NATIONAL ONE HEALTH STRATEGIC PLAN DEVELOPMENT WORKSHOP (VENUE

NATIONAL ONE HEALTH STRATEGIC PLAN DEVELOPMENT WORKSHOP (VENUE

NATIONAL ONE HEALTH STRATEGIC PLAN DEVELOPMENT WORKSHOP (VENUE AND DATE OF WORKSHOP) PURPOSE AND OBJECTIVES OF THE WORKSHOP Purpose of the Workshop Build consensus on core focus of the One Health Strategic Plan. Objectives Conduct/Review SWOT Analysis Craft vision and mission statements Identify strategic pillars, objectives, activities, & indicators 2 OUTLINE 1. Definitions of strategy and strategic planning 2. The reason for a strategic plan 3. Strategic planning pyramid a) Context and strengths, weaknesses, opportunities and

threats (SWOT) Analysis b) National/Sectoral Goals c) Vision Statements d) Mission Statements e) Values f) Strategic Pillars and Their Goals g) Objectives and Their Indicators h) Activities, Measurable Indicators, and Timeline 3 DEFINITIONS OF STRATEGY AND STRATEGIC PLANNING What famous people said about strategy and strategic planning Strategy is about making choices, trade-offs; its about deliberately choosing to be different. Michael Porter "Strategic Planning is a process by which we can envision the future and develop the necessary procedures and operations to influence and achieve that future.

Clark Crouch 4 STRATEGIC PLANNING IS CHANGE A good strategic plan is an integrated set of choices which change and achieve our vision. Effectivenes s Strategic plan vision Strate gy Today Business-as-Usual Time

help us Coordinated and collaborative sectors work together Sectors work by themselves Tests of Strategic Effectiveness An An organization organization will will return return to to business business as as usual usual and

and not not achieve achieve its its vision vision unless unless everyone everyone can can answer: answer: 1. 1. What What is is our our strategy? strategy? 2. 2. What What does does it it mean

mean for for me? me? What What do do II do do differently differently as as a a result result of of it? it? WHY STRATEGIC PLAN? 1. Establish realistic targets 2. Set an ambitious timeframe 3. Increase/transform internal ownership and a shared vision 4. Focus resources and efforts on key priorities 5. Provide a base from which to measure progress

6. Build consensus about where One Health is going 7. Clarify focus, further efficiency and effectiveness 8. Increase the effectiveness in One Health implementation 9. Prepare for possibility 10.Carve out a clear niche in support of national strategies 6 THE ONE HEALTH STRATEGY INCREASES EFFECTIVENESS ACROSS FIVE DIMENSIONS Clarity Clear strategic priorities across One Health sectors Alignment Everyone is working toward the same end goals of coordination and collaboration Accountability Behavioral Change

Accelerated Learning Shared accountability for success across the One Health sectors and stakeholders People make specific changes in the way they do their work to align with the strategic plan objectives The strategic plan is measured and evaluated effectively and regularly WHY STRATEGIC PLAN? REMEMBER Far more important than the strategic plan document, is the planning process itself. The process raises questions that force planners to examine experience, test assumptions, and anticipate the future working environment. The result is a set of decisions about what to do, why do it, and how to do it. 8

WHY STRATEGIC PLAN? What famous people said about the need for strategic planning There are risks and costs to a program of action. But they are far less than the long-range risks and costs of comfortable inaction. -John F. Kennedy If you cant describe your strategy in twenty minutes, in simple and plain language, you haven't got a plan. But people may say, Ive got a complex strategy, it cant be reduced to a page. Thats nonsense. Thats not a complex strategy, rather its a complex thought about strategy. -Larry Bossidy 9 STRATEGIC PLAN DEVELOPMENT PROCESS A-Z Analysis Analysis

Strategic Decisions Strategic Decisions Decide on future direction, design/revise vision and mission statements, strategic pillars, objectives, and activities. Draw up an action plan and an MEL framework. Preparation Mobilize key resources; establish or rearrange management structures, create a positive organizational climate. Implementation Implementing proposed interventions to

achieve strategic objectives. Preparation M&E Understand the situation through internal and external analysis: consult stakeholders; assess existing program policies, resources, strengths, and weaknesses. Implementation M&E Monitor, measure impact, and figure out how to improve future actions. 10 STRATEGIC PLANNING PYRAMID Background

and SWOT National Goals OHSP Vision OHSP Mission OHSP Values/Operating Principles Strategic Pillars Objectives, Activities with Timeline, Measurable Indicators, and Resources Required 11 GENERAL BACKGROUND/COUNTRY OVERVIEW Prepare Background Report / Conduct Desk Review to Understand:

Country Situation Administrative Structures Private and CSO Sector Zoonotic Disease OH Approach in the Country GENERAL BACKGROUND/COUNTRY OVERVIEW Sources for the Background Report / Desk Review National Policies and Strategies Country Reports, WHOs JEE, Research Papers GENERAL BACKGROUND/COUNTRY OVERVIEW Background Country Profile Environment and ecology Socio-economic profile Other issues that impact humans and animals

Background - Administrative Structures Institutional and policy frameworks Disease surveillance system GENERAL BACKGROUND/COUNTRY OVERVIEW Background Private and CSO Sectors Current status of private and CSO sectors in OH Potential role of private and CSO sectors in OH Segments of the private and CSO sector Background - Overview of Zoonotic Diseases General overview on zoonotic diseases Priority zoonotic diseases in country Emerging and re-emerging zoonotic diseases Surveillance of zoonotic diseases GENERAL BACKGROUND/COUNTRY OVERVIEW Background - The One Health Approach Existing national one health platform and initiatives Assessment of national policies and strategies

Strengths, Weaknesses, Opportunities and Threats (SWOT) ANALYSIS WHAT IS SWOT ANALYSIS? A scan of the Platforms environment to identify internal and external factors that influence the strategic direction that the Platform chooses WHY SWOT ANALYSIS? To build upon strengths, eliminate weaknesses, exploit opportunities, and mitigate the effects of threats Analysis 17 SWOT ANALYSIS STRENGTHS WEAKNESS

Positive characteristics and advantages of One Health in the country Negative characteristics and disadvantages of One Health in the country OPPORTUNITIES THREATS Factors and situations that can benefit, enhance or improve the operation/influence of One Health implementation: Consider Political, Economic, Social and Technological (PEST) dimensions of opportunities Factors and situations that can hinder the operation/influence

of One Health implementation: Consider Political, Economic, Social and Technological (PEST) dimensions of Threats 18 FACTORS TO CONSIDER FOR SWOT POLITICAL ECONOMIC Local and global market economy Drought

Economic policies, reform Government policies Laws & directives Civil service reform Decentralization Donor relationships SOCIAL TECHNOLOGICAL Population/demographic trends & changes Beliefs, values, attitudes & culture, opinions, lifestyles Expectation of target beneficiaries Communication at work New findings or development New process

19 GROUP ACTIVITY Review background information provided and conduct SWOT Analysis for One Health implementation 1. What are the positive characteristics and advantages of One Health in the country? 2. What are the negative characteristics and disadvantages of One Health in the country? 3. What are factors and situations that can benefit, enhance, or improve the operation/influence of One Health implementation? Consider Political, Economic, Social and Technological (PEST) dimensions of opportunities. 4. What are factors and situations that can hinder the operation/influence of One Health implementation? Consider Political, Economic, Social and Technological (PEST) dimensions of threats. 20 ACTIVITY I SWOT Analysis Template

Factors Positive Negative Internal Strength Weakness External Opportunity Threat 21 STRATEGIC PLANNING PYRAMID SWOT

National Goal OHSP Vision OHSP Mission OHSP Values/Operating Principles Strategic Pillars Objectives, Activities with Targets, Measurable Indicators and Resources Required 22 NATIONAL (SECTORAL) GOALS/TARGETS/VISIONS Results that the country or representing line ministries seek to achieve will inform One Health Strategic Plans vision. Some of the important national (sectoral) targets relevant to One Health are those from:

1. 2. 3. 4. 5. Ministry of Health: Ministry of Agriculture: Ministry of Environment/Forestry: Wildlife Association: Other: 23 4. STRATEGIC PLANNING PYRAMID SWOT National Goal OHSP Vision OHSP Mission

OHSP Values/Operating Principles Strategic Pillars Objectives, Activities with Targets, Measurable Indicators and Resources Required 24 VISION STATEMENTS A vision statement should: State what the One Health approach strives to achieve Paint a picture of an ideal future Be compelling and memorable 25 VISION STATEMENTS

Examples: Become the dominant player in commercial aircraft and Boeing bring the world into the jet age To be the most competitive and leading aviation group in Africa by providing safe, market driven and customer focused passenger and Cargo transport and aviation training Crush Adidas: be the number one athletic company in the world To be the world's best quick service restaurant experience. Ethiopian Airlines Nike McDonald's A world in which every child attains the right to survival, Save the Children protection, development and participation 26

VISION STATEMENTS Examples: in Key Sectors & Strategies of the Gov. of Country X To see healthy, productive and prosperous X People By increasing the number and productivity of cattle through improvements in genetics, health and feeding, domestic cow milk production will increase by about 93% by 2020, consumption demand will be satisfied, and export of cow milk and milk products will begin. The projected domestic consumption requirements for red meat that arise due to rapidly growing population, increasing urbanization, and rising incomes will be met; and live animal and meat exports will be increased to generate foreign exchange earnings Health Sector Development Plan Livestock Master Plan

Livestock Master Plan 27 VISION STATEMENTS Examples: in Key Sectors and Strategies in Country B Country B will become one of the top five tourist destinations in Africa by 2025 To build a middle-income climate resilient green economy by 2025 through zero net carbon growth To be a center of excellence in public health emergency management in Africa Tourism Master Plan Climate Strategy Public Health Institute

28 VISION STATEMENTS How to create a vision statement: Define key pillars/thematic areas on which the OH in country will focus Define a time horizon, by which the vision is expected to be achieved (remember that a vision may not be achieved in one strategic plan period. You can think of something that could be achieved between 10 20 years, but the can significantly be influenced after the implementation of the existing strategic plan. Brainstorm the mandates, power of influence, and control for the OH stakeholders. This will help to come up with a realistic estimate Articulate a sentence that capture the above concepts. Check consistency of vision Ask yourself, is it: Initiated by leaders? Shared by all? Comprehensive? Positive and inspiring? 29

4. STRATEGIC PLANNING PYRAMID SWOT National Goal OHSP Vision OHSP Mission OHSP Values/Operating Principles Strategic Pillars Objectives, Activities with Targets, Measurable Indicators and Resources Required 30 MISSION STATEMENTS A mission statement should be brief and distinctive, stating: Purpose What will One Health approach accomplish?

Answers why do we exist? Target Beneficiaries Target group or beneficiaries of One Health implementation Answers what should the One Health community do? Core Mandate Main activities through which the One Health players tries to fulfill this purpose Answers what services do we provide, and how do we go about providing them? 31 4. IMPORTANCE OF A MISSION STATEMENT Ensures unanimity of purpose Provides a basis for motivation Allocates the resources for One Health implementation Establishes the necessary climate for One Health implementation Serves as a basis for those who can identify with One Health approach Facilitates the translation of goals and objectives

32 EXAMPLES OF MISSION STATEMENTS End extreme poverty and promote resilient ,democratic societies while advancing our security and prosperity USAID Become the company most known for changing the worldwide poor-quality image of Japanese products (hint 1950s) Sony To give people the power to share and make the world more open and connected Foster a democratic university, which gives pride of place to its students in instruction and provision of services while encouraging the robust exercise of academic freedom

Facebook Addis Ababa University 33 HOW TO CREATE A MISSION STATEMENT Decide who to involve Brainstorm what the One Health players do (use action verbs) Define 2-3 competencies critical to long-term success Define your customers Define geographic reach Combine steps 2-5; create a forward-looking, credible statement; test reactions for One Health Communicate the mission Be explicit about how people can contribute

34 GROUP ACTIVITY Create a vision and mission for One Health implementation in the country, based on the National/Sectoral Goals and the One Health SWOT 35 ACTIVITY 1 One Health Strategic Plan Vision and Mission Our Vision is: Our Mission is: 36 STRATEGIC PLANNING PYRAMID SWOT

National Goal OHSP Vision OHSP Mission OHSP Values/Operating Principles Strategic Pillars Objectives, Activities with Targets, Measurable Indicators and Resources Required 37 VALUES AND PRINCIPLES One Health implementation should be guided by a set of values. These values are: Beliefs which the players hold in common, each endeavoring to put into practice Rooted often in ethical themes (such as honesty, trust, integrity, respect, fairness, etc.)

Applicable across all sectors and partners 38 EXAMPLE OF VALUES AND GUIDING PRINCIPLES A comprehensive, Country Y integrated approach OH implementation shall be based on a comprehensive, integrated approach, institutional coordination, collaboration, and linkages. Harmonization National, Regional, and International Standards (FAO, WHO, and OIE) shall be used in implementation of core elements of the OHSP namely; prevention, preparedness, response and control of zoonotic diseases and AMR. Government Commitment and Responsibility for the OHSP The establishment and maintenance of an effective zoonotic disease control system, mitigation, and reduction of AMR is a primary public health responsibility of the national government. The governments primary role in control of zoonotic diseases and AMR is to set and enforce standards and regulations designed to prevent public health and other related impacts, based on engagement with the public, private sector business enterprises and other stakeholders. Ensure the principle of transparency and accountability through effective and official communication on disease outbreak response activities to all OH stakeholders.

Precautionary Principle When a hazard raises threats of harm for human, animal health or the environment, precautionary measures should be taken even if causal relationships are not yet fully established. Every effort shall be made to confirm the cause of the disease outbreak; however, in absence of absolute proof of a hazard, the authorities have the mandate to take an appropriate precautionary approach. At the same time a public health scare shall be avoided 39 EXAMPLES OF VALUES AND GUIDING PRINCIPLES Country Y The 4 guiding principles for the OHSP are: 1. That it builds on work already undertaken through previous national programs on zoonotic diseases using a One Health approach 2. That it is an integrative framework (rather than an operational plan) that overlies and links the various extant and planned programs and activities aimed at addressing zoonotic diseases using a One Health approach 3. That One Health approaches require shared objectives among different partners and, in some cases, shared activities when this is the most efficient way to prevent disease and protect health

4. That strengthening capacity alone is not enough improved capacity must be applied to tackle specific diseases of local concern 40 PLENARY DISCUSSION ON VALUES AND GUIDING PRINCIPLES In plenary agree on the values and guiding principles for One Health implementation in the country 41 4. STRATEGIC PLANNING PYRAMID SWOT National Goal OHSP Vision OHSP Mission

OHSP Values/Operating Principles Strategic Pillars Objectives, Activities with Targets, Measurable Indicators and Resources Required 42 STRATEGIC PILLARS Strategic Pillars: Directly and comprehensively support mission & vision statements Are consistent with the One Health implementation values Are ideally tangible/quantifiable 43 STRATEGIC PILLARS HELP ARTICULATE THE

STRATEGY Strategic pillar ILLUSTRATIV E Strategic pillar Strategic pillar Strategic Pillars: Help the organization focus Limited to major focus areas Include linked objectives Objectives Activities Resources

EXAMPLES OF STRATEGIC PILLARS The following are the strategic pillars chosen for the OHSP in Ethiopia: 1. 2. 3. 4. 5. Coordination and Collaboration Preparedness and Response Surveillance and Reporting Policy, Advocacy, and Communication Research and Training/Capacity Building GROUP ACTIVITY Creating/Validating Strategic Pillars What are our overarching strategic pillars? Or, how do we accomplish our strategic plan vision statement? 46

4. STRATEGIC PLANNING PYRAMID SWOT National Goal OHSP Vision OHSP Mission OHSP Values/Operating Principles Strategic Pillars Objectives, Activities with Targets, Measurable Indicators and Resources Required 47 47 ELEMENTS OF ONE HEALTH STRATEGIC PILLARS SMART Objectives Strategic

Measurable Achievable Relevant Time-bound OBJECTIVE(S) Objectives describe our strategy what will it take to achieve the Strategic Plan vision INDICATOR(S) Indicators track progress towards achieving the objective ACTIVITIE(S) Activities help close the gap between today and the vision statement 48

National One Health Vision Resources Financial, human, and in-kind resources Activity 2.3 Objective 2 Activity 2.2 Activity 1.3 Activity 1.2 Objective 1 Activity 1.1

Activity 2.3 Activity 2.2 Objective 2 Activity 2.1 Activity 1.3 Activity 1.2 Activity 1.1 Activity 2.3 Activity 2.2 Financial, human, and inkind resources Objective 1

Pillar 2 Activity 2.1 Pillar 2 Objective 2 Activity 2.1 Activity 1.3 Activity 1.2 Objective 1 Activity 1.1 Activities Objectives

Pillar 1 Financial, human, and inkind resources Strategy Results Framework 49 GROUP ACTIVITY: PLATFORM OBJECTIVES Break into small groups one group for each strategic pillar Identify no more than three SMART objectives that need to be accomplished in your strategic pillar to achieve the strategic pillar goal Assign one person to present breakout groups ideas to

everyone 30 minutes group brainstorm on the goal and objectives for your strategic pillar 45 minutes breakout groups present their ideas and plenary discussion 50 ELEMENTS OF ONE HEALTH STRATEGIC PILLARS OBJECTIVE(S) Objectives describe our strategy - what will it take to achieve the Strategic Plan Vision INDICATOR(S) Indicators track progress toward achieving the objective ACTIVITIES(S) Activities help close the gap between today and

the Vision Statement 51 WE MEASURE THE ONE HEALTH STRATEGIC PLAN FOR A VARIETY OF REASONS 1 Drive Performance 2 Monitor Progress 3 Challenge Assumptions Drives desired behavior and gives individuals,

organizations, and sectors direction Tests progress in achieving Strategic Objectives Shows the relationship between Strategic Objectives and tests the validity of the strategy Adapted from Neely et al, Getting the Measure of Your Business, Cambridge University Press, 2002 52 CRITERIA FOR SELECTING STRATEGIC INDICATORS Does the indicator focus on the strategic issue? 1

Useful for the Strategy 2 Repeatable and Quantifiable Can the indicator be quantified and repeated? 3 Reliable Can measurement data be reliably gathered? 4 Target Setting 5

Available Can targets be established? How frequently can we get data? (monthly vs. annually)? Select the best indicators for the situation, not perfect measures 53 GROUP WORK: STRATEGIC INDICATORS Task: Form breakout groups one group for each strategic pillar With your group, review, refine, or create one indicator for each objective of the strategic pillar: Do the indicators track strategic change?

How will each indicator evaluate performance and motivate the desired behavior? Assign one person to present the breakout groups ideas to everyone. 20 minutes breakout groups brainstorm on indicators 25 minutes breakout groups present their ideas 54 Pillars TEMPLATE FOR PILLARS, STRATEGIC OBJECTIVES AND INDICATORS Strategic Objectives Indicators

Strategic Objective 1.1 Pillar 1 Strategic Objective 1.2 Strategic Objective 1.3 Strategic Objective 2.1 Pillar 2 Strategic Objective 2.2 Strategic Objective 2.3 Strategic Objective 3.1 Pillar 3 Strategic Objective 3.2 Strategic Objective 3.3 55 ELEMENTS OF ONE HEALTH STRATEGIC PILLARS

OBJECTIVE(S) Objectives describe our strategy - what will it take to achieve the Strategic Plan Vision INDICATOR(S) Indicators track progress toward achieving the objective ACTIVITIE(S) Activities help close the gap between today and the Vision Statement 56 WHAT IS A STRATEGIC PLAN ACTIVITY? A

Strategic Plan activity must: Change the way we do things Improve effectiveness Support an objective on the strategic plan Have definitive start and stop dates, and progress milestones Be a focused priority successful organizations prioritize a critical few activities. Have committed resources (human & financial) For example: Publishing the Annual Report is not a strategic activity; redesigning the way we publish the Annual Report is a strategic activity 57 WHAT A STRATEGIC PLAN ACTIVITY IS NOT! A

strategic activity is not: Daily activities or small tasks Just any project that is currently underway Tactical projects (the annual) Side projects (the boss has always wanted to) Bad examples of initiatives: Publish Annual Report Equipment Replacement (vs. equipment upgrade) Conduct Annual Policy Review 58 BREAKOUT GROUPS: ACTIVITIES Keep the same breakout groups for strategic pillars With your breakout group, review, refine, or create activities to achieve objectives How will the One Health partners

work together to succeed? Which objectives will they support? Which indicators will they influence? How long will each activity take? How urgent is each activity? Begin filling out the Action Planning Tool Assign one person to present the breakout groups ideas to everyone 60 minutes breakout group brainstorm of activities 30 minutes breakout groups present their ideas 59 TEMPLATE FOR PILLARS, STRATEGIC OBJECTIVES, AND INDICATORS Strategic Objectives

Indicator s Strategic Objective 1.1 Indicator 1 Strategic Objective 1.2 Strategic Objective 1.3 Strategic Objective 2.1 Strategic Objective 2.2 Strategic Objective 2.3 Activities Activity 1.1.1 Activity 1.1.2 Indicator 1 Activity 1.2.1 Activity 1.2.2

Indicator 1 Activity 1.3.1 Activity 1.3.2 Indicator 1 Activity 2.1.1 Activity 2.1.2 Indicator 1 Activity 2.2.1 Activity 2.2.2 Indicator 1 Activity 2.3.1 Activity 2.3.2 60

GROUP ACTIVITY Developing Action Plans with Targets and Measurable Indicators 61 ACTIVITY IV: DEVELOPING ONE HEALTH STRATEGIC PLAN ACTION PLAN Description of Strategic pillar, Objectives and activities Timeline Total Target Y1 Y2 Y3

Y4 Success Indicato Y 5 rs Responsibl Budget & Source e Body Strategic Pillar 1: Objective 1. Proposed Activities: Activity 1 Activity 2 Activity 3 62 WORKSHOP CONCLUSION & NEXT STEPS Conclusion:

1. Refine the draft deliverables: Objectives Objectives indicators Activities This workshops goal was to create a holistic and measurable draft One Health Strategic Plan to prevent, detect, and respond to health threats that require 2. Develop objective & indicators multi-sectoral collaboration such as definitions zoonotic diseases, antimicrobial resistance, food safety, among others. 3. Set targets for each indicator 4. Continue stakeholder consultation and Have we achieved our goal? consensus Why or why not? 5. Approval 6. Implementation

7. M&E harmonization with the sectoral M&E plans Next Steps: WE ACHIEVED A LOT! THANK YOU!

Recently Viewed Presentations

  • Explore how, what, and why a piece of

    Explore how, what, and why a piece of

    To Praise- include concrete details about what you liked. To analyze- back up your ideas with evidence from the text. To explain a personal response- show how the work connects to your own experiences or ideas. ... (Concrete Detail) CM...
  • Business in Action, Eighth Edition

    Business in Action, Eighth Edition

    The Roles of Management (2 of 2) Interpersonal roles. Providing leadership to employees, acting as a liaison between groups, networking, and fostering relationships. Informational roles. Gathering information from inside and outside the organization, sharing information.
  • Solution of Differential Equations by Pragyansri Pathi Graduate

    Solution of Differential Equations by Pragyansri Pathi Graduate

    Radius of convergence Convergence Interval. Radius of convergence Examples (Calculation of R) Examples (Calculation of R) Cont'd Examples Examples Operations of Power series: Theorems Theorems (Cont'd) Existence of Power Series Solutions.
  • Roadway Improvements and Resurfacing along County Route 524 ...

    Roadway Improvements and Resurfacing along County Route 524 ...

    Replace curb and sidewalk along Stockton Street from the Oak Lane/Dutch Neck Road/Harron Avenue intersection to beyond Summit Street and meeting existing recently constructed granite curb and paver sidewalk. Provide curb along both sides of Joseph Street with sidewalk along...
  • TUE ppt versie 0.3

    TUE ppt versie 0.3

    backtracking solves optimization problem by generating all solutions. this is done best using a recursive algorithm. backtracking is typically very slow. speed can be improved using pruning, but it is usually hard to prove anything about how much the running...
  • Early Medieval Europe (476 - 1000)

    Early Medieval Europe (476 - 1000)

    Early Medieval Europe (476 - 1000) An Age of Darkness? Gradual Settlement in Europe Germanic tribes continue to wander through Europe Generally, Germanic peoples conquer and then intermarry with the native populations Dependence mostly on subsistence agriculture and barter economy...
  • Beginning Fortran - University of Wisconsin-Madison

    Beginning Fortran - University of Wisconsin-Madison

    Beginning Fortran Fortran (77) Basics 22 October 2009 Main Code c234567 IF (DOK .EQV. . ... - implicit none What do we need? Temperature in Fahrenheit, Celsius, Kelvin Logicals (do we want Celsius, Kelvin, both?) Some integer to loop through...
  • TOP Code Realignment Project - ASCCC

    TOP Code Realignment Project - ASCCC

    What is the definition of a "Maximized Designed Academic Professor"?. Maximized - to increase something as much as possible.. Design - to plan and make decisions about something that is being build or created. "Maximized/Designed Academic Professor"