Marinette County Strategic Plan 2014-2019 Marinette County Public Health 2014-2019 Strategic Plan 1 Dave s Falls Amberg, WI 2014-2019
Table of Contents Letter of Introduction... 3 Section 1: Executive Summary... 4 Section 2: Mission, Vision, Core Values... 7 Section 3: Summary of SWOT... 7 Section 4: Strategic Planning Process and Participants... 9 Section 5: Summary of Strategic Priorities and Goals... 10 Section 6: Plan of Work Grid including linkages with CHIP and QI plan... 13 Section 7: PHAB Standards... 14 Marinette County Public Health 2014-2019 Strategic Plan 2
Letter from the Public Health Officer Dear Colleagues, The Marinette County Public Health Strategic Plan is an internal, working document to describe our strategies for improving the health and well-being of Marinette County residents and visitors. Public Health has a long history of reaching out and forming partnerships for the betterment of the entire community. These relationships are necessary in order to strengthen our capacity and to best serve the community through quality public health services. Strategic planning was a process that challenged each of us to create a shared vision across public health programming areas in order to reach mutually agreed upon goals. During this process, it became evident that we are all play a critical role in the nurturing, strengthening and sustaining of quality public health services. In addition, we all have a duty to maintain a competent public health workforce through ongoing continuing education and the use of evidence based practice. I believe Marinette County Public Health workers are up to the challenge of carrying out this ambitious Strategic Plan. This plan provides us with an overarching framework of what needs to be accomplished in order to reach our vision and carry out our mission for the sake of all Marinette County residents and visitors. Sincerely, Mary E. Rosner RN, BSN, BSW Public Health Officer Marinette County Public Health 2014-2019 Strategic Plan 3
Section 1: Executive Summary: Marinette County Public Health (MCPH) serves the 3 rd largest county geographically in the State of Wisconsin. Our county spans 1,550 square miles and has a population of 41,610 residents. Formal programs under the Marinette County Public Health umbrella consist of: Women Infant Children (WIC), Birth to 3 and general public health services. With only 9 full time staff and one part time staff member and a 2013 operating budget under $420,000, MCPH provides a wide variety of services and a diversity of programs housed between our two office sites in Marinette and Niagara, Wisconsin. MCPH is continuously working to be more efficient at delivering needed services to citizens and their communities. Decreases in state funding have impacted MCPH and the way that we have traditionally provided public health services. With these changes, MCPH leadership and staff saw the opportunity to complete a strategic plan in order to prioritize programs and focus on what is most important to affecting the future health of all who enjoy Marinette County. An organizational strategic plan for a local public health department is intended to: 1. Serve as a guide or clear picture of where the agency is headed 2. Depict what the department intends to achieve 3. Describe the methods that will be used to succeed The strategic planning process is meant to strengthen the organization internally, and focus on a range of agency level organizational goals, strategies, objectives and new initiatives. Public health serves communities and individuals by providing an array of essential services through the core functions of public health: Assessment, Policy Development and Assurance. This document serves as a foundation for both short term and long range planning in accordance to the 10 Essential Public Health Services and aims to strengthen Healthiest Wisconsin 2020 goals in addition to local public health specific initiatives. The Public Health Accreditation Board (PHAB) has provided local health departments with accreditation requirements which include an organizational strategic plan, community health assessment (CHA) and community health improvement plan (CHIP). By fulfilling these requirements, MCPH may apply for national accreditation when feasible. In order to provide further insight and structure to the process, the strategic plan takes into account and further supports the health priorities that were identified by our CHIP. The CHIP was developed in 2013 with input from a variety of community members and organizations. Working with community partners on health initiatives, allows us to pool resources and effort. Marinette County Public Health 2014-2019 Strategic Plan 4
For development of the Strategic Plan, MCPH utilized the facilitator services of the Regional Office Nurse Consultant, Karlyn Raddatz. MCPH staff provided valuable input into the plan throughout the process. Initial discussions with the facilitator determined that the strategic planning process would consist of the following components: Conducting a current SWOT (Strengths, Weaknesses, Opportunities and Threats) analysis of overall public health programming. Utilizing data from July 2013 SWOT analysis facilitated by Terry Brandenburg, former West Allis Health Officer, on Young Family Programming. Terry volunteered his time as a NACCHO (National Association of City and County Health Officials) Survive and Thrive coach. Survive and Thrive is a fellowship/mentoring program for new and aspiring health officers. Meeting with the MCPH staff Reviewing the Marinette County CHIP Development of a MCPH Action Plan To provide further insight and structure to the process, the plan also incorporates and further expands the health priorities that were identified by the Marinette County CHIP. The CHIP was developed in 2013 with leadership from Public Health and participation from community stakeholders. The plan focuses on the following health priorities: Alcohol and other Drug Use o The consequences of alcohol or drug abuse include motor vehicle and other injuries; fetal alcohol spectrum disorder and other childhood disorders; alcohol and drug-dependence; liver, brain, heart and other diseases; infections; family problems; and is the cause for significant death, injury and disability. o o Individuals who abuse alcohol and other drugs are more likely to engage in risky behaviors that may result in motor vehicle crashes and fatalities, employment problems, relationship problems, unplanned pregnancies and sexually transmitted diseases, birth abnormalities, child abuse and crime. In 2011, 65% of drug related deaths were opiate related in Wisconsin. During the years of 2003-2012, Hepatitis C infections in people ages 15-29 years rose almost 4 fold in our state. Mental Health o Mental health illnesses are associated with physical health problems, risk factors such as increased rates of smoking, physical inactivity, obesity and substance abuse; factors that can lead to chronic disease, injury, and disability. Marinette County Public Health 2014-2019 Strategic Plan 5
o o Mental illness is the leading cause of disability in the United States. One out of five people will experience a mental health problem of some type during a one year period. Mental health disorders are associated with an increased risk of physical illness; more specifically, with increased rates of chronic health problems and risk factors such as smoking, physical inactivity, obesity and substance abuse and dependence. Physical Activity o Physical activity is a preventative factor for obesity and the risk for many adverse health conditions: Coronary heart disease, stroke, high blood pressure, type 2 diabetes, cancers, high total cholesterol or high levels of triglycerides, liver and gallbladder disease, sleep apnea and respiratory problems, degeneration of cartilage and underlying bone within a joint, mental health conditions, and reproductive health complications such as infertility. o Physical activity recommendations include strategies to make physical activity an easy choice. This can be accomplished by creating opportunities for children, adults and older adults to be active where they live, play, work and learn. While the identified health priorities are not unique to only Marinette County, the county demographics are in many ways distinctive. Statistics: Marinette County (2013) 41,610 Wisconsin (2013) 5,742,713 Persons per square mile 29.8 105.0 Percent Caucasian 97.2% 88.2% Persons below poverty level 13.1% 12.5% Median Household Income $41,533 $52,627 Median age of residents 51.0 38.5 Residents below age of 18 19.7% 23.0% Residents 65 and older 20.7% 14.4% Residents with high school diploma 89.3% 90.2% Residents with a bachelor s degree 13.9% 26.4% ~Statistics from U.S. Census Bureau Quick Facts report, 2013 Section 2: Mission, Vision, Core Values Marinette County Public Health 2014-2019 Strategic Plan 6
Our Vision In the Community, Impacting our Health, Making a Difference! Our Mission To promote, protect and assure optimal quality of life for Marinette County through prevention, education, services, leadership and partnership. Our Core Values 1. Resourceful: We continually strive to learn and improve to achieve the highest level of public service and act as a trusted source of health information. 2. Social Justice: We believe in empowering and advocating for vulnerable populations to assure optimal quality of life. 3. Compassion: We approach all people with openness, honesty, understanding, kindness and dignity. 4. Partnerships: We recognize the importance of a strong public health system and help to meet this need by collaborating with partners and communities. Section 3: Summary of SWOT A SWOT analysis provides programs and organizations with a clear, easy-to-read map of internal and external factors that may help or harm a project. This is accomplished by listing and organizing a project s strengths, weaknesses, opportunities, and threats. SWOT can clearly show a program its chances for success, given present environmental factors. Marinette County Public Health s goal is to capitalize on our strengths, take advantage of opportunities, address weaknesses and minimize threats to the extent possible. On March 19, 2014 a meeting was held with MCPH staff to complete a SWOT analysis. The results of the meeting are represented below. Strengths Experienced and knowledgeable staff Small agency Variety of services Connection within the communities Good relationships in the community Two sites to reach more people Good leadership Cohesive Professional Participate in continuing education Health and Human Services Committee is supportive Written policies and procedures CHA and CHIP Marinette County Public Health 2014-2019 Strategic Plan 7
Weaknesses Communication between staff Upper level do not know what we do, feel not supported at times Lack utilization of social media, technology. IE: Facebook, website (no public health web manager) Short staffed Staff turnover Effective use of staff No environmental health staff Quality improvement projects Lack of community presence Need a system for program evaluation Need a system for peer evaluation Need a system for performance evaluation Funding Opportunities Respect the services offered Marketing Community has interest in health focus areas and public health priorities Shared services Funding Strengthening coalition work: Community Wellness Partnership, Safe Kids Marinette County, Child Death Review Team Partnerships with partners in Michigan and proximity to Michigan Threats Lack of understanding of what public health does Lack of visibility Other organizations unaware of potential opportunities to partner Funding Politics Aging workforce and relocation of young educated citizens to more populated communities Marinette County Public Health 2014-2019 Strategic Plan 8
Section 4: Strategic Planning Process and Participants Planning for the 2014 Marinette County Strategic Plan began in April of 2013. The following is a timeline of the agency activities that occurred related to the Strategic Planning process. April 2013 the Marinette County received a $5,000 mini planning grant for Public Health Infrastructure from the CDC Public Health Infrastructure Preparation for Voluntary Accreditation grant. April 2013 August 2013 all public health staff completed the Public Health Foundation Quality Improvement Tutorial. The Public Health Officer and one Public Health Nurse attended the 2013 Open Forum for Quality Improvement in Public Health Conference June 12 13, 2013 in Milwaukee, Wisconsin. Information obtained at this conference was shared with other public health staff. Identification and work on quality improvement projects was undertaken. July 24, 2013 a baseline assessment of voluntary PHAB national accreditation readiness was completed. The purpose was to evaluate the health departments current capacity to achieve the standards for voluntary accreditation and identify priority areas for improvement. To conduct the baseline evaluation we used the Self-Assessment Workbook for Local Health Departments from the Wisconsin Public Health Quality Initiative. The results of the baseline assessment are shown in Section 7: PHAB Standards. July 30, 2013 MCPH Staff conducted a SWOT analysis on young family programming with facilitator Terry Brandenburg. March 19, 2014 the MCPH staff completed an overall agency SWOT analysis with the Regional Nurse Consultant, Karlyn Raddatz, facilitating the process. Using information and data from the two SWOT analyses, community health profiles, current health trends, CHA and CHIP processes, along with other sources, the MCPH staff emerged with four goals. May 19, 2014 the strategic plan document was completed. July 9, 2014 the Strategic Plan document was released to Marinette County Health and Human Services Committee Members and MCPH staff members. Strategic Plan Oversight/Putting the Plan into Action The MCPH Strategic Plan will be monitored by the Public Health Officer. Monthly staff meetings will be held to review the plan and monitor progress. The Public Health Officer will Marinette County Public Health 2014-2019 Strategic Plan 9
act as a liaison to report progress to Health and Human Services Committee quarterly. The strategic plan will be included in the Marinette County Health and Human Services Annual Report and progress will be reported in that document to the Marinette County Board of Supervisors, community partners and interested public members. Strategic Planning Stakeholders Health and Human Services Committee Members: Kathy Just Russ Bauer / Paul Gustafson Michael Cassidy Cindy Barrette Brandon Jeske Marilyn Lawson Al Sauld Michael Behnke Marinette County Public Health Staff: Mary Rosner Wendy Stuart Mary Brynick Molly Bonjean Sherry Stender Krysta VanDyck Monica Spude Kelly Christensen Gail Damaschke Public Health Officer Public Health Nurse Public Health Nurse Public Health Nurse WIC Dietician WIC Dietician WIC Clerk Birth to 3 Program Coordinator Public Health Receptionist Section 5: Summary of Strategic Priorities and Goals: It is equally important for public health staff, Health and Human Services Committee members, public health partners, and the community to understand the rationale or significance for each of the strategies identified in the Strategic Plan. The following is brief overview of each strategy s significance: Marinette County Public Health 2014-2019 Strategic Plan 10
1. Goal 1: Improve communication, enhance partnerships and expand public health awareness Strategy 1.1: Assure a collaborative and coordinated ongoing Community Health Assessment and Community Health Improvement Process and Plan. Local health departments are required by Wisconsin state statute to conduct periodic community health needs assessments with subsequent development of a CHIP. Through the leadership of Public Health, this process engages the community in consensus building and mobilizes efforts addressing identified health priorities in Marinette County. Strategy 1.2: Provide regular, timely and effective health information to the general public. It is essential that local public health is recognized by community members as a reliable source of creditable information regarding local, state and national public health issues. Engaging community members in public health messaging will build capacity to respond to concerns during a public health or community emergency. Strategy 1.3: Strengthen communication and collaboration with public health partners. Relationships with educational institutions, mentoring students, and working cooperatively with agencies interested in community betterment helps to build collaboration for public health initiatives. Branding communication efforts helps to increase the visibility and understanding of public health activities. 2. Goal 2: Strengthen Fiscal Management Strategy 2.1: Maintain current funding levels. It is critical that LHDs are recognized by the public as a valued use of resources and a responsible steward of public funds. Public Health must assure that a community s identified community health needs are addressed through funded programming. Local advocacy for prevention is imperative in policy development and resource allocation. Increasing stakeholder understanding of public health s return on investment through consistent prevention, protection and promotion messaging with local decision makers. Strategy 2.2: Explore new sources of funding. Continue to inform stakeholders of capacity building activities in local public health through joint grant applications and the exploration of shared service arrangements when mutually beneficial. 3. Goal 3: Support, Enhance, and Retain a Well-Trained, Competent Workforce Strategy 3.1: Strengthen workforce competency and capacity. Competencies are a set of knowledge, skills, and attitudes necessary for the broad practice of public health. Investing in the workforce competency and capacity development will assure that MCPH is able to provide high quality and valued public health services. Strategy 3.2: Strengthen workforce engagement. Public Health Workers are the most valuable asset to an organization. Feeling valued as an individual and engaged in public health efforts is the foundation of a satisfying and rewarding work environment. Marinette County Public Health 2014-2019 Strategic Plan 11
4. Goal 4: Obtain National Public Health Accreditation Readiness Status Strategy 4.1: Build in performance management tools into public health focus areas. Measurement and comparison of data as part of ongoing program evaluation, helps local public health to prioritize resources, focus efforts and identify community needs. Use of a performance management tracking tool also recognizes efforts across various disciplines to achieve positive outcomes for Healthiest Wisconsin 2020 Focus Areas. Strategy 4.2: Support public health quality improvement activities. Public health quality improvement activities help to create efficiencies and add clarification to processes. New and existing staff with be familiar with Public Health s Quality Improvement Plan and will remain current on quality improvement efforts. Strategy 4.3: Complete State of Wisconsin 140 Review. Maintain and enhance Level II Status. Involve staff in obtaining documentation for 140 Site Review and the development of program performance management tools. Link 140 Review documentation to PHAB Domains. Marinette County Public Health 2014-2019 Strategic Plan 12
Section 6: Plan of Work Grid Strategic Priority & Goal Objective Action/Activity Target dates Increase visibility of public health Goal 1: Improve communication, enhance partnerships and expand public health awareness Goal 2: Strengthen Fiscal Management Goal 3: Support, Enhance, and Retain a Well-Trained, Competent Workforce Goal 4: Obtain national Public Health Accreditation Readiness Status Maintain current funding levels and explore new sources of funding Strengthen workforce competency, capacity and engagement Maintain and enhance quality public health services a. Consistently use NACCHO logo in outreach efforts b. Have 2 staff members trained as Public Information Officers c. Monthly staff meetings d. Utilize UWGB students to develop community presentations and public health awareness e. Establish a Safe Kids Coalition f. Maintain membership on Healthy Youth Coalition g. Maintain membership on Cradle to Career Initiative (United Way) h. Maintain membership on Community Wellness Partnership workgroups i. Track outreach efforts a. Continue billing all Medicaid eligible services b. Strengthen grant applications through collaborative work c. Explore shared services when feasible d. Establish relationship with AmeriCorp a. Health officer to participate in performance management training as it relates to workforce development b. Continue to mentor students interested in public health nursing and dietetics and develop a list of student practicum projects c. Create a Workforce Development Plan d. Conduct annual reviews of professional development plans e. Ensure work standards and expectations are being met f. Consistently document trainings attended in www.train.wi.gov a. Build in performance management tools into public health focus areas in order to better measure accomplishments b. Complete 140 Review for Level II Health Department c. Support quality improvement activities d. Strengthen documentation of public health activities e. Continue to prepare for accreditation readiness through training, understanding domains, collecting documentation and following PHAB standards f. Continue to work with Northwoods Collaborative on quality improvement accreditation readiness activities a. ongoing b. 12/1/2014 c. ongoing d. ongoing e. 1/1/2015 f. ongoing g. ongoing h. ongoing i. ongoing a. ongoing b. ongoing c. ongoing d. 09/01/2014 a. 7/1/2014 b. ongoing c. 8/30/2014 d. 12/31/14 e. ongoing f. ongoing a. 12/31/2014 b. 12/31/2015 c. ongoing d. ongoing e. 12/31/2015 f. ongoing Marinette County Public Health 2014-2019 Strategic Plan 13
Section 7: PHAB Standards - Baseline Assessment July 24, 2013 The baseline assessment of PHAB (Public Health Accreditation Board) standards is intended for use by local health departments to self-assess readiness for voluntary national accreditation application. This assessment emphasizes alignment with the essential public health services that will be most critical to protecting and promoting the health of the public in the future. The measurements are based on a 0-4 scoring system that addresses current local capacity to meet PHAB standards. This tool gives local health departments a way to objectively measure progress on the provision of essential public health services. Scoring Key: 0 = No Capacity 1 = Minimal Capacity 2 = Moderate Capacity 3 = Significant Capacity 4 = Optimal Capacity Community Assessment 1.8 Standard 1.1 Standard 1.2 Standard 1.3 Standard 1.4 Participate in or conduct a collaborative process resulting in a comprehensive community health assessment. Collect and maintain reliable, comparable, and valid data that provide information on conditions of public health importance and on the health status of the population. Analyze public health data to identify trends in health problems, environmental public health hazards, and social and economic factors that affect the public s health. Provide and use the results of health data analysis to develop recommendations regarding public health policy, processes, programs or interventions. 1.0 2.8 1.0 2.5 Domain 2 Investigation 2.2 Standard 2.1 Standard 2.2 Standard 2.3 Standard 2.4 Conduct timely investigations of health problems and environmental public health hazards. Contain/mitigate health problems and environmental public health hazards. Ensure access to laboratory and epidemiological/environmental public health expertise and capacity to investigate and contain/mitigate public health problems and environmental public health hazards. Maintain a plan with policies and procedures required for urgent and non-urgent communications. 2.4 2.3 1.5 2.7 Marinette County Public Health 2014-2019 Strategic Plan 14
Domain 3 Public Education 2.7 Standard 3.1 Standard 3.2 Provide health education and health promotion policies, programs, processes, and interventions to support prevention and wellness. Provide information on public health issues and public health functions through multiple methods to a variety of audiences. Domain 4 Community Engagement 3.0 Standard 4.1 Engage with the public health system and the community in identifying 3.0 and addressing health problems through collaborative processes. Standard 4.2 Promote the community s understanding of and support for policies and strategies that will improve the public s health. 3.0 Domain 5 Policies and Planning 1.4 Standard 5.1 Serve as a primary and expert resource for establishing and maintaining 2.7 public health policies, practices, and capacity. Standard 5.2 Conduct a comprehensive planning process resulting in a 0.6 Tribal/state/community health improvement plan. Standard 5.3 Develop and implement a health department organizational strategic 0.0 plan. Standard 5.4 Maintain an all hazards emergency operations plan. 2.5 Domain 6 Enforcement 1.8 Standard 6.1 Standard 6.2 Standard 6.3 Review existing laws and work with governing entities and elected/appointed officials to update as needed. Educate individuals and organizations on the meaning, purpose, and benefit of public health laws and how to comply. Conduct and monitor public health enforcement activities and coordinate notification of violations among appropriate agencies. Domain 7 Access to Services 1.8 Standard 7.1 Assess health care service capacity and access to health care services. 1.3 Standard 7.2 Identify and implement strategies to improve access to healthcare services. Domain 8 Workforce 2.8 Standard 8.1 Encourage the development of a sufficient number of qualified public 4.0 health workers. Standard 8.2 Standard 8.2: Assess staff competencies and address gaps by enabling organizational and individual training and development opportunities. 1.5 3.0 2.4 2.5 2.0 1.0 2.3 Marinette County Public Health 2014-2019 Strategic Plan 15
Domain 9 Evaluation and Quality Improvement 1.0 Standard 9.1 Use a performance management system to monitor achievement of 1.4 organizational objectives. Standard 9.2 Develop and implement quality improvement processes integrated into organizational practice, programs, processes, and interventions. 0.5 Domain 10 Evidence Base 2.9 Standard 10.1 Identify and use the best available evidence for making informed 2.5 public health practice decisions. Standard 10.2 Promote understanding and use of the current body of research results, evaluations, and evidence-based practices with appropriate audiences. 3.3 Domain 11 Administrative Capacity 3.1 Standard 11.1 Develop and maintain an operational infrastructure to support the 2.7 performance of public health functions. Standard 11.2 Establish effective financial management systems 3.5 Domain 12 Governing Entity 2.6 Standard 12.1 Maintain current operational definitions and statements of the public 2.0 health roles, responsibilities, and authorities Standard 12.2 Provide information to the governing entity regarding public health and 3.0 the official responsibilities of the health department and of the governing entity. Standard 12.3 Encourage the governing entity s engagement in the public health department s overall obligations and responsibilities. 2.7 Marinette County Public Health 2014-2019 Strategic Plan 16