Southern Plains Tribal Health Board (SPTHB) Strategic Plan 2017-2021

S O U T H E R N P L A I N S T R I B A L H E A LT H B OA R D ’ S V I S I O N F O R G R E AT E R I M PAC T A N D S U S TA I N A B I L I T Y

STRATEGIC PLAN 2017–2021

O U R T H E

R O A D M A P

N E X T

F I V E

F O R Y E A R S

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A MESSAGE FROM THE

CHAIR OF THE BOARD To the Southern Plains Tribal Health Board, staff, partners, and participants during this year’s strategic planning session, I say thank you!

Thank you for taking time out of your busy schedules to think about our future. Our strategic plan will serve as our road map for the next five years and hopefully years thereafter to define what we do, how we do it, and to the benefit of all Tribal Nations we serve, locally and abroad.

The plan will help us focus on key gaps in advocacy and partnerships today, thus allowing us to strengthen our scope, purpose, and partnerships; moving forward together.

Again, I want to thank you for your hand in the development of this plan. I look forward to our future working together for all American Indians.

All the best,

Mrs. Marty Wafford, SPTHB Chairperson Undersecretary of Support & Programs Chickasaw Nation Department of Health

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A MESSAGE FROM THE

EXECUTIVE DIRECTOR Nowa!

As an organization, we are grateful for the partnerships we have created within our community at the tribal, local, state, and federal levels throughout our 45 years of existence. It is important to have our partners hold us accountable to our mission and commitment to the tribal nations we are honored to serve.

For the past two years, we have been building our organization’s foundation to ensure that our work mirrors our mission. In reviewing our evolution as a health board, we recognized that although we are doing many good things in our community, there is always room for growth and improvement. As part of our evaluation, it was crucial to hear from you, our tribal, local, state, and federal partners, and have you be a part of our strategic planning.

Thank you so much for your time and input in helping us create a comprehensive strategic plan.

The strategic plan we created with you, our partners, will help us to answer pertinent questions related to our growth, as well as set goals and objectives to guide us toward that growth. It also holds us accountable to fulfilling those goals and objectives in a timely manner so we can be better stewards to our tribal nations. That said, we understand that growth is dynamic and that our strategic plan should be flexible.

As we continue to chart our organization’s course, we look forward to continuing to partner with you. Together, we remain committed to improving the health of American Indians in Oklahoma, Kansas, and Texas, and impacting tribal public health for generations to come.

Respectfully,

Jenifer LittleSun Executive Director

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A MESSAGE FROM THE

OKLAHOMA AREA TRIBAL EPI CENTER DIRECTOR Dear Partners: On behalf of the SPTHB Board of Directors and staff of the Oklahoma Area Tribal Epidemiology Center, thank you for the time, effort, and input you provided during our organization’s 2016 Strategic Planning Meeting. We are extremely appreciative of the sacrifice you made to help us create plans that will guide our organization for generations to come. The goals and objectives we created together provide the framework for helping us accomplish our organization’s mission and vision.

Strategic planning helps us to narrow our focus to what is realistic within a certain time frame based on our resources. We recognize that you, our partners, are among our most valuable resources. You are integral to the success of our mission.

We hope you find our strategic plan helpful. It is our organization’s compass to help direct us on the unknown paths of the future. However, it is merely a guide and thus, is subject to change based on evolving organizational needs and resources. We look forward to continuing to partner with you as we work together to improve health outcomes for American Indians in Oklahoma, Kansas, and Texas. Again, thank you for your role in helping to shape the future of our organization, and ultimately the future of tribal public health.

Sincerely,

Tracy Prather, Director Oklahoma Area Tribal Epidemiology Center

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PARTNERSHIPS ADVOCACY EDUCATION TRAINING

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TABLE OF CONTENTS 3

Message from the Chair of the Board

4

Message from the Executive Director

5

Message from the Tribal Epidemiology Center Director

8 Acknowledgements 9

Introduction: The Planning Process

10

Southern Plains Tribal Health Board

History and Overview

Board of Directors

Organizational Chart

13

Vision, Mission, and Core Values

14

Strategic Goals and Objectives

Marketing and Creative

Tribal Public Health

Culture

Cooperative Opportunities

Fundraising Development

Human Resources

Advocacy and Legal

Information Technology (IT)

Overall Goals and Objectives and SWOT Analysis

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Appendix

SPTHB Board of Directors

References

Strategic Planning Steering Committee

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ACKNOWLEDGEMENTS Iron sharpens iron, so one person sharpens another Proverbs 27:17, NIV

Many people have contributed to the planning and development of this strategic plan. We have spent two years developing our foundation to finally be able to create this collaborative plan. It is our honor to thank and recognize the following people for their support, direction, and leadership.

First we would like to thank and acknowledge our SPTHB Board of Directors for their support and forward thinking. It is a pleasure working with a board who understands and believes in evolution, modernization and teamwork. None of our board members have egos that keep them from learning from others. They are always open to listening and giving “possibilities� a chance. Thank you for giving leadership that sparks and ignites ideas and innovation.

We would also like to thank Mr. Jerry Wilson for his inspiration and leadership in training our facilitators. With guidance and direction, he empowered our team and allowed them to think freely, creating a brainstorming session which left our staff inspired and excited about strategic planning.

We want to thank Rhonda Butcher and the Citizen Potawatomi Nation Cultural Heritage Center for hosting our Strategic Planning Summit. The staff was very helpful and kind. We greatly appreciate your hospitality and generosity.

We would also like to thank our in-house planning committee and production team for their hard work and dedication to this extensive planning project. All of our staff had the opportunity to provide input and a voice in our planning. We greatly appreciate your active participation, buy-in, and support.

Last but not least, we would like to express our deepest appreciation to all of our tribal, state, federal, and university partners who joined us in our Strategic Planning Summit. This is what true partnership looks like, and we are so very thankful for our relationships with each one of you. Thank you for keeping us accountable, relevant, and for having an on-going, honest conversation with us.

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THE PLANNING PROCESS In 2014 we began building our foundation to start the process of Strategic Planning. Before organizing a formal strategic plan with our stakeholders, we needed to make sure our staff, board, and partners knew who we were and what we did as an organization. First, we began internally, working with our staff on what they knew and what they did not know about the organization. We began laying down our foundation for knowing our 45 year history, as well as who we are today, and services we provide.

We learned why health boards were created and what purpose they served in the arenas of American Indian health and tribal public health.

Knowing our history, purpose, as well as our roles and responsibilities as the Southern Plains Tribal Health Board (SPTHB) was paramount in knowing where we are going as an organization.

retention. We then expanded our departments and staff by 100% within a year, rebranded our image by changing our name, created and updated our logos, created a new mission and vision statement, rearranged our organizational structure, built and strengthened our infrastructure and internal controls, developed new system and communication plans, provided board training to our SPTHB Board of Directors on non-profit board roles and responsibilities, updated and restructured our Board of Directors’ Quarterly Meetings, worked with an advisor on strategic planning, and focused on strengthening our partnerships by inviting them to help us write our strategic plan for the SPTHB. From this process of planning and working closely with our staff, Board of Directors, and partners we feel confident that we are on the right path. Our plan is expandable and retractable and will move with any timeline or environment. We look forward to the continued partnerships we have with our federal, state, tribal, university, and local partners.

Together as a team, staff and administration worked to update and edit our Personnel Policy & Procedures (P&P). Our P&P was written by staff for staff. It was written as a means of recruitment and

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SOUTHERN PLAINS TRIBAL HEALTH BOARD

HISTORY AND OVERVIEW PROJECTION After 45 years of partnering with tribal nations and stakeholders to improve the health of American Indians, the SPTHB remains committed to excellence in tribal public health.

With that being said, our organization recognizes the value of partnerships.

We are all advocates and leaders because we each have strong links. Each link in our chain gives us combined strength and allows us creative freedom for direction and growth. It is this growth that will foster innovation, cultivation, and a multigenerational change in tribal public health.

We look forward to your contribution in our strategic planning. Thank you in advance for your time and support as we continue to work collaboratively to strengthen ties with our tribal nations.

The Southern Plains Tribal Health Board (SPTHB) is a nonprofit organization based in Oklahoma City, Oklahoma.

The health board was established in 1972 to provide a unified voice on tribal public health needs and policy for the 43 federally recognized tribes located in the states of Kansas, Oklahoma, and Texas. Board membership includes representatives from the 12 service units in the Indian Health Service (IHS) Oklahoma Area.

The SPTHB serves as a liaison between the National Indian Health Board and the 43 federally recognized tribes in Kansas, Oklahoma, and Texas. Our role is to improve tribal public health outcomes for American Indians through partnerships, advocacy, education, data and research, as well as training.

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SOUTHERN PLAINS TRIBAL HEALTH BOARD

BOARD OF DIRECTORS NAME

TITLE

SERVICE UNIT

Marty Wafford

Chairwoman

Ada Service Unit

Teresa Jackson

Vice Chair

Talihina Service Unit

Lisa Pivec

Treasurer

Tahlequah Service Unit

Nicolas Barton

Secretary

Clinton Service Unit

Billy Friend

Claremore Service Unit

Juan Garza

Eagle Pass, TX

Shoneen Alexander-Ross

Okemah Service Unit

Bruce Pratt

Pawnee Service Unit

Rhonda Butcher

Shawnee Service Unit

John Narcomey

Wewoka Service Unit

TBA

Kansas Service Unit

TBA

Lawton Service Unit

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CURRENT

ORGANIZATIONAL CHART ADMIN

Jenifer LittleSun Executive Director

Tracy Prather

Tracy Sexton

Director of TEC

Cuyler Snider

Grant Finance Director

Deputy Director TEC

Natalie Harjo

Administrative Assistant

Phyllis Pratt

Nicholas Wahpepah

Finance Director

HR Manager

Executive Assistant

RD Dickens

Youth Services Director

Shelly Douglas

Director of Business Development

Alex E. Smith

Loren Tonemah

Chris Reed

David Thompson

Creative Director

Project Manager

Creative Services Coordinator

IT

TEC Chris Tall Bear

CDC/GHW Grant Lead/ Program Coordinator

Susan Gay

Public Health Training Coordinator

Yonavea Hawkins

Public Health Training Coordinator

Janice Black

Public Health Training Coordinator

Patricia Yarholar

TEC Grant Lead/ Public Health Coordinator

Amber Martinez

Melanie Johnson

Health Disparities Grant Lead SPF-RX Grant Lead/ Project Manager

Sucharat (Gift) Tayarachakul

Erin Hodson

Epidemiologist

Epidemiologist

Julie Seward

Melanie Johnson

SPF-PFS Grant Lead/ Project Coordinator

Julie Seward

Susan Gay

Public Health Specialist Men’s Health Consultant

Sucharat (Gift) Tayarachakul Data Manager

Amber Martinez

Men’s Health Consultant

Aron Wahkinney

Public Health Specialist

Community Health Specialist

Tyler Dougherty Biostatistician/ Epidemiologist

Aaron Williams

Tobacco Program Coordinator

CONTRACT

CDC Kansas Tribes Navigator

Evaluator, University of Oklahoma

Evaluator, University of Oklahoma

PFS Consultant

Tobacco Program Evaluator, University of Oklahoma

CDC Consultant

PFS Consultant

TEC Consultant

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CDC Consultant

OUR

VISION

Promoting healthy communities, serving and strengthening all tribal nations.

OUR

MISSION

OUR CORE

VALUES

The Southern Plains Tribal Health Board is dedicated to serving the tribal nations of the Southern Plains by improving health outcomes for American Indians through partnerships, advocacy, education, and training.

SERVANT LEADERSHIP We lead with others in mind. We value everyone’s contributions and regularly seek out opinions. We intentionally cultivate trust and collaboration.

We set positive e xamples and invest in others so that they can follow the roles of leadership.

ACCOUNTABILITY We stay accountable to our tribal nations by making sure our actions mirror our mission, vision, and values. We listen, learn, act, and repeat to strengthen our role within our tribal nations.

RESPECT We treat others as we expect to be treated. We embrace each individual’s unique talents and respect diverse life and work styles. We operate in a spirit of cooperation, collaboration, and inclusiveness.

INNOVATION We anticipate change and acknowledge forward-thinking solutions to overcome problems. We believe in the power of great ideas and that these ideas c an come from anyone, anywhere, and at anytime.

EXCELLENCE We act promptly, enthusiastically, and professionally so people are WOW-ed by their interactions with us. We work with enthusiasm and are driven to surpass what has already been achieved. We use data and feedback to guide our course.

INTEGRITY We do the right thing. We conduct our business in accordance with the highest standards of professional behavior and ethics. We are transparent, honest, and ethical in all our interactions with employees, supporters, partners, vendors, and the public.

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STRATEGIC GOALS AND

OBJECTIVES

MARKETING AND

CREATIVE STRENGTHS: • We understand and utilize cutting-edge design software.

• We all recognize the importance of an effective marketing and creative department.

• We pride ourselves on fostering an inclusive and diverse work environment.

• Our partnerships are a vital piece of our organization and we are always broadening our network.

• We are an office filled with people who love what they do and this promotes an enthusiastic work environment.

• Our Creative and Marketing Department are very skilled with social media.

WEAKNESSES: • The Creative and Marketing Department would like to expand their social media team.

• We need to increase the number of social media platforms we are on.

• We currently do not have a master events calendar, informational resources, or an annual report on our website.

• We need to take more videos of events and conferences.

• The Southern Plains Tribal Health Board (SPTHB) brand is still very new and needs more brand awareness.

• We should increase our cross-promoting with other health boards.

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OPPORTUNITIES: • The SPTHB has many partnerships and will help to cross-promote events in the future.

• We should encourage all tribal leaders to participate in SPTHB events.

• We should become a central hub resource.

• We should have our tribal partners help promote our brand for us.

• We should have focus groups to help us understand what we can improve on and our impact.

• The SPTHB should have taped staff interviews for tribal TV and radio.

STRATEGIC GOAL Manage and maintain all SPTHB marketing/ branding material and establish the SPTHB brand through the use of the new website, social media, and community engagement.

THREATS: • New presidential administration and what effect it may have on the SPTHB. • New possible tax plans and what it means for SPTHB. • Allowing our vision to become limited.

TO OBTAIN THIS GOAL, THE FOLLOWING OBJECTIVES MUST BE MET: 1. Launching the new SPTHB website – Provide a new website to our partners, donors, and colleagues showcasing how donations are directly helping the tribal nations we serve in Kansas, Oklahoma, and Texas by 2017.

2. Establish a social media presence – Provide an interactive way for people to share their own stories on tribal public health and testimonials. Distribute information about how to give and receive funding to tribes, partners, as well as information on giving campaigns will provide a strong foundation for SPTHB brand recognition by 2018.

3. Establish a YouTube channel – Nothing is more powerful than human interaction. Human interest stories will allow a multigenerational audience to see how donations directly affect the diverse needs of American Indians. Content to be established by 2019.

4. Create stock photo catalog - Developing a catalog of multigenerational pictures from all the tribal nations we serve will allow for geographic familiarity. This is paramount in promoting the needs of our diverse tribal nations and tribal communities.

Develop and established by 2018.

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TRIBAL PUBLIC

HEALTH

STRENGTHS: • We have amazing leadership at the Oklahoma Area Tribal Epidemiology Center(OKTEC) and SPTHB that keep staff constantly improving the quality of their work.

• We are a very close office with plenty of staff engagement.

• Partnerships are a central theme of SPTHB because we recognize the importance and expertise that other organizations bring.

• We have over 40 years of experience providing public health services to the American Indian community.

• Over the lifespan of the SPTHB, there have been many successes to build upon.

WEAKNESSES: • The OKTEC and SPTHB are growing and experiencing a limited capacity within certain departments.

• We need to expand and diversify the publicity of the SPTHB and OKTEC. • We serve a very large geographical area.

• Shortage of resources at the OKTEC’s and SPTHB’s disposal to meet the needs of our community.

• The public health sector is very broad and covers a wide array of topics.

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OPPORTUNITIES: • The SPTHB has many opportunities to expand and increase services to many of our tribes.

• We can increase our advocacy for resources and to expand funding.

THREATS:

• The OKTEC and SPTHB have many great partnerships, but there are many more to be made.

• Grants are highly sought after and partners may compete for the same resources.

• Be sure that our priorities align among tribes and health boards.

• We should be as transparent as possible with our services and tribes.

• Politics may affect the amount of resources and/or services available.

• The SPTHB has the ability to shape the landscape of public health for tribes in our region.

• The OKTEC and SPTHB must always be watchful of potential funding opportunities and apply for them.

• Our existing partnerships offer great expertise and technical assistance when needed.

STRATEGIC GOAL Strengthen the capacity and increase funding to the SPTHB as to better identify and meet the needs of our communities, as well as cultivate SPTHB partnerships.

• Be better at understanding our impact on the tribal communities we serve.

TO OBTAIN THIS GOAL, THE FOLLOWING OBJECTIVES MUST BE MET: 1. Improve tribal government and stakeholder relations – Increase tribal government and key stakeholder outreach by entering into cooperative agreements with three additional tribes by 2019.

2. Broaden funding opportunities – Increase funding to the board by expanding the number of grants (federal or foundation) that SPTHB maintains by two by 2019.

3. Increase publicizing of public health initiatives – Develop a protocol of publicizing public health events to increase the number of people who are aware and who participate by 2019.

4. Promote education, training, and technical assistance initiatives – Increase the number of trainings and technical assistance initiatives by two by 2019.

5. Create and maintain a sustainability plan – Develop a sustainability plan for the OKTEC and SPTHB that will ensure the longevity of both organizations by 2020.

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AMERICAN INDIAN

CULTURE

STRENGTHS: • We are an inter-tribal organization.

• We offer cultural training internally to staff, as well as externally to outside businesses, organizations, schools, and corporations.

• We offer cultural awareness and a cultural leave policy to our staff.

• Our staff is diverse from many different backgrounds, which allows us to educate non-natives about American Indians(AI) and American Indian stereotypes.

• We are very empathetic to all cultures.

WEAKNESSES: • The SPTHB was created in 1974, however not much is known about the first board of directors and who the board members were.

• We need more communication and outreach with the tribal nations in Texas and northeastern Oklahoma.

• We are behind the curve on utilizing technology.

• Many people still do not know who we are and what we do.

• We need more outreach with more non-native organizations.

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OPPORTUNITIES: • We have been in existence for 45 years, this allows us a large partner base, which would be great for a partner summit for cross promotion and determining where we can partner more within our communities to help the greater good.

• We would love to get more engagement with tribal leaders, as they have great influence in advocacy and creating system changes for their tribal nations.

• SPTHB will develop a tribal tour, visiting all the tribal nations in Kansas, Oklahoma, and Texas.

• With the “Baby Boomer” generation retiring, document and archive our tribal leaders and the knowledge they hold in the arena of tribal public health, Indian Health Service (IHS), budgets, advocacy, etc. by creating a leadership summit.

• We should be a central resource, acting as liaison between tribal and non-tribal institutions.

• We should be empowering all AI to take leadership roles.

• We will target grants that encourage strengthening culture within communities.

• We can partner with local history museums to document elders.

• We can create cultural focus groups to see what culture means to a multi-generational audience.

• We should always create an environment for open-minded thinking.

• Losing knowledge and leadership from the Baby Boomer generation.

• Loss of tribal language.

• Cultural diversity and differences in protocol and tribal civics in federal grant timelines.

THREATS: • New presidential administration and what that means for American Indian/Alaskan Natives (AI/ANs).

• Budget cuts to mental health.

• New tax structures from both potential parties.

STRATEGIC GOAL Become a central resource hub for American Indian culture, through education, advocacy, and training.

• Lack of buy-in from tribes.

• Lack of education about American Indian stereotypes and how that affects the mental health of our people.

• Groups of people that do not value all culture from all tribal nations.

• Narrow-minded thinking from natives, as well as non-natives.

• Macro vs. Micro – Tribal nations are diverse in terms of tribal, state, and federal resources, as well as internal infrastructures.

TO OBTAIN THIS GOAL, THE FOLLOWING OBJECTIVES MUST BE MET: 1. Become a culture resource – Develop and provide training and education programs for multi-generational audiences from all backgrounds of life by 2018.

2. Create cultural partnerships – Create partnerships with all 43 federal recognized tribes in Kansas, Oklahoma, and Texas, partnering with their tribal cultural programs by 2019.

3. Create digital storytelling/cultural videos – Produce a multi-generational series on cultural issues using YouTube, blogs and social media, creating a “SPTHB Cultural Series: Through the Eyes of Our Elders, Generation X, and Millennials” by 2019.

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4. Making personal contact with every tribe – Develop a tribal tour to visit every tribe to build relations with our communities and to promote cultural diversity programs to relate how our cultures are similar by 2020.

5. Promote tribal civics – Develop a program to educate tribal members, with their own tribal nations, to know their tribal civics, their rights as a tribal citizen, as well as a U.S. Citizen by 2019.

6. Know our history – Create a timeline displaying the genesis of the SPTHB and our evolution by 2018.

COOPERATIVE

OPPORTUNITIES

STRENGTHS: • We have several seasoned grant writers on staff.

• We have the nationally known Oklahoma Area Tribal Epidemiology Center (OKTEC).

• We have a large network of partnerships and colleges from various arenas of Public Health.

• We have a large and established mentoring program for staff, interns and fellows.

WEAKNESSES: • We could do more for the OKTEC and SPTHB if we had a grant team, responsible for overseeing our various grants, as well as researching for new grants.

• We could do a better job of communicating grant opportunities to the tribes we serve.

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OPPORTUNITIES: • We will be looking at foundation grants, as well as other funding resources.

• We have a great opportunity to help tribal nations apply for funds, create a tribal synergy of funding, and create new tribal partnerships with each other, as well as the SPTHB.

THREATS: • New presidential administration and what that means for AI/ANs.

• We are currently educating and mentoring our staff grant leads on all aspects of grantsmanship, as well as finding outside state, federal, and tribal points of contact for external partners to create a “Grant Team” within our department, to oversee current and future grants for the OKTEC/SPTHB for the greater good within the arena of tribal public health.

STRATEGIC GOAL Create and expand new partnerships to increase funding, educate communities on public health, as well as identify gaps and needs for structural/system changes.

• Silos that exist with federal, state, and tribal offices that effect our grant timelines.

• Federal grant timelines are not made with tribal civics and their chain of command approval processes in mind. This hinders tribal pass through grant opportunities, because federal timelines are often restrictive.

TO OBTAIN THIS GOAL, THE FOLLOWING OBJECTIVES MUST BE MET: 1. Create, expand, and diversify partnerships – Seek new partners in areas of veterans’ organizations, special needs, etc., working with out-of-the-box thinkers to help the greater good, and provide funding opportunities to more communities by 2018.

2. Increase community readiness for public health – Provide more training within our local and tribal communities on public health and health literacy by 2019.

3. Improve relationships with tribal governments through face-to-face exchange – Visit all the tribal nations in Kansas, Oklahoma, and Texas with a tribal tour to see how we can help with funding opportunities by 2019.

4. Identify new funding opportunities - Pursue new and creative funding avenues such as foundation grants, as well as tribal public health giving campaigns by 2019.

5. Identify a new funding opportunity with a new partner/tribe – Communicate funding opportunities by way of social media, list serves, and information sharing by 2018.

6. Design and promote the use of a public health toolbox – Create a Public Health Workgroup consisting of public health professions to create a public health toolbox of information to post on our website, social media, as well as to send out to our federal, state, and tribal partners by 2019.

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FUNDRAISING

DEVELOPMENT

STRENGTHS: • We have a strong relationship with Community Health Charities.

• We work closely with tribes.

• We have created and fostered strong federal, state, tribal, and private partnerships.

• Our board and staff are receptive to change.

• We have strong leadership within our Board and internal Leadership Team.

WEAKNESSES: • For the past 45 years we have not raised money for the organization.

• We need a stronger presence from tribal leaders to show how giving can help our tribal nations in tribal public health.

• Public may be confused by competing nonprofit resources in public health.

• We have a high learning curve on educating our board and staff on fundraising development.

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OPPORTUNITIES: • We have a diverse arena of funding opportunities.

• Through donations we can provide better health outcomes to all the tribal nations in Kansas, Oklahoma, and Texas.

THREATS: • New presidential administration and what that means for AI/ANs.

• We can expand our spirit of influence.

• We have the opportunity to cross promote with our national health boards and partners to bring more awareness to all of our services for our tribal communities.

• Financial economy from a budget cuts.

• Stereotypes of American Indians.

• Misconceptions of fundraising and where the money is going/spent.

• We are mutually beneficial with non-tribal partners.

• Appearance of how funds are used can affect giving campaigns.

• Encouraging current state and federal partners to give to SPTHB through work place giving campaigns with Community Health Charities.

STRATEGIC GOAL With our partnerships, development plans, and marketing, create a firm foundation for SPTHB departments and programs to be self-sustaining and financially independent.

TO OBTAIN THIS GOAL, THE FOLLOWING OBJECTIVES MUST BE MET: 1. 1. Educate our board, staff, and partners – Educate our team on cross promotional campaigns and how we as partners can work in the arena of giving to help each other raise money for the greater good of American Indians. We will create a partner luncheon to see what cross promotional marketing can be done with our tribal, local, state, and federal partners by 2018.

2. 2. Create sustainable SPTHB programs – Build a firm foundation by hiring a director of development, spotlight national AI/AN spokespeople, work place giving campaigns, annual events, virtual campaigns, and increasing our reserve by 10% by 2019.

3. 3. Produce fundraising events – Create giving events such as: annual partner luncheon, virtual auctions, giving campaigns, American Indian Health Fund campaign, work place giving campaign, an annual powwow, and a annual SPTHB Awards Ceremony by 2019.

4. 4. Drive our website and app for e-giving campaigns – Utilize our website for real-life human interest storytelling to share stories of success, support, and family trials that American Indians endure. Share testimonials and uplifting stories to show how donations help our people by way of e-giving such as: website Donate Now button, virtual auctions, SPTHB app, virtual events, and the American Indian Health Fund.

5. 5. Build a solid reserve for our future – Increase our reserve by 10% and create a solid investment plan for SPTHB by 2019.

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HUMAN

RESOURCES

STRENGTHS: • We hired a dedicated Human Resources(HR) Manager.

• Our human resources manager has experience in the field.

• A human resources policy already exists within our organization.

• We have many existing partnerships (employment lawyers and other HR professionals).

• Our staff is diverse and brings a wide variety of knowledge and skills.

• We have an employee-friendly benefits package (health, 401K, etc.).

• We have the internal capacity to provide trainings.

WEAKNESSES: • We do not have enough funding apart from grants.

• Grant funding cannot be used for HR functions (training).

• We currently lack structured processes.

• There is not enough office space for an increase in staff.

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OPPORTUNITIES: • There will be increased office space with a new building.

• We intend to grow our workforce.

THREATS: • A larger workforce results in greater liability.

• We have additional funding from external sources.

• We have an increased presence and visibility nationally through marketing.

• There is potential for high staff turnover as the organization grows.

• Employment laws/federal regulations and policies are constantly changing.

• If there is a loss of funding/lack of funding our growth could be hindered.

• Natural and other disasters could result in damages to the infrastructure.

STRATEGIC GOAL To improve the work environment for staff through increased trainings, recruitment of specialized employees, expanded infrastructure, and relevant policies.

TO OBTAIN THIS GOAL, THE FOLLOWING OBJECTIVES MUST BE MET: 1. Develop employee trainingsa. Create a survey to solicit employee input regarding trainings by 2017. b. Analyze survey results regarding employee trainings by 2017. c. Meet with staff to discuss results and prioritize trainings by 2017. d. Increase mandatory employee trainings from zero to one by 2017. e. Increase optional employee trainings from zero to one by 2018.

2. Expand our role in health policy analysisa. Develop A job description for A health policy analyst by 2017. b. Determine if position for A health policy analyst is full-time or contractual by 2017. c. Research financial opportunities for A health policy analyst by 2017. d. Hire a health policy analyst by 2018.

3. Increase office space to accommodate our growtha. Determine the amount of office space needed by 2017. b. Review the SPTHB policies regarding telecommuting in order to determine how much office space will be needed by 2017.

4. Stay current with human resources trends- Present revised policies and procedures to board for approval by 2017.

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ADVOCACY AND

LEGAL

STRENGTHS: • We have a large effective Epidemiology staff to collect data and facts for policy.

• We have a strong partnership with state tribal liaisons and with many stakeholders, partners, and decision makers.

WEAKNESSES: • We need to be more visible in the arena of policy.

• We do not have a full time health policy analyst.

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OPPORTUNITIES: • We can work with various players in policy.

• We can educate, advocate, and communicate to others on what advocacy is for American Indian(AI) health.

• We work closely with many state, tribal liaisons, legislators, and staffers who can advise us on key policy issues impacting AI public health.

STRATEGIC GOAL To strengthen partnerships between tribal leaders and federal, state, and local legislators through advocacy.

THREATS: • Concern for new administration and what that means for AI/AN health issues and the Affordable Care Act(ACA).

TO OBTAIN THIS GOAL, THE FOLLOWING OBJECTIVES MUST BE MET: 1. Educate, advocate, and communicate – Develop educational material on understanding policy for American Indian health by 2018.

2. Mentor leadership – Mentor tribal leadership in tribal public health by developing a Public Health Advocacy 101 toolkit by 2018.

3. SPTHB to be a policy information hub - SPTHB’s website and social media will be a resource clearing house for all things policy and advocacy in tribal public health.

4. Hire a policy analyst - Hire and develop a formal scope of work for an in-house policy analyst by 2018.

5. Educate and train staff – Certify all staff who will be talking for the SPTHB in public speaking and Tribal Diversity Training by 2018.

6. Develop campaigns – Develop and implement advocacy campaigns by 2018.

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INFORMATION (IT)

TECHNOLOGY

STRENGTHS: • Our IT staff has knowledge and skills.

• Our servers have encryption.

• We have external backup.

• We are compliant with the Institutional Review Board (IRB) policies.

• There is a reduction in paper and associated costs (e.g. printing, ink) resulting from electronic storage.

• There is increased efficiency/productivity.

• We have easier connectivity.

WEAKNESSES: • Some of our equipment is old and needs to be updated.

• Currently, we lack an upscale IT infrastructure.

• The costs associated with offsite backup, licenses for software, and new technology can be high.

• There is no full-time IT employee.

• We lack buy-in from tribes to store their data.

• We are vulnerable to system malfunctions.

• We may lack time for implementation of new software and training in using it.

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OPPORTUNITIES: • In the future, we will be able to store data for tribes as offsite backup.

• We have potential to build new partnerships.

• Additional revenue from storing data will allow for expansion of IT-related resources.

THREATS: • There will be liability associated with storing data such as loss of personal information like social security numbers and dates of birth through system failure, hacking, and viruses.

• An expansion in IT will allow us to reach more people.

• Sharing knowledge becomes easier with improvements to our system.

• Our system will be vulnerable to malware, ransomware, and hackers.

• There is the likelihood of a change in the perception of the organization.

• The data we receive for storage may already be corrupted.

• We have little control over power and internet outages.

STRATEGIC GOAL To increase the effectiveness and efficiency of IT through the creation of policies, partnerships, resources, and targeted personnel.

TO OBTAIN THIS GOAL, THE FOLLOWING OBJECTIVES MUST BE MET: 1. Create an IT assessmenta. Develop and have in place a comprehensive IT assessment report including action plans by 2018. b. Submit the IT assessment to the Board for approval by 2018. c. Implement the IT assessment by 2018.

2. Collaborate with Indian Health Service- Meet with Chief Information Officer of IHS to discuss IT needs by 2017.

3. Gain more knowledge through the Information Systems Advisory Committee (ISAC)- Have a SPTHB employee attend an ISAC meeting and create a report by 2017.

4. Develop an in-house IT Department- Hire a full-time IT employee by 2018.

5. Conduct security checks- Yearly, have a minimum of one security check done by a third party firm.

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OVERALL GOALS AND

OBJECTIVES As our analysis shows from our Strategic

INTERNAL

Planning, we are still building our foundation and infrastructure. Now that we are building a solid foundation, in the coming years we will continue building our infrastructure. We are creating system changes, internal controls, communication plans, and strengthening our partnerships. This will solidify our commitment to the tribal nations we serve and the partners we work with on a daily basis. We want to work with people who will challenge us and hold us accountable to our

Sustainability – SPTHB needs to be self-sustaining in our programs and departments.

Needs Analysis – Identify needs and monitor gaps for changes in internal structural and policy.

Monitor Progress – Conduct annual department evaluations.

EXTERNAL Brand Awareness – Educating our audience on who we are and what we do.

Expand Partnerships – Work closely with our tribal, state, federal, and local partners to help the greater good in American Indian health, advocacy, data collection, and technical assistance.

Policy Analyst – Invest in a full time in-house senior policy analyst to concentrate on researching, evaluating, and shaping American Indian health policy, alongside tribal leaders.

Resource Repository – SPTHB should be a resource hub for all things; policy, epidemiology, funding opportunities, and an overall multi-generational resource hub in tribal public health.

actions and our mission.

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APPENDIX

Our board is made up of 12 representatives from the 12 geographical tribal service units we serve in Kansas, Oklahoma, and Texas.

Each Board Member is appointed by the following tribal nations they represent and serve:

SOUTHERN PLAINS TRIBAL HEALTH BOARD

BOARD OF DIRECTORS BOARD MEMBER

SERVICE UNIT

TRIBES REPRESENTED

Marty Wafford Chairwoman

Ada, OK

Chickasaw Nation

Teresa Jackson Vice Chair

Talihina, OK

Choctaw Nation

Lisa Pivec Treasurer

Talequah, OK

Cherokee Nation and United Keetowah Band of Cherokee Indians

Nicolas Barton Secretary

Clinton, OK

Cheyenne and Arapaho Tribes

Billy Friend

Claremore, OK

Miami Tribe Ottawa Tribe, Quapaw Tribe, Peoria Tribe, Modoc Tribe, Eastern Shawnee Tribe, Shawnee Tribe, Wyandotte Nation, Seneca-Cayuga Tribe, and Delaware Tribe of Indians

Juan Garza

Eagle Pass, TX

Kickapoo Traditional Tribe of Texas

TBA

Lawton, OK

Wichita & Affiliated Tribes, Caddo Nation, Ft. Sill Apache Tribe, Kiowa Tribe, Comanche Nation, Apache Tribe, and Delaware Nation

Shoneen Alexander-Ross

Okemah, OK

Muscogee (Creek) Nation, Thlopthlocco Tribal Town, Kialegee Tribal Town, and Alabama Quassarte Tribal Town

Bruce Pratt

Pawnee, OK

Pawnee Nation, Otoe-Missouria Tribe, Ponca Tribe, Tonkawa Tribe, Kaw Nation and Osage Nation

Rhonda Butcher

Shawnee, OK

Citizen Potawatomi Nation, Absentee Shawnee Tribe, Iowa Nation, Kickapoo Tribe, and Sac & Fox Nation

John Narcomey

Wewoka, OK

Seminole Nation

TBA

Holton, KS

Prairie Band Potawatomi, Sac and Fox of Kansas and Nebraska, Kickapoo Tribe of Kansas, and Iowa Nation of Kansas

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Because we use Indian Health Service’s geographic service area structure, people often confuse us with the Indian Health Service (IHS). We use their geographic service area simply because, why reinvent the wheel? IHS is one of our many partners that we work side by side with to serve our tribal nations.

To better understand who we are and how we serve our area, here is a breakdown. There are six different kinds of health boards that serve American Indians on a tribal, state, federal, and national level: LEVEL

Local Tribal Level

Area Level

Area Level

Urban Level

HEALTH BOARD

EXPLANATION

Tribal Health Boards

Various individual tribal Nations have their own Health Boards. Tribes who are both Direct Service (have an IHS Facility), as well as Self Governance tribes (provide and run their own health facility) make up these Health Boards.

Direct Service Advisory Boards

Direct Service Tribal Nations and the tribes they serve in their surrounding area make up these Advisory Boards. Board members advise IHS on the needs of the community and their tribal members. IHS and tribes work together for the greater good of their community.

Self-Governance Advisory Boards

Self-Governance tribes advocate and advise the IHS Director on issues of Self-Governance Tribes.

The committee consists of tribally elected officials representing a cross section of Self-Governance Tribes.

Urban Indian Health Boards: Tulsa, OK, Oklahoma City, OK, Dallas, TX, Wichita, KS

Each Urban Indian Health area has its own non-profit Health Board. They provide health services to rural American Indian and Alaska Natives. There are no Direct Service clinics/hospitals or self-governance clinics/ hospitals located in their service areas. The urban Indian Health Board is made up of at least 51% members of a federally recognized tribe from within the communities they serve. They collaborate with Indian Health Service, National Council of Urban Indian Health and other local and national organizations to improve the healthcare of American Indian people.

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LEVEL

HEALTH BOARD Regional Health Boards: Alaska Area: Alaska Native Health Board Albuquerque Area: Albuquerque Area Indian Health Board Bemidji Area: Midwest Alliance of Sovereign Tribes Billings Area: Rocky Mountain Tribal Leaders Council California Area: California Rural Indian Health Board

Regional Level

Great Plains Area: Great Plains Tribal Chairmen’s Health Board Nashville Area: United Southern and Eastern Tribes, Inc. Navajo Area: Navajo Nation Division of Health Oklahoma Area: Southern Plains Tribal Health Board Phoenix Area: Inter-Tribal Council of Arizona Portland Area: Northwest Portland Area Health Board

National Level

National Indian Health Board (NIHB)

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EXPLANATION Non-profit, these Health Boards are made up of representatives from each tribe within their geographical area. Each Health Board serves several tribes within a group of states, or region. Each board member is appointed by the tribal nations they represent/serve, including Direct Service Tribes, SelfGovernance Tribes, and Urban Clinics. We are liaison between the tribal nations we serve and the National Indian Health Board (NIHB) in Washington, D.C. who communicates and advocates for policy with lawmakers.

Non-profit, National Indian Health Board (NIHB) was created to consolidate and advocate for the 12 National Area Health Boards and the tribal nations they serve, from across the United States on tribal public health policy issues.

NIHB serves as a liaison between the 12 National Area Health Boards and the federal legislators in Washington D.C.

Aron Wahkinney – SPTHB

David Wharton – Choctaw Nation

Alex Smith – SPTHB

Erin Hodson – SPTHB

Aly Miller – Absentee Shawnee Health System

Janice Black – SPTHB

Dr. Amanda Janitz – OU COPH

Jenifer LittleSun – SPTHB

Amber Anderson – SPTHB

John Narcomey – Seminole Nation

Amber Martinez – SPTHB

Johnney Johnson – OK Health Care Authority

Andie Chan – OSDH

Jolene Walters – KNHC

Chris Reed – SPTHB

Julie Deerinwater-Anderson – Cherokee Nation

Chris Tall Bear – SPTHB

Loren Tonemah – SPTHB

Chris Walker – Tribal Health Alliance

Lisa Pivec – Cherokee Nation

Cuyler Snider – SPTHB

Lucinda Myers – BCBSOK

Dana Miller – OK Health Care Authority

Manon Tillman – Osage Nation

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STRATEGIC PLANNING

STEERING COMMITTEES Marshall Gover – Pawnee Nation

Sarai Geary – Oklahoma Legal Aid

Marty Wafford – Chickasaw Nation

Shelly Douglas – SPTHB

Mary Cully – Veterans Administration OTGR

Susan Gay – SPTHB

Melanie Johnson – SPTHB

Tewanna Edwards – OK Health Care Authority

Nicholas Wahpepah – SPTHB Nicolas Barton – Cheyenne and Arapaho Tribes

Dr. Tom Teasdale – OU Health & Sciences Center

Patricia Yarholar – SPTHB

Tracy Prather – SPTHB

Phyllis Pratt – SPTHB

Tracy Sexton – SPTHB

R.D. Dickens – SPTHB

Tyler Dougherty – SPTHB

Rhonda Butcher – Citizen Potawatomi Nation

President W. Bruce Pratt – Pawnee Nation

Robert Coffey – Iowa Nation

Yonavea Hawkins – SPTHB

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Southern Plains Tribal Health Board™ 9705 N. Broadway Extension, Oklahoma City, OK 73114 405.652.9200 • www.spthb.org

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Southern Plains Tribal Health Board logo is a trademark of the Southern Plains Tribal Health Board.

Trademarks of the Southern Plains Tribal Health Board are to be used with permission.