STRATEGIC PLAN 2018-2023

Creating Opportunities for Health

Data

Equity

Relationships

Evidence

LAWRENCE-DOUGLAS COUNTY HEALTH DEPARTMENT

Health Board

2019

Strategic Plan

Adopted:

October 17, 2011

Revised:

April 16, 2012 July 15, 2013 February 17,2014

October 20, 2014 October 25, 2018 February 2020

Sandy PraegerJoint Appointment - 2015

Steve Fawcett, ChairCity Appointment - 2016

Shannon OuryCounty Appointment - 2014

Vern NorwoodCity Appointment - 2017

Shanda HurlaCounty Appointment - 2019

Verdell Taylor, TreasurerCity Appointment - 2018

Diana MallottKU Appointment - 2019

Michael Williams, Vice ChairCounty Appointment - 2018

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 130 years. On your behalf, the Lawrence-Douglas County Health Department works to assure that the conditions exist within Douglas County for all residents to be healthy.

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 1929. 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 vac cine- 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. In support of our mission the Health Board has defined the purpose of the health department as providing the essential public health services illustrated below 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

Institute of Medicine, 1988

leadership and infrastructure support to LiveWell Douglas County. 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.

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. The Health Department has been recognized at the national level as one of the first

seventy-five departments to become accredited and at the state level as health department of the year. Future

The Lawrence-Douglas County Health Department is committed to using an evidence-based approach and to improving and supporting our community partnerships in order to improving health equity by creating and providing opportunities for health for all.

To affect positive change in population health outcomes, we intend to:

• Advance health equity in all we do.

• Be informed and influenced by the needs and aspirations of the community.

• Be a community health strategist.

• Work together towards the common good.

We will become healthier together by remaining committed to tackling the challenges ahead

Tag Line

Advancing Health for All

Vision Together, day by day, building a healthy community

“Together” chosen to express that our work does not stand alone, either as individuals within

an organization or, as an organization within a community. “day by day” 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.

Achieving our vision by living our values

Integrity - demonstrating dependability, honesty and responsibility in all

actions.

Compassion - demonstrating concern for others with respect and

empathy.

Teamwork - being engaged and focused on team goals while

respecting and appreciating each other’s contributions.

Professionalism - demonstrating commitment to excellence, personal

growth and accountability for actions and results.

METRICS FOUNDATIONAL TO PLAN SUCCESS

• More than 90% of customer responses to satisfaction questions indicate agree or strongly agree

• Positive evaluation by key stakeholders of the extent to which the Health Department is regarded as a being a good community partner

• More than 85% of staff report being satisfied or highly satisfied with job

• More than 70% of fee revenues received within 60 days

STRATEGIC PRIORITIES

ACTION PLAN

STRATEGIC PRIORITY AREA 1:

Provide data (internally and externally) to support decision making 1

Aligning with upstream drivers of health we will improve health outcomes and reduce inequities.

2

Deliver our services, and address system gaps, to improve outcomes for those experiencing the greatest health inequity

3

Build a thriving workforce supported by effective systems for improvement.4

Provide data (internally and externally) to support decision-making.

Responsibility partners: Informatics Director

Goal 1.1 Develop an informatics capacity sufficient to accomplish our strategic

objectives. Objective 1.1.1 Complete the NACCHO informatic need assessment.

Objective 1.1.2 Training accessed to achieve an enhanced skill set for IT project management by Business Analyst.

Objective 1.1.3 Work with Data Network Collaborative partners to secure funding to support data sharing and reporting; e.g. senior analyst salaries, data warehouse operations, warehouse design/build

Objective 1.1.4 Informatics staff complete R training and one associated project using R in 2020.

Goal 1.2 Increase the capacity of local organizations to share data.

Objective 1.2.1 Support KU with completion of a data sharing pilot project.

Objective 1.2.2 Develop automated process for uploading data.

Objective 1.2.3 Support completion and signing of Data Use Agreement with 100% of initial collaborating partners by 9/30/20.

Objective 1.2.4 Support roll-out of Data Warehouse.

Objective 1.2.5 Support and assist with the creation of an Annual Behavioral Health Report that is completed by 5/1./20 and serves as an update to Healthier Together platform.

Objective 1.2.6 Design a sense-making framework to collaboratively analyze data from Data Warehouse to create sense-making that aligns to planned outcomes.

Goal 1.3 Investigate and implement experimental methods for enhancing data accessibility for the community.

Objective 1.3.1 Build out Health Equity Report into the mySidewallk platform.

Objective 1.3.2 Expand presentation ability to include social math language.

Objective 1.3.3 Routinize newly released reports with infographic development and work with Communications Department to release more data to the general public with these visuals.

Goal 1.4 Expand relationships and support with other LDCPH departments to ensure all departments feel comfortable using, requesting and working with data/informatics.

Objective 1.4.1 Build data request form and host on website by 9/30/20.

Objective 1.4.2 Develop Data 101 training to be available for all staff for 2021.

Objective 1.4.3 Integrate new data resources, software and other tools into on-going departmental operations (i.e. Teams app, Power BI, or Tableau) to improve data to desired outcomes.

STRATEGIC PRIORITY AREA 2:

Aligning with upstream drivers of health we will improve health outcomes and reduce inequities.

Responsibility partners: Director and Community Health Director

Goal 2.1 Steward execution of the Community Health Plan.

Objective 2.1.1 Plan and conduct equity learning with HIP.

Objective 2.1.2 First annual Community Health Plan & platforms update presented to Board of Health and Steering Committee.

Objective 2.1.3 Anti-poverty Issue Area Strategic Plan finalized by Human Services Coalition Poverty Workgroups for Steering Committee endorsement.

Objective 2.1.4 Completed comprehensive Community Health Assessment for Steering Committee and coalition knowledge sharing.

Goal 2.2 Adopt an annual policy agenda and work to enact with key partners and the community.

Objective 2.2.1 Draft Case Statements that establish the why and role of LDCPH to set an agenda that is taken to the BoH for approval by the end of 1st Quarter of 2020.

Objective 2.2.2 Develop Work Plan for each adopted Policy by 12/30/20.

Objective 2.2.3 Develop a framework to consistently engage community conversations that is informed by the HCI grant experience to understand issues and identify solutions, which is routinized by year end.

2.2.3a First application is applied to the Poverty Issue Area focus group planning process.

Goal 2.3 Adopt and manage to a comprehensive equity framework that supports internal and external practice.

Objective 2.3.1 Plan and conduct a staff training with HIP by March 30/20.

Objective 2.3.2 Develop internal Equity Committee 2020 Plan that aligns with Strategic Plan.

Objective 2.3.3 HIP tools integrated into LDCPH systems by 9/30.

Objective 2.3.4 Audit to Equity Leadership practice guide (HIP or other tools) by 6/30/20.

Objective 2.3.5 Advance CHP Steering Committee oversight with use of HEIA tools and focus on health equity post HIP retreat with an establishment of “Next Steps” plan.

STRATEGIC PRIORITY AREA 3:

Deliver our services, and address system gaps, to improve outcomes for those experiencing the greatest health inequity.

Responsibility partners: Clinic Services Director

Goal 3.1 Increase fee revenue to support enhanced services

Objective 3.1.1 Review and adopt new payment plan schedule for self-pay and insureds obligations.

Objective 3.1.2 Create billing team to establish front and back end revenue cycle management policies and processes to enhance claims process without errors.

Objective 3.1.3 Review fee schedule annually to ensure maximum reimbursement.

Objective 3.1.4 Revenue cycle dashboards with targets approved by director for quarterly reporting.

Objective 3.1.5 Front office training on up-front collection of patient obligations.

Goal 3.2 Develop a comprehensive Service Delivery Distribution Plan with key collaborative partners by 12/30/20.

Objective 3.2.1 Assessment is completed by 6/30/20.

Objective 3.2.2 Business Plan for expanded or new components completed by 9/30/20.

Objective 3.2.3 Decision making with new structures/service agreements established by 12/30/20.

Objective 3.2.4 Execute to plan in 2021.

Goal 3.3 Define and model future service needs (outside of current core).

Objective 3.3.1 Determine value of offering LARC’s under Family Planning and initiate if appropriate by 6/30/20.

STRATEGIC PRIORITY AREA 4:

Build a thriving workforce supported by effective systems for improvement. Responsibility partners: Informatics Director and Community Health Director

Goal 4.1 Maintain a foundation of engaged staff through a Workforce Development Plan.

Objective 4.1.1 Update a comprehensive Workforce Development Plan to address individual, all staff and leadership development in alignment with Public Health 3.0 and supportive of the LDCPH vision and mission by 3/30/20.

Objective 4.1.2 Complete an 8-month all staff curricula for Chief Health Strategists 101.

Objective 4.1.3 Launch the tailored KLC all staff experience in summer of 2020.

Objective 4.1.4 Finalize an onboarding plan that extends to the first 6-months of employment.

Goal 4.2 Adopt, adapt and execute to the Quality Improvement/Performance Management Plan.

Objective 4.2.1 Update the strategic performance dashboard consistent with the updated 2020 Strategic Plan update by 3/30/20.

Objective 4.2.2 Finalize an updated Quality Improvement Plan in Qtr. 1/2020.

Objective 4.2.3 Enhance Quality Improvement competency development by ensuring all staff complete White Belt training; identified Quality Improvement/Performance Management staff will complete Yellow Belt training.

Objective 4.2.4 Work with department leads to increase Quality Improvement/Performance Management process standardization through regularly held staff meetings.

Objective 4.2.5 Evaluate and adopt options for enhancing usage and refinement of logic models on a regular basis, hardwire to Performance Management expectations and Strategic Plan priorities.

Objective 4.2.6 Manage four annual inter-department Quality Improvement processes.

Goal 4.3 Deploy a new Human Resources talent management system.

Objective 4.3.1 Install new Human Resources software system to provide improved bi-directional integration with financial reporting capability and automation of talent management processes.

Objective 4.3.2 Complete a review and update of all Human Resource policies by 9/30/20.

Objective 4.3.3 Complete the updated Performance Annual Review cycle by 7/30/20.

Goal 4.4 Enhance the organization culture through meaningful employee engagement: Admin.

Objective 4.4.1 Restructure SWEET to incorporate other teams and committees and achieve impact to improve employee satisfaction score.

Objective 4.4.2 Update the internal Health Equity Committee membership and priorities to align with organization priorities, leadership accountability, and be representative of the whole organization.

Objective 4.4.3 Evaluate impact of structure, communication and leadership using employee satisfaction scores and review of Professional Development Plan achievement by 12/30/20.