STRATEGIC PLAN 2018-2023

Creating Opportunities for Health

Data

Evidence

Relationships

Equity

LAWRENCE-DOUGLAS COUNTY HEALTH DEPARTMENT

Health Board

2018

Strategic Plan

Adopted:

October 17, 2011

Revised:

April 16, 2012 July 15, 2013 February 17,2014

October 20, 2014 October 25, 2018 November 19, 2018

Sandy Praeger, ChairJoint Appointment - 2015

Steve Fawcett, Vice ChairCity Appointment - 2016

Shannon OuryCounty Appointment - 2014

Vern Norwood, TreasurerCity Appointment - 2017

Shaun MusickCounty Appointment - 2013

Verdell TaylorCity Appointment - 2018

Doug Dechairo MDUniversity of Kansas Appointment - 2013

Michael WilliamsCounty Appointment - 2018

The Lawrence-Douglas County Health Department Story Together, day by day, building a healthy community

The Lawrence and Douglas County community has benefited from a strong public health presence for more than 130 years. On your behalf, the Lawrence-Douglas County Health Department works to assure that the conditions exist within Douglas County for all residents to be healthy.

Past In 1885, the City of Lawrence hired its first Health Officer to control filth-borne epidemics. In 1942, Douglas County participated with the City of Lawrence in the creation of a joint city-county health department. The Lawrence-Douglas County Health Department continues to serve as the local public health authority to this day. Between 1885 and 1942, public health experienced significant growth. Noteworthy achievements include expansion from a City of Lawrence Health Officer position to a City of Lawrence Health Unit in 1929. The local City Health Unit initiated sanitation programs and responded to multiple epidemics of smallpox, typhoid fever and polio. Issues of sanitation and the prevention of vaccine- preventable diseases continued to dominate the era between 1942 and the 1960s. In the 1960s and 1970s, after considerable debate spurred by the development of the birth control pill, the Health Department’s philosophy was defined to focus on preventive health care and environmental health. The Health Department

played a key role in establishing the Health Care Access Clinic for the medically uninsured; the Bert Nash Community Mental Health Center; and the Visiting Nurses Association. Present Our mission is to advance policies, practices and programs that promote health for all, prevent disease and protect the environment. In support of our mission the Health Board has defined the purpose of the health department as providing the essential public health services illustrated below.

Institute of Medicine, 1988

Examples of how we accomplish our mission include; our role in helping the City of Lawrence establish tobacco use and complete street ordinances and engaging our community through leadership and infrastructure support to LiveWell Douglas County. In 2012, the Health Department and the University of Kansas executed an agreement forming an Academic Health Department. This partnership provides critical support for mobilizing community action to improve our present and future health status.

Mobilization requires collaboration. Staff members maintain strong partnerships with the civic, academic and social service partners serving on multiple social service agency boards and

workgroups. The Health Department has been recognized at the national level as one of the first seventy five departments to become accredited and at the state level as health department of the year. Future

The Lawrence-Douglas County Health Department is committed to using an evidence based approach and to improving and supporting our community partnerships in order to improve health equity by creating and providing opportunities for health for all.

To affect positive change in population health outcomes, we intend to:

• Advance health equity in all we do.

• Be informed and influenced by the needs and aspirations of the community.

• Be a community health strategist.

• Work together towards the common good.

We will become healthier together by remaining committed to tackling the challenges ahead

Future Opportunity Filter

Tag Line

Healthier Together

Vision Together, day by day, building a healthy community

“Together” chosen to express that our work does not stand alone, either as individuals within

an organization or, as an organization within a community. “day by day” we are on a journey and we recognize that if we are to achieve the change we

desire we must focus on the day at hand with our goal in mind. “building a healthy community” this is our goal and it encompasses all of our programs along with the

challenge to always strive to serve the community.

Mission

The mission of the Lawrence-Douglas County Health Department is to advance policies, practices and programs that promote health for all, prevent disease and protect the environment.

Achieving our vision by living our values

Integrity - demonstrating dependability, honesty and responsibility in all

actions.

Compassion - demonstrating concern for others with respect and

empathy.

Teamwork - being engaged and focused on team goals while

respecting and appreciating each other’s contributions.

Professionalism - demonstrating commitment to excellence, personal

growth and accountability for actions and results.

CONDITIONS AND BEHAVIORS FOUNDATIONAL TO PLAN SUCCESS

METRICS FOUNDATIONAL TO PLAN SUCCESS

Community Measures • Increase the proportion of adults at healthy weight from 41.1%

to 43.0%.

• Reduce the proportion of households spending more than 30% on housing from 26.0% to 24.0%.

• Decrease the suicide rate from 16.3 per 100,000 to 14.0 per 100,000.

• Hope index – this is a preliminary measure that will require additional work to calculate and express as a goal statement.

• Reduce the incidence rate for Chlamydia and Gonorrhea from 956 per 100,000 to 908 per 100,000.

Department Measures

• Client Satisfaction - Maintain at least 95% agree or strongly agree response rate to universal satisfaction questions. – 2017 baseline 98%

• Partner Satisfaction - Maintain a score of at least 50, (60 possible), on the Partnership Assessment Survey. – 2017 baseline 54.6

• Staff Satisfaction - Maintain at least 90% of staff reporting being satisfied or highly satisfied with their job – 2018 baseline 97%

• Accounts Receivable – Increase the proportion of fee revenue received with 60 days from 64.9% to 70%.

STRATEGIC PRIORITIES

Provide data (internally and externally) to support decision making 1

Support adoption by public and private entities of policies aligned with the Douglas County Community Health Plan

2

Deliver our services, and address system gaps, to improve outcomes for those experiencing the greatest health inequity

3

Understand community barriers to good health and catalyze solutions4

Build an infrastructure that supports work force development and effective systems for improvement.

5

ACTION PLAN

STRATEGIC PRIORITY AREA 1:

Provide data (internally and externally) to support decision-making.

Responsibility partners: Director of Informatics and Director

Goal 1.1 Develop an informatics capacity sufficient to accomplish our strategic

objectives. Objective 1.1.1 Complete database inventory of every database used by at LDCHD to

identify high priority databases

Objective 1.1.2 Complete a formal informatics needs assessment.

Objective 1.1.3 Adopt a data governance structure to prioritize and plan informatics work.

Objective 1.1.4 Create a process for needs requirements to ensure that any newly purchased technology is in the best interest of our strategic direction.

Objective 1.1.5 Develop and deliver analytics training for all staff

Objective 1.1.6 Enhance capacity of staff to use do internal GIS mapping.

Goal 1.2 Increase the capacity of local organizations to share data.

Objective 1.2.1 Complete needs assessment of data structure, barriers, and challenges of current data sharing collaborative partners.

Objective 1.2.2 Develop a data warehouse for storage of shared data.

Objective 1.2.3 Develop an automated process for agencies to share data.

Objective 1.2.4 Create a concrete structure for analysts from a variety of organizations to work together.

Objective 1.2.5 Identify realistic steps for expansion of current data sharing collaborative members.

Goal 1.3 Use data to tell the public health story.

Objective 1.3.1 Support continual maintenance and updating of mySidewalk; consider and evaluate opportunities for expansion.

Objective 1.3.2 Annually create a list of projects aligned with the strategic plan or other plans to be the priorities for the year; strategize regarding emerging public health issues.

Objective 1.3.3 Annually create a calendar of public health events we want to highlight with data throughout the year.

Objective 1.3.4 Re-organize website to display work done by informatics and allows users to make data requests.

Objective 1.3.5 Increase staff use of data to describe client population(s) served and identify service needs and priorities.

STRATEGIC PRIORITY AREA 2:

Support adoption of policies aligned with the Douglas County Community Health Plan by public and private entities.

Responsibility partners: Director of Policy and Planning and Director

Goal 2.1 Assure recognition within other organizations of the linkage between their strategic plan and the Community Health Plan.

Objective 2.1.1 Establish a comprehensive communication plan for the Community Health Plan.

Objective 2.1.2 Begin a process for Plan review with key sector organizations that govern with a strategic plan and/or policy agenda.

Objective 2.1.3 Develop, distribute and promote organization self-assessment tool to determine alignment with Community Health Plan.

Goal 2.2 Recognize Organizations’ achievements that support the Community Health Plan.

Objective 2.2.1 Integrate CHP review into Board, staff meetings and public health week activities.

Objective 2.2.2 Include recognition of an organization in the Health Champions Award program.

Objective 2.2.3 Develop a publicly available community tool that aligns health metrics.

Goal 2.3 Establish long-term sponsorship partners for each Community Health Plan focus area.

Objective 2.3.1 Finalize poverty and jobs issue area sponsorship and determine collective impact structure.

Objective 2.3.2 Evaluate Health Department sponsorship and support for LiveWell Douglas County.

Goal 2.4 Create an oversight structure that allows for Community Health Plan evolution and on-going support.

Objective 2.4.1 Establish a Community Health Plan Steering Committee charter.

Objective 2.4.2 Establish an equity framework to guide on-going oversight.

Objective 2.4.3 Create an annual policy agenda to guide each years’ work.

Objective 2.4.4 Assure and measure progress on CHP implementation.

STRATEGIC PRIORITY AREA 3:

Deliver our services, and address system gaps, to improve outcomes for those experiencing the greatest health inequity.

Responsibility partners: Finance Director and Director of Clinic Services

Goal 3.1 Increase fee revenue to support enhanced services

Objective 3.1.1 Implement new EMR and revenue cycle management platform.

Objective 3.1.2 Annually assess fee schedule.

Objective 3.1.3 Enhance billing capacity through internal/external workflow adjustments.

Objective 3.1.4 Evaluate point of service collection practices.

Objective 3.1.5 Evaluate/design a comprehensive workforce strategy.

Goal 3.2 Adjust services to address disparate utilization rates across the community.

Objective 3.2.1 Create necessary data reporting capacity.

Objective 3.2.2 Conduct equity impact assessment prior to implementation.

Objective 3.2.3 Develop outreach and promotion strategies.

Objective 3.2.4 Adjust service delivery model as appropriate.

Goal 3.3 Create opportunities for service delivery in Lecompton, Baldwin City and Eudora.

Objective 3.3.1 Evaluate cost/benefit of service model in neighboring communities

Objective 3.3.2 Evaluate cost/benefit of Staffing Pool (PRN)

STRATEGIC PRIORITY AREA 4:

Understand community barriers to good health and catalyze solutions. Responsibility partners: Director of Informatics and Director of Policy and Planning

Goal 4.1 Use quantitative and qualitative data to identify and understand factors that address health disparities identifying policy, system and environmental improvements in Douglas County.

Objective 4.1.1 Completion of an annual health equity report.

Objective 4.1.2 Annual completion of a local, over-sampled BRFSS.

Objective 4.1.3 Regular listening sessions with the community.

Goal 4.2 Engage the community in interpreting data and creating solutions to identified and emergent health issues.

Objective 4.2.1 Develop processes that allow for community feedback on equity report.

Objective 4.2.2 Work with city leaders and staff to develop place-based plans that improve health.

Objective 4.2.3 Establish/maintain multi-sector partnerships to implement identified solutions.

STRATEGIC PRIORITY AREA 5:

Build an infrastructure that supports work force development and effective systems for improvement. Responsibility partners: Assistant Director and Director

Goal 5.1 Build internal capacity to train the public health workforce.

Objective 5.1.1 Strengthen our leadership program.

Objective 5.1.2 With Academic Health Department establish monthly training for staff.

Objective 5.1.3 Enhance opportunities to provide CEU credit.

Objective 5.1.4 Create a user interface that supports training documentation.

Goal 5.2 Plan for addressing future workforce development needs.

Objective 5.2.1 Create an annual workforce development plan.

Objective 5.2.2 Initially and annually assess workforce development needs.

Objective 5.2.3 Develop a vision and plan for intern placements.

Goal 5.3 Establish framework for agency quality improvement.

Objective 5.3.1 Involve staff in process for identifying, prioritizing and implementing QI projects.

Objective 5.3.2 Assess agency culture of quality and address gaps.

Objective 5.3.3 Provide QI training to build skills appropriate to role and responsibilities.