STRATEGIC PLAN 2020 - 2022 - scph.org STRATPLAN 2020-2022 web.pdfSCPH is committed to attracting,...

STRATEGIC PLAN2020 - 2022

November 2019

It is with great pleasure that I present the Summit County Public Health 2020-2022 Strategic Plan. This plan, which will guide our efforts over the next three years, is the culmination of several years of planning and is an integrated effort with partners in our community. It is a roadmap for our future and is intended to be a living document to spur innovation and drive alignment.

Reducing health disparities and improving health requires that we focus on the root causes and determinants of poor health in our community such as poverty, education, employment, housing, access to healthcare, clean air and water, and access to healthy foods. Many of these determinants are best addressed through policy intervention at various levels. For others, solutions lie in our working with other public and private partners in sectors such as education, housing, law enforcement, justice, and community development.

Over the next year, the Community Health Assessment (CHA) and the Community Health Improvement Plan (CHIP) will be released. The Community Health Assessment completed in 2019 reflects the input and recommendations of health consumers, service providers, stakeholders and academic partners. We have updated our organizational structure to directly align with the CHIP priority areas allowing us to build upon previous successes, better focus our efforts and maximize community impact. We are stretching beyond traditional functions to innovate in the areas of medical/behavioral health integration, neighborhood health, built environments, healthy aging etc. –making this our most ambitious plan yet.

I am grateful for the dedication, leadership, creativity and passion our staff, our Board of Health, and other partners have demonstrated in the development of this plan. Together, I am confident, we will achieve our vision of Healthy Places, Healthy People, and Healthier Tomorrows.

In your good health,

Donna R. SkodaHEALTH COMMISSIONER

LETTER FROM THE HEALTH COMMISSIONER

We envision a community where all can achieve optimal health where they live, work and play, resulting in healthy places, healthy people, and healthier tomorrows.

SCPH’s core values are reflected in our strategic approach and guide our interactions with our clients, community partners and each other. We believe these values are what make us unique and are essential to helping create a healthier community for all. Summit County Public Health’s core values are embodied in the acronym “PROMISE.”

Providing professionalism – Honesty, integrity and competency in all interactions.Respect – Everyone who interacts with us in any capacity will be treated with respect.Outstanding quality – We are nationally accredited and have an ongoing commitment to continuous improvement.Mission-driven dedication – Our mission statement says it all. It’s who we are and what we do.Innovation – We look at every situation as an opportunity to be forward-thinking and proactive.Service-orientation – Our goal is to provide excellent customer service in all interactions.Equity for all – Everyone should have the opportunity to attain their highest level of health, regardless of social or demographic factors.

The mission of Summit County Public Health is to protect and promote the health of the entire community through programs and activities designed to address the safety, health and well-being of the people who live in Summit County. The Health Department seeks to create a healthful environment and ensure the accessibility of health services to all.

OUR CORE VALUES

OUR MISSION

OUR VISION

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Summit County Public Health began developing this strategic plan in 2018, building on the momentum and progress of the 2017-2019 strategic plan. Informed by the requirements of reaccreditation by the Public Health Accrediation Board (PHAB) and the Summit County Community Health Assessment (CHA) and Community Health Improvement Plan (CHIP), SCPH has developed a comprehensive strategic vision for advancing public health in Summit County.

In early 2019, SCPH restructured into operational units in an effort to more closely align with the priority areas outlined in the Community Health Improvement Plan. These units include:

• FISCAL & GRANTS MANAGEMENT• POLICY & LEGISLATION• OPERATIONS & GENERAL SUPPORT SERVICES• AIR QUALITY• FOOD & RECREATIONAL SAFETY• NEIGHBORHOOD HEALTH & SOCIAL DETERMINANTS• WATER QUALITY• BEHAVIORAL HEALTH: MENTAL HEALTH & ADDICTION• CLINIC, DENTAL & COMMUNICABLE DISEASE• MATERNAL CHILD HEALTH & HOME VISITING• SENIOR & ADULT SERVICES

After this reorganization, each unit was tasked with conducting an individual analysis of strengths, weaknesses, opportunities, and threats (SWOT). Each unit then used the results of their SWOT analysis to inform the development of a three-year strategic plan. Additional input was then garnered from community partners, community members, and the Summit County Board of Health. SCPH leadership and the strategic planning team then compiled the SWOT analyses and this additional input to identify common themes. These common themes were distilled into the priority areas that are outlined in this strategic plan. The goals and objectives identified by the SCPH organizational units not only contribute to overall agency priorities, but also reflect the priorities set forth in the CHA and CHIP, which are established by a diverse coalition of community partners who participate in the Summit Coalition for Community Health Improvement (SCCHI).

THE PROCESS

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COMMUNITY ENGAGEMENT

Full Term First Birthday, a community collaborative focused on improving birth

outcomes, conducted a strategic planning process to establish a community-wide

strategic vision for improving maternal and child health.

FTFB Strategic PlanningAPR 2019

The Senior Independent Living Coalition (SILC) conducted a strategic planning

process to address the needs of the radiply increasing senior population in Summit

County.

SILC Strategic PlanningAUG 2018

A focus group was conducted in one of Akron’s developing neighborhoods to assess community strengths and opportunities for improvement.

Approximately 130 Summit County residents were surveyed at the Metro RTA bus terminal in downtown Akron to gain

community members’ perspectives on what is influencing the health of their

communities.

Middlebury Focus GroupAPR 2019

Community partners and SCCHI member organizations were surveyed to gather input regarding community-wide issues and help establish common priorities.

Community Partner EngagementFEB 2019

SCPH and community partners conducted a SIM process to improve the criminal justice system’s response to the opiate epidemic.

Sequential Intercept Mapping (SIM)MAR 2018

Community Member SurveyAPR 2019

SCPH staff were surveyed to provide insight on the county’s most pressing health challenges.

Several community partners were surveyed to garner input on community-wide policy

priorities for the future.

SCPH Staff SurveyJUL 2019

The Summit County Board of Health was surveyed to provide guidance on how the agency should direct resources to address the county’s most significant health challenges.

Board of Health SurveyAUG 2019

Policy Initiative SurveyJUL 2019

20202020 CHIP

2020-2022 Strategic plan

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SWOT ANALYSIS

Summit County Public Health conducted a SWOT Analysis in the summer of 2019. Newly restructured strategic planning units each organized their own discussions around strengths, weaknesses, opportunities and threats currently facing both their programmatic units as well as the agency as a whole. They then drafted SWOT analyses. The data from the SWOT analyses of all the organizational units were then analyzed and common themes were identified.

Our SWOT analysis provided the following information:

STRENGTHS (INTERNAL) WEAKNESSES (INTERNAL)

• Passionate staff, Board of Health and community leaders

• Strong community partnerships• Resource-rich community• Highly qualified, resilient and adaptable staff• Teamwork and collaboration, both internal and

external• Data-driven decision making• Technologically advanced health department• Multiple locations, facilities, lab• Emergency response capacity• Program impact, evidence-based models,

innovative outreach• Expanded hours for the public, flexible

scheduling• Accredited health department with good

reputation• Administrative supports (in house Attorney, IT,

EHR, epi, full-time NP and involved Medical Director)

• Training challenges• Funding limitations and uncertainty• Challenges with categorical funding• Programming silos and communication access

barriers• Cumbersome processes• Lack of public knowledge of what we do• Not enough marketing• Need to refine and standardize operating

procedures• Staffing stressors (safety, burnout, secondary

trauma)

OPPORTUNITIES (EXTERNAL) THREATS ( EXTERNAL)

• New data sources• Process simplification through technology• Evidence-based models• Training and cross-training • Public and private partnerships• New state leadership• Ability to influence policy at the local/state/

national level• New program development opportunities around

local, state, national priorities• New marketing contract

• Funding uncertainty• New mandates, changing regulations, de-

regulation (EPA)• Limited resources threaten collaboration and

leads to competition• Effective marketing strategies are costly / cost

prohibitive• Reliance on technology• Staff turnover, aging workforce, local competition

for qualified staff• Increasing community need• Stress on resources from an aging population• Predatory exploitation scams targeting the most

vulnerable• Increasing healthcare costs, gaps in services• Service duplication• Environmental contamination, global warming

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CONTRIBUTORS TO THE STRATEGIC PLAN

The Health Commissioner, Assistant Health Commissioner, Deputy Health Commissioners

and Division Directors set a high-level vision for SCPH

informed by coordination with local, state and federal leaders.

SCPH Leadership

The Summit County Board of Health, the governing body of

SCPH, offers continuous guidance and helps direct a high-level strategic vision for

the organization.

Board of Health

The SCPH quality council helps to guide quality improvement efforts throughout the agency, which informs strategic priorities.

Quality Council

SCPH Managers work with their staff to identify goals and objectives at the unit and program levels.

Strategic Planning TeamThe Summit County Coalition for

Health Improvement helps to establish community priorities for

health improvement, which are closely linked to how SCPH

identifies its strategic priorities.

CHA & CHIP Coalition

The SCPH accreditation team works closely with quality council to ensure that the strategic plan meets PHAB standards for quality and is closely

tied to the CHA and CHIP.

Accreditation Team

SCPH conducts focus groups and surveys with a number of diverse

community partners to ensure that multiple sectors are engaged in the

planning process.

Community PartnersSCPH conducts focus groups and surveys throughout Summit County to ensure that the community voice is included in planning efforts.

Community Members

2020 - 2022STRATEGIC

PLAN

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The following strategic priorities have been identified with input from each of the SCPH organizational units and from a diverse coalition of community partners and the Summit County Board of Health. They represent a dedication to serving Summit County through delivering core public health services and a commitment to serving as innovative and progressive leaders in the Summit County community.

SCPH STRATEGIC PRIORITIES 2020-2022

Address environmental hazards to protect the community. SCPH works to address health hazards in both built and natural environments that negatively impact quality of life for Summit County residents.

Promote strategies to improve community conditions, access to care, and health equity.SCPH recognizes the importance of ensuring all people in the community have equitable access to high quality services and supports to improve their health.

Evaluate and continuously improve processes, programs and interventions.SCPH continuously works to identify ways in which we can most effectively and efficiently mobilize resources to improve services and provide the best possible experience for our clients.

Foster employee engagement, development and performance.SCPH is committed to attracting, retaining and developing a diverse and competent public health workforce.

Develop and advocate for public policy to improve population health.SCPH aims to be a leader in advocating for public policy and legislative initiatives that contribute to improved health across the entire population.

Develop and implement effective marketing, outreach and communication strategies.SCPH recognizes that compelling, consistent and appropriate messaging is vital to communicating important public health information to the community.

This symbol indicates which SCPH strategic objectives align closely with the Summit County Community Health Improvement Plan, a shared community vision for improving health outcomes in Summit County.

CHIP ALIGNMENT

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OFFICE OF THE HEALTH COMMISSIONER ADMINISTRATION OF THE HEALTH DISTRICT

STRATEGIC UNIT: FISCAL & GRANTS MANAGEMENT

GOAL 1: Increase operational knowledge of fiscal processes across the organization.

Objectives

Objective 01: Create, distribute and train all program staff at the coordinator level or above on agency fiscal processes with the use of a fiscal handbook/training manual by December 31, 2022.

Objective 02: Monitor the percentage of program staff using budget tracking tool on a monthly basis with a goal of 80% compliance by December 31, 2022.

Objective 03: Complete quarterly tracking of time and effort reports for 100% of grant funded programs by December 31, 2022.

Objective 04: Hold bimonthly meetings between fiscal / program staff for a total of 18 meetings by December 31, 2022.

Objective 05: Complete at least 9 technical guides for inclusion in employee newsletters by December 31, 2022.

GOAL 2: Increase fiscal department productivity and decrease process response times.

Objectives

Objective 01: Complete at least 3 QI projects with the goal of simplifying fiscal processes by December 31, 2022.

Objective 02: Decrease invoice processing time to an average of 5 business days from date of department receipt by December 31, 2022.

Objective 03: Cross train 100% of fiscal and grants staff so that they can perform independently at least one additional accounting function outside of their daily responsibilities by December 31, 2020.

Objective 04: Decrease the amount of incorrect internal paperwork received by the fiscal department by 25% by December 31, 2022.

Address environmental hazards Improve community conditions Continuous quality improvement

Workforce development Public policy Marketing & outreach CHIP aligned

SCPH STRATEGIC GOALS & OBJECTIVES 2020-2022

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GOAL 3: Develop budget forecasting and monitoring tools for fiscal, grants and vital statistics functions.

Objectives

Objective 01: Create and distribute a tool to assess the impact of loss in funding on program staffing and report findings to the Health Commissioner on a quarterly basis by December 31, 2022.

Objective 02: Work with Board of Health to establish at least three key financial tracking metrics and set appropriate policies to achieve identified financial goals by December 31, 2022.

STRATEGIC UNIT: POLICY & LEGISLATIVE

GOAL 1: Create and disseminate a policy platform to address public health initiatives.

Objectives

Objective 01: Create a policy platform document and one sheet information page by February 29, 2020.

Objective 02: Disseminate policy platform plan to 2,000 internal & external stakeholders and county residents by December 31, 2022.

GOAL 2: Advance policy platform by implementing evidence-based policy initiatives.

Objectives

Objective 01: Implement at least one new tobacco policy initiative by December 31, 2022.

Objective 02: Implement at least one new housing policy initiative by December 31, 2022.

Objective 03: Implement at least one new food policy initiative by December 31, 2022.

Objective 04: Recruit a total of 200 businesses to participate in the Employers for Health Consortium by December 31, 2022.



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GOAL 3: Educate elected officials, community leaders, and organizational decision makers on Health in All Policies (HiAP) approach to policymaking.

Objectives

Objective 01: Distribute HiAP educational and marketing materials to 300 elected officials, community leaders, and organizational decision makers by December 31, 2022.

Objective 02: Provide HiAP and equity education to 18 additional Summit County municipalities by December 31, 2022.

Objective 03: Create a HiAP evaluation dashboard around partnerships, community participation, and policy change by June 30, 2020.

GOAL 4: Establish strong partnerships within the Business Community.

Objectives

Objective 01: Meet with 11 Summit County Chambers of Commerce to discuss health district partnership opportunities and community health priorities by December 31, 2020.

Objective 02: Seek participation from at least 12 private organizations to serve on health related committees or engage in policy advocacy by December 31, 2022.

Objective 03: Add an additional 12 unique organizations participating in the Employers for Health Consortium that attend at least 2 meetings by December 31, 2022.

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OPERATIONS & GENERAL SUPPORT SERVICES

STRATEGIC UNIT: OPERATIONS & GENERAL SUPPORT SERVICES

GOAL 1: Create and maintain a highly qualified, professional, diverse, and responsive workforce that accurately reflects the population in Summit County and supports the agency’s mission, vision and PROMISE.

Objectives

Objective 01: Increase employee recruitment activities by advertising job openings on four (4) additional recruitment sites that target minority populations by September 1, 2020.

Objective 02: Develop an electronic onboarding system that includes an agency and job specific orientation and implement with 100% of new employees by January 2, 2021.

Objective 03: Develop an SCPH Essential Supervisory Skills training and deliver to 100% of supervisors by December 31, 2022.

Objective 04: Update the employee annual performance evaluation and establish a quarterly process to be implemented with 100% of staff by December 1, 2020.

GOAL 2: Provide effective leadership and direction to the SCPH staff.

Objectives

Objective 01: Expand the administration help desk ticketing system from 2 service areas (IT & facilities) to 5 (epidemiology, marketing & programming) to better track administrative requests by July 1, 2020.

Objective 02: Respond to 100% of administrative inquiries (IT, legal, marketing, facilities, epidemiology, and computer programming) within 2 business days by December 31, 2020.

Objective 03: Achieve 85% satisfaction on all responses to administrative inquiries by December 31, 2022.

GOAL 3: Improve processes and increase capacity for SCPH marketing services, and implement agency-wide marketing strategies to inform the public about the importance and value of public health.

Objectives

Objective 01: Work with SCPH Marketing Task Force to develop a new marketing request workflow that ensures 95% of tickets are completed within the requested due date by December 31, 2022.

Objective 02: Conduct annual individual training sessions with the 5 highest utilizers of marketing services within SCPH by December 31, 2022.

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Objective 03: Create library of 10 standardized templates for the most commonly requested types of marketing materials (flyers, posters, billboards, etc.) by December 31, 2022.

Objective 04: Establish 5 individuals as marketing champions throughout the agency who will be trained in production of marketing materials and act as marketing liaisons by December 31, 2022.

GOAL 4: Increase the utilization of data and epidemiology products among internal and external partners to promote data-informed decision making.

Objectives

Objective 01: Host three (3) data workshops for external partners to provide tutorials and technical assistance on data dashboards by December 31, 2022.

Objective 02: Pilot two (2) SCPH program outcome evaluations utilizing internal data sources by December 31, 2022.

Objective 03: Ensure that 95% of Epidemiology help desk tickets are completed within the due date by December 31, 2022.

Objective 04: Conduct annual individual training sessions with the 5 highest utilizers of Epidemiology services within SCPH by December 31, 2020.



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ENVIRONMENTAL HEALTH STRATEGIC UNIT: AIR QUALITY

GOAL 1: Educate the public on air quality issues.

Objectives

Objective 01: Reach at least 2,000 people with targeted information using social media and Air Quality informational campaign by December 31, 2022.

Objective 02: Prepare and provide public or industry educational trainings on open burning, fugitive dust and permitting for small industries to at least 50 organizations by December 31, 2022.

Objective 03: Create public-friendly annual reports about the quality of the Akron Regional Air Quality Management District (ARAQMD) region's air to be distributed to the email list of residents and regulated entities and published on the web for general access by December 31, 2022.

Objective 04: Increase followers of the Akron Regional Air Quality Management District Facebook page by at least 30% (10% per year) over the baseline (120 followers) by December 31, 2022.

GOAL 2: Increase the capacity of the Akron Regional Air Quality Management District (ARAQMD).

Objectives

Objective 01: Increase the average cohort Asthma Control Test scores of the Managing Asthma Triggers at Home (MATH) clients by at least 2.5 units by December 31, 2022.

Objective 02: Create and implement a program to subsidize the purchase of battery powered lawnmower replacements for at least 100 homeowners in the ARAQMD region by December 31, 2020.

Objective 03: Revise City of Akron "Right to Know" municipal code by December 31, 2022.

Objective 04: Expand "Right to Know" to at least two other municipalities in Summit County by December 31, 2022.

GOAL 3: Be a leader in the field of Air Quality by contributing to research knowledge and participating in state policy implementation decisions.

Objectives

Objective 01: Publish 2 air quality data analysis projects in peer-reviewed journals by December 31, 2022.

Objective 02: Participate in national and state level trainings, workshops and conferences related to air quality and solid waste to gather best practices to be implemented at SCPH by December 31, 2022.



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GOAL 4: Expand Air Quality technical knowledge and implement new inspection protocols.

Objectives

Objective 01: Increase the number of staff that complete at least two Air Pollution Training Institute (APTI) courses per year from one to five staff members by December 31, 2022.

Objective 02: Expand implementation of the non-high priority facility inspection program (NHPFIP) and perform at least 120 inspections per year over the three year period to determine compliance with Ohio EPA rules and regulations by December 31, 2022.

STRATEGIC UNIT: FOOD & RECREATIONAL SAFETY

GOAL 1: Assess staff and resource allocations in Food & Recreational Safety programs to meet the challenges of time management and evaluate work performance.

Objectives

Objective 01: Complete an assessment each year and adjust route assignments based on number of facilities and estimated service level time commitments per route to ensure equitable work distribution and efficiency by December 31, 2022.

Objective 02: Assess 100% of food program staff on 10 quality assurance program elements as described in the Food and Drug Administration Standard 4 By December 31, 2021.

Objective 03: Standardize a formal training program for 4 recreational safety programs by December 31, 2022.

GOAL 2: Provide the public better access to inspection reports and environmental health resources.

Objectives

Objective 01: Develop a sticker with the SCPH logo and location of inspection reports on our website and distribute to all facilities with 50% of facilities (1725) posting on site by December 31, 2021.

Objective 02: Increase SCPH website inspection report page traffic by 20% by December 31, 2022.

Objective 03: Develop food and recreational safety resources and distribute to at least 3,000 people/facilities by December 31, 2022.

Objective 04: Revise SCPH website for campground and beach programs by adding categorized resources for operators and the public by December 31, 2022.

Objective 05: Create a beach/campground binder of resources for operators and distribute to 100% of all license holders by May 15, 2021.

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GOAL 3: Improve food safety education, training, and practices to help food facilities comply with food code regulations and decrease foodborne illnesses.

Objectives

Objective 01: Increase the number of risk level III and IV food facilities in compliance with state mandated manager level training by 25% by December 31, 2022.

Objective 02: Increase attendance at person in charge (Food Safety Basics) class by 20% by December 31, 2022.

Objective 03: Increase attendance at person in charge (Food Safety Basics) class offered in non english languages by 40% by December 31, 2022.

Objective 04: Translate five food safety handouts for operators in three foreign languages by December 31, 2022.

Objective 05: Provide person in charge (Food Safety Basics) class offerings in two foreign languages annually by December 31, 2022.

GOAL 4: Improve compliance with food related environmental health regulations through targeted education based on risk factor analysis and compliance statistics.

Objectives

Objective 01: Complete a study on the occurrence of foodborne illness risk factors as outlined in the Food and Drug Administration Standard 9 by December 31,2022.

Objective 02: Assess the effectiveness of the compliance & enforcement program by randomly sampling and reviewing 5% of facilities as outlined in the Food and Drug Administration Standard 6 by December 31, 2022.

Objective 03: Conduct a risk factor study on the occurrence of the five foodborne illness risk factors for at least 10% of licensed facilities as outlined in the Food and Drug Administration Standard 9 by December 31, 2022.

STRATEGIC UNIT: NEIGHBORHOOD HEALTH & SOCIAL DETERMINANTS

GOAL 1: Promote and protect safe, healthy and resilient environments to improve quality of life.

Objectives

Objective 01: Reduce the overall housing with lead hazards in Summit County by completing/assisting in the abatement of 240 homes by December 31, 2022.

Objective 02: Increase the number of lead abated homes in areas outside the City of Akron, using the new Environmental Health Lead Code and HUD Lead Based Paint Hazard Control (LBPHC) grant by December 31, 2022.



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Objective 03: Reach at least 100,000 individuals with messaging and education related to home based lead hazards, health related impacts, remedial strategies and prevention by December 31, 2022.

Objective 04: Increase the number of inclusive and free recreation amenities (i.e.. parks, playgrounds) where Summit County Public Health is a lead agency from 2 to 5 by December 31, 2022.

Objective 05: Increase the number of local jurisdictions that support active transportation through complete street policy adoption, connectivity plans and community designs by December 31, 2022.

GOAL 2: Reduce community environmental hazards.

Objectives

Objective 01: Decrease the number of bike and pedestrian accidents around schools through Safe Routes to School countermeasures (Pilot in eight K-8 Akron Public Schools) by December 31, 2022.

Objective 02: Increase compliance rate of dog vaccinations by 10% to reduce environmental risks associated with vector-borne disease transmission by December 31, 2022.

Objective 03: Improve integration of vector surveillance, service utilization, and population census data for planning and targeted prevention through the development of one neighborhood profile for Middlebury by December 31, 2022.

Objective 04: Increase the number of organizations with healthy food and beverage policies by December 31, 2022.

Objective 05: Establish at least one city or county resolution and/ or legislative policy encompassing minority health initiatives by December 31, 2022.

GOAL 3: Decrease social conditions that cause of health inequalities.

Objectives

Objective 01: Increase the number of policies adopted to reduce exposure to secondhand smoke in multi-unit housing and outdoor areas by December 31, 2022.

Objective 02: Provide education and training on healthy homes and environmental health to at least 250 individuals in targeted neighborhoods by December 31, 2022.

Objective 03: Increase participation in Supplemental Nutrition Assistance Program (SNAP) incentive programs by 10% to promote healthy food and beverage purchases by December 31, 2022.

Objective 04: Develop a communications campaign to increase the utilization of Neighborhood Health Programing (combined tobacco cessation services, lead applications, managing asthma triggers program, healthy homes, etc.) by December 31, 2022.

Objective 05: Increase the number of tobacco retailers that are compliant with T21 by 10% by December 31, 2022.



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GOAL 4: Identify strategies for policy and staff development in the areas of neighborhood health and social determinants of health.

Objectives

Objective 01: Conduct an internal audit of policy interventions that reduce the exposure to and impact of environmental hazards, and quantify the impacts and value of those interventions by December 31, 2022.

Objective 02: Establish at least ten MOU's with governmental and non-governmental agencies to promote Neighborhood Health by December 31, 2022.

Objective 03: Complete an assessment of current program using an evidence based tool to ensure program delivery is equitable and takes into consideration the social determinants of health and implement at least three (3) actions from the assessment by December 31, 2022.

Objective 04: Pilot data sharing GIS coordination software to increase reporting, analysis, and interpretation of environmental hazards by December 31, 2022.

STRATEGIC UNIT: WATER QUALITY

GOAL 1: Improve water quality data management to streamline processes and promote efficiencies.

Objectives

Objective 01: Develop electronic modules to improve 7 processes: Private Water Systems, Sewage Treatment Systems, Building and Zoning, Point of Sale, Semi-publics, Complaints, and Records Storage by December 31, 2022.

Objective 02: Create tools to assist in the completion of maintenance report forms and pumping reports and disseminate to 62 service providers and septage haulers by December 31, 2022.

Objective 03: Decrease the number of days it takes to review maintenance reports from 30 to 15 business days by December 31, 2022.

Objective 04: Establish baseline data for septic treatment system compliance with Operation Permit requirements and increase compliance by December 31, 2022.

GOAL 2: Improve homeowner education on the importance of having safe drinking water by properly maintaining their private water systems and home sewage systems.

Objectives

Objective 01: Increase number of people provided education at sewage system maintenance educational sessions by 25% by December 31, 2022.



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Objective 02: Increase the number of people that access water quality educational materials on SCPH's website by 25% by December 31, 2022.

Objective 03: Reach 15,000 well and septic system homeowners with information on SCPH water testing services by December 31, 2022.

Objective 04: Increase the average number of homeowner water samples tested annually by 25% by December 31, 2022.

GOAL 3: Expand water quality laboratory to improve and provide needed services to homeowners.

Objectives

Objective 01: Implement National Pollutant Discharge Elimination System (NPDES) testing parameters for effluent samples (total suspended solids, carbonaceous biochemical oxygen demand, ammonia and bacterial concentration) by December 31, 2022.

Objective 02: Increase the number of effluent samples obtained by sanitarians for testing from NPDES systems to at least 200 by December 31, 2022.



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CLINICAL HEALTH



STRATEGIC UNIT: BEHAVIORAL HEALTH: MENTAL HEALTH & ADDICTION

GOAL 1: Expand and support the implementation of evidenced-based behavioral health programming.

Objectives

Objective 01: Train all behavioral health direct service staff to utilize at least one new evidence-based practice by December 31, 2021.

Objective 02: Implement at least one evidence based practice to fidelity December 31, 2022.

GOAL 2: Develop a skilled, well trained behavioral health workforce.

Objectives

Objective 01: Implement a CEU training calendar that offers at least 15 continuing education hours per year for Counselor, Social Work and Marriage and Family Therapist Board licensed staff by December 2021.

Objective 02: Implement a supervision program to for independent licensure for 3 additional social workers by December 31, 2022.

Objective 03: Create written behavioral health training standards and deliver to 100% of division staff by December 31, 2022.

GOAL 3: Ensure current behavioral health programming targets the needs of underserved populations.

Objectives

Objective 01: Utilize targeted outreach strategies to increase the number of people from underserved populations receiving behavioral health services by 10% by December 31, 2022.

Objective 02: Implement a screening tool to identify behavioral health clients with the need for additional SCPH services and complete at least 100 referrals by December 31, 2022.

GOAL 4: Support the expansion of behavioral health services with appropriate staffing levels, infrastructure and sustainable funding.

Objectives

Objective 01: Develop a formal infrastructure plan to identify technology and staffing needs for rapidly growing behavioral health unit with increasing community demand by March 31, 2020.

Objective 02: Secure funding for enhancement of at least one harm reduction, MAT or prevention service/program by December 31, 2022.

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STRATEGIC UNIT: CLINICAL HEALTH SERVICES

GOAL 1: Implement additional training for clinical staff in the areas of reproductive health, communicable disease, and opiate addiction to facilitate cross coverage, service integration, and expansion.

Objectives

Objective 01: Implement a training requirement for clinical staff to attend two (2) professional development trainings on clinical reproductive health topics and achieve 90% compliance by June 1, 2021.

Objective 02: Provide two (2) professional development trainings on clinical management of opiate addicted clients with 90% of clinic staff attending by December 31, 2021.

Objective 03: Implement a rotation to have 100% of professional staff spend 1 day in the Communicable Disease Unit and 1 day in the Alcohol and Drug unit by December 31, 2021.

GOAL 2: Expand reproductive health services.

Objectives

Objective 01: Reach 3,000 people with information on Reproductive Health Services offered by SCPH by December 31, 2020.

Objective 02: Implement six (6) evidence-based reproductive health services (nexplinon, IUD w/hormones, IUD w/o hormones, oral contraceptive, depo- provera, nuva ring) by June 30, 2020.

Objective 03: Deliver reproductive health services to 1,000 clients annually for a total of 3,000 by December 31, 2022.

GOAL 3: Create a holistic health care approach for clients receiving clinical services.

Objectives

Objective 01: Utilize a standardized tool to screen 100% of clinic clients for social service needs by December 31, 2022.

Objective 02: Increase clinical staff knowledge of internal and external referral resources by providing resource presentations during bi-monthly clinic staff meetings- eighteen (18) by December 31, 2022.

Objective 03: Refer 90% of clients identifying social service needs to internal or external resources by December 31, 2022.

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GOAL 4: Expand dental services to reach vulnerable senior populations.

Objectives

Objective 01: Provide oral health care to seniors at 10 living facilities by December 31, 2022.

Objective 02: Screen 90% of dental clients age 65 and older for coordinated intake pilot program by December 31, 2022.

Objective 03: Refer 40% of eligible senior clients to coordinated intake pilot program for additional senior resources by December 31, 2022.

STRATEGIC UNIT: MATERNAL CHILD HEALTH & HOME VISITING

GOAL 1: Establish inter-agency collaboration for appropriate, targeted and unduplicated services that address the needs of maternal child health participants.

Objectives

Objective 01: Develop a comprehensive database and distribute to SCPH staff and at least 10 infant vitality collaborative member agencies to establish comprehensive knowledge of available services for maternal child health by September, 30, 2020.

Objective 02: Complete a gap analysis of MCH programming in Summit County and develop at least 10 recommendations by December 31, 2020.

Objective 03: Recruit a minimum of 10 agencies to utilize a shared platform to promote maternal child health services and events by December 31, 2021.

GOAL 2: Support and further develop a skilled, knowledgeable, and well-trained Maternal Child workforce with standard operating guidelines, professional development plans, core practice standards and self care.

Objectives

Objective 01: Create standard operating guidelines for home visiting, neighborhood navigators, and healthchek services that are reviewed annually by December 31, 2020.

Objective 02: Develop individualized professional development plans that align with career goals for all MCH staff by December 31, 2020.

Objective 03: Establish core practice standards to increase MCH participant engagement by 5% each year by December 31, 2022.

Objective 04: Create a self-care assessment that is utilized at least annually with direct care staff to evaluate burnout and compassion fatigue while connecting staff members to appropriate resources by December 31, 2022.



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GOAL 3: Improve the health infrastructure and systems of care of maternal child health to deliver effective programming that enhances program purpose.

Objectives

Objective 01: Develop a comprehensive plan to increase access to reproductive wellness visits and contraceptives in Summit County by September 30, 2020.

Objective 02: Track outcomes of referrals to food, housing, and maternal depression resources to improve referral processes and birth outcomes by December 31, 2022.

Objective 03: Offer a training opportunity for school administrators to provide accurate reproductive health and wellness education by December 31, 2020.

GOAL 4: Support the expansion of policies that impact of maternal child health outcomes.

Objectives

Objective 01: Identify neonatal death trends through a research study with local hospitals to influence future programs and policies by December 31, 2020.

Objective 02: Identify standard of care practices for service within four (4) programs in collaboration with Full Term First Birthday by June 30, 2021.

Objective 03: Identify process for maternal child health direct service clients to influence future programs and policies by December 31, 2021.

STRATEGIC UNIT: SENIOR & ADULT SERVICES

GOAL 1: Ensure older adults, adults with disabilities and caregivers have seamless access to information and services enabling them or their loved one to age successfully in the place they call home.

Objectives

Objective 01: Develop a comprehensive strategic plan focused on gaps in service and funding for older adults and persons with disabilities and implement 50% of the action steps by January 1, 2022.

Objective 02: Meet with a total of 12 local, state and federal program directors and legislators to advocate for funding and programming to address gaps in services by December 31, 2022.

Objective 03: Complete an Aging Strategic Plan Outcome Report and disseminate it to 15 stakeholder agencies that serve the aging population to inform future planning by December 31, 2022.

Objective 04: Train five SCPH employees to implement the "No Wrong Door" coordinated intake process within Summit County Public Health by December 31, 2020.



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GOAL 2: Provide and promote culturally specific Alzheimer’s disease and related dementia prevention, health care and long-term planning education to improve quality of life.

Objectives

Objective 01: Provide geriatric and "Dementia Friends" training to 50% of the SCPH work force by December 31, 2022.

Objective 02: Provide targeted educational outreach related to early detection of memory and cognitive decline to 10 agencies providing services to older adults, including minority serving agencies by June 30, 2022.

Objective 03: Incorporate "Brain Health" prevention into 50% of chronic disease prevention messaging by December 31, 2021.

Objective 04: Provide one presentation on the topic of Brain Health each year (3 total) at events targeting older adults and/or senior service providers by December 31, 2022.

GOAL 3: Educate, empower and assure that older adults, persons with disabilities and their caregivers have access to evidence-based programming focused on active, healthy and safe living enabling them to maintain their independence for as long as possible.

Objectives

Objective 01: Implement two best practice approaches to address hoarding through the lens of public health and housing by December 31, 2021.

Objective 02: Develop a written plan to train 10 health care provider agencies and/or community based organizations to screen and refer older adults to evidence-based fall prevention programming by December 31, 2022.

Objective 03: Provide fall prevention outreach and education at 12 health fairs and senior/older adult community education events within Summit County by December 31, 2022.

Objective 04: Secure $100,000 in funding to begin the implementation of The Gatekeeper/ Senior Reach evidence-based program that identifies at-risk isolated and vulnerable older adults in need of support services and complete implementation by December 31, 2022.

Objective 05: Reach at least 500 caregivers with messaging and education focused on self-care, support programming and community resources by December 31, 2022.



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GOAL 4: Address the biopsychosocial needs of older adults by having long-term sustainable services.

Objectives

Objective 01: Develop a written funding plan and submit at least nine applications to local, state, federal and private foundations by December 31, 2022.

Objective 02: Secure funding from the Geriatric Workforce Enhancement Program at a level to support a .30 FTE position for two years by December 31, 2022.

Objective 03: Complete a written Senior and Adult Services sustainability plan by December 31, 2022.



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KPI INITIAL METRIC TARGET METRIC CHIP PRIORITY AREA

FISCAL & GRANTS MANAGEMENT

Maintain a year end general fund balance of no less than 25% of the agency's average total annual expenditures by December 31, 2022.

22% 25% N/A

Increase the number of general fund programs that operate independent of general fund subsidy by 10% by December 31, 2022.

32 programs 35 programs N/A

POLICY & LEGISLATION

Increase health policy reach to 90% of Summit County residents by December 31, 2022.

71% 90% N/A

Increase worksite policy reach to 60,000 Summit County employees by December 31, 2022 Increase worksite policy reach to 60,000 Summit County employees by December 3.

40,000 employees 60,000 employees N/A

OPERATIONS & GENERAL SUPPORT SERVICES

Increase the number of page views to the Data & Resources section of the SCPH website by 20% by December 31, 2022.

3,100 views 3,720 views N/A

Achieve a 90% staff satisfaction score annually for epidemiology services by December 31, 2022.

N/A 90% N/A

Maintain an annualized employee retention rate of 95% by December 31, 2022.

94% 95% N/A

Achieve an 80% staff satisfaction score annually for marketing services by December 31, 2022.

N/A 80% N/A

AIR QUALITY

Reduce the air quality violation rate of non-high priority permitted facilities by at least 20%.

40% 20% N/A

Achieve and maintain the air quality compliance rate for high priority facilities at 90%.

88% 90% N/A

FOOD & RECREATIONAL SAFETY

Decrease food inspection repeat violations by 10% by December 31, 2022.

5,377 violations 4,840 violations N/A

Reduce the number of foodborne illness complaints in Summit County by 15% by December 31, 2022.

70 complaints 55 complaints N/A

NEIGHBORHOOD HEALTH & SOCIAL DETERMINANTS

Reduce the number of Summit County children testing positive for lead (blood; per 1,000 children) by 20% by December 31, 2022.

2.27 positive tests per 1,000 children

1.816 positive tests per 1,000 children

Maternal & Infant Health

Increase the number of residents utilizing the Ohio Tobacco Quit Line by 20% by December 31, 2022.

644 residents 772 residents Chronic Disease

Increase the percentage of Summit County adults/youth who have access to free and inclusive physical activity opportunities by 2% by December 31, 2022.

94% 96% Health Equity

KEY PERFORMANCE INDICATORS

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KPI INITIAL METRIC TARGET METRIC CHIP PRIORITY AREA

Increase in the redemption rate for produce perks for SNAP recipients by 10% by December 31, 2022.

71% 81% Chronic Disease

Increase the number of Akron Metropolitan Housing Authority (AMHA) voucher homes identified and alerted through housing complaints/lead applications to 30 by December 31, 2022.

N/A 30 homes Chronic Disease

WATER QUALITY

Decrease the number of storm water sample nuisances by at least 10% by December 31, 2022.

22 nuisances 19 nuisances N/A

BEHAVIORAL HEALTH: MENTAL HEALTH & ADDICTION

Reduce the number of fatal overdoses in Summit County by 10% by December 31, 2022

123 overdoses 111 overdoses Mental Health & Addiction

Increase the number of youth closing out of Wraparound Service Coordination and remaining in their own home from 71% to 80% by December 31, 2022.

71% 80% Mental Health & Addiction

Increase the number of people who received evidence-based behavioral health services by 30% (10% each year) by December 31, 2022

800 clients 1,065 clients Mental Health & Addiction

CLINIC, DENTAL & COMMUNICABLE DISEASE

Increase the number of tracked social service referrals made by 1,000 per year for a total of 3,000 by December 31, 2022.

NA 3,000 referrals Social Determinants of Health

MATERNAL CHILD HEALTH & HOME VISITING

Increase enrollment in maternal home visiting programs by 20% by December 31, 2021.

200 enrollees 240 enrollees Maternal & Infant Health

Increase retention of clients in Maternal Child Health programs by 15% by December 31, 2022.

50% 65% Maternal & Infant Health

Decrease the length of time clients spend completing the housing, food, and maternal depression services connection process by 30% by December 31, 2021.

7 days 5 days Maternal & Infant Health

Decrease the number of sleep related infant deaths among Maternal Child Health program clients by December 31, 2021.

12 deaths 7 deaths Maternal & Infant Health

SENIOR & ADULT SERVICES

Increase the number of older adults and minority older adults receiving preventative health care services and assessments for problems with memory or thinking by 10% by December 31, 2022.

16 older adults 26 older adults Aging Population

Decrease the number of older adult fall-related emergency room visits in Summit County by 10 % by December 31, 2022.

26,148 ER visits 23,533 ER visits Aging Population

Increase the number of community residents referred to hoarding support services by 400% by December 31, 2022.

11 residents referred 44 residents referred Aging Population

Implement two newly funded senior service programs by December 31, 2022.

0 programs 2 programs Aging Population

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HI-5 PRIORITY VOTING

From the Centers for Disease Control & Prevention:

Achieving lasting impact on health outcomes requires a focus not just on patient care, but on community wide-approaches aimed at improving population health.1-6 Interventions that address the conditions in the places where we live, learn, work, and play have the greatest potential impact on our health.7-11 By focusing on these “social determinants of health” (SDOH) and on “changing the context to make healthy choices easier,” we can help improve the health of everyone living in a community.

The Health Impact in 5 Years (HI-5) initiative highlights non-clinical, community-wide approaches that have evidence reporting 1) positive health impacts, 2) results within five years, and 3) cost effectiveness and/or cost savings over the lifetime of the population or earlier.

During the Summit County Board of Health Educational Program on November 14th, 2019, board members were asked to cast a vote for which of these approaches should be prioritized by SCPH in future policy and community interventions. The board voted on the following priorities:

Priority Vote Descriptions:

Worksite Health and WellnessSupport and encourage employers to create a healthy workplace utilizing evidence-based policies and programming to reduce obesity.

Tobacco Control InterventionsContinuing and expanding enforcement, expanding smoke-free public spaces, new policies to ban smoking in cars with children, reduce advertising and limiting flavors.

School-based Violence PreventionPromote policies and programs that promote emotional and social competencies to reduce aggression and behavior problems such as the PAX Good Behavior Game

School-based Physical ActivityPromote school policies to support recess, active classroom time, and other interventions to help our kids become more active

School-based Physical Activity received the most votes, followed by School-based prevention, Worksite Health and Wellness, and lastly Tobacco Control Interventions.

1. Robert Wood Johnson Foundation, University of Wisconsin Population Health Institute. County health rankings & roadmaps: housing rehabilitation loan & grant programs. 2015. Available from: Housing rehabilitation loan & grant programsexternal icon. Accessed 2015 Nov 30.

2. Maryland Department of Housing and Community Development. EmPOWER Maryland Low Income Energy Efficiency Program. 2016. Available from: EmPOWER Maryland Low Income Energy Efficiency Programexternal icon. Accessed 2016 Jun 14.

3. Minnesota Housing Finance Agency. Rehabilitation Loan/Emergency and Accessibility Loan Program. 2016. Available from: Rehabilitation Loan/Emergency and Accessibility Loan Programexternal icon. Accessed 2016 Jun 14.

4. U.S. Department of Agriculture. Rural development. Single family housing repair loans & grants 2016. Available from: Single Family Housing Repair Loans & Grantsexternal icon. Accessed 2016 Jun 14.

5. U.S. Department of Housing and Urban Development. 203(k) rehabilitation mortgage insurance. 2016. Available from: 203(k) Rehabilitation Mortgage Insuranceexternal icon. Accessed 2016 Jun 14.

6. Gibson M, Petticrew M, Bambra C, Sowden AJ, Wright KE, Whitehead M. Housing and health inequalities: a synthesis of systematic reviews of interventions aimed at different pathways linking housing and health. Health & Place 2011; 17(1):175–84.

7. Pollack C, Egerter S, Sadegh-Mobari T, Dekker M, Braveman P. Where we live matters for our health: the links between housing and health. In: Issue Brief 2: Housing and Health. Princeton (NJ): Robert Wood Johnson Foundation, Commission to Build a Healthier America; 2008.

8. Klepeis NE, Nelson WC, Ott WR, et al. The National Human Activity Pattern Survey (NHAPS): a resource for assessing exposure to environmental pollutants. J Expo Anal Environ Epidemiol 2001;11(3):231–52.

9. Shaw M. Housing and public health. Annu Rev Public Health 2004;25:397–418.10. Institute of Medicine. Damp indoor spaces and health. Washington, DC: The National Academies Press; 2004.11. Thomson H, Thomas S. Developing empirically supported theories of change for housing investment and health. Soc Sci Med 2015;124:205–14.

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