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SYSTEMSCAPACITYBUILDING
COMMUNITYCAPACITYBUILDING
CLINICAL ANDINDIVIDUAL
SERVICES
COMMUNITYPREVENTIVE
SERVICES
AHealthy
Community
STRATEGIC PLANWILLIAMSON COUNTY AND CITIES HEALTH DISTRICT
-
Williamson County and Cities Health District Strategic 2014-2016 Plan 2
TABLE OF CONTENTS
Executive Summary 3
Acknowledgements by Board of Health Chair 4
Section 1: Mission, Vision, Core Values and Operational Framework 5
Section 2: Purpose 6
Section 3: Background 6
Section 4: Organizational Structure 7
Section 5: Timeline of Strategic Plan Adoption and Monitoring 8
Section 6: Performance Management System 14
Section 7: Strategic Plan Priorities 11
Section 8: Record of Changes 25
Appendix A: Healthy Communities Model 26
Appendix B: Organizational Chart 28
Appendix C: Performance Management System 28
Appendix D: Links 29
Appendix E: Glossary of Acronyms 30
3 Williamson County and Cities Health District Strategic 2014-2016 Plan
EXECUTIVE SUMMARY
The Williamson County and Cities Health District (WCCHD), working with its dedicated
community partners, successfully completed its previous strategic plan early, and
immediately began the process of creating this 2014-2016 plan. The purpose of the Health
District’s Strategic Plan is to identify the major public health priorities (along with the more
specific strategic objectives) required of Health District staff (apart from the work required of
our community partners in behavioral health and health care identified in the Community
Health Improvement Plan or CHIP) during the next three years to accomplish those
community needs identified in Williamson County’s 2014-2016 CHIP.
This plan identifies three major strategic priorities (Community Engagement, Community
Health Promotion & Disease Prevention, and Infrastructure Development) and nine
corresponding objectives which must be successfully completed on or before December 31,
2016. Ultimately, the progress the Health District will make by accomplishing these three
overarching strategic priorities will be felt by Williamson County’s 500,000 citizens in the
following ways:
Collaboration with our partners in health care, behavioral health, emergency medical
services, and public safety will be enhanced
The local governments in Williamson County will strengthen their joint efforts with
WCCHD in environmental public health protection (protecting citizens from hazards
associated with the built environment)
The Health District’s seven member cities and Williamson County government will
enhance their combined levels of All Hazards preparedness
The ability of Williamson County’s hospitals, physicians, public schools, and local
public health officials to detect communicable disease outbreaks early, and mount
quick, effective responses will be enhanced
Due to the strong, dedicated oversight of the Health District by the eight members of the
WCCHD Board of Health, and the dedication to excellence and passion for public service
exhibited by the District’s 108 men and women, the Williamson County and Cities Health
District is positioned to meet, and exceed each of the strategic goals in this plan, ensuring
that Williamson County remains in the top two percent of the healthiest counties in Texas.
John H. Teel, M.S., R.S.
Williamson County and Cities Health District Strategic 2014-2016 Plan 4
Acknowledgements by Chair, Strategic Plan Workgroup
It was my pleasure to chair the Strategic Plan Workgroup and to work
with staff and stakeholders in its development. Version 1 was
approved by the Board of Health at its Special Called Meeting on
February 6, 2014. Version 2 was approved on September 3, 2015, it
has been vetted with the member governments of the District.
Deliberately coordinated with the Community Health Assessment and
complimenting the Community Health Improvement Plan, these three
documents should be considered together to realize the full picture of
Public Health Strategies in the county. References and vertical
alignment of our strategies with state and national objectives will
ensure that our community benefits from and contributes to the many Wayne Cavalier current health initiatives. I’d like to thank the many people who
provided input to the Community Health Assessment and the Community Health
Improvement Plan. The Forces of Change that were identified and the priorities you have
set were invaluable to the Board of Health in this process.
I would like to acknowledge the assistance, professional expertise of those who supported
the strategic planning process, some of whom are listed below.
Board of Health Chair
Participants:
Ehab Kawar, Vice Chair, Hutto, Board of Health
Kathy M. Galloway, Secretary, Cedar Park, Board of Health
Selicia Sanchez-Adame, Round Rock, Board of Health
Mary Faith Sterk, Georgetown, Board of Health
Dr. Luis Egelsee, Leander, Board of Health
Larry Madsen, Williamson County, Board of Health
John H. Teel, Executive Director
Anita Martinez, Deputy Director
Dr. Christie Shen, Medical Director and Health Authority
Ivah Sorber, Accreditation and Workforce Development Coordinator
Melissa Cammack, Healthy Communities Coordinator
Deb Strahler, Marketing and Communications Director
Deborah Marlow, Environmental Health Services Director
Virginia Headley, Disease Control and Prevention Director
Tina Horkey, Women, Infants, and Children Director
Matthew Richardson, Planning and Strategic Initiatives Director
Michelle Broddrick, Finance and Human Resources Director
Steve Pruitt, Information Technology Director
Victoria Lippman, Program Eligibility and Social Services Director
Ryan Moeller, Emergency Preparedness and Response Director
5 Williamson County and Cities Health District Strategic 2014-2016 Plan
SECTION 1: MISSION, VISION, CORE VALUES,
AND OPERATIONAL FRAMEWORK
Our Vision:
Healthy people thriving in healthy communities in Williamson County
Our Mission:
In partnership with communities, Williamson County and Cities Health District will
protect and promote the health of the people of Williamson County.
Our Core Values:
We recruit stakeholder input
We make our services accessible to the people of Williamson County
We act in the best interest of the health of the community as a whole
We value the worth and dignity of each individual
We respect cultural and individual differences
We encourage individuals to be responsible partners in their own health and
environment
We are role models of a healthy and effective work force
We are committed to open communication in an atmosphere that fosters individual
thinking, a creative exchange of ideas, and decision-making
We build community capacity
We maintain a supportive atmosphere in which professional growth is encouraged
Our Operational Framework:
The Healthy Communities Model (Appendix A) has been helpful in making sure that as this
community’s Public Health Agency, we are providing support and coordination internally
and externally for both individual and population health services.
Williamson County and Cities Health District Strategic 2014-2016 Plan 6
SECTION 2: PURPOSE
The purpose of WCCHD’s Strategic Plan is to define the direction for our agency over the
next three years, and through a common understanding of the Board’s focus areas and
priorities. Our intent is to ensure quality public health services for our member
governments: Williamson County and the cities of Round Rock, Georgetown, Cedar Park,
Taylor, Hutto, Liberty Hill and Leander.
SECTION 3: BACKGROUND
The 2014-2016 Williamson County and Cities Health District (WCCHD) Strategic Plan was
approved and adopted by the Board of Health in February 2014. Since this time, WCCHD
leadership has monitored progress toward goals and objectives. Significant changes in
leadership and organizational structure occurred in late 2014, early 2015 which warranted
the need to update the strategic plan. These changes are reflected in this Version 2 which
was adopted September 2015, with changes noted under Section 8: Record of Changes of
that report.
The 2010 WCCHD Strategic Plan focused on improving the “health of the health
department,” to help our agency adapt to a changing public health environment. Major
themes were:
1) Complete the transition from clinical care to public health centers;
2) Transition from “functional” to “matrix” organizational structure;
3) Pursue national accreditation via a “process – driven” approach;
4) Establish administrative and governance goals and priorities;
5) Consummate key partnerships with medical and academic partners; and
6) Exert leadership at state and national public health forums.
With these goals now largely accomplished, the priorities in the 2014-2016 Strategic Plan
are based on outcomes and are being addressed in a collaborative manner, consistent with
our mission statement.
7 Williamson County and Cities Health District Strategic 2014-2016 Plan
SECTION 4: ORGANIZATIONAL STRUCTURE
WCCHD’s organizational framework was improved and strengthened as a consequence of
our previous Strategic Plan. Coordination of internal leadership, governance and
community partners ensures infrastructure and resources to realize the goals of the Strategic
Plan. We are continuously adapting our organization to meet the needs of our rapidly
growing community.
Key structures within our organization include:
The Board of Health is the administrative authority for the Health District. The governmental
entities that form the Health District appoint representatives to serve as directors of the
Williamson County Board of Health. The Board ensures the implementation of the Strategic
Plan and monitors the progress towards the goals and objectives outlined in the plan.
The Executive Leadership Team includes the Executive Director, Deputy Director, Medical
Director and Health Authority, and the Planning and Strategic Initiatives Director. This team
provides administrative oversight and determines resource allocations for the agency.
The District Leadership Team includes Division Directors together with the Executive
Leadership Team. Responsible for overall agency planning and coordination, this team also
serves as the Quality Council overseeing all agency quality improvement activities.
Cross-functional internal committees, chaired by appointed staff, are part of WCCHD’s
organizational matrix structure. All divisions of WCCHD are represented on the
committees and related sub-committees.
Represented as Divisions in our organizational chart (Appendix B), programs or groups of
programs represent the scope of services provided by WCCHD. Each division is
responsible for supporting continuous quality improvement and participation in state or
national quality programs.
Key standards addressed by the agency:
Project Public Health Ready
Culturally and Linguistically Appropriate Services
Voluntary National Retail Food Regulatory Program Standards
National Public Health Performance Standards - Local Tool
National Public Health Performance Standards - Governance Tool
Generally Accepted Accounting Principles
Williamson County and Cities Health District Strategic 2014-2016 Plan 8
SECTION 5: TIMELINE OF STRATEGIC PLAN
ADOPTION AND MONITORING
Planning for the 2014-2016 WCCHD Strategic Plan began with the decision to use the
Mobilizing for Action through Planning and Partnerships (MAPP) process. The entire process
from pre-development to adoption and monitoring has taken over three years, from 2012-
2015, with more than 20* meetings. Major elements of the strategic planning process were
completed by the Board of Health and the District Leadership Team (DLT). These included
performance assessments; a Strengths, Weaknesses, Opportunities, and Threats (SWOT)
analysis; and prioritization activities. Monitoring of the Strategic Plan is completed by DLT at
least annually. Recommendations for revision are presented to the Board of Health on an as-
needed basis.
Sample of Strategic Plan Development Meetings
4/5/13 Board of Health Special Called Meeting Development of Strategic Planning Priorities
6/7/13 Strategic Plan Workshop (Task force: Board of Health representatives and leadership team)
Refining priorities, coordinating with CHA and CHIP (in process)
7/16/13 Strategic Plan Workshop Development of themes, goals and objectives in dashboard format; refine statement of priorities
8/13/13 Strategic Plan Workshop Align selected strategic priorities with those identified by community surveys; continue work on goals/objectives; consider first draft, approve template selected.
9/5/13 Board of Health Meeting Review and consideration of Draft Strategic Plan.
9/12/13 Joint Meeting of Board of Health and Member Governments
Presentation of Draft Strategic Plan— input solicited from county/city leadership
11/4/13 Internal Workgroup meeting--leadership team Ensure inclusion of time-framed progress measures for each objective, coordinate with supervisors and team leads.
1/16/14 Internal Workgroup meeting--leadership team Gaps in plan identified and addressed, finalization of goals and objectives
2/6/14 Board of Health Special Called Meeting Review and approval of the 2014-2016 Strategic Plan
2/27/14 Internal Workgroup meeting--leadership team Incorporate final revisions, proof and edit.
The Williamson County Community Health
Profiles were developed and published by
WCCHD. These profiles served as a basis for the
Community Health Status Assessment
component of the CHA.
The WCCHD District Leadership Team
completed the National Public Health
Performance Standards Local Public Health
System Performance Assessment Instrument.
The results were incorporated into the
Local Public Health Services Assessment of
the CHA.
Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4
The Continuous Quality Improvement Committee
completed the Turning Point Performance Management Self-
Assessment Tool, which served as a tool for our agency to identify the
extent to which we had components of a
performance management system.
Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4
2012 2013 2014 2015
The Community Health Assessment (CHA) was
completed. For purposes of this Strategic Plan, the
CHA and its four components served as the assessment of our
Strengths, Weaknesses, Opportunities and Threats (SWOT).
The Board of Health and health district leadership
reviewed our previous Strategic Plan, reaffirming
the mission, vision and core values statements. The
Board concurred that the major objectives of that Strategic Plan had been completed. Utilizing the National Public Health
Performance Standards Governance Tool, the Board
also reviewed their own progress and identified
areas for inclusion in the 2014-2016 Strategic Plan.
A draft Strategic Plan was presented to member
governments at the joint meeting of Commissioners Court and Board of Health.
Board of Health approved and adopted the 2014-
2016 Strategic Plan.
The Board of Health approved minor revisions to the Strategic Plan that were
presented by the Interim Executive Director.
DLT discussed and approved modifications for a Strategic Plan Version 2 to
be presented at the September 2015 Board of
Health Meeting.
The Board of Health approved Version 2 of the 2014-2016 Strategic Plan.
Williamson County and Cities Health District Strategic 2014-2016 Plan 10
SECTION 6: PERFORMANCE MANAGEMENT SYSTEM
The Performance Management System reflects linkages between the Strategic Plan,
Community Health Assessment, Community Health Improvement Plan, and the quality
Improvement Plan. The organizational framework for performance management
establishes systematic on-going monitoring and evaluation of the quality and appropriateness
of client and population services. We commit to achieving our mission and strategic goals by
continually improving effectiveness, empowering employees, and streamlining decision
making, thereby cultivating a culture of quality improvement. See Appendix C:
Performance Management System for additional details.
The goals of this plan:
Ongoing assessment of health outcomes, benchmarks and trends
Maintenance of and compliance with current standards, protocols and procedures
Appropriate administrative structure and support
Quality improvement Structure
Our QI Process utilizes the 4Qs model, (Quality Assessment, Quality Control, Quality
Assurance and Quality Improvement) and represents our approach for a sustainable and
systematic process for quality management.
Overall coordination and oversight of our QI process is provided by our Quality Council.
This group approves a comprehensive quality improvement plan based on Quality
Assessment findings and reports from all committees and teams.
Quality Assessment
At the center of our QI model is the engine for
evaluation and assessment which will be a series
of Public Health Practice Reviews. Topics will
align with Key Health Status Indicators in Healthy
People 2020, the County Health Rankings
Initiative, and any program-specific goals in
such a way that all programs and grants are
included over the three year period of this plan.
We will ensure that our programs and services
are aligned with the nine criteria of the Public
Health Quality Aims. Those criteria are:
population-centered, equitable, proactive,
health- promoting, risk-reducing, vigilant,
transparent, effective and efficient.
11 Williamson County and Cities Health District Strategic 2014-2016 Plan
Quality Assurance and Quality Control
At the base of the triangle, the quality assurance and quality control of our QI process are
achieved by Quality Assurance and Administrative Committees. These committees
represent a cross-section of each level of the matrix model including: administration, section
directors, and program staff. Utilizing the Plan-Do-Check-Act method and other QI tools they
will determine program and process improvements.
Cross-functional Committees include:
Workforce
Worksite Wellness
Safety
Information Technology
Preparedness Planning and Operations
Marketing and Communications
Quality Management
o Child Abuse Reporting
o Patient Satisfaction Survey
o Program Review
Nursing Corrective Action Team (Peer Review)
Pharmacy
Quality Improvement
Act
Check
Plan
Do
The top of the triangle represents Quality Improvement initiatives. These initiatives,
charged by the Quality Council and selected to be as cross programmatic as possible, will
improve Quality and Health Outcomes for our community. It is anticipated that two or three
major Quality Improvement initiatives will be conducted annually. Examples of recent
Quality Improvement initiatives resulting in new programs or service lines are the
development of an Integrated Mosquito Management Program and the implementation of
an Electronic Health Record.
Williamson County and Cities Health District Strategic 2014-2016 Plan 12
Performance Management System
The Strategic Plan is one component of the Performance Management System used by
WCCHD to monitor and improve the performance of the agency in achieving goals and
strategies. These goals and strategies are defined by the foundational documents:
Community Health Assessment
Community Health Improvement Plan
Strategic Plan
Quality Improvement Plan
13 Williamson County and Cities Health District Strategic 2014-2016 Plan
SECTION 7: STRATEGIC PLAN PRIORITIES
PRIORITY 1: COMMUNITY ENGAGEMENT
Justification: In recognition that health goes beyond the absence of disease, the Board of Health supports engaging the community on an ongoing basis and through a variety of methods. Efforts to leverage the WilCo Wellness Alliance should increase visibility, coordination, and inclusion of stakeholders.
Objectives: 1.1: Strengthen collaborative efforts to improve health outcomes and address health disparities through a sustained CHA and CHIP process. 1.2: Increase collaboration in preparedness planning. 1.3: Strengthen alliances with Mental Health and Substance Abuse partners.
PRIORITY 2: COMMUNITY HEALTH PROMOTION AND DISEASE PREVENTION
Justification: Since 1943, WCCHD has worked to ensure a safe environment for Williamson County citizens. The Board of Health seeks to become more effective through improved collaboration with local governments and increased stakeholder participation as well as by addressing gaps in provision of services in the community.
Objectives: 2.1: Strengthen alliances for preventing disease through improved environmental practices. 2.2: Strengthen community systems for communicable disease prevention.
PRIORITY 3: INFRASTRUCTURE DEVELOPMENT
Justification: The Board of Health supports the integration of preparedness and deliberate efforts are underway to incorporate the Medical Reserve Corps into the WilCo Wellness Alliance. The Board is also committed to ensuring WCCHD has adequate information systems to ensure quality, cost effective provision of care; accurate, consistent data collection; and is accountable, sustainable, and engaged in continuous performance management. To ensure an organized and thorough approach to program evaluation, the Board has charged WCCHD with implementing a series of Public Health Practice Reviews that go beyond monitoring for compliance and include health outcomes, benchmarks, and trends toward reaching community health goals.
Objectives: 3.1: Provide organizational leadership in preparedness. 3.2: Improve information technology, structure, capacity and security. 3.3: Use a process-driven approach to developing information management and program analytics capacity. 3.4: Strengthen the public health agency through program evaluation and governance. The District Leadership Team (DLT) provides ongoing monitoring of the strategic plan priorities and makes recommendations to the Board of Health as appropriate. The Board of Health reviews progress at least annually. The Board also participates as members of the WilCo Wellness Alliance to monitor progress related to health indicators and oversee plan revisions as necessary.
1.
2.
3.
Williamson County and Cities Health District Strategic 2014-2016 Plan 14
PRIORITY 1: COMMUNITY ENGAGEMENT ACTION PLAN
Objective 1.1: Strengthen collaborative efforts to improve health outcomes and
address health disparities through a sustained CHA and CHIP process
Intervention Strategy Responsible
Division Tasks
Projected
Completion
Create more efficient and
inclusive data collection
methods for the 2016
Community Health
Assessment.
Planning and
Strategic
Initiatives
1. Fully implement the Healthy
Williamson County website, using
100% of available indicators.
Q1 2014
2. Ensure that 80% of deliverables
in the Healthy Williamson County
plan of work are met.
Q2 2015
3. Identify additional data elements
over the 2013 CHA for the 2017
CHA process by at least one
category in each of the four
assessments. Examples:
emergency preparedness, school
health.
2016
Strengthen the community
health improvement
assessment process through
successive assessment and
planning cycles.
Planning and
Strategic
Initiatives
1. Adoption of 80% of the goals of
the Community Health
Improvement Plan (CHIP) by the
WilCo Wellness Alliance or other
stakeholders.
Q2 2014
Annually
2015-2016
Increase active membership
in the WWA.
Planning and
Strategic
Initiatives
1. Completed annual membership
and attendance report.
Annually
2014-2016
Improve accuracy of
demographic data collection
in all agency systems.
Applicable
Division
Directors
1. Provide REAL Data training to
100% of internal staff.
Q1 2014
2. REAL Data training for 11 of 12
external agencies.
Q1 2015
3. Increase by 10% per year the
number of REAL data fields
accurately completed.
Annually
2014-2015
Reduce the negative impact
of chronic diseases and
conditions, specifically
obesity.
Planning and
Strategic
Initiatives
1. Identify dedicated staff to
support the WilCo Wellness
Alliance's chronic disease
prevention activities.
Q4 2014
2. Increase the availability of health
education opportunities for
targeted Williamson County
populations identified through GIS
mapping assessment tools.
Q4 2016
Linkages: National Prevention Strategy June 2011; Healthy People 2020 Map-IT Guide; Healthy People
2020 Objective 15.3; CHIP priorities: Active Living Support, Chronic Disease, Employee Health,
Healthcare Availability, and Healthy Eating
15 Williamson County and Cities Health District Strategic 2014-2016 Plan
Objective 1.2: Increase collaboration in preparedness planning
Intervention Strategy Responsible
Division Tasks
Projected
Completion
Integrate Preparedness
Planning into community
forums.
Emergency
Preparedness
and Response
1. Assemble a WilCo Public Health and
Medical Preparedness Response
Stakeholders group.
Q2 2014
2. Incorporate 20% of the top 10
jurisdictional risk assessment priorities
in plans, training and exercises.
Q4 annually
Support the Regional
Planning cycle (MOC,
WEBEOC, Mass Fatality,
Responder Protection).
Emergency
Preparedness
and Response
1. Development of a regional public
health and medical response SOG.
Q2 2015
2. Participate in at least one regional
exercise.
Q4 annually
3. Implement a comprehensive
corrective action plan process.
Q1 2016
Utilize the Williamson
County Medical Reserve
Corps (WilcoMRC) to
enhance Community
Preparedness.
Finance and
Human
Resources
1. Form MRC volunteer-led team to
oversee 75% of program functions.
Q3 2014
2. Integrate Wilco MRC representative
into WWA and other stakeholder
groups.
Q2 2015
Linkages: Healthy People 2020 goal: Preparedness; EHS: 5; CHA: LPHSA; U.S. HHSC Public Health and
Medical Emergency Support for a Nation Well Prepared: Community Resilience; CDC PHEP/HPP
Capabilities National Health Security Preparedness Index; Project Public Health Ready
Objective 1.3: Strengthen alliances with Mental Health and Substance Abuse partners
Intervention Strategy Responsible
Division Tasks
Projected
Completion
Support the Mental Health
(MH) Task Force and
Substance Abuse
Collaborative integration in
the WWA
Program
Eligibility and
Social Services
1. Promote the Mental Health Task Force
and Substance Abuse Collaborative as
evidenced by updates to two Community
Groups annually.
Annually
2014-2016
Increase operational
linkages with Mental Health
and Substance Abuse
Agencies
Program
Eligibility and
Social Services
1. Incorporate tobacco, alcohol abuse,
and mental health/depression screening
with the Medical/Social Intake
Questionnaire.
Q1 2015
Linkages: EHS: 4; CHA: Forces of Change, Assets and Strengths; CHIP priority: Behavioral Health and
Substance Abuse; National Prevention Strategy June 2011
Williamson County and Cities Health District Strategic 2014-2016 Plan 16
PRIORITY 2: COMMUNITY HEALTH PROMOTION AND DISEASE PREVENTION ACTION PLAN
Objective 2.1: Strengthen alliances for preventing disease through improved
environmental practices
Intervention Strategy Responsible
Division Tasks
Projected
Completi
on
Pursue consolidated rule-
making for all member
governments via health district
orders.
Environmental
Health
Services
1. Create a process for Board of
Health ordinance/consolidated
rule-making.
Q2 2015
2. Implement the process. Q3 2015
Explore means for integration
of Environmental Health
services into public health
processes and policies.
Environmental
Health
Services
1. Create a process for Board of
Health approval of Environmental
Health policies after vetting
through a Task Force or with
WCCHD member input.
Q4 2014
2. Implement the process. Q4 2014
Increase retail food
stakeholders input to food
safety policy and standards.
Environmental
Health
Services
1. Establish a Food Safety Task
Force.
Q2 2014
2. Convene the Food Safety Task
Force and hold regular meetings.
Q3 2014
Establish a process for fulfilling
member governments’ needs
for environmental health
services.
Environmental
Health
Services
1. Implementation of a level 2 IMM
program.
Q2 2014
2. Conduct Mosquito Task Force
After action review.
Q1 2015
Linkages: Healthy People 2020 goals: Environmental Health, Food Safety, FS-5, FS-6; EHS: 2 and 5-6; CHA:
LPHSA; CHIP Priority: Active Living Support, Healthy Eating; National Prevention Strategy June 2011; U.S.
FDA Voluntary National Retail Food Regulatory Program Standards; ASTHO’s Public Health Confronts the
Mosquito; DSHS West Nile Virus Public Health Preparedness, Surveillance, and Response Guide
17 Williamson County and Cities Health District Strategic 2014-2016 Plan
Objective 2.2: Strengthen community systems for communicable disease prevention
Intervention Strategy Responsib
le Division Tasks
Projected
Completion
Expand community
capacity for
prevention.
Disease
Control
and
Prevention
1. 80% of relevant website content
organized in a "Provider Toolbox.”
Q4 2014
Ensure accessible
services that are
culturally and
linguistically
appropriate.
Clinical
Services 1. Expand service hours to increase
availability of services.
Q3 2014
Planning
and
Strategic
Initiatives
2. Adopt Culturally and Linguistically
Appropriate Services (CLAS) based
standards for services.
Q3 2015
Expand co-
management and
coordination of TB and
STI services.
Clinical
Services 1. Develop and implement a marketing
plan to promote referrals for expedited
partner therapy from primary care
providers.
Q2 2016
Linkages: CHA: Forces of Change Assessment; National Prevention Strategy June 2011; CHIP Priority:
Healthcare Availability, Controlling Contagious Disease; Healthy People 2020 goals: Immunization and
Infectious Diseases, Improve Access to Health Services, HIV, STD, Maternal, Infant and Child Health;
CLAS Standards
Williamson County and Cities Health District Strategic 2014-2016 Plan 18
PRIORITY 3: INFRASTRUCTURE DEVELOPMENT ACTION PLAN
Objective 3.1: Provide organizational leadership in preparedness
Intervention Strategy Responsible
Division Tasks
Projected
Completion
Revise the COOP to reflect
current operational
infrastructure.
Emergency
Preparedness
and Response
1. Assess the existing COOP to
identify policies that need to be
revised, updated or created.
Q3 2014
2. 75% of the policies related to the
COOP will be revised and updated.
Q3 2015
3. Completed COOP presented to
the DLT.
Q3 2016
Linkages: Healthy People 2020 goal: Preparedness; EHS: 5; CHA: LPHSA; U.S. HHSC Public Health and
Medical Emergency Support for a Nation Well Prepared: Community Resilience; CDC PHEP/HPP
Capabilities National Health Security Preparedness Index; Project Public Health Ready
Objective 3.2: Improve information technology, structure, capacity and security
Intervention Strategy Responsible
Division Tasks
Projected
Completion
Increase the Data Storage
capacity and security.
Information
Technology
1. Identify and obtain funding to
install virtual server farm.
2015
2. Migrate current District data to
new system within 60 days of
installation.
2015
Replace outdated legacy
software systems.
Information
Technology
1. Research and identify
requirements for new
Environmental Health Services
software
2016
2. Replace time management
system (HATS)
Q2 2016
3. Operationalize selected
Electronic Health Record
technology.
Q4 2015
Improve internal and external
information delivery systems.
Marketing/
Communicati
ons
1. Redesign public website to
increase utilization by 10%.
Q3 2014
Information
Technology
2. Redesign the Intranet (District
Heartbeat) to support internal
committee and workgroup
functions, increase internal use by
10%.
Q4 2015
Develop computer hardware
replacement plan.
Information
Technology
1. Develop a computer hardware
replacement plan.
Q2 2015
2. Present plan to DLT for adoption. Q4 2015
Linkages: Healthy People 2020 goal: Health communication and Health Information Technology; National
Prevention Strategy June 2011
19 Williamson County and Cities Health District Strategic 2014-2016 Plan
Objective 3.3: Use a process-driven approach to developing information management
and program analytics capacity
Intervention Strategy Responsible
Division Tasks
Projected
Completion
Define processes to improve
systematic “routine” data
collection and service delivery.
Clinical
Services
1. Develop the capacity to facilitate
process mapping, including
electronic tools.
Q4 2015
2. Use process mapping to
establish key internal data
collection standards and workflow
requirements.
Q4 2015
3. Fully implement Electronic
Health Record.
Q4 2015
Utilize web-based document
management system to address
policy, training, document
storage and retrieval needs.
Finance and
Human
Resources
1. 100% of agency policies and
procedures imported to
PolicyTech.
Q4 2014
2. 100% of WCCHD staff receive
training in PolicyTech utilization.
Q4 2014
3. Fully transition document
management to PolicyTech web-
based system.
Q1 2015
Linkages: CHIP Priorities: Controlling Contagious Disease, Healthcare Availability; Healthy People
2020 goal: Health communication and Health Information Technology; National Prevention Strategy
June 2011
Objective 3.4: Strengthen the public health agency through program evaluation and
governance
Intervention Strategy Responsible
Division Tasks
Projected
Completion
Implement Public Health
Practice Review (PHPR)
process.
Planning and
Strategic
Initiatives
1. Fill the position of the dedicated
PHPR coordinator.
Q3 2014
2. Conduct 2 PHPRs each year, per
required grant deliverables.
2016
Implement a Workforce
Development plan to
strengthen the Public Health
workforce.
Finance and
Human
Resources
1. Conduct PH Competency skill-
set assessment with WCCHD
employees.
Q3 2014
2. Develop and implement the
Workforce Development Plan,
based on public health workforce
competencies.
2016
Support the WWA Employee
Wellness Forum to improve
employee health and morale,
reduce absenteeism, reduce
utilization of healthcare services
and reduce healthcare
expenditures.
Planning and
Strategic
Initiatives
1. Utilize annual Worksite Wellness
Interest Survey and other available
reports to develop an Action Plan to
help guide WCCHD wellness
policies and initiatives.
Annually
2. Present the results of an
employee Worksite Wellness
Interest Survey and Action Plan to
the Board of Health.
Annually
Expand WCCHD Business
Plans.
Finance and
Human
Resources
1. Develop a business plan for asset
management, to include a vehicle
replacement policy.
Q4 2015
Williamson County and Cities Health District Strategic 2014-2016 Plan 20
2. Increase number of vehicles
compliant with vehicle replacement
policy by 10% per year.
Q4 2015
3. Develop and implement a billing
system for reimbursements.
Q4 2015
4. Develop collections policy for
clinical services to maximize
reimbursements.
Q4 2015
5. Reconfigure fees for
environmental health services to
sustain operating costs.
Q4 2015
Revise policy on Board of
Health selection, orientation
and responsibilities.
Deputy
Director
1. Update and present policy on
Board selection, orientation and
responsibilities.
Q3 2015
2. Incorporate goals for BOH
orientation and responsibilities into
the Workforce Development Plan.
2016
Linkages: Healthy People 2020 goals: Health-related Quality of Life and Well-Being, Public Health
Infrastructure; CHA: Health of the Community, LPHSA; National Prevention Strategy June 2011; EHS: 3-
5 and 8-9; CHIP Priorities: Chronic Disease, Employee Health
21 Williamson County and Cities Health District Strategic 2014-2016 Plan
SECTION 8: RECORD OF CHANGES
WCCHD 2014-2016 Strategic Plan includes elements that are meant to be reviewed
and updated. The activities within the plan will be routinely evaluated. Therefore, it is
important that records of these changes should be kept in order to monitor the
evolution of this plan. All changes to this plan must be approved by the Executive
Director or Board Chair.
Date Description of Change Page # Made
by: Rationale
7/10/14
Adjust projected
completion dates for two
objectives in Focus Area
6.1 Q2 2014 to Q3 2014.
Pg. 23
Executive
Director,
approved
by Board
of Health
Activities for these
objectives in process
but not yet complete.
Williamson County and Cities Health District Strategic 2014-2016 Plan 22
Appendix A: Healthy Communities Model
The work that Public Health does can be confusing, contradictory, and often difficult to
explain. Efforts to standardize the definition of Public Health began with the “Essential
Functions,” which were expanded to include the “Ten Essential Services,” and which are
now evolving to include the Minimum Package of Public Health Services as defined by the
National Association of County & City Health Officials (NACCHO). Still, no one model exists
that completely or perfectly organizes and ensures the coordination of these services.
The Healthy Communities Model has been helpful in making sure that as this community’s
Public Health Agency, we are providing support and coordination internally and externally
for both individual and population health services. Data guides all of our efforts and the
Community Health Assessment (CHA) is the periodic culmination of our continuous efforts to
assess the health and needs of our community. The CHA has informed our Community Health
Improvement Plan, which guides our Public Health System efforts, and this Strategic Plan,
which guides our Public Health Agency.
Two key definitions create the quadrants into which our work falls. The horizontal axis
represents the distinction between the internal branches of the Public Health Agency,
23 Williamson County and Cities Health District Strategic 2014-2016 Plan
WCCHD, which are guided by this strategic plan and the Public Health System which
is made up of the much larger constellation of agencies and entities which
contribute to the health of our communities. The vertical axis represents the
distinction between population-based services, focused on the community, and
clinical services directed at individual patients, one at a time. Superimposed in this
way, these two distinctions create the four quadrants of the Healthy Communities
Model.
In reality, the quadrants are not fixed or exclusive but represent a spectrum in which
programs, services and initiatives are interdependent. Indeed, the greatest
advantages and synergy come from the cross-quadrant coordination of activities. A
recent example of this was the “Exercise is Medicine” project which sought to build
community capacity in Departments of Parks and Recreation as well as private
gyms (all in the upper left Community Capacity Building Quadrant) to support
individual patients at risk for type two diabetes, referred to the program by agencies
in the upper right, Systems Capacity Building Quadrant.
The model has also been helpful in defining the charters and agendas for our
community’s health and wellness coalitions, workgroups, and committees. For
instance, the WilCo Wellness Alliance through its Steering Committee is the
umbrella organizational structure for the Public Health System and as such has broad
stakeholder participation beyond traditional health care provider agencies.
Participation by WCCHD programs includes those that are population based (i.e.
environmental health and community gardening) as well as those that are clinically
oriented, (i.e. TB and Immunizations Programs).
Williamson County and Cities Health District Strategic 2014-2016 Plan 24
Appendix B: Organizational Chart
25 Williamson County and Cities Health District Strategic 2014-2016 Plan
Appendix C: Performance Management System
Williamson County and Cities Health District Strategic 2014-2016 Plan 26
Appendix D: Links
Williamson County Community Health Profiles 2013
Williamson County Community Health Assessment March 2013
Community Health Improvement Plan 2014
National Prevention Strategy June 2011
U.S. Dept. of Health and Human Services Public Health
Emergency- Community Resilience
Healthy People 2020 Map-IT Guide
National Public Health Performance Standards Local Public Health
System Performance Assessment Instrument August 2012
Turning Point Performance Management Self-Assessment Tool January 2013
Progress report on the Board of Health Performance Assessments from 2011-
2013
10 Essential Functions of Public Health
NACCHO Minimum Package of Public Health Services
Healthy Williamson County (WilCo Wellness Alliance)
WilCo Wellness Alliance (WWA) Members
27 Williamson County and Cities Health District Strategic 2014-2016 Plan
Appendix E: Glossary of Acronyms
CHA Community Health Assessment
CHIC Community Health Improvement Steering Committee
CHIP Community Health Improvement Plan
CHS Community Health Services
CLAS Culturally and Linguistically Appropriate Services
COOP Continuity of Operations Plan
CQI Continuous Quality Improvement
DLT District Leadership Team
EHR Electronic Health Record
EHS Essential Health Services (see Ten Essential Functions of Public Health)
EPR Emergency Preparedness and Response
FOC Forces of Change—part of the MAPP Assessment
HHSC Health and Human Services Commission
HIE Health Information Exchange
HP 2020 Healthy People 2020
ICC Integrated Care Collaborative
IM Information Management
IMM Integrated Mosquito Management
IT Information Technology
LPHSA Local Public Health Services Assessment
MAPP Mobilizing for Action through Planning and Partnership
MH Mental Health
MOC Medical Operations Center
MRC Medical Reserve Corps
NACDD National Association of Chronic Disease Directors
NACCHO National Association of County & City Health Officials
PHPR Public Health Practice Review
REAL Data Race, Ethnicity and Language Data
SHAC School Health Advisory Council
SOG Standard Operational Guidelines
STI Sexually Transmitted Infection
SWOT Strengths, Weaknesses, Opportunities, and Threats
WCCHD Williamson County and Cities Health District
WEB EOC Web-based Emergency Operations System
WilCo Williamson County
WWA Williamson County Wellness Alliance
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