ccdph sp report 04018 kcj - home - cook county ......executive summary the cook county department of...
TRANSCRIPT
Acknowledgements
Chief Executive Officer – Cook County Health and Hospitals System Jay Shannon, MD
Chief Operating Officer – Cook County Department of Public Health Terry Mason, MD
CCDPH would like to thank all staff and partners who contributed to the development of this plan.
Strategic Planning Caucus Members
Debbie Brooks, Director of Nursing Deanna Durica, Program Manager – Lead Mary Gibb, Public Health Nurse V Kiran Joshi, Attending Physician VIII Gina Massuda Barnett, Deputy Director of Public Health Programs Rachel Rubin, Attending Physician VIII
Strategic Planning Retreat Attendees
Buddy Bates, Interim Director of Epidemiology - CCDPH Debbie Brooks, Director of Nursing - CCDPH Demian Christiansen, Director of Communicable Disease Control - CCDPH John Clark, Associate Administrator - CCDPH Vanessa Dennis, Chief of Staff – Commissioner Butler’s Office, Cook County Board of Commissioners Cathy DiGangi, Public Health Nurse IV – TB - CCDPH Deanna Durica, Program Manager – Lead - CCDPH Mary Gibb, Public Health Nurse V - CCDPH Percy Harris, Deputy Chief - CCDPH Kiran Joshi, Attending Physician VIII - CCDPH Eleanor Kang, Public Interest Fellow - Cook County Health and Hospitals System Lori Katich, Assistant Program Coordinator - CCDPH Anton Ledesma, Associate Consultant - SynerChange Chicago Patricia Moten Marshall, President - SynerChange Chicago Terry Mason, Chief Operating Officer - CCDPH Gina Massuda Barnett, Deputy Director of Public Health Programs - CCDPH Leticia Reyes-Nash, Director of Programmatic Services and Innovation - CCHHS Rachel Rubin, Attending Physician VIII - CCDPH Thomas Varchmin, Sanitary Engineer V - CCDPH
Additional Strategic Planning Input
Kimberley Conrad Junius, Public Health Educator V, Communications – CCDPH
Key Stakeholder Interviewees
Craig Conover – Medical Research Analytics and Informatics Alliance (MRAIA) Peggy Davis, Alma Rodriguez – Chicago Community Trust Sam Dorevitch – University of Illinois at Chicago School of Public Health, Division of Environmental and Occupational Health Sciences John Kiser – Cook County Department of Homeland Security and Emergency Management Linda Murray – Collaborative for Health Equity Margie Schapps – Health and Medicine Policy Research Group Nanette Silva – Community Memorial Foundation Griselle Torres - University of Illinois at Chicago School of Public Health, Coordinating Center for Public Health Practice
Consultants
Patricia Moten Marshall, President – SynerChange Chicago Anton Ledesma, Associate Consultant – SynerChange Chicago
TableofContents
Page
Executive Summary 6
Introduction to the CCDPH Strategic Plan 8
Informing the Plan
Strategic Planning Caucus 10
Staff Input 11
1:1 Interviews 14
Other Planning Initiatives 16
Strategic Planning Retreat 19
Strategic Plan
Mission, Vision, and Values 21
Focus Areas 23
Objectives, Highlighted Tactics, Measurements/Milestones
Health Equity 24
Strategic Communication 27
Resource Development 31
Data Capacity 33
Priority Initiatives 36
References 39
Acronyms 40
ExecutiveSummary
The Cook County Department of Public Health (CCDPH) initiated planning for a new 5-year Strategic Plan in March 2017. The Strategic Plan, included in this report, is the culmination of 10 months’ activities to determine where CCDPH must place its attention over the next 5 years to be consistent with its mission and make progress toward its vision. CCDPH continues to need a roadmap that navigates changes occurring within the agency and at the local, state and federal levels. Our role within the larger Cook County Health and Hospitals System (CCHHS) in providing leadership on population health calls for groundbreaking action. Solutions for current and emerging community health needs such as those identified in WePlan 2020, suburban Cook County’s community health assessment and improvement plan, require us to adopt approaches, standards, and practices that will optimize health and health equity for all people and communities in our jurisdiction. Central to success is collaboration with leaders, partners, and residents and alignment with various systems to collectively address the social, economic, environmental and behavioral issues that affect health. Dr. Terry Mason, CCDPH’s Chief Operating Officer, provided oversight to a strategic planning process that was led by four executive and two senior leaders making up the Strategic Planning Caucus with support from consultants from SynerChange Chicago. Several sources of data informed the Strategic Plan: (1) existing data collected as part of other planning processes led by CCDPH or partners; (2) data gathered on CCDPH’s current state, gaps and opportunities from CCDPH staff and key stakeholders via survey, semi-structured interviews, or focus groups; and (3) a Strategic Planning retreat with CCDPH senior leaders along with representatives from CCHHS Administration and the Cook County Board of Commissioners. The CCDPH Strategic Plan 2022 aligns with the CCHHS Strategic Plan: Impact 2020 and is designed to take action on critical issues and opportunities, advancing our mission, vision and values. This plan will further allow CCDPH to continue responding to the volatile, uncertain, complex social and political context facing public health. CCDPH employees and partners are vital to the success of this plan, and will be asked to participate in the implementation of the strategic plan. CCDPH will also support staff in the development of new skills to advance the strategic plan goals. New strategic plan focus areas include: 1:HEALTHEQUITY Advance health equity throughout Suburban Cook County by expanding the understanding of what creates health, strengthening capacity internally and building power externally, and implementing health equity in all policies approach.
Cook County Department of Public Health Strategic Plan 2018-2022 1
2:STRATEGICCOMMUNICATION Develop and implement internal strategies and systems of communication that facilitate productive inter- and intradepartmental interactions and consistent and effective exchange of information among all CCDPH staff. Create and implement strategies and systems to increase visibility, awareness, and value for CCDPH’s work and to improve engagement with its partners. 3:RESOURCEDEVELOPMENT Identify and implement a systems approach that optimizes existing resources and secures additional resources needed to advance CCDPH’s work. 4:DATACAPACITY Increase CCDPH’s capability to leverage data to drive, inform, evaluate, and promote CCDPH’s work and to better inform, support, and respond to the needs of key stakeholders and the community. Advancements in each of the Strategic Plan's focus areas will strengthen the infrastructure of CCDPH that will position the agency to better serve suburban Cook County and to continue providing leadership with the implementation of WePlan 2020. 5: PRIORITYINITIATIVESInter-departmental initiatives of priority that will build healthy institutional and community environments that support healthy lifestyles or improve availability and use of prevention-focused, evidence-based healthcare services.
Cook County Department of Public Health Strategic Plan 2018-2022 2
IntroductiontotheCCDPHStrategicPlan The Cook County Department of Public Health (CCDPH) serves the nearly 2.5 million residents of suburban Cook County. Our geography covers 125 municipalities, 30 townships, and more than 700 public schools. We are one of six health departments in Cook County certified by the Illinois Department of Public Health, nationally accredited by the Public Health Accreditation Board (PHAB) and part of one of the largest public health care systems in the country. Dr. Terry Mason serves as our Chief Operating Officer. He reports to Dr. Jay Shannon, the Chief Executive Officer of CCHHS. CCHHS is governed by the Cook County Health & Hospitals System Board of Directors while the Cook County Board of Commissioners serves as the Board of Health. The 5-year CCDPH Strategic Plan spans the period of 2018 – 2022. The plan’s framework aligns with the CCHHS Strategic Plan: Impact 2020. There are seven components.
Components AnswerstheQuestion:
Mission Why does CCDPH exist?
Vision What is the desired future for those CCDPH serves?
Values What principles guide CCDPH’s behavior?
Focus Areas Where will CCDPH direct its attention over the next 5 years toward advancing its mission and vision?
Objectives What, at a minimum, will CCDPH accomplish in the next 5 years for each Focus Area?
Highlighted Tactics What key approaches will be employed toward the achievement of each Objective?
Measurements/Milestones How will success be measured?
The Mission, Vision, and Values Statements in this new Strategic Plan were first defined for CCDPH in its 2015 Strategic Plan and remain intact. When asked, staff confirmed that these three statements remain relevant, inspiring, and a significant guide to their day-to-day work today and for years to come.
Informing the CCDPH Strategic Plan are a series of initiatives and activities undertaken during the 10-month planning period. We listened to our staff and other stakeholders and reviewed information from other CCDPH planning processes to answer the following questions:
• What are perspectives of key stakeholders about CCDPH?
Cook County Department of Public Health Strategic Plan 2018-2022 3
• What is happening in the external environment that will impact CCDPH in the 3-5 year future?
• What are CCDPH’s internal strengths and weaknesses, external opportunities and threats?
• What other data and statistics are relevant to CCDPH’s planning? See below for a timeline with key activities for the strategic planning process.
Timeline Activity
Mar 2017 All Staff input Session to initiate planning – facilitated by the MidAmerica Center for Public Health Practice
Apr–Dec 2017 Strategic Planning Caucus convened to oversee the strategic planning and implementation plan. Met every two weeks during the planning
May–Dec 2017 SynerChange Chicago consulting practice facilitated planning
Jul 2017 Staff Survey to gain further input to the Strategic Plan
Aug–Sep 2017 Stakeholder Interviews
Sep 2017 Strategic Planning Retreat – including representation from CCHHS and the Board of Commissioners to confirm mission, vision, and values, identify strategic priorities and initial objectives
Nov-Dec 2017 CCDPH managers convened to refine objectives and identify tactics, measurements and milestones
Jan 2018 Strategic Plan approval
Cook County Department of Public Health Strategic Plan 2018-2022 4
InformingthePlan
StrategicPlanningCaucus
A Strategic Planning Caucus (SP Caucus) led the 10-month strategic planning process and will oversee its implementation. Four executive and 2 senior leaders served on the SP Caucus, meeting every two weeks. They were involved with every aspect of the planning, and guided the work of the consultants. During initial meetings, the SP Caucus raised questions to be answered during the planning, or by the Strategic Plan. They determined the methodologies to be used for obtaining feedback, and identified key stakeholders for individual interviews. Throughout the planning process, the SP Caucus was attuned to the voice of staff, wanting to assure that staff perspectives were heard, and understood. It was also important to the SP Caucus that staff remain informed about the planning. To this end, staff received planning updates at staff meetings and through e-mails over the course of the 10 months. The SP Caucus assured that findings and outcomes of other planning efforts were considered and aligned with the Strategic Plan (e.g. WePlan 2020, CCHHS: Impact 2020, Workforce Development Plan). The SP Caucus also researched studies and publications to obtain the most current thinking for tactics to highlight in the Strategic Plan. It was important to the SP Caucus that the Strategic Plan represents a realistic view of what CCDPH can achieve. As content of the plan was being deliberated, SP Caucus members met with CCDPH managers to review and refine the proposed objectives, tactics, measurements and milestones.
Cook County Department of Public Health Strategic Plan 2018-2022 5
InformingthePlanStaffInput
Staff input was essential to planning for the next 5 years. There were three major avenues for staff input:
1. An all-staff input session facilitated by the UIC School of Public Health, MidAmerica Center for Public Health Practice
2. An all-staff survey designed and administered by SynerChange Chicago, and 3. Manager meetings to review and refine the objectives, highlighted tactics, and
measurements/milestones of the Strategic Plan. The all-staff input session kicked off the strategic planning process in March of 2017. Staff convened in breakout groups to respond to several areas of inquiry:
• Changes in the community – over the next 5 years • How roles at CCDPH might shift – what might change, what might stay the same, what
might be different? • How Dr. Mason might describe CCDPH in 5 years, if asked by a reporter? What would
be his talking points? • CCDPH Strengths • CCDPH Current Challenges • What CCDPH will need to start, stop and continue, to address its role in 5 years? • Other comments?
Staff highlighted the uncertainty and outcome of the Affordable Care Act (ACA) as a key impetus for change over the next 5 years. Decreased healthcare coverage, reduced access to care, and less preventive care were feared as outcomes. Funding cuts, immigrant issues/changes, and the increasing need for mental health services were also strong factors driving change. Staff described their roles as increasingly doing more with less resources. Technology was identified as essential for enhancing work efficiency and doing outreach to the public. Dr. Mason’s talking points 5 years from now, if asked by a reporter, were predicted as the department’s emphasis on prevention and health equity, collaborations with partners, improved communication both internally and externally, and technology as a way to address some issues. The staff recognized their colleagues as a key strength of CCDPH; the dedication, diversity, knowledge, expertise, and experience of individuals throughout the department. Other strengths cited were: teamwork within units, services and education provided to the public, a community focus, and CCDPH programs and practices.
Cook County Department of Public Health Strategic Plan 2018-2022 6
Staff identified a lack of/decreased funding and resources as a significant contributor to the challenges faced by CCDPH. Additional challenges cited by staff included: deficiencies in staffing, staff development, promotions, and training. Furthermore, staff discussed operational challenges including: meeting technology needs, communication (both internal and external), and bureaucracy. An all-staff survey was designed as a follow-up to the March staff input session. The survey asked staff to provide further insight about topics raised in March. The survey also asked staff to share their thoughts about the Mission, Vision and Values statements, articulated for the 2015 CCDPH Strategic Plan. The survey was administered during the month of July 2017. 132 staff responded to the anonymous survey. The survey explored the following:
• CCDPH Mission: o Awareness of… o Demonstration of… o What further CCDPH can do to promote the mission?
• CCDPH Vision: o Awareness of… o Demonstration of… o What further CCDPH can do to promote the vision?
• CCDPH Values: o Awareness of… o Demonstration of…
• Highest impact external environment factors impacting CCDPH and its stakeholders over the next 5 years
• Ranking of strategic priorities articulated at the March session • Work experience, motivation and satisfaction
Over 2/3 of survey respondents acknowledged awareness and demonstration of CCDPH’s Mission, Vision and Values, confirming that the statements still resonate with staff. Staff who took the survey identified the top three external factors having the greatest impact on CCDPH over the next 3-5 years as: funding, replacement to the Affordable Care Act, and chronic diseases. When asked to prioritize where CCDPH should focus its attention over the next 3-5 years, the staff’s responses, in order of importance were: health equity, internal communication, enhanced technology, workforce development, resource development, quality improvement, and working with partners for policy change.
Cook County Department of Public Health Strategic Plan 2018-2022 7
The third major staff input activity involved management staff. Meetings were held with SP Caucus members in which the management staff were asked to review and refine the Objectives, Highlighted Tactics, and Measurements/Milestone for the Strategic Plan. One of the key considerations during these meetings was to insure CCDPH had or could acquire the capacity to accomplish the plan.
Cook County Department of Public Health Strategic Plan 2018-2022 8
InformingthePlan1:1Interviews
Ten individuals, representing key stakeholders, participated in one-on-one interviews with the strategic planning consultants during August and September 2017. The following areas of inquiry were explored:
- When you think of CCDPH, what’s the first thing that comes to mind? - What is the role of the CCDPH? - What are strengths of CCDPH? - What does CCDPH do best? - What are CCDPH opportunities for improvement? - What is happening in the external environment that will impact CCDPH in the next 3-5
years? - Based on what is happening in the external environment, where are there opportunities
and what are the threats for CCDPH? - What should be CCDPH priorities in the next 3-5 years? - What is CCDPH’s reputation in the community? - What do you, as a Stakeholder, need from CCDPH?
In general, the interviewees shared diverse perspectives in their responses. Most expressed positive insight about CCDPH, while recognizing the reality of politics, lack of funding, and bureaucracy. CCDPH staff were mentioned most frequently as strengths. Staff were described as knowledgeable, professional, innovative and passionate. The staff’s patience and ability to accomplish, despite reduced resources and other obstacles, was called “impressive”. Data and information generation was noted as another CCDPH strength. CCDPH‘s willingness to work with others in the community and be inclusive was also acknowledged. Areas for improvement were identified as: gaining more visibility and recognition in the community, reaching out to partners (including non-traditional partners) to offset limited resources, and leveraging the relationship with CCHHS. There were several opportunities interviewees perceived as available to CCDPH over the next 3-5 years. Sustaining its core services through a health equity lens was one. Because of CCDPH’s data and information generation ability, strengthening its presence as an evidence based department, strengthening its research base – leveraging its platform for delivering fact sheets, reports, and studies, and becoming the go-to for epidemiology and statistics of the health of the county were seen as other opportunities.
Cook County Department of Public Health Strategic Plan 2018-2022 9
Some interviewed encouraged CCDPH to make up for limited resources by exploring additional grant opportunities and enhancing its partnership role within the community, beyond convening. A couple of interviewees continued to see an opportunity for the health departments serving Cook County to conserve resources by identifying county-wide priorities and engaging together in regional activities. To the question regarding CCDPH’s reputation, interviewees described the reputation differently among individuals and organizations with a first-hand working relationships with CCDPH vs the community, at large. For those who have worked with CCDPH, its reputation was described as: solid, dependable, good, a great place for training and underfunded. A couple of interviewees described the reputation as a mixed bag, yet improving. For those who don’t work with CCDPH, the reputation was described as not-known, not thought about, and taken for granted.
Cook County Department of Public Health Strategic Plan 2018-2022 10
InformingthePlanOtherPlanningInitiatives
In addition to staff feedback and key stakeholder input, WePlan 2020 and an evaluation exploring factors that facilitate sustainability of policy, systems and environmental (PSE) change work (referred to as the sustainability evaluation) captured data was foundational to this strategic plan’s environmental scan. CCDPH led the development of WePlan 2020, the community health assessment and improvement plan for suburban Cook County, using the Mobilizing for Action through Planning and Partnerships (MAPP) process in 2015 and 2016. WePlan 2020 identified the following strengths and opportunities for the public health system in suburban Cook County --- in which CCDPH is a key partner. Strengths:
• Diagnose and investigate health problems and health hazards in the community • Enforce laws and regulations
Opportunities for improvement:
• Assure a competent public and personal health care workforce • Lags and gaps may exist in the data available which may impact action to address
problems • Increase advocacy and constituency building to gain wide support for improving and
creating new laws to support populations health • Research for new insights and innovative solutions to health problems • Strengthen bi-directional exchange between practice organization and researchers and
establish a research collaborative to foster coordination • Capacity and readiness to address health equity
WePlan 2020 further is grounded in the Triple Aim of Health Equity model that emphasizes action in expanding the understanding of what creates health; strengthening capacity of communities to address social determinants of health; and taking a Health in All Policies (HiAP) approach. This framework was used to develop the objectives for the Health Equity focus area. While WePlan 2020 provided insights into external opportunities and threats, the sustainability evaluation (made possible with funding from the Centers for Disease Control and Prevention) identified perceptions related to CCDPH strengths, challenges, and role by partners and key stakeholders engaged in PSE work to reduce the burden of chronic disease and promote healthy living and health equity. The evaluation used focus groups, semi-structured interviews and facilitated discussions with CCDPH staff, providers of technical assistance, Alliance for Healthy and Active Communities
Cook County Department of Public Health Strategic Plan 2018-2022 11
(AHAC) member organizations, implementing agencies, and a few agencies not implementing PSE changes to reach its conclusions. Below are the key findings that were shared with the SP Caucus for consideration.
1. There is an internal and external perception that CCDPH no longer has the skills or people-power to undertake some public health activities. Respondents no longer reach out to CCDPH because they are believed to be too busy.
2. CCDPH’s limited capacity may impact the quality of its ‘service’ delivery, and the delivery of the broader public health system.
3. Some people indicated that health departments may not be the best to lead certain public health efforts due to slow speed of decision making, overall inflexibility and inability to move resources out to communities.
4. Build upon existing infrastructure to increase clarity in partner roles and increase their ability to provide grassroots resources and connection throughout Suburban Cook County.
5. CCDPH can build capacity to continue what it started. Respondents noted the need for leadership, vision alignment and capacity building to maintain and expand Policy, Systems, and Environmental (PSE) efforts.
6. CCDPH has strong partnerships and partners who are ready to continue to work with CCDPH going forward.
7. There is an opportunity and interest with partners to focus on social determinants of health.
8. CCDPH’s role as convener or coordinator works best when the department works to more deeply understand and relate to non-public health work.
9. Different organizational structures may help advance a public health agenda even more. The SP Caucus also referenced the following reports from other strategic planning initiatives to inform the CCDPH Plan and assure alignment. Cook County Health and Hospitals System: IMPACT 2020
• CCHHS 2017-2019 Strategic Plan
Cook County Department of Public Health 2015 Strategic Plan
• Previous 5-year Strategic Plan of CCDPH
Workforce Development Plan
• Identifies training and development needs and goals of CCDPH
Quality Improvement Plan
• Details Quality Improvement approaches, goals, and metrics to be achieved by CCDPH annually
Cook County Department of Public Health Strategic Plan 2018-2022 12
Cook County Annual Sustainability Report 2016
• Details Cook County’s progress in Environmental Sustainability initiatives as of 2016
Cook County’s Consolidated Plan and Comprehensive Economic Development Strategy
• Cook County’s 5-year economic development plan
Several of these initiatives included stakeholder input that did not need to be replicated for CCDPH’s planning process. Other initiatives suggested areas of focus for CCDPH’s Strategic Plan, and highlighted specific tactics for the identified objectives. Reference is made to these initiatives in the Strategic Plan.
Cook County Department of Public Health Strategic Plan 2018-2022 13
InformingthePlanStrategicPlanningRetreat
A Strategic Planning Retreat was convened on September 12, 2017 and engaged all CCDPH leadership in a day of planning. Participants included CCDPH’s senior leadership, representation from CCHHS, and the Cook County Board of Commissioners. The purpose of the Strategic Planning Retreat was two-fold:
• To confirm CCDPH’s Mission, Vision, and Values • To identify Focus Areas for a new 5-year Strategic Plan
Participants began the day reviewing the four goals established for the CCDPH 2015 Strategic Plan and highlighting accomplishments. The 2015 goals were: Leading Health in Cook County, Improving Health, Achieving Accreditation and Assuring Quality, and Strengthening Organizational Capacity. Next, the results of stakeholder input, conducted over the past several months, was presented. The presentation included perceptions of CCDPH strengths, challenges, external environmental factors and their corresponding opportunities and threats for CCDPH.
The staff survey results, reflecting on the CCDPH Mission, Vision, and Values, confirmed that these statements, articulated in the CCDPH 2015 Strategic Plan, remain relevant and inspirational today and into the future. Retreat participants endorsed retaining these three statements for the new Strategic Plan.
Cook County Department of Public Health Strategic Plan 2018-2022 14
The retreat agenda then turned to four proposed Focus Areas for the new Strategic Plan – Health Equity, Strategic Communication, Resource Development and Data Capacity. Members of the SP Caucus shared the rationale for these four areas, referencing staff and stakeholder input, other planning initiatives and its own deliberations. After discussion, the Focus Areas were endorsed. The final activity for the retreat was discussion about objectives and success factors for each of the four Focus Areas. Following the retreat, the plan was reviewed by CCHHS leadership. Several key program areas were suggested for attention, given the alignment with resource availability or opportunity for collaboration. These areas included: sexually transmitted infections (STI) prevention, lead poisoning prevention, and food systems, and are included in the fifth focus area (Priority Initiatives).
Cook County Department of Public Health Strategic Plan 2018-2022 15
CookCountyDepartmentofPublicHealthStrategicPlan
MISSION
To optimize health and achieve health equity for all people and communities of Cook County through our leadership and collaborations, focusing on health promotion and prevention, while advocating for and assuring the natural environmental and social conditions necessary to advance physical, mental and social well-being.
VISION
The Cook County Department of Public Health envisions a healthy Cook County where all people and communities thrive in safe, health-promoting conditions.
COREVALUESANDGUIDINGPRINCIPLESHealth is a state of complete physical, mental and social well-being and not merely the absence of disease. We believe that health is a prerequisite to life, liberty and the pursuit of happiness, and therefore a fundamental human right, implicit within American ideals. Because health depends causally on its environmental, economic, technological, informational, cultural and political contexts, social justice is prerequisite to achieving optimal and equitable public health. These beliefs guide our values, which we strive to demonstrate in our daily work:
QualityandStewardship
We believe that CCDPH must be a Servant Leader, working with all communities to create the conditions that will meet the health needs of the people we serve, by providing high quality services, based on the best science available, with efficient management of public resources entrusted to us to ensure the best population health outcomes.
Diversity We believe that the diversity of our people is an invaluable asset, enriching our skills, perspectives, paradigms, cultural joys, and historical wisdom. A diverse workforce, mirroring the people we serve, is a critical part of delivering high quality services.
Integrity We will be honest and responsible in our interactions with the public and each other. We will demonstrate compassion and acceptance, and will safeguard dignity and confidentiality.
Respect We are committed to showing respect to everyone we serve as an essential component of quality service. Therefore, to ensure a climate which models and sustains respect towards others, we commit to showing respect for all our colleagues within the public health workforce.
Teamwork We foster communication, coordination, and collaboration with the public and our public health system partners, within County government and in
Cook County Department of Public Health Strategic Plan 2018-2022 16
our communities.
HealthEquity We are committed to a society where health status is not determined by race, ethnicity, gender, class, sexual orientation or other social categories.
Prevention We believe that a health problem predicted and avoided is better than a health problem suffered and treated. We strive to predict and circumvent threats to our population's health.
Cook County Department of Public Health Strategic Plan 2018-2022 17
CookCountyDepartmentofPublicHealthStrategicPlan
FOCUSAREAS1:HEALTHEQUITY Advance health equity throughout Suburban Cook County by expanding the understanding of what creates health, strengthening capacity internally and building power externally, and implementing health equity in all policies approach. 2:STRATEGICCOMMUNICATION Develop and implement internal strategies and systems of communication that facilitate productive inter- and intradepartmental interactions and consistent and effective exchange of information among all CCDPH staff. Create and implement strategies and systems to increase visibility, awareness, and value for CCDPH’s work and to improve engagement with its partners. 3:RESOURCEDEVELOPMENT Identify and implement a systems approach that optimizes existing resources and secures additional resources needed to advance CCDPH’s work. 4:DATACAPACITY Increase CCDPH’s capability to leverage data to drive, inform, evaluate, and promote CCDPH’s work and to better inform, support, and respond to the needs of key stakeholders and the community. Advancements in each of the Strategic Plan's focus areas will strengthen the infrastructure of CCDPH that will position the agency to better serve suburban Cook County and to continue providing leadership with the implementation of WePlan 2020. 5: PRIORITYINITIATIVESInter-departmental initiatives of priority that will build healthy institutional and community environments that support healthy communities or improve availability and use of prevention-focused, evidence-based healthcare services.
Cook County Department of Public Health Strategic Plan 2018-2022 18
Co
okCou
ntyDep
artm
ento
fPub
licHealth
StrategicPlan
OBJEC
TIVE
S,HIGHLIGHTEDTAC
TICS,M
EASU
REMEN
TS/M
ILESTO
NES
FocusA
rea1:H
ealth
Equ
ity
Ad
vancehealthequ
ityth
roug
houtSub
urba
nCo
okCou
ntybyexpan
ding
theun
derstand
ingofwha
tcreateshealth
,strengthening
capa
cityinternallyand
buildingpo
werexterna
lly,and
implem
entin
gahealthequ
ityinallpo
liciesa
pproach.
Objectiv
es
Highlighted
Tactic
s
Measuremen
ts/M
ileston
es
Re
ference
1.1In
tegr
ate
heal
th e
quity
st
rate
gies
acr
oss t
he a
genc
y an
d fo
r all
units
in C
CDPH
.
Iden
tify,
exa
min
e, a
nd st
reng
then
inte
rnal
pr
actic
es a
nd p
roce
sses
to su
ppor
t ad
vanc
emen
t of h
ealth
equ
ity
Trai
n CC
DPH
staf
f on
wha
t hea
lth e
quity
m
eans
and
pro
vide
acc
ess t
o to
ols t
o su
ppor
t int
egra
tion
of h
ealth
equ
ity
stra
tegi
es in
to th
eir w
ork.
2018
– 2
020:
Dev
elop
and
di
ssem
inat
e gu
idan
ce th
at re
flect
s ho
w a
genc
y w
ill o
pera
te to
adv
ance
he
alth
equ
ity.
2018
– 2
019:
100
% o
f CCD
PH st
aff
will
com
plet
e Ro
ots o
f Hea
lth
Ineq
uity
trai
ning
. 20
18 –
202
2: A
libr
ary
of h
ealth
eq
uity
tool
s will
be
iden
tifie
d,
cent
raliz
ed in
a lo
catio
n ac
cess
ible
to
all C
CDPH
staf
f, an
d up
date
d an
nual
ly.
Hum
an Im
pact
Pa
rtne
rs,
Heal
th E
quity
Gu
ide
WeP
LAN
202
0 CC
DPH
Wor
kfor
ce
Deve
lopm
ent
Plan
CC
DPH
Qua
lity
Impr
ovem
ent
Plan
Cook County Department of Public Health Strategic Plan 2018-2022 19
Objectiv
es
Highlighted
Tactic
s
Measuremen
ts/M
ileston
es
Re
ference
Each
uni
t ide
ntifi
es a
nd im
plem
ents
at l
east
on
e st
rate
gy th
at in
corp
orat
es h
ealth
eq
uity
into
a p
olic
y, p
rogr
am, o
r ser
vice
s.
2018
– 2
020:
90%
of s
taff
dem
onst
rate
und
erst
andi
ng o
f he
alth
equ
ity.
20
18 –
202
2: A
ll un
its d
emon
stra
te
stra
tegi
es th
ey a
re u
sing
to in
tegr
ate
heal
th e
quity
into
thei
r wor
k. T
o be
re
port
ed o
n an
nual
ly.
PHAB
Ac
cred
itatio
n
1.2M
aint
ain
and
expa
nd
CCDP
H’s s
trat
egic
pa
rtne
rshi
ps o
r col
labo
ratio
ns
with
gov
ernm
ent (
stat
e,
coun
ty, l
ocal
), ac
adem
ic a
nd
com
mun
ity b
ased
or
gani
zatio
ns to
adv
ance
he
alth
equ
ity.
Prom
ote
stra
tegi
c re
latio
nshi
ps to
supp
ort
CCDP
H, Im
pact
202
0, a
nd W
ePla
n 20
20
prio
ritie
s.
Defin
e CC
DPH
stra
tegy
for i
nclu
sive
com
mun
ity e
ngag
emen
t to
ensu
re th
at
popu
latio
ns e
xper
ienc
ing
ineq
uitie
s hav
e a
voic
e.
Build
cap
acity
of o
rgan
izatio
ns a
nd
com
mun
ities
in su
burb
an C
ook
Coun
ty to
ad
vanc
e he
alth
equ
ity.
2018
– 2
022:
Cul
tivat
e, d
ocum
ent
and
clea
rly d
efin
e ke
y re
latio
nshi
ps.
2018
– 2
019:
Dev
elop
and
di
ssem
inat
e gu
idan
ce o
n in
clus
ive
com
mun
ity e
ngag
emen
t. 20
18 –
201
9: D
evel
op c
apac
ity
build
ing
plan
. 20
18 –
202
2: Im
plem
ent a
nd
eval
uate
stra
tegi
es a
nd a
ctiv
ities
al
igne
d w
ith th
e pl
an.
Hum
an Im
pact
Pa
rtne
rs,
Heal
th E
quity
Gu
ide
WeP
LAN
202
0 CC
HHS
Impa
ct
2020
PH
AB
Accr
edita
tion
1.3
Pro
mot
e in
tegr
atio
n of
he
alth
equ
ity in
pol
icy
Colla
bora
te w
ith o
ther
hea
lth d
epar
tmen
ts
and
key
part
ners
to p
rom
ote
publ
ic p
olic
y 20
18 –
202
2: M
aint
ain
and
esta
blish
re
latio
nshi
ps w
ith o
rgan
izatio
ns a
nd
Hum
an Im
pact
Pa
rtne
rs,
Cook County Department of Public Health Strategic Plan 2018-2022 20
Objectiv
es
Highlighted
Tactic
s
Measuremen
ts/M
ileston
es
Re
ference
deve
lopm
ent a
mon
g lo
cal
gove
rnm
ent a
nd o
ther
key
st
akeh
olde
rs.
that
adv
ance
s hea
lth e
quity
. Id
entif
y an
d fa
cilit
ate
oppo
rtun
ities
that
in
tegr
ate
heal
th e
quity
into
the
wor
k of
sis
ter C
ount
y ag
enci
es.
Prom
ote
the
valu
e of
Hea
lth E
quity
in A
ll Po
licie
s app
roac
h to
loca
l mun
icip
aliti
es.
colla
bora
tives
adv
anci
ng p
ublic
po
licy
that
pro
mot
es h
ealth
equ
ity.
2018
– 2
022:
Ado
pt a
n or
dina
nce
that
enc
oura
ges C
ook
Coun
ty
agen
cies
to c
onsid
er h
ealth
equ
ity in
de
cisio
n-m
akin
g.
2018
– 2
019:
Dev
elop
a m
odel
or
dina
nce
for m
unic
ipal
ities
to a
dopt
a
Heal
th E
quity
in a
ll Po
licie
s ap
proa
ch.
Heal
th E
quity
Gu
ide
WeP
LAN
202
0 CC
DPH
Qua
lity
Impr
ovem
ent
Plan
PH
AB
Accr
edita
tion
Cook County Department of Public Health Strategic Plan 2018-2022 21
FocusA
rea2:StrategicCom
mun
ication
De
velopan
dim
plem
entinterna
lstrategiesa
ndsy
stem
sofcom
mun
icationthatfa
cilitateprod
uctiveinter-and
intrad
epartm
ental
interactionsand
con
sistentand
effe
ctiveexchan
geofinformationam
ongallCCD
PHstaff.
Createand
implem
entstrategiesa
ndsy
stem
stoincreasevisibility,awareness,and
valuefo
rCCD
PH’sworkan
dtoim
prove
enga
gementw
ithitsp
artners.
Objectiv
es
Highlighted
Tactic
s
Measuremen
ts/M
ileston
es
Re
ference
2.1
Impr
ove
inte
rnal
co
mm
unic
atio
n th
at
prod
uces
pro
duct
ive
inte
r-
and
intr
adep
artm
enta
l in
tera
ctio
ns a
nd e
xcha
nge
of
info
rmat
ion
amon
gst s
taff
durin
g ro
utin
e an
d em
erge
ncy
oper
atio
ns.
Trai
n CC
DPH
supe
rviso
rs a
nd st
aff o
n ef
fect
ive
com
mun
icat
ion
stra
tegi
es th
at
supp
ort r
outin
e an
d em
erge
ncy
oper
atio
ns.
Deve
lop
and
impl
emen
t sys
tem
s and
st
rate
gies
that
ens
ure
cons
isten
t co
mm
unic
atio
n ac
ross
CCD
PH.
2018
– 2
020:
All
supe
rviso
rs
com
plet
e co
mm
unic
atio
n tr
aini
ngs
to su
ppor
t effe
ctiv
e ro
utin
e an
d em
erge
ncy
oper
atio
ns.
2018
– 2
019:
90%
of e
mpl
oyee
s ha
ve a
cces
s to
Shar
ePoi
nt.
2018
– 2
022:
100
% o
f em
ploy
ees a
re
trai
ned
on C
CDPH
web
site/
soci
al
med
ia.
2018
– 2
022:
Est
ablis
h an
d m
aint
ain
a co
mm
unic
atio
ns c
omm
ittee
. 20
18 –
202
2: C
reat
e, im
plem
ent,
and
eval
uate
inte
rnal
com
mun
icat
ions
pl
an.
2018
– 2
022:
Dev
elop
and
mai
ntai
n
CCDP
H W
orkf
orce
De
velo
pmen
t Pl
an
CCDP
H Q
ualit
y Im
prov
emen
t Pl
an
Cook County Department of Public Health Strategic Plan 2018-2022 22
Objectiv
es
Highlighted
Tactic
s
Measuremen
ts/M
ileston
es
Re
ference
Prom
ote
com
mun
icat
ion
betw
een
CCDP
H m
anag
ers a
nd p
eers
thro
ugho
ut C
CCHS
in
orde
r to
enha
nce
oper
atio
ns a
nd fo
ster
co
llabo
ratio
n.
a qu
arte
rly n
ewsle
tter
to h
ighl
ight
su
cces
ses a
nd h
igh
poin
ts o
f CCD
PH’s
w
ork.
20
18 –
202
2: U
pdat
e th
e st
aff
dire
ctor
y by
serv
ice
unit
and
mak
e ac
cess
ible
to e
mpl
oyee
s, a
nnua
lly.
2018
– 2
022:
Eve
ry u
nit a
nnua
lly
exer
cise
s a m
anua
l em
erge
ncy
notif
icat
ion
plan
. 20
18 –
202
2: 9
0% o
f sta
ff ar
e sa
tisfie
d w
ith in
tern
al
com
mun
icat
ion,
bas
ed o
n an
nual
su
rvey
resu
lts.
2019
– 2
022:
Sub
mit
quar
terly
to
the
CCHH
S “S
yste
ms B
rief”
ne
wsle
tter
. 20
18 –
202
2: C
ontin
ue to
con
vene
Po
pula
tion
Heal
th G
rand
Rou
nds
quar
terly
. 2.
2 B
uild
val
ue fo
r CCD
PH b
y co
mm
unic
atin
g to
SCC
re
siden
ts a
nd a
genc
y pa
rtne
rs th
e go
als a
nd
impo
rtan
ce o
f pub
lic h
ealth
.
Inte
grat
e he
alth
equ
ity n
arra
tive
into
ag
ency
ext
erna
l com
mun
icat
ions
. In
crea
se tr
ansp
aren
cy a
nd a
ccou
ntab
ility
of
CCDP
H.
2018
: Dev
elop
hea
lth e
quity
na
rrat
ive
guid
ance
for s
taff.
20
20:
Post
all
insp
ectio
n re
port
s on
CCDP
H w
ebsit
e.
Cook County Department of Public Health Strategic Plan 2018-2022 23
Objectiv
es
Highlighted
Tactic
s
Measuremen
ts/M
ileston
es
Re
ference
In
tegr
ate
bran
d m
essa
ging
into
all
mod
es
of C
CDPH
com
mun
icat
ion.
In
crea
se so
cial
med
ia p
rese
nce
and
enga
gem
ent.
Impr
ove
CCDP
H w
ebsit
e en
gage
men
t
2019
: Po
st F
reed
om o
f Inf
orm
atio
n Ac
t (FO
IA) r
ight
s in
easil
y un
ders
tand
able
lang
uage
on
CCDP
H w
ebsit
e.
2018
: Sen
d up
date
d ph
one
list o
f m
ain
CCDP
H co
ntac
ts to
our
m
unic
ipal
ities
and
com
mun
ity
part
ners
. 20
18: I
mpl
emen
t a fu
nctio
nal p
hone
-tr
ee sy
stem
that
rout
es c
alle
rs to
the
appr
opria
te h
ealth
dep
artm
ent
offic
e.
2018
– 2
020:
Dev
elop
writ
ten
bran
d st
rate
gy d
ocum
ent.
2018
: In
stal
l CCD
PH lo
go/s
igna
ge o
n al
l pub
lic fa
cing
bui
ldin
gs/o
ffice
s.
2018
– 2
020:
Inc
reas
e so
cial
med
ia
enga
gem
ent b
y 12
5%.
2018
: M
igra
te C
CDPH
web
site
to
Wor
dPre
ss.
2018
–20
20:
Incr
ease
web
site
traf
fic
Cook County Department of Public Health Strategic Plan 2018-2022 24
Objectiv
es
Highlighted
Tactic
s
Measuremen
ts/M
ileston
es
Re
ference
Upd
ate
emer
genc
y co
mm
unic
atio
ns
proc
edur
es to
ens
ure
CCDP
H is
able
to
effe
ctiv
ely
com
mun
icat
e to
resid
ents
and
pa
rtne
rs.
(tot
al a
nd u
niqu
e vi
ews)
by
125%
. 20
18 –
202
0: C
olla
bora
te w
ith
CCHH
S co
mm
unic
atio
ns to
upd
ate,
tr
ain,
and
exe
rcise
Em
erge
ncy
Publ
ic
Info
rmat
ion
Anne
x.
PHAB
3.3
.3.3
-6
Cook County Department of Public Health Strategic Plan 2018-2022 25
FocusA
rea3:R
esou
rceDevelop
men
t
Identifyand
implem
enta
system
sapp
roachthatoptim
izese
xistingresourcesa
ndse
curesa
ddition
alre
sourcesn
eededtoadvan
ce
CCDP
H’sw
ork.
Objectiv
es
Highlighted
Tactic
s
Measuremen
ts/M
ileston
es
Re
ference
3.1
Max
imize
inte
rnal
re
sour
ces t
hrou
gh w
orkf
orce
de
velo
pmen
t and
qua
lity
impr
ovem
ent.
Upd
ate
and
impl
emen
t Wor
kfor
ce
Deve
lopm
ent P
lan
annu
ally
. U
pdat
e an
d im
plem
ent Q
ualit
y Im
prov
emen
t Pla
n an
nual
ly.
2018
– 2
022:
Ann
ual w
orkf
orce
de
velo
pmen
t pla
n go
als a
re m
et.
2018
– 2
022:
Ann
ual Q
I pla
n go
als
are
met
. 20
18 –
202
2: Q
I tea
ms p
rese
nt
stor
yboa
rds o
f com
plet
ed p
roje
cts
annu
ally
.
CCDP
H W
orkf
orce
De
velo
pmen
t Pl
an
CCDP
H Q
ualit
y Im
prov
emen
t Pl
an
3.2S
ecur
e ad
ditio
nal
fund
ing.
Ex
plor
e an
d ac
hiev
e gr
ant o
ppor
tuni
ties t
o im
prov
e he
alth
out
com
es a
nd a
dvan
ce
heal
th e
quity
in S
ubur
ban
Cook
Cou
nty.
2018
– 2
022:
100
% o
f all
new
and
co
ntin
uing
gra
nt a
pplic
atio
ns a
re
alig
ned
with
CCD
PH S
trat
egic
Pla
n or
pr
iorit
ies.
20
18 –
202
2: G
rant
app
licat
ions
are
in
crea
sed
by 1
0% o
ver 2
017.
CCHH
S Im
pact
20
20 –
3.2
3.3
Dev
elop
stra
tegi
c pa
rtne
rshi
ps o
r co
llabo
ratio
ns th
at b
uild
CC
DPH
capa
city
to a
dvan
ce
its m
issio
n.
Anal
yze
shar
ed p
riorit
ies a
mon
g CC
DPH
and
siste
r cou
nty
agen
cies
to g
uide
re
sour
ce d
evel
opm
ent p
lann
ing,
and
op
port
uniti
es fo
r lev
erag
ing
reso
urce
s.
2018
: Co
mpl
ete
anal
ysis.
20
18: F
inal
ize a
Mem
oran
dum
of
Cook County Department of Public Health Strategic Plan 2018-2022 26
Objectiv
es
Highlighted
Tactic
s
Measuremen
ts/M
ileston
es
Re
ference
Be
com
e an
aca
dem
ic h
ealth
dep
artm
ent.
Al
ign
part
ners
hips
with
Com
mun
ity H
ealth
Im
prov
emen
t Pla
n (C
HIP)
, str
ateg
ic g
oals,
an
d CC
DPH
miss
ion.
Und
erst
andi
ng (M
OU
) est
ablis
hing
CC
DPH
as a
n ac
adem
ic h
ealth
de
part
men
t. 20
20 –
202
2: K
ey p
artn
ersh
ips h
ave
a do
cum
ent d
efin
ing
the
rela
tions
hip
betw
een
CCDP
H an
d pa
rtne
r or
gani
zatio
n.
Cook County Department of Public Health Strategic Plan 2018-2022 27
FocusA
rea4:D
ataCa
pacity
IncreaseCCD
PH’scap
abilityto
leveragedatatodriv
e,inform
,evaluate,and
promoteCC
DPH’sw
orkan
dtobetterinform,sup
port,
andrespon
dtoth
eneedso
fkeystakeholdersand
thecommun
ity.
Objectiv
es
Highlighted
Tactic
s
Measuremen
ts/M
ileston
es
Re
ference
4.1
Mob
ilize
dat
a, re
sear
ch,
and
eval
uatio
n to
ass
ess a
nd
info
rm in
terv
entio
ns fo
r he
alth
equ
ity a
nd p
rom
ote
an
upst
ream
app
roac
h.
Colla
bora
te a
cros
s pro
gram
s and
issu
e ar
eas i
n pa
rtne
rshi
p w
ith o
ther
age
ncie
s to
anal
yze
the
soci
al a
nd st
ruct
ural
de
term
inan
ts o
f hea
lth.
Ensu
re th
at C
CDPH
dat
a is
pres
ente
d al
ong
with
a n
arra
tive
whi
ch e
xplic
itly
addr
esse
s th
e so
cial
and
stru
ctur
al d
eter
min
ants
of
heal
th, i
nclu
ding
ass
umpt
ions
, val
ues,
and
th
e hi
stor
ical
con
text
.
2018
– 2
022:
At l
east
one
CCD
PH
repo
rt p
rodu
ced
annu
ally
with
dat
a st
ratif
ied
by fa
ctor
s tha
t hig
hlig
ht
heal
th in
equi
ties a
nd th
e so
cial
and
st
ruct
ural
det
erm
inan
ts o
f hea
lth.
2018
– 2
020:
Nar
rativ
e w
ith a
hea
lth
equi
ty le
ns a
ccom
pani
es th
e da
ta
CCDP
H pu
blish
es o
n se
lect
ed h
ealth
ou
tcom
es w
here
app
ropr
iate
.
CCHH
S Im
pact
20
20 –
5.4
and
6.
2 W
HO S
ocia
l De
term
inan
ts
of H
ealth
Fr
amew
ork
4.2
Inve
ntor
y an
d pr
omot
e aw
aren
ess o
f dat
a an
d da
ta
prod
ucts
and
cap
abili
ties a
t CC
DPH.
Cond
uct a
n in
vent
ory
of a
ll CC
DPH
data
sets
an
d ev
alua
te d
ata
need
s, b
y un
it.
Deve
lop
a be
st p
ract
ices
doc
umen
t for
sh
arin
g CC
DPH
data
sets
inte
rnal
ly a
nd
exte
rnal
ly, g
uida
nce
for h
ow to
use
the
data
, and
CCD
PH d
ata
capa
bilit
ies.
Pr
omot
e aw
aren
ess i
nter
nally
and
am
ong
com
mun
ity p
artn
ers a
bout
the
data
av
aila
ble
thro
ugh
CCDP
H.
2018
– 2
019:
Inve
ntor
y co
mpl
eted
. 20
18 –
202
0: B
est p
ract
ices
do
cum
ent c
ompl
eted
. 20
19 –
202
1: P
rese
nt d
ocum
ent a
t CC
DPH
inte
rnal
mee
tings
. 20
19 –
202
1: C
ondu
ct a
web
inar
CCHH
S Im
pact
20
20 –
5.4
and
6.
2
Cook County Department of Public Health Strategic Plan 2018-2022 28
Objectiv
es
Highlighted
Tactic
s
Measuremen
ts/M
ileston
es
Re
ference
Util
ize in
nova
tive
and
crea
tive
met
hods
of
info
rmat
ion
shar
ing
to m
ake
data
ac
cess
ible
, inc
ludi
ng: W
ebAp
ps, s
ocia
l m
edia
, and
pro
gram
min
g la
ngua
ges t
hat
aid
in d
ata
visu
aliza
tion.
prom
otin
g CC
DPH
data
cap
abili
ties.
20
18 –
202
2: U
pdat
e w
ebsit
e to
be
inte
ract
ive
with
impr
oved
dat
a vi
sual
izatio
n.
4.3
Exp
and
surv
eilla
nce/
dat
a ca
paci
ty, i
nclu
ding
abi
lity
to
mea
sure
soci
al a
nd st
ruct
ural
de
term
inan
ts o
f hea
lth.
Build
kno
wle
dge
and
skill
s of i
dent
ified
CC
DPH
staf
f aro
und
data
and
mea
surin
g th
e so
cial
and
stru
ctur
al d
eter
min
ants
. Se
cure
reso
urce
s and
acc
ess t
o ad
ditio
nal
data
sour
ces.
2018
– 2
022:
Pro
vide
staf
f with
tr
aini
ngs/
capa
city
bui
ldin
g op
port
uniti
es fo
cuse
d on
m
easu
rem
ent a
nd a
naly
sis o
f soc
ial
and
stru
ctur
al d
eter
min
ants
of
heal
th.
2018
– 2
022:
Dev
elop
and
exe
cute
sy
stem
atize
d da
ta c
olle
ctio
n pl
an
(for B
ehav
iora
l Risk
Fac
tor
Surv
eilla
nce
Syst
em a
nd Y
outh
Risk
Be
havi
or S
urve
illan
ce S
yste
m) e
very
fiv
e ye
ars i
n al
ignm
ent w
ith th
e W
ePla
n co
mm
unity
hea
lth
asse
ssm
ent p
roce
ss.
2018
– 2
020:
Det
erm
ine
feas
ibili
ty to
m
ake
chro
nic
dise
ases
and
pol
ice-
rela
ted
viol
ence
repo
rtab
le
cond
ition
s.
CCDP
H W
orkf
orce
De
velo
pmen
t Pl
an
WeP
LAN
202
0
Cook County Department of Public Health Strategic Plan 2018-2022 29
Objectiv
es
Highlighted
Tactic
s
Measuremen
ts/M
ileston
es
Re
ference
Iden
tify,
secu
re a
nd u
se re
leva
nt, u
p-to
-da
te h
ardw
are
(e.g
., co
mpu
ters
), so
ftw
are,
an
d to
ols t
o co
llect
and
ana
lyze
, dat
a.
Build
col
labo
ratio
ns w
ithin
CCH
HS o
r with
ex
tern
al a
genc
ies t
o le
vera
ge a
nd e
xpan
d da
ta so
urce
s, a
nd c
olle
ctio
n an
d an
alys
is ca
pabi
litie
s.
2018
– 2
022:
Pro
vide
epi
dem
iolo
gy
staf
f with
com
pute
r har
dwar
e w
ith
spec
ifica
tions
opt
imize
d fo
r the
an
alys
is of
larg
e da
tase
ts.
2018
– 2
022:
CCD
PH le
vera
ges d
ata
from
the
CCHH
S cl
inic
al d
ata
war
ehou
se to
stre
ngth
en
surv
eilla
nce
capa
bilit
ies,
pla
n, a
nd
eval
uate
inte
rven
tions
.
CCHH
S Im
pact
20
20 –
5.4
and
6.
2
Cook County Department of Public Health Strategic Plan 2018-2022 30
FocusA
rea5:Prio
rityInitiatives
In
ter-
depa
rtm
enta
l ini
tiativ
es o
f prio
rity
that
will
bui
ld h
ealth
y in
stitu
tiona
l and
com
mun
ity e
nviro
nmen
ts th
at su
ppor
t hea
lthy
lifes
tyle
s or i
mpr
ove
avai
labi
lity
and
use
of p
reve
ntio
n-fo
cuse
d, e
vide
nce-
base
d he
alth
care
serv
ices
.
Objectiv
es
Highlighted
Tactic
s
Measuremen
ts/M
ileston
es
Re
ference
5.1
Red
uce
sexu
ally
tr
ansm
itted
infe
ctio
ns (S
TIs)
En
gage
with
CCH
HS a
nd c
omm
unity
pa
rtne
rs to
redu
ce S
TIs,
focu
sing
on h
igh
risk
grou
ps.
2018
: Dev
elop
a p
lan
to a
ddre
ss
sele
ct c
ondi
tions
such
the
need
to
redu
ce S
TIs,
inco
rpor
atin
g a
heal
th
equi
ty a
ppro
ach.
20
18-2
022:
Wor
k w
ith k
ey le
ader
ship
in
CCH
HS to
est
ablis
h un
iver
sal
scre
enin
g an
d fo
llow
-up
for S
TIs i
n al
l pa
tient
s age
15-
24 y
ears
old
and
ot
hers
in h
igh
risk
grou
ps.
2019
-202
2: C
ondu
ct tw
o m
ass
scre
enin
gs a
nd tr
eatm
ent f
or S
TIs i
n hi
gh ri
sk c
omm
uniti
es.
2018
-202
2: E
stab
lish
a m
ass
mar
ketin
g ca
mpa
ign
to e
duca
te S
CC
resid
ents
abo
ut S
TIs.
20
19: E
stab
lish
elec
tron
ic c
ase
repo
rtin
g of
STI
s dia
gnos
ed a
nd/o
r tr
eate
d in
the
CCHH
S sy
stem
.
5.2
Exp
and
lead
poi
soni
ng
Crea
te a
nd a
dvoc
ate
for t
he a
dopt
ion
of a
20
19: A
new
lead
poi
soni
ng
CCHH
S Im
pact
Cook County Department of Public Health Strategic Plan 2018-2022 31
Objectiv
es
Highlighted
Tactic
s
Measuremen
ts/M
ileston
es
Re
ference
prev
entio
n le
ad p
oiso
ning
pre
vent
ion
ordi
nanc
e fo
r Co
ok C
ount
y, a
llow
ing
for i
nter
vent
ion
at
low
er b
lood
-lead
leve
ls.
Carr
y ou
t bot
h fe
dera
l and
loca
l gra
nt
prog
ram
s to
supp
ort l
ead
haza
rd
rem
edia
tion
in lo
w-in
com
e ho
usin
g un
its.
Colla
bora
te w
ith A
CHN
clin
ics,
and
oth
er
loca
l hea
lth p
rovi
ders
, to
ensu
re le
ad
scre
enin
g an
d te
stin
g is
prov
ided
. Co
nduc
t res
earc
h th
at id
entif
ies o
ther
po
tent
ial g
rant
opp
ortu
nitie
s and
lead
po
isoni
ng p
reve
ntio
n be
st p
ract
ices
.
prev
entio
n or
dina
nce
will
be
subm
itted
to th
e Co
ok C
ount
y Bo
ard
of C
omm
issio
ners
20
18 –
202
0: R
emed
iate
at l
east
235
ho
mes
per
yea
r. 20
18 –
202
2: V
isit a
t lea
st 5
0 pr
ovid
ers t
o ed
ucat
e th
em a
bout
le
ad p
oiso
ning
test
ing
and
repo
rtin
g re
quire
men
ts.
2018
-202
2: W
ork
with
ACH
N
pedi
atric
s to
upda
te le
ad sc
reen
ing
and
test
ing
polic
y an
d su
ppor
t im
plem
enta
tion
of p
roto
cols
in
clin
ics.
20
18-2
020-
rese
arch
fund
ing
mod
els
and
prov
ide
reco
mm
enda
tions
for
fund
ing
appr
oach
es.
2018
-202
0: P
rovi
de d
ata
and
supp
ort
impl
emen
tatio
n of
pol
icy
for
auto
mat
ic E
arly
Inte
rven
tion
elig
ibili
ty fo
r lea
d-ex
pose
d ch
ildre
n.
2020
– 7
.6.1
Cook County Department of Public Health Strategic Plan 2018-2022 32
Objectiv
es
Highlighted
Tactic
s
Measuremen
ts/M
ileston
es
Re
ference
5.3
Str
engt
hen
food
syst
em
sust
aina
bilit
y an
d fo
od
secu
rity
Conv
ene
a Fo
od S
umm
it an
nual
ly to
brin
g to
geth
er fo
od sy
stem
stak
ehol
ders
. Ex
pand
urb
an fa
rm in
itiat
ives
and
hea
lthy
food
and
bev
erag
e op
tions
in e
xist
ing
reta
il ve
nues
or f
ood
serv
ice
esta
blish
men
ts.
Prom
ote
scho
ol w
elln
ess t
hrou
gh a
dopt
ion
and
impl
emen
tatio
n of
pol
icie
s and
pr
actic
es th
at su
ppor
t stu
dent
s and
staf
f in
eatin
g be
tter
thro
ugho
ut th
e da
y.
Lead
or s
uppo
rt le
gisla
tion
at fe
dera
l, st
ate,
or
loca
l lev
els t
hat s
uppo
rt h
ealth
y,
sust
aina
ble
food
s sys
tem
s and
/or p
rom
ote
food
secu
rity.
2018
– 2
022:
Hol
d an
nual
food
su
mm
it.
2018
– 2
022:
Ext
end
part
ners
hip
with
the
Hous
ing
Auth
ority
of C
ook
Coun
ty to
incr
ease
the
num
ber o
f co
mm
unity
gar
dens
acr
oss
deve
lopm
ents
. 20
19 –
202
2: P
rom
ote
scho
ol p
olic
ies
and
prac
tices
that
pro
mot
e he
alth
y ea
ting
amon
g st
uden
ts a
nd st
aff a
t an
nual
Sch
ool H
ealth
Con
fere
nce.
20
18-2
022:
Incr
ease
in c
hang
es to
la
ws t
hat s
uppo
rt h
ealth
y,
sust
aina
ble
food
syst
ems a
nd/o
r pr
omot
e fo
od se
curit
y.
WeP
lan
2020
Cook County Department of Public Health Strategic Plan 2018-2022 33
References Cook County Department of Public Health. (2016). WePLAN2020ImprovingCommunityHealthandHealthEquityforSuburbanCookCounty. Oak Forest, Illinois. Retrieved from http://cookcountypublichealth.org/files/pdf/weplan/weplan2020-report-111416-final-lr-for-viewing-online.pdf Cook County Department of Public Health. (2014) Cook County Department of Public Health Quality Improvement Plan. Oak Forest, Illinois. Cook County Department of Public Health. (2017). Cook County Department of Public Health Workforce Development Plan. Oak Forest, Illinois. Cook County Health & Hospitals System. (2016). Impact2020CCHHSStrategicPlan2017-2019. Chicago: Cook County Health & Hospitals System. Retrieved from http://www.cookcountyhhs.org/wp-content/uploads/2016/01/CCHHS-Strategic-Plan-2017-2019-Impact-2020-approved-07-29-16.pdf Human Impact Partners. (2017). HealthEquityGuide.org. Oakland, California: Human Impact Partners. Retrieved from https://healthequityguide.org/ Public Health Accreditation Board. (2017). GuidetoNationalPubicHealthDepartmentReaccreditation:ProcessandRequirements. Alexandria, Virginia: Public Health Accreditation Board. Retrieved from http://www.phaboard.org/wp-content/uploads/PHABGuideReacc.pdf Public Health Accreditation Board. (2017). WelcometothePublicHealthAccreditationBoard:CompleteListofNationallyAccreditedHealthDepartments. Alexandria, Virginia: Public Health Accreditation Board. Retrieved from http://www.phaboard.org/news-room/accredited-health-departments/
Cook County Department of Public Health Strategic Plan 2018-2022 34
Acronyms
Acronym
CCDPH Cook County Department of Public Health
CCHHS Cook County Health and Hospitals System
PHAB Public Health Accreditation Board
PSE Policy, Systems, and Environmental
SCC Suburban Cook County
STI Sexually transmitted infection
SP Caucus Strategic Planning Caucus
WHO World Health Organization
Cook County Department of Public Health Strategic Plan 2018-2022 35