There is nothing else I would have wanted....This is a very useful document, a working document. It’s not theoretical. It has real steps to get us to where we want to be: to a position of strength and sustainability. I have to say that we got a lot for our money.
— Brenda Drake, former Director, Public Health Trust

Public Health Trust: What’s Next?

Background: Established in 1995, Public Health Trust (PHT), a program of Public Health Institute (PHI), is charged with managing funds generated in litigation about public health issues and ensuring that the funds are used for public health programs in accordance with a litigation settlement agreement. Through its approach, PHT strives to bring benefit to all parties involved: communities, plaintiffs and defendants.

Situation: In late 2008, Brenda Drake, Director of Public Health Trust (PHT), engaged jdcPartnerships to conduct a strategic assessment and strategy formation project to identify organizational options and potential next steps that would leverage PHT’s strengths and increase its sustainability for the long-term. At the same time, Brenda was at a transition point in her career; she was committed to having a solid roadmap for PHT’s sustainability in place prior to her departure.

Assessment: PHT was at a point of renewal and regeneration. Facing a transition in leadership, increased challenges due to unpredictable funding, and a variety of trends that made its future uncertain, PHT wanted to assess its situation and form a roadmap for its future.

“When I looked for a consultant for this process,” Brenda stated, “I was worried that it would take up a lot of my time. As I look back, I can say that our time was used efficiently. There was also flexibility to adjust the process; that was really perfect and appropriate for our situation.” In reflecting on her decision criteria, she commented: “Also, it seemed that Jara could be a coach to me, keeping in mind my needs as the director, what I would want out of the process, how I might be feeling. Further, she’s given me ideas about what to do to make the transition go smoothly.”

Simultaneously, Brenda was developing an Advisory Board for PHT and engaged the members in reviewing the preliminary project findings as part of building PHT’s capacity: “This helped educate the board about the Trust, what it is, how it is perceived, the potential challenges, the opportunities.”

Outcomes: The process culminated in the development of a strategic assessment of PHT’s strengths and areas for improvement, and an assessment of the challenges facing it and recommendations for addressing these. Included with the recommendations was a work plan that provided a step-by-step outline for how PHT could implement the recommendations and become stronger and more sustainable for the long-term, while moving through the leadership transition process. Brenda commented on the plan: “I know it will be useful to the new director, when they come on board. The Advisory Board can use it to help the new director set priorities.”

In reflecting on the outcomes of the process, Brenda stated: “There is nothing else I would have wanted. Given the time and resources that we had, I am very happy with the product. This is a very useful document, a working document. It’s not theoretical. It has real steps to get us to where we want to be: to a position of strength and sustainability. I have to say that we got a lot for our money.”

Project Deliverables

• 18-mos Action Plan

• Executive Transition Work Plan