El Paso County Public Health. El Paso County, Colorado. Strategic Plan

Transcription

1 El Paso County Public Health El Paso County, Colorado Strategic Plan

2 Acknowledgements Thank you to everyone who has offered their time and expertise toward the development of the El Paso County Public Health (EPCPH) Strategic Plan. Your support is greatly appreciated. Participants in the strategic planning process include: EPCPH Executive Staff, which includes the Public Health Director and all agency Directors, led the Strategic Plan effort and assumed primary responsibility for its creation. Jill Law Dan Martindale Kelley Christians Tom Gonzales Kathy Rice Kathy Vincent Susan Wheelan Medical Director Legal Counsel Public Health Director Deputy Director Health Services Division Director Environmental Health Division Director Office of Planning, Partnerships, and Accreditation (OPPA) Director Human Resources Director Office of Communication Director Bill Letson, M.D. Martin Thrasher EPCPH Leadership Staff, which includes all Program Managers and Supervisors, assisted in the creation of the Strategic Plan. Mike Barry Sharil Catterson Michele Even Lesia Gabel Jim Goodwin Lee Griffen Jean Hurd Mike McCarthy Lisa Powell Shannon Rowe Ingrid Silva Stacy Sloan Mary Steiner Operations Program Manager WIC Program Manager Immunizations Program Manager Vital Records Program Manager Environmental Health Supervisor Environmental Health Supervisor Laboratory Program Manager Environmental Health Supervisor Emergency Preparedness Program Manager Communicable Disease Program Manager Family Planning Program Manager Maternal Child Health Program Manager Nurse Family Partnership/Strong and Healthy Families Program Manager Last update 5/21/2014 1

3 El Paso County Board of Health EPCPH has a strong working relationship with our governing entity, the El Paso County Board of Health. Strategic planning has been discussed at many Board of Health meetings in 2011 and In addition, the Board of Health has reviewed the Strategic Plan and has given its support for the plan. C.J. Moore, President Sharon Brown, Vice-President Merv Bennett Victoria Broerman Dr. Robert Bux Sallie Clark Kari Kilroy Amy Lathen John Suits Writers, editors, formatters, and content experts: Kathy Rice Larry Schaad Amy Anderson Danielle Oller Office of Planning, Partnerships, and Accreditation Office of Planning, Partnerships, and Accreditation Epidemiologist Office of Communication Stakeholder Participation EPCPH understands that well-informed stakeholders are more likely to support the activities of Public Health. As a result, we strive to keep open the lines of communication with our stakeholders. EPCPH values the mutually respectful, collaborative relationship we have with our partners in the community. Our stakeholders in the community are partners in the work we do on a daily basis. Although the Strategic Plan is an internal document, it is written with our stakeholders in mind. When writing the plan, we considered the resources we offer each other, the common issues we address, and the ways in which we can work together for the betterment of the community. We value our partnerships in the community and continually strive to improve and enhance these relationships. A special thanks to all EPCPH staff. Your commitment to Public Health s mission is invaluable. Last update 5/21/2014 2

4 Executive Summary Mission Our mission is to promote and protect public health and environmental quality in the community through people, prevention, and partnerships. Values Integrity Dedication Positivity Compassion Professionalism Vision Our vision is to provide the highest level of customer service and to be recognized as the healthiest county in the nation. In 2011, El Paso County Public Health embarked on the task of developing an organizational Strategic Plan. This plan is the guiding document to meet the core public health services. The Strategic Plan will increase our efficiency and effectiveness; help us better understand our strengths, weaknesses, opportunities, and challenges; improve our decision making; help us better communicate who we are and what we do; give us a foundation for developing strategies to meet our mandates; assist us in clarifying our organizational goals; and as a result, improve the quality of our service to the community. In addition, the Public Health Accreditation Board (PHAB) requires that all public health agencies develop and implement an agency Strategic Plan. EPCPH is committed to being an accredited health department. The Strategic Plan describes the key public health issues that will be addressed over the next five years. This is a living document and will be revised and updated as needed. EPCPH is dedicated to assuring that the citizens of El Paso County receive quality, efficient, effective public health services. Our agency will continue to work toward our strategic goals and objectives by building on our strengths, recognizing areas for improvement, meeting our challenges, and building on our opportunities. EPCPH also recognizes that to be successful, we will continue to work with our community partners, the business community, elected officials, and all citizens of El Paso County to create awareness and support for the issues affecting the health of our community. Sincerely, Jill Law, RN, BSN, MHA Public Health Director Last update 5/21/2014 3

5 The Strategic Planning Process Planning for the Strategic Plan began in April Forty-five meetings were held as the plan was developed, written, finalized, and approved in March The planning process included the following elements/steps: 1. Completion of the National Public Health Performance Standards Program (NPHPSP) assessment to assess the local public health system 2. Introduction of all El Paso County Public Health Accreditation staff to the Public Health Accreditation Board (PHAB) requirements for Strategic Plans to assure compliance 3. Presentation of Strategic Plan intent to Executive Leadership by Public Health Director with discussion of purpose of the plan, timelines, and steps in the process 4. Review of Colorado Department of Public Health and Environment (CDPHE) Core Public Health Services (mandates) 5. Development of communication strategies to inform staff, community partners, elected officials, and citizens of El Paso County about the Strategic Plan and the Community Health Improvement Plan (CHIP) 6. Presentations made to all EPCPH staff at monthly town hall meetings 7. Presentations to Board of Health members and other elected officials on the progress of Strategic Plan 8. Formation of Quality Improvement Team and development of Quality Improvement Plan 9. Review of El Paso County health data from the Community Health Assessment (CHA) 10. Discussion with EPCPH staff regarding review and revision of mission, values, and vision 11. Agency strengths, weaknesses, opportunities, and challenges (SWOC) analysis 12. Discussion and identification of desired outcomes 13. Review of formats and content of Strategic Plans 14. Discussion of connection between the CHA, CHIP, and the Strategic Plan 15. Use of the Core Public Health Services framework to draft EPCPH strategic issues and implementation activities and follow-up discussion with input by EPCPH leadership 16. Completion of Performance Management Self-Assessment and discussion of Performance Management System Policy and Quality Improvement Plan 17. Ongoing work on strategic issues, goals and objectives, and time-framed targets 18. Development of an implementation process/action plan 19. Development of a plan for monitoring and review of the Strategic Plan 20. Development of a plan for evaluating the Strategic Plan 21. Development of a plan for updating the Strategic Plan 22. Development of a plan for annual progress reports for the Strategic Plan 23. Formatting of Strategic Plan with input from Office of Communication 24. Review of Strategic Plan by Public Health Director 25. Review of Strategic Plan draft by EPCPH Leadership 26. Review of Strategic Plan by El Paso County Board of Health 27. Review by Executive Leadership of final Strategic Plan document with final comments Last update 5/21/2014 4

6 28. Final update of Strategic Plan before PHAB submission 29. Submission of EPCPH Strategic Plan to PHAB with final submission of PHAB Standards and Measures documentation 30. Posting of Strategic Plan on EPCPH S3 shared site for staff access Tools Used for the Strategic Planning Process In development of the Strategic Plan, several tools, assessments, and reports were utilized. Some of the resources used for this report are: National Public Health Performance Standards Program (NPHPSP) Local Public Health System (LPHS) Assessment On April 13, 2010, 57 attendees, including 24 partners representing 21 various agencies as well as 33 staff members from EPCPH convened to assess the Local Public Health System through the use of the National Public Health Performance Standards Program (NPHPSP) Local Public Health System (LPHS) Assessment. The LPHS indicated areas that we as a department and as a community must address. This assessment serves as one of the tools for the development of strategic goals and objectives. Core Public Health Services Core Public Health Services assure that essential public health services are being provided to the community. EPCPH Strategic Plan s goals and objectives are based on the Core Public Health Services that are mandated by the State of Colorado. EPCPH partners with the Colorado Department of Public Health and Environment (CDPHE) in maintaining a strong public health system. Community Health Assessment The 2012 Community Health Assessment (CHA) data served not only as information for prioritization of the focus for the Community Health Improvement Plan but also for the Strategic Plan. The CHA data informs the activities within the Strategic Plan that will lead to the desired outcomes of the plan. Community Health Improvement Plan The Strategic Plan has as one of its objectives to create a Community Health Improvement Plan (CHIP) and the communication of the results and plans for the CHIP to the community (Appendix A, Strategic Plan Work Plan). The development of the CHIP has involved a lengthy, detailed process. The Healthy Community Collaborative (HCC), a group of community partners representing over 80 organizations throughout our community, reviewed data from the Community Health Assessment (CHA), researched evidence-based practices, participated in key informant interviews, completed capacity assessments, prioritized health issues, and have selected strategies to address these issues. EPCPH has facilitated this process. As evidence-based practices have been reviewed and strategies researched and considered, EPCPH has served on the HCC Steering Committee which provides oversight for the selection of strategies to advance the goal of the HCC: HCC will stop the upward trend of overweight and obesity in El Paso County within the next five years and reverse the trend in the coming decade. Last update 5/21/2014 5

7 Quality Improvement Plan The purpose of national Public Health Accreditation is to advance quality and performance within public health departments. For Accreditation, PHAB requires the development and implementation of a Strategic Plan and a Quality Improvement (QI) Plan. When thinking strategically about the roles, priorities, and direction our organization will take in the next five years, EPCPH recognizes the importance of a culture of Quality Improvement. The Strategic Plan approach is through the lens of providing the highest quality of service to our community. The agency Quality Improvement Plan creates a vision and process to create this culture of quality within the agency. The Quality Improvement Team roles and responsibilities will include working with Leadership to assure that the QI plan complies with PHAB Accreditation standards and measures and that the QI projects are in alignment with EPCPH strategic goals and objectives and the department s mission and vision. Strengths, Weaknesses, Opportunities and Challenges Analysis The analysis of the strengths, weaknesses, opportunities and challenges (SWOC) of EPCPH is useful in determining what we are doing well, the areas where we need improvement, external sources that may provide support for our efforts, and possible challenges as we move forward. This in turn provides us a valuable resource in identifying our strategic issues and how we can address those issues. The SWOC serves as one tool to frame strategic issues and build effective strategies. On December 13, 2011 EPCPH leadership staff attended a strategic planning meeting. At that meeting, a SWOC analysis was completed. The results of the analysis were utilized in subsequent discussions regarding the direction of the work of EPCPH. Strengths and weaknesses are part of the internal assessment of strategic planning and opportunities and challenges are part of the external strategic planning process. The Quality Improvement Team is using the analysis for the identification and implementation of Quality Improvement projects. Below is a list of some of the strengths, weaknesses, opportunities, and challenges identified in the analysis: Strengths Internal communication via town halls and recognizing staff achievement Electronic versions of policy and procedures accessible to staff Technologically savvy Our work is becoming a model for other agencies High level of customer service Passion for public health Exceptional teamwork during emergencies New facility Upper management support Weaknesses Need effective performance management system Need performance evaluation system with consistent job descriptions; narrative type we have is not a system Don t have clear strategic plan Program and/or grant driven vs. agency driven Funding levels decreased but deliverables the same Smoking areas at new building impact staff and public Understaffed Last update 5/21/2014 6

8 Strengths Continued Resiliency of staff during tough times Updated website Partnerships in community are excellent Skilled, dedicated and caring employees, who educate, direct and/or provide services to the public Opportunities Support for public health at state/national level as we proceed with Accreditation CHA/CHIP will inform our community on public health Affordable Care Act creates opportunities/rccos Outside trainings (e.g., Big Horn, RIHEL) ties to our work and creates networks Lab updated, more collaborative, expand services Staff working nationally NACCHO Co-location with DHS updates, tours, shared clients, increase understanding Coalitions with industry; improved relationships Increased interface with other county agencies and increased visibility with the public in the new building Weaknesses Continued No clear goals for lower level of management Resources committed to local public health too low Staff struggles with long term goals when faced with short term uncertainties Challenges Funding Politics/political will Economic uncertainty Public doesn t understand value of public health services Public health connection with rural parts of county Aligning our health objectives/connect alignment with funding Local economy can increase our workload High demand for resources/low assets Budget cuts/reduction at federal level Community beliefs (religious, cultural, health) Lack of understanding about services and health department s role in community Recognition of our value Core Competencies The success of EPCPH s work in the community is reliant on having a workforce with the skills and experience to provide quality service. The following are core competencies which are part of the foundation for reaching our strategic goals and objectives: Job Knowledge Quality of Work Communication Teamwork and Cooperation Judgment and Decision Making Customer Service (internal and external) Dependability and Reliability Attitude Attendance and Punctuality Last update 5/21/2014 7

9 Management The knowledge, skills, and abilities within the core competencies and the performance measured by the EPCPH Performance Appraisal have demonstrated that EPCPH excels in the following areas: Educated, committed, and highly skilled staff Work with a population health focus Strong existing programs Responsive to community needs Data driven Quality outcomes Ability to work with at-risk populations Excellent reputation among peers and the community Strong ongoing national, state, and local collaborations and partnerships Trends, Events, and Factors that May Impact Public Health When utilizing strategic thinking about public health issues, challenges, and opportunities, it is useful to identify national, state, and local trends and other factors that may impact community health and local public health. The following is a list of some of these trends, events, and other factors compiled from input from staff: National State Local Funding: decreased federal funding Senate Bill 194 (Public Health Act) Turning over more responsibilities to local public health departments Colorado Winnable Battles Funding: fewer grants, less money Economic uncertainty Aging of population Public Health Accreditation More emphasis on prevention Health Care Reform Increased number of people in poverty Decrease in programs to assist at-risk populations National Winnable Battles Unemployment Higher price of living Increased population, no additional funding High demand for resources Lack of recognition of the role and value of Public Health Uninsured/underinsured Community partners budget cuts Increased competition among agencies seeking funding Strategic Areas to be Addressed Public Health is focusing resources to the following priority health issues which are the Core Public Health Services (mandates) from the Colorado Department of Public Health and Environment. The EPCPH work plan includes the objectives to meet the goals below. 1. Goal 1: Identify, evaluate, and communicate community health issues, health inequities, and potential threats to the public. 2. Goal 2: Record, report, and issue birth and death records. 3. Goal 3: Conduct surveillance and control of diseases of public health significance. 4. Goal 4: Develop, implement, and evaluate strategies to promote healthy living Last update 5/21/2014 8

10 across the life-span based on priorities from the Community Health Improvement Plan. 5. Goal 5: Strengthen local, state, and federal partnerships to prepare for and respond to public health emergencies. 6. Goal 6: Protect and improve the quality of air and water, assure the safety of food, and participate in land-use planning and sustainable development. 7. Goal 7: Demonstrate excellence in local public health practice, management, and policy development. Monitoring and Updating of the Strategic Plan Plan for updating the Strategic Plan The Strategic Plan is a living document and will be updated as necessary to accurately reflect the status of the plan. The Strategic Plan will be updated annually at a minimum to meet the requirements of PHAB National Public Health Accreditation. Executive Leadership is responsible for the updating of the Strategic Plan and the communication of the updates to the Public Health Director, El Paso County Board of Health, and staff. Plan for updating the Strategic Plan work plan To assure that the goals and objectives of the Strategic Plan work plan are being met in the designated timeframes, the following reporting schedule will be followed: Executive Leadership is responsible for meeting EPCPH work plan goals and objectives deliverables and timelines for their divisions/programs. Office of Planning, Partnerships, and Accreditation (OPPA) has a log to track timelines and deliverables. This tracking tool is housed on the EPCPH shared site (S3). Executive Leadership is responsible for assuring this tracking system is utilized and kept updated by their programs. Executive Leadership will review and update the tracking of all Strategic Plan deliverables periodically but at a minimum of every six months. The Strategic Plan work plan for the coming year will be completed by December 31 of the current year (i.e EPCPH Strategic Plan work plan will be completed by December 31, 2012). The current year Strategic Plan work plan will have its final update in January of the next year (i.e EPCPH Strategic Plan work plan will have its final update completed by January 2013). Executive Leadership will report the status of all Strategic Plan deliverables to the Public Health Director, OPPA, and BOH on an annual basis. Annual Reports of Progress Toward Goals and Objectives: The Strategic Plan work plan documents the progress toward goals and objectives accomplished since the creation of the Strategic Plan. This is not an annual report because the plan has not been in existence for a complete year. However, going forward EPCPH will be providing PHAB a Strategic Plan annual report of progress using the process below. OPPA will report (after EPCPH is accredited) the status of the Strategic Plan deliverables to PHAB on an annual basis as a PHAB requirement. Last update 5/21/2014 9

11 OPPA will document for PHAB all requested information related to the progress toward goals and objectives. EPCPH will utilize a Strategic Plan tracking form to report progress to agency Executive Leadership, the El Paso County Board of Health, and PHAB. Information for these annual reports will be gathered from leadership who are responsible for meeting deliverables and timelines for their divisions/programs. Evaluation/Review of the Strategic Plan All staff is responsible for ongoing evaluation of the strategic plan goals, objectives, and outcomes to assure that the strategies implemented are meeting the desired goals. EPCPH, working with OPPA, will review the measurable outcomes of the EPCPH work plan against the goals and objectives of the plan to determine if the desired outcomes are being met. This information will also be used to develop the goals and objectives for the EPCPH work plan for the upcoming year(s). Evaluation of the Strategic Plan will be reported to all staff, the Board of Health, and other stakeholders as appropriate. Last update 5/21/