LAWRENCE-DOUGLAS COUNTY HEALTH DEPARTMENT. Health Board Shirley Martin-Smith. David Ambler. Maley Wilkins, Chair. Ray Davis

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2 LAWRENCE-DOUGLAS COUNTY HEALTH DEPARTMENT Health Board 2014 Shirley Martin-Smith Joint Appointment David Ambler City Appointment Maley Wilkins, Chair City Appointment Ray Davis County Appointment Kevin Stuever MD, Treasurer City Appointment Doug Dechairo MD, Vice- Chair University of Kansas Appointment Carol Seager County Appointment Joe Harkins County Appointment Strategic Plan Adopted: October 17, 2011 Revised: April 16, 2012 July 15, 2013 February 17,2014 October 20, 2014

3 ORGANIZATION CHART OCTOBER 2014

4 The Lawrence-Douglas County Health Department Story Together, day by day, building a healthy community The Lawrence and Douglas County community has benefited from a strong public health presence for more than 125 years. On your behalf, the Lawrence-Douglas County Health Department works to: Safeguard community health and safety through swift response to illness outbreaks; Identify urgent and everyday health problems by tracking the health of the community to identify health trends early on; Assess health problems and promote wellness by fostering community health initiatives; and Collaborate with community partners to protect health and control the costs associated with health problems. Past In 1885, the City of Lawrence hired its first Health Officer to control filth-borne epidemics. In 1942, Douglas County participated with the City of Lawrence in the creation of a joint city-county health department. The Lawrence-Douglas County Health Department continues to serve as the local public health authority to this day. Between 1885 and 1942, public health experienced significant growth. Noteworthy achievements include expansion from a City of Lawrence Health Officer position to a City of Lawrence Health Unit in The local City Health Unit initiated sanitation programs and responded to multiple epidemics of smallpox, typhoid fever and polio. Issues of sanitation and the prevention of vaccine- preventable diseases continued to dominate the era between 1942 and the 1960s. In the 1960s and 1970s, after considerable debate spurred by the development of the birth control pill, the Health Department s philosophy was defined to focus on preventive health care and environmental health. The Health Department played a key role in establishing the Health Care Access Clinic for the medically uninsured; the Bert Nash Community Mental Health Center; and the Visiting Nurses Association. Present Our mission is to advance policies, practices and programs that promote health for all, prevent disease and protect the environment. Examples of how we accomplish our mission include; our role in helping the City of Lawrence establish tobacco use and complete street ordinances, and engaging our community through leadership and infrastructure support to LiveWell Lawrence. In 2012, the Health Department and the University of Kansas executed an agreement forming an Academic Health Department. This partnership provides critical support for mobilizing community action to improve our present and future health status.

5 Mobilization requires collaboration. Staff members maintain strong partnerships with the civic, academic and social service partners serving on multiple social service agency boards and workgroups such as Success By Six, Safe Kids Coalition, United Way, LiveWell Lawrence and the Douglas County Dental Clinic. Recognized at both state and national levels for achieving excellence in public health service delivery, we maintain a strong focus on managing for results and continuous quality improvement while providing services at reasonable rates to all people in the community Use evidence-based strategies to improve health outcomes for our population. Serve all segments of our community practicing cultural sensitivity, understanding barriers to service and health disparities. We remain committed to tackling the challenges ahead. Future The Lawrence-Douglas County Health Department will lead the way in public health. This begins by helping the people we serve understand the benefits of a strong public health presence. To affect positive change in population health outcomes, we intend to: Be more visible in the community by expanding our community partnerships and advocating for health in all policies. Be a trusted source of information for local policy makers and the community. Provide information that is timely, accurate, concise and germane to the issue at hand.

6 THE PUBLIC HEALTH SYSTEM: EXTERNAL ASSESSMENT Public health encompasses many disciplines with multiple loci that influence determinants of health. The Lawrence-Douglas County Health Department commits itself to working with our community partners as described in the diagram below to improve health outcomes for all. Governance Drivers Passage of the HITECH Act in 2009 and the Patient Protection and Affordable Care Act in 2010 by the Federal Government ushers in future changes in: 1) funding modalities, with a greater emphasis on insurance billing for clinic services; 2) expanded public health roles and responsiblities related to community health assessment, planning and health promotion; and 3) expanded use of electronic medical record systems along with enhanced access through health information exchanges create the opportunity for public health to more accurately monitor the health of our community's population. The State of Kansas has opted not to expand Medicaid leaving Kansans un-insured. Health Department staff serve on key state workgroups including KanCare, public health informatics and workforce development. Service Delivery Drivers KanCare is poised to enact health home incentives for for chronic disease care coordination. We have adopted an electronic health record and are working to optimize clinic processes to improve efficiencies. We, along with a growing number of community health care providers, are members of the Kansas Health Information Exchange. Support for LiveWell Lawrence continues to grow. We should begin to prepare for a second five year cycle of community health assessment and planning. Heartland Community Health Center has achieved Federally Qualified Health Center status.

7 Vision Together, day by day, building a healthy community Together day by day chosen to express that our work does not stand alone, either as individuals within an organization or, as an organization within a community. we are on a journey and we recognize that if we are to achieve the change we desire we must focus on the day at hand with our goal in mind. building a healthy community this is our goal and it encompasses all of our programs along with the challenge to always strive to serve the community. Mission The mission of the Lawrence-Douglas County Health Department is to advance policies, practices and programs that promote health for all, prevent disease and protect the environment. Core Values Integrity Compassion work Professionalism Demonstrating dependability, honesty and responsibility in all actions. Demonstrating concern for others with respect and empathy. Being engaged and focused on team goals while respecting and appreciating each other s contributions. Demonstrating commitment to excellence, personal growth and accountability for actions and results.

8 THE PUBLIC HEALTH SYSTEM: SWOT ANALYSIS Internal Strengths We have a good reputation in the community. We have a strong, proactive and independent Board. We have positive, visionary leadership. We have competent, professional and dedicated staff willing to go forward with the Board. We are well-positioned for accreditation. We have a track record of securing grant funding to support our mission. Weaknesses We do not have a marketing plan or consistent budget for paid media. Too many people in the community are unaware of what we do. On-going need for workforce training as the public health skill set evolves. External Opportunities Pursuing HD accreditation as an early adopter. Promoting HD services & activities. Building strong partnerships with other community and healthcare agencies/providers- Bert Nash, VNA, HCA, HCHC, LMH, UW, DCCF. Expanding our community outreach by utilizing Board members. Applying for direct federal grants Using student interns such as KU workgroup and MPH program. Keeping our mission in front of elected officials. Increased demand for select services beyond our ability to provide (e.g. Project LIVELY). Growth of Kansas Health Information Network (KHIN) Threats Funding cuts at local, state, federal levels (e.g. sequestration). Changes to health care laws/insurance coverage. Increased demand for select services beyond our ability to provide (e.g. Project LIVELY). Decreased demand for select services (e.g. family planning). The national, state and local public health system is fragmented and in a state of flux from events such as health care reform and accreditation. Weak US/KS/Dg. Co economy.

9 PRIORITY GOALS Working with the community with policymakers within the Department to support broad engagement in the Douglas County Community Health Plan to inform them of the health issues facing our community to support one another in achieving our mission to promote adoption of evidence-based strategies to adopt sound public health policies to establish a culture of quality and apply the PHAB standards of excellence to improve the health of the community.

10 OBJECTIVES AND STRATEGIES Community Policymakers Department Objective 1 By 2018 collaborate in the adoption of at least one strategy for each of the 5 Community Health Plan elements. Objective 2 By December 2015 establish ongoing mechanisms to assist policymakers consider health and health equity as they develop, implement, and evaluate public policy. Objective 3 By December 2016 establish ongoing mechanisms to support agency mission through culture change. Strategy 1.1 Improve our ability to monitor the health status of the community. Strategy 2.1 Deliver timely, accurate and concise information that provides the public health perspective to relevant issues of the day. Srategy 3.1 Create a culture of quality improvement by consistent application of the NACCHO Roadmap to a culture of Quality Improvement. Strategy 1.2 Improve our ability to inform, educate and empower community partners. Strategy 2.2 Communicate to the public the important role of public policy in improving health. Strategy 3.2 Develop a system of monitoring workforce development needs and progress. IDEAS/OPPORTUNITIES FILTER Purpose Does it align with: Our vision and mission? Our Strategic Plan? The Community Health Plan? Our future story? Relationships Does it build or enhance relationships? Does it serve the community? Accountability Is it evidence based? Is it sustainable? WORTH CONSIDERATION

11 ACTION PLAN Objective 1 - By July 2018 collaborate in the adoption of at least one strategy for each of the 5 Community Health Plan elements. Date Stamp Strategy 1.1 Action Step Action Leaders Improve our ability to monitor the health status of the community /15/ Develop new sources of primary and secondary data related to the health status of Douglas County residents. V. Romero 10/20/2014 Strategy Develop an internal informatics capacity. Through such means as working with the Public Health Practice Program Informatics workgroup, staff training and developing internal and external system infrastructure. V. Romero Improve our ability to inform, educate and empower community partners. 8/15/ Convene a candidate forum prior to each city and/or county commission election. 6/17/ Continue to lead and facilitate the LiveWell Lawrence Coalition while also fostering other community partnerships. 6/17/ Continue to lead and facilitate the Community Health Plan Steering Committee. Health Board C. Bryan, 6/17/2013 6/17/ Continue to promote and support staff participation in community life such as service organization membership and the Lawrence Program Expand publication of community health briefs/communicable disease reports and other Health Department communications, update annually as appropriate. K. Britt V. Romero K. Ens Objective 2 By December 2015 establish on-going mechanisms to assist policymakers consider health and health equity as they develop, implement, and evaluate public policy. Date Stamp Strategy 2.1 Action Step Action Leaders Ongoing Ongoing 1-2 Deliver timely, accurate and concise information that provides the public health perspective to relevant issues of the day /17/ Develop communication tools to educate and inform public and use them on a regular basis. K. Britt

12 Objective 2 By December 2015 establish on-going mechanisms to assist policymakers consider health and health equity as they develop, implement, and evaluate public policy. Date Stamp Action Step Action Leaders /17/ Strengthen our brand identity within the community. K. Britt 8/15/2011 Strategy 2.2 8/15/2011 6/17/2013 6/17/ /20/ Seek to communicate to policymakers the cost/benefit implications of policy decisions in term of improved/impaired health status (e.g. health impact assessments) C. Bryan Communicate to the public the important role of public policy in improving health Identify/diversify funding streams for public health Capitalize on the Academic Health Department relationship with the University of Kansas to identify best/promising practices Serve as an organizational role model to the community for implementation of the Community Health Plan Work with community partners to begin planning for a second community health assessment and planning process. K. Ens C. Marthaler Objective 3 By December 2016 establish ongoing mechanisms to support agency mission through culture change. Date Stamp Strategy 3.1 Action Step Action Leaders Ongoing Ongoing 1-2 Create a culture of quality improvement by consistent application of the NACCHO Roadmap to a culture of Quality Improvement /20/ Strengthen the connection between the quarterly performance scorecard and daily work activities 10/20/ Institute a stand-alone performance management/quality improvement council 10/20/ Complete an agency assessment of our quality improvement culture 10/20/ Revise our quality improvement plan 10/20/ Implement quality improvement plan

13 Objective 3 By December 2016 establish ongoing mechanisms to support agency mission through culture change. Date Stamp Strategy 3.2 Action Step Action Leaders Ongoing Develop a system of monitoring workforce development needs and progress / /20/ Participate in decisions of Kansas Public Health Workforce Development Coordinating Council that guides development of public health workforce training statewide Prioritize staff training needs as identified through the Kansas Public Health Workforce Assessment C. Marthaler 10/20/ Monitor staff professional development in accordance with accreditation standards C. Marthaler Date Stamp mm/dd/yyyy date of adoption - Primary time goal - Secondary time goal