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Policy&PracticeApril 2016 32
DIRECTOR’S MEMO continued from page 3
improvement within programs and
funding streams.
Impacting Environmental
and Behavioral Factors
Over time we aspire to positively
impact:
„ „ Environmental factors such as
poverty rates, crime, use of the
health care system, economic
and employment opportunities,
infrastructure, and access to com-
munity-based supports; and
„ „ Behavioral factors such as trauma
and stress, educational attainment,
job access and progression, sub-
stance abuse, nutrition and physical
activity, and volunteerism.
Our general ROI outlook is for
a culture of well-being to “pay off”
through:
„ „ Stronger and more resilient families
and communities;
„ „ Increased opportunities for
everyone, no matter what zip code
they live in; and
„ „ Reduced trauma through prevention
and early, low-cost interventions.
General Strategy and Role
as Change Architects
Our general strategy is captured
by Pathways and carried out through
our Value Proposition (Influence, Build,
Connect). These blueprints for change,
which all flow from the Human
Services Value Curve, set the stage for
a range of deeper strategies for opti-
mizing our role, with and through our
members, to:
„ „ Advocate,
„ „ Build capacity, and
„ „ Connect or broker needed
collaboration.
Our role as change architects
includes:
„ „ Improving federal policy and regula-
tions through collective advocacy
and impact;
„ „ Reframing our messaging to effec-
tively engage our audience and
inform continuous learning;
„ „ Staging field transformation;
„ „ Facilitating councils, affiliates,
centers, and leadership teams—
both for the entire field and within
specific communities;
„ „ Brokering knowledge of innovations
and solutions across states and local
jurisdictions;
„ „ Fostering the needed strategic part-
nerships; and
„ „ Advancing a range of member
engagement strategies.
ConstructionTools
Our own construction tools include:
„ „ Virtual centers of excellence and
innovation;
„ „ Staff and methods for optimizing
national policy developments, strate-
gies, and decisions;
„ „ Affinity groups with expertise in
both program and enterprise-wide
supports;
„ „ Effective communication, including
social media and traditional publica-
tions; and
„ „ Organizational effectiveness insti-
tutes and direct consulting services.
Weather Proofing
The weather-proofing effect of our
construction effort includes:
„ „ A federal, state, and local system of
collaboration across programs and
jurisdictions;
„ „ Data and analysis employed at the
whole person and the population
level;
„ „ Public agency, private provider, and
nonprofit partnerships;
„ „ Integration of health care and
human service goals and strategies;
and
„ „ Local communities driving field
transformation from the consumer
level of the system.
All of this, in turn, helps generate the
intended understanding and will of our
citizens.
Equipping Ourselves
In order to properly equip ourselves
and maximize our own potential for
this mission, strategy, role, and set of
construction tools, APHSA is building:
„ „ A culture of continuous learning and
improvement,
„ „ A strong operational base,
„ „ A team that will enable us to perform
at our best,
„ „ A financial and business growth
engine to keep us supplied,
„ „ An adaptable structure that fosters
teaming and empowerment, and
„ „ A leadership culture that stretches
people and capacity in tune with the
rest.
Over the course of the year, we
aim to bring this theory of change
and our accompanying strategies and
tools to life through active engagement
with our members and partners. As
always, we welcome feedback from
you—our members and partners—
on how to best execute our blueprint
so that it is truly possible for people
to live well and thrive in their
communities.
Reference Note
1. See
aphsa/Toolkit/Human%20Services%20
Value%20Curve%209-5-14.pdf
Over the course of the
year, we aimto bring
this theory of change
and our accompanying
strategies and tools
to life throughactive
engagement with
ourmembers and
partners.