williamson county and cities health district9/5/13 board of health meeting review and consideration...

SYSTEMSCAPACITYBUILDING

COMMUNITYCAPACITYBUILDING

CLINICAL ANDINDIVIDUAL

SERVICES

COMMUNITYPREVENTIVE

SERVICES

AHealthy

Community

STRATEGIC PLANWILLIAMSON COUNTY AND CITIES HEALTH DISTRICT

-

dstrahler

Typewritten Text

Version 2

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.


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


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.


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.


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


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.

dstrahler

Typewritten Text

Strategic Plan Timeline


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.


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.


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


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.


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


Objective 1.2: Increase collaboration in preparedness planning


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


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


PRIORITY 2: COMMUNITY HEALTH PROMOTION AND DISEASE PREVENTION ACTION PLAN

Objective 2.1: Strengthen alliances for preventing disease through improved

environmental practices


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


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


PRIORITY 3: INFRASTRUCTURE DEVELOPMENT ACTION PLAN

Objective 3.1: Provide organizational leadership in preparedness


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


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


Objective 3.3: Use a process-driven approach to developing information management

and program analytics capacity


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


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


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


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.


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,


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).


Appendix B: Organizational Chart


Appendix C: Performance Management System


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

http://www.wcchd.org/about_us/document_center.php

http://assets.thehcn.net/content/sites/wcchd/CHA_Final_Approved_Draft_3_15_13.pdf

http://assets.thehcn.net/content/sites/wcchd/WilCo_CHIP_04_10_14_20140410070710.pdf

http://www.surgeongeneral.gov/initiatives/prevention/strategy/report.pdf

http://www.phe.gov/Preparedness/planning/abc/Pages/community-resilience.aspx



http://www.healthypeople.gov/2020/implement/mapit.aspx

http://www.wcchd.org/data_and_stats/docs/Strategic_Plan_2014/NPHPSP_Progress_Report_on_the_BOH_Performance_Assessments_2011_2013.pdf



http://www.wcchd.org/data_and_stats/docs/Strategic_Plan_2014/Turning_Point_Performance_Management_Self_Assessment_Tool_Feb_2013.pdf

http://www.wcchd.org/data_and_stats/docs/Strategic_Plan_2014/NPHPS_LPHS_System_Performance_Assessment_Results_9_2012.pdf

http://www.wcchd.org/data_and_stats/docs/Strategic_Plan_2014/NPHPS_LPHS_System_Performance_Assessment_Results_9_2012.pdf

http://www.cdc.gov/nphpsp/documents/essential-phs.pdf

http://www.naccho.org/advocacy/positions/upload/12-18-Minimum-Package-of-Benefits.pdf

http://www.healthywilliamsoncounty.org/

http://www.healthywilliamsoncounty.org/index.php?module=InitiativeCenters


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

williamson county and cities health district9/5/13 board of health meeting review and consideration...

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