhood obesity. Organizational Objectives Assist parents in identifying and utilizing community resources related to childhood obesity during the start-up year by way of marketing: brochures in doctors offices and community centers, newspaper articles, local schools, TV news and internet. Improve access to childhood obesity-related resources by 2016 and assessing needs through use of parental surveys with an improvement of 10% of current benchmark. Observe decreases in childhood obesity rates in Michigan to beat the national average by 2016 based on Michigan county statistics and research. 80% of all rural public school students will demonstrate knowledge of childhood obesity prevention through written and verbal skills, as well as identify resources available in the community for the prevention of childhood obesity by 2019. Increase referrals to nutritionists and enrollment in physical activity programs by 5% by 2019. Job Descriptions The board of directors for APCOM includes the president of APCOM, chief of treasury, and chief of marketing. Other important leadership roles are the manager of policy and advocacy, the public health manager, and the resource manager (see Appendix A). APCOM will convene quarterly with three work groups that will focus on more targeted action items taking steps towards accomplishing the coalition's goals. The board of directors will oversee all ORGANIZATIONAL STRATEGIC PLAN APCOM 7
meetings keeping APCOMs goals at the forefront of each meeting. The three work groups are Policy and Advocacy, Public Health, and Resource and Data Dissemination and Surveillance. President of APCOM It is the responsibility of the president of APCOM to manage the advocacys goals and strategies as well as to attend each committee meeting. He or she also oversees the group budget and ensures resources are properly allocated. The president confirms each committee stays on track to meet their individual goals and is responsible for overall accountability to investment holders and partners (President, 2014). The president of APCOM guides the values of the organization and presides over board meetings. Chief of Treasury APCOMs chief of treasury is responsible for cash-management activities, overseeing banking transactions, and monitoring investments and funds from outside sources (Codjia, n.d.). In addition, the chief of treasury will apply cash-management skills and insight to help APCOM increase short-term and long-term portfolio values. The treasurer evaluates APCOMs financial data, detects trends in cash levels, and identifies opportunities to increase investment and/or asset value (Codjia, n.d.). The chief of treasury reports to the president of APCOM and attends any committee meeting involving the allocation of funds. Resource manager. Responsibilities of the manager of APCOMs resources include managing resources for all potential and assigned projects and acting as a point of contact for resource booking confirmation, conflict resolution, and development of solutions in support of APCOM goals. This manager attends all meeting where resource requirements are discussed and provides updated information regarding APCOMs resources. He or she also manages internal data ORGANIZATIONAL STRATEGIC PLAN APCOM 8
collection to aid in public relations and program dissemination. In addition, it is his or her responsibility to recruit and manage volunteers and contribute to the design of the APCOM familiarization process for all volunteers, while keeping an accurate database of all volunteer records. This manager leads the Resource and Data Dissemination and Surveillance committee and reports directly to the chief of treasury, but works closely with all committee leaders. Chief of marketing. The chief of marketing for APCOM is responsible for overseeing APCOMs marketing initiatives. He or she will manage marketing communications, advertising and promotions, market research, and customer service. Other responsibilities include reducing costs, implementing and managing the marketing budget, and preparing an overall marketing strategy (Chief Marketing, 2014). The chief of marketing reports to the president, but is involved in any committee work involving advertising or marketing. Policy and advocacy manager. The policy and advocacy manager has the important task of the development and delivery of APCOM's policy and advocacy work. This person controls the development of strategic policy priorities, and through training, ensures team members are updated in policy and practice developments. Of optimal importance to this role is the development of empirically sound evidence and a thorough research base focused on community needs. The policy and advocacy manager leads the Policy and Advocacy work group and then reports committee recommendations to the chief of marketing in addition to updating the president of APCOM on a quarterly basis. This manager also monitors the success of advocacy promotion, improves and develops the delivery of advocacy services across rural Michigan communities, and initiates ORGANIZATIONAL STRATEGIC PLAN APCOM 9
funding/sponsors/stakeholders to ensure long term sustainability (Rainbow Project Belfast, 2014). Public health manager. APCOMs public health manager coordinates a multidisciplinary workgroup and its programs using current and relevant evidence-based research to guide program development. The public health managers main responsibility is collaborating with team members to develop educational programs based on community needs assessments for rural Michigan communities (Education Portal, 2014). This manager reports to the chief of marketing regarding finances necessary for obesity prevention projects. He or she also reports workgroup recommendations to the president of APCOM in keeping with the coalitions goals. Advertisement Plan Advertising is a key part of the recruitment process. APCOM intends to advertise for the position of Chief of Marketing in the Detroit Free Press, as well as in Crains Detroit Business magazine (see ad in Appendix B). In speaking with a Detroit Free Press advertising consultant, quotes for APCOMs advertisement were obtained. The price for a less than 200 word advertisement is $1200 for the first day, and $216 for each day thereafter. To run this advertisement for one week in the Detroit Free Press, the cost is approximately $2496. The Detroit Free Press is published seven days a week, with home delivery on Thursday, Friday, and Sunday of each week. Crains Detroit Business magazine is published weekly, issued on Monday (Crains Detroit Business, 2014). Advertisement in this magazine offers posting options that fit into APCOMs advertising plan. The magazine caters to business executives, which allows APCOM the opportunity to seek professional, qualified individuals for the position. An 8 week posting ORGANIZATIONAL STRATEGIC PLAN APCOM 10
with a 10 inch color ad in the magazine cost $2202; purchase of a print ad offers an additional 2 weeks of free online advertising at Crains Detroit Business website (Crains Detroit Business, 2014). Resumes for potential candidates will be sent to the APCOM email address for review by the board. Other advertisement considerations are LinkedIn and Craigslist. Both of these sites offer the potential to reach a large audience for a minimal cost. LinkedIn is a business-oriented social networking service with approximately 300 million users. Craigslist is a classified advertisements website that provides the ability to search through advertisements by location. These sites can both be beneficial in the search for a candidate for this position. Budget Proposal The budget proposal for APCOM (see Appendix C) provides a detailed layout of income revenue through corporate grants, local and charitable foundation contributions, individual contributions, fund raising events, and additional donations from healthcare organizations for a projected total of $275,000. This revenue is crucial to meeting APCOMs operating expenses that are estimated at $250,000 annually with an additional $25,000 set aside for miscellaneous and unforeseen expenditures. Salaries and benefits consume approximately 70% of projected revenue. Additional expenses include the rental space necessary for meetings, marketing and outreach programming, office supplies and equipment as well as costs incurred for professional development of staff. Estimated full-time equivalents (FTEs) needed to meet APCOMs objectives would be 2.5 annually. Hours of operation will be Monday through Friday 9am-5pm. Initially, a majority of APCOMs community efforts will be funneled through the work and assistance of volunteers until APCOM realizes persistent yearly growth. The goal is to ORGANIZATIONAL STRATEGIC PLAN APCOM 11
eventually employ full-time staff to optimize the needs of the organization in order to benefit child obesity education and outreach in rural Michigan communities.
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References Centers for Disease Control and Prevention (CDC). (2014). Retrieved from http://www.cdc.gov/healthyyouth/obesity/facts.htm Chief marketing officer job description. (2014). Retrieved from http://www.americasjobexchange.com/chief-marketing-officer-job-description Codjia, M. (n.d.). Treasury job description. Retrieved from http://www.ehow.com/about_6693113_treasury-job-description.html Cohen, J.W., Kraak, V.I., Choumenkovitch, S.F., Hyatt, R.R., & Economos, C.D. (2014). The CHANGE study: A healthy lifestyles intervention to improve rural childrens diet quality. Journal of the Academy of Nutrition & Dietetics, 114, 48-53. doi:10.1016/j.jand.2013.08.014 Crains Detroit Business. (2014). 2014 rate card. Retrieved from http://www.crainsdetroit.com/assets/PDF/CD9246113.PDF Education Portal. (2014). Public health manager description. Retrieved from http://education- portal.com/articles/Public_Health_Manager_Job_Description_and_Requirements.html Healthy Kids Healthy Michigan. (2007). Childhood obesity epidemic in Michigan. Retrieved from http://www.healthykidshealthymichigan.com/childhood-obesity-facts-and- statistics.html Ling, J., King, K.M., Speck, B.J., Kim, S., & Wu, D. (2014). Preliminary assessment of a school- based healthy lifestyle intervention among rural elementary school children. Journal of School Health, 84, 247-255. doi:10.111/josh.12143 President job description. (2014). Retrieved from http://www.americasjobexchange.com/president-job-description ORGANIZATIONAL STRATEGIC PLAN APCOM 13
Rainbow Project Belfast. (2014). Policy and advocacy manager. Retrieved from http://www.communityni.org/job/policy-and-advocacy-manager#.U6i01pDD-UK
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Appendix A
President of APCOM Chief of Marketing Policy and Advocacy Manager Public Health Manager Chief of Treasury Resource Manager APCOM Organizational Flow Chart ORGANIZATIONAL STRATEGIC PLAN APCOM 15
Appendix B
Chief of Marketing: We are seeking a chief of marketing for a non-profit advocacy program for the prevention of childhood obesity in Michigan. This part-time position plans, directs, and coordinates market research and planning of the organizations services in a specific market. Other responsibilities include reducing costs, implementing and managing the marketing budget, and preparing an overall marketing strategy. The chief of marketing develops and implements marketing programs in support of market strategic needs and growth goals. This position may require full- time employment with organizational growth. Benefits package included with a starting salary of $30,000 per year. Education & Experience: Bachelors degree from four-year college or university required; Business or Marketing degree preferred Minimum 5 years marketing experience Minimum 2 year experience managing a marketing staff Experience developing marketing strategy and plans and executing those plans to support growth goals Hours: Variable, quarterly meetings are mandatory Travel: May be required for meetings Email resume or CV to APCOM@yahoo.com
Need a new job? APCOM is seeking a part time Chief of Marketing to lead our marketing team! ORGANIZATIONAL STRATEGIC PLAN APCOM 16
Appendix C APCOM Budget Proposal I ncome Income Type Income Source % of Projected Income The Kresge Foundation Meijer Foundation Corporate Grants 60% Kellogg Nestle Pure Life Blue Cross Blue Shield DeVos Foundation Local and Charitable Foundations 20% Donations from Interested Individuals Individual Contributions 5% 5k/10k Run/Walk Rock-a-thon Park Party Fund Raising Events 5% Donations from Healthcare Organizations : Detroit Childrens Hospital In Kind Support 10% Total $275,000 100%
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APCOM Budget Proposal Expenses Expense Type Expense Source % of Projected Expenses Salaries President of APCOM $45,000 Chief of Marketing $30,000 Chief of Treasury $30,000 Policy and Advocacy Manager $15,000 Public Health Manager $15,000 Resource Manager $15,000 54% Benefits Benefits: Medical, Dental, Life, and Vision 40 hours paid vacation/yearly 403b with 2% Match $40,000 15% Office Space Rental $15,000 5.5% Marketing/Outreach/Advertising $15,000 5.5% Supplies and Equipment $15,000 5.5% Professional Development $15,000 5.5% Cash (for miscellaneous/unforeseen expenditure) $25,000 9% Total