Dedicated, Knowledgeable and Professional Staff Community Engagement Good Collaborative Efforts Community partnerships (CCHMC, CPS) Mission and Visions Work PCMH (Patient Centered Medical Home) Certified Accreditation in process Expansion of Services Improve Marketing Increase our Engagement with our City Government Officials (council, mayor, county officials) Take a greater “Leadership Role” in Public Health Practices 0verall (Increase publications, presentations, Intentional Efforts to Change as Public Health and Health Care Practices Change) Top five identified weaknesses and threats CHD Weaknesses (Internal) CHD Threats (External) Poor Communication internally and externally Lack of Inclusion in program Lack of Community Collaboration Low Morale Lack of proper training lack Staff Develop Department (for 7 years) lack Tuition Reimbursement lack Incentives/ Encouragement/Appreciation Improve Community Relationships/Relevance and Reputation mental health/substance abuse/violence Expansion of Services Improve Marketing Increase our Engagement with our City Government Officials (council, mayor, county officials)
Cincinnati is fortunate to be have multiple hospital systems, several local universities, philanthropic agencies, with a long and rich history for advocating the provision of safety net services for the most vulnerable and indigent populations. CHD’s priority areas identified in this plan supports and correlates with the Ohio Department of Health Strategic Plan and efforts to improve and increase capacity to protect, promote, and improve the public health working cooperatively and collectively with community partners to make Cincinnati the healthiest city in the nation. Four Strategic Priority Focus Areas CHD selected four Strategic Priority Focus Areas: 1. System Alignment 2. Data Driven Performance, 3. Work Force Development/Accountability, 4. Communication Plan. Priority Focus 1: System Alignment Specific Objective: Align with Funding Sources for Services Attainable Goals Realistic Strategies Measures Resources Timeline Maximize income for pay for performance Work with external parties with similar interests. Coordinate efforts with internal comprehensive quality improvement (CoQI) team. Create list of operational definitions for measures. Receive payment for performance. Educating staff on how to maximize income and provide best services/care. CoQI team, all CHD staff, middle management, leadership, external partners June 2016 – June 2017 Address social determinants of health Improve access (e.g., mental health, behavioral health, Change in scope for mental health services. Documentation of community engagement Community leaders, CoQI team, all CHD staff, middle management, leadership, June 2016 – June 2017
transportation, housing). Address food insecurity. around social determinants. Documentation of improved outcomes for patients/clients/community. external partners. Specific Objective: Foster QI environment where continued QI initiatives can be developed to ensure efficient/effective processes Attainable Goals Realistic Strategies Measures Resources Timeline Diversify group to include broader skill set. Develop a comprehensive QI group. Each program/division develops benchmarks. leadership, middle management, all CHD staff Group formed June 2016 Tie benchmarks to evaluate and improve performance. Identify benchmarks that align with funding and employee performance evaluations. CoQI plan for department would include these benchmarks. leadership, middle management, all CHD staff Benchmarks developed December 2016 Maximize understanding and use of all health department data systems (Epic/Acqure/Power School/Ahlers/etc.) Utilize the epidemiology workgroup to understand existing data sources. Periodic reporting from the epi workgroup. leadership, middle management, all CHD staff Epi reports beginning June 2016 Use PDSAs Develop a QI guide (step by step) for programs to set up PDSA cycles. Documented PDSA cycles (including outcomes) leadership, middle management, all CHD staff June 2017
Specific Objective: Lateral Alignment of Programs Attainable Goals Realistic Strategies Measures Resources Timeline Measurement Crosswalk Data gathering process through the leadership team Introduce at Group of 50 for feedback –Post on J-Drive Reformat the intranet to be more user friendly for information Leadership meeting minutes Listed as an agenda item on Group of 50 agenda Folder created on J-Drive with completed crosswalk Training on about permission flexibility Leadership Team Leadership Team and Middle Managers Middle Managers and IT December 2016 – December 2017 Strategic Plan for each program Alignment of program strategic plan with CHD strategic plan Completed Strategic Plan Leadership, Middle Managers and Staff July 2016 – December 2016 Utilize of 50 for inter-program collaboration (maximizing efficiency) Formalize agendas Use for leadership training, design workshops Use meetings to explore Interdisciplinary Established 2-3 trainings per year Leadership, Middle Managers January 2018
talents, and for team Building Ensure organizational structure is aligned for effective and efficient use of resources 3rd party review of organizational structure Internal audit (see where overlap occurs) Measurement crosswalk completed and assessed for program redundancy Committee development Community Peer Review External reviewer June 2017-June 2018 Educate staff regarding Cultural Sensitivity and Customer Service (i.e. drug users, mentally ill) Develop partnerships with universities (e.g., chief diversity officer) Trainings on embracing diversity Form ethics committee Customer service satisfaction surveys (Ratings increased by 25%) PEAP Community Partners Academic Institutions Survey Mailer Website comments December 2016 – December 2017 Specific Objective: Align with local and state agencies via state-community health improvement plan and community assessments Attainable Goals Realistic Strategies Measures Resources Timeline Chronic Disease Plan for Health Increase physical activity and prevent crime through: Environmental Design Safe Routes to School Active Living, Healthy Eating, Tobacco Free Living policy Creating Healthy Communities Coalition (CHCC) Healthy Homes December 2016 – December 2017
Safe Streets Principles Connect Cincinnati Public Transit improvements Healthy Eating Produce Perks Community Supported Agriculture (CSA) Healthy Food Retail Water First for Thirst Breastfeeding policy in the Workplace Increase Tobacco Free Living Tobacco Free Public Housing, Parks, Schools and Worksites Abated Healthy Homes nuisance complaints breastfeeding in the workplace policies in effect Programs’ benchmarks Coordination of these programs – submit data Health Impact Assessment (HIA) Health Centers School Based Health Centers Adolescent Health WIC Home Health Staff Programs Data analysis State Health Improvement Plan (SHIP) and Community Health Improvement Plan (CHIP) Identification of areas (Survey Monkey) Dissemination of plans infrastructure for gaps Utilize the identification plan to ensure each program is addressing chronic disease Identification of Programs that address SHIP and CHIP Staff programs December 2016 – December 2017
1 Identify all available and relevant databases. Establish a central repository for program evaluation results Repository will be put on J Drive 2nd quarter 2016 2 Assure adequate analytic capacity Each program/ grant should allocate $ for evaluation # Analyses completed adequately (peer review) = publications. What equipment or software is available? Staff, equipment, software 3 Collect and maintain reliable, comparable and valid data that provide information on conditions of public health importance and on the health status of our population. (PHAB Standard 1.2) 4 Develop infrastructure for QI for environmental programs CincyStat Dr. Firesheets
3 Develop information about patients served in CHD health centers and other venues, as a large with which we are deeply connected Correlate quality/QI with total and detailed cost estimate, by center, to assist in meeting national and Ohio Medicaid initiative of providing bonuses in funding to centers that provide great outcomes at below median cost. Map our penetrance to show who we serve, geographically6 displayed by zip code, census tract or neighborhood, with different colors for different types of services (and ability to overlay layers for each type of service) Where patients are coming from, by neighborhood. Education and job information, by neighborhood. Access to fresh produce and meats, by neighborhood. US Census data, other special data collections, CHD Fiscal, CHD Epidemiology Objective 3: that evaluation is used for program development, including Attainable Goals: Realistic Strategies: Measures: Resources: Timeline:
outcomes of use of the evaluation 1 Develop an annual report which includes data about each programs performance, productivity, and billable hours 2 Evaluation leads to quality improvement actions Supervisor meeting to discuss measures. Establish an office of Planning Evaluation and Quality Assurance and Improvement. Documented meaningful use of analyses. Group of 50, rotating presentations, epi committee meetings, standing committee. 3 Analyze that public health data to identify trends in health problems, environmental public health hazards, and social and economic factors that affect the public’s health EPHT
(PHAB Standard 1.3) 4 Provide and use the results of health data analyses to develop regarding public health policy, processes, programs, and interventions. (PHAB Standard 1.4) HIA function exists in health department Objective 4: Staff that can monitor and determine efficacy of programs in CHD Attainable Goals: Realistic Strategies: Measures: Resources: Timeline: 1 (Workforce development) Develop a strategy to deal with limitations of analytic infrastructure and analytic capacity Train and develop internal capacity to utilize best practices for evaluation, within CHD programs CDC Introduction to Program Evaluation for Public Health (document)
Objective 5: Data transparency Attainable Goals: Realistic Strategies: Measures: Resources: Timeline: 1. Document how CHD goals align with the relevant community health assessments and community health improvement plan priorities Policy, systems, and environmental changes. Tobacco, Healthy Eating, Active Living, Obesity (GCCHSS changes). Other options for measures could include: Asthma (related to air quality, and to tobacco), Lead poisoning, Healthy social environments (associated with transportation, domestic and other violence, injury prevention, among other factors) People, organizations including the CHCC, who have developed metrics to look at changes in HE, AL, and tobacco use. 2 Data that we generate to share with stakeholders is presented in useable way Prioritize Public Health Tracking portal development, Communications Committee coordination
3 Audit or vetting process to assure data quality and accuracy is performed before analyses are initiated 4 Post Divisional strategic plans, with goals, measures, and how they are aligned with CHD strategic plan, on an accessible portal for public viewing Priority Focus 3: Workforce Development Strategies Measures Resources Workforce Development Plan Focused health trained & oriented. Establish an Orientation process for each Div/Program for new employees. Ensure that employee meet/adhere to the Public Health Core Competencies within Performance management/evaluations. The process will be evaluated by the completion of an evaluation form of the orientation. Employee will receive a mid-point performance Recruitment efforts through: OACHC, XU, UC, OSU, professional journals/organizations. Performance tools: evaluation forms. Creation of orientation form/feedback forms (survey monkey) /360 evaluation form. TBD
their respective discipline(s). Enhance training and development in public health, customer service, etc. (on-line workshops) Solicit customer feedback Solicit manager/supervisor feedback from employee. evaluation to measure competency. Customer satisfaction surveys, suggestion/feedback boxes throughout various worksite locations. 360 Degree Performance Review Provide continuing education opportunities. Program focused competency evaluations throughout the probationary period. Survey tools/feedback forms. Workforce Development Plan Workforce Development Plan Provide each employee with the CHD Mission, Vision and Core Values of the organization. As part of the program orientation process with their supervisor, each employee will receive the Mission, Vision, and Core Values documents for review. Performance tools: evaluation forms. TBD Workforce Development Plan Workforce Development Plan Determine how we can recognize our staff for accomplishments, exceptional service, birthdays, etc. Ensure that each location/division has the Mission, Vision, and Core values posted in common A developed program for awards and recognition detailing incentives and other ways employees can be recognized & Rewarded. Corporate sponsorships (possibly) i.e. MCOs, health care vendors in the industry, etc. Printed placard with Mission, Vision, and Core Values. TBD Workforce Development Plan
Workforce Development Plan Mentorship (UC, XU, OACHC-external & internal partnerships) Managers should mentor staff. Training for supervisors/managers in conflict resolution Audit of training forms Employee feedback (Follow up SWOT analysis within a year of implementation to evaluate improvement). Trainings for conflict resolution and professional development (i.e. CEUs in leadership & professional development). New SWOT analysis TBD Workforce Development Plan Workforce Development Plan Community engagement: participate in community council meetings. Establish/continued partnerships with community agencies/social service agencies such as: CAA, League, United Way, CFCHG, CPS, etc. CHD and accomplishments Enhance website (more user friendly) Assessment of partnerships/collaboration regularly. Social media (tweets/#of people accessing the website). Advertisement to inform CHD subject matter experts reference for the community (i.e. CHES). Increase our presence and engagement with community organizations. Engage the support and assistance of the Government Affairs & Public Information Officer TBD TBD Workforce Development Plan Establish a concrete plan to develop and prepare for critical vacancies to ensure program consistency and continuity. Succession plans are developed and implemented. Input from program leadership to develop plan. TBD
Priority Focus 4: Communication Plan Strategic Focus Areas: Centralized focus areas include: Systems Alignment (Access, Chronic Disease and Infant Vitality), Data, Workplace Development and Communications. Objectives: To internally and externally promote the CHD’s affordable medical services, community health education and environmental programs, while providing educational information and resources to improve the quality of life in Cincinnati and being good stewards of the environment. Goals Strategies Measures Resources Timeline Build Awareness and generate attention through strategic community engagement, relationship management and governmental relations Develop systems to identify and assess health communication by creating and disseminating communication strategies, messages, materials and resources Media Relations Media Tours Collateral Special Events Speaking Engagements Sponsorships Employee Relations Community Engagement and Philanthropy Publications Database of clients to speak and advocate on our behalf Suggestion box in all internal areas (patients and employees) Community awards programs Number of placements Marketing collateral distributed Meetings and events attended and social media hits Publications produced Audience reached Financial value of collateral Annual report, community benefit report produced Percentage of decreased incidence of disease in focus areas (specific desired behavior change goal), New benefits offered, and the interventions that influenced or supported behavior/mind change Suggestion box themes and number of Public relations: press releases, press conferences, media advisories, pitch letters, wire services Internal and external websites Multichannel Network Marketing : social media, blogs Marketing collateral: articles, brochures, fliers, tip sheets, white papers, ebooks, resource manuals, promo items, pharmacy bags, posters, reports, voicemail/email and on hold messaging Broadcast: Television, radio, webinars, podcasts, DVDs, In March: Review current materials Create boilerplate copy for approval, e.g. ABOUT US, service etc. Confirm approval process for media interaction
National Public Health Week (community awards, reception) Neighborhood Summit CDs, PSAs, YouTube Events: Speaking engagements, presentations, health fairs and forums, partnerships and collaborations Video clips, display cases Before and after survey results Electronic blackboard Identify media resources Develop or edit leadership bios and updated photos Create Interest to entice targeted audiences to try our services Promote engagement (programs, offerings, services and opportunities) and dissemination activities among specific internal and external population groups Same as above Same as 2Q (ongoing) Beginning in April, research and develop targeted contact lists Provide Educational Information about the organization, programs and environmental services to broaden Promote the adoption of health communication theories and practices in health care, disease prevention, health promotion and environmental health initiatives Same as above Same as above 2-3Q Create and update events and training calendars
understanding and how to access services Promote health skills training for health professionals and opportunities for learning and engagement Research for general audiences -- schools, parents, media and personnel Stimulate Demand by creating a discernable increase in support and clientele Coordinate initiatives to develop a comprehensive awareness and engagement agenda Same as above Same as above 4Q Evaluate results Reinforce the Brand by maintaining positive relationships with key audiences to build a strong image that helps build the business Foster networking and collaboration among health communicators, health educators, other health professionals, stakeholders (government and community), as well as potential and current patients and their families Same as above Same as above Ongoing as developed