Norwalk Health Department 2013-2015 Strategic Plan · the “balanced scorecard” financial, operational, customer satisfaction and learning/innovation goals. The Senior Management

Norwalk Health Department

2013-2015 Strategic Plan

Finalized March 2013

Table of Contents

Content Page #

1. Executive Summary 2 2. Strategic Planning Process Flowchart 3 3. Strategic Plan Participants 4 4. Vision, Mission, and Value Statements 5

5. Goals & Strategic Priorities 6 6. Operational Plan (goals, objectives, activities, 7-16 deliverables/measures, responsibilities, and timeframes) 7. Current External Opportunities and Threats 17 8. Current Internal Strengths and Weaknesses 18 9. 2012 Weighted Balanced Scorecard Goals 19

10. Meeting Minutes 11/13/12 20-21

11. Meeting Minutes 11/20/12 22

1

Executive Summary

Overview. On November 13, 2012 members of the Senior Management Team of the Norwalk Health Department and members of the Board of Health met to begin work on the 2012 strategic plan. The session began with Tim Callahan and members of the Senior Management Team providing a report on progress being made to develop the Community Health Assessment (CHA) and the associated Community Health Improvement Plan (CHIP). After this presentation and discussion Jim Fairfield-Sonn facilitated a review of the organization’s Vision, which was determined to not need any changes at this time. Next, the group worked on drafting Value Statements for the Department. The session concluded with a request to the group from Tim Callahan to the participants to talk with their colleagues about potential enhancements that could be made to the draft Value Statements and what the priority Goals and Objectives should be for the coming year. On November 20, 2012 the group reconvened to continue working on the strategic plan. This session began with a review of the Minutes from the previous session and then the group shifted its attention to the discussion of ways to enhance the draft Value Statements. Based on this discussion a number of refinements were made to the draft Value Statements and the items in the Value Statements were prioritized to reflect their impact on the work of the organization. Next, the group discussed the Opportunities and Threats for the organization in the external market and identified current Strengths and Weaknesses in the organization. After this analysis, the group reviewed the Mission Statement and decided that the Mission did not need to be changed at this time. Based on the above discussion, the group went on to identify five Goals for the next year. The session concluded with the identification of new weights for the “balanced scorecard” financial, operational, customer satisfaction and learning/innovation goals. The Senior Management Team met on January 24, 2013 to draft objectives for each of the goals. The Project Coordinator provided a template for the strategic plan, and staff members further developed the objectives following the meeting, adding activities, timeframes, responsibilities, and deliverables/measures. The Senior Management Team met again on January 31, 2013 to further refine the plan. The Director of Health reviewed and revised the objectives with individual staff members and the Project Coordinator in February 2013. The plan was finalized in March 2013.

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I. Strategic Planning Process

Foundation

Business Philosophy

Values and Principles

Vision

External Assessment Internal Assessment

Market Segments and Opportunities Structure and Function

Competitive Analysis Resources

Trend Analysis Strengths and Weaknesses

Mission

What the organization will

achieve at a defined

point in the future

Business Goals

Critical Success Factors

Action Plans

Department Plans Budgeting

Product Offerings Costs

Segment Strategies Expenses

Communications Capital Requirements

Review Process

Follow-up reports

3

Norwalk Health Department

2013-2015 Strategic Plan Participants

Theresa Argondezzi, MPH, CHES, Health Educator

Gregory Burnett, Sr., Board of Health Member

Tim Callahan, MPH, RS, Director of Health

Tom Closter, RS, Director of Environmental Services

Deanna D’Amore, MPH, Project Coordinator

Patricia DiPietro, Business Manager and Lab Technician

Darleen Hoffler, RN, Supervisor of Clinical Services

Leonard Nelson, MS, RS, Emergency Preparedness Coordinator

Theresa Quell, Ph.D., Board of Health Member

Edward Tracey, MD, Board of Health Member Facilitator: James W. Fairfield-Sonn, Ph.D. President Fairfield-Sonn Associates, LLC

4

VISION Excellence with Efficiency

MISSION

The Mission of the Norwalk Health Department is to prevent and control the spread of disease, promote a healthy environment, and protect the quality of life within our changing community.

VALUE STATEMENTS

We value our role in providing opportunities for all community members to be healthy. We value quality and incorporate public health standards and best practices into our operations. We value ethical behavior, accountability and integrity. We value customer service and operate with the goal of achieving high levels of internal and external customer satisfaction. We value our diverse community and strive to deliver our services in the best way possible. We value collaboration and partner with a variety of individuals and organizations to improve community health by sharing information, resources and ideas.

5

Norwalk Health Department Goals

Goal 1: Take a Leadership Role in Implementing the Community Health Improvement Plan Strategies to Address Obesity

Goal 2: Continue to Improve our Use of Technology to Make Services More

Effective and Staff More Accountable

Goal 3: Achieve Accreditation by the Public Health Accreditation Board (PHAB)

Goal 4: Continue to Deliver Mandated and Core Services

Goal 5: Establish an Agency Performance Management System, Quality

Improvement System, and Workforce Development Plan

Strategic Priorities

Mandated and core services

New technology

Accreditation & systems improvement

6

Goal 1. Take a Leadership Role in Implementing the Community Health Improvement Plan Strategies to Address Obesity

Objectives Activities Deliverables/ Measures Responsibility Timeframe

1.1 Convene CHA/CHIP workgroup on obesity.

1.1.1 Determine co-leader by 3/15/13 CHIP Implementation Team Structure

Health Educator 3/13

1.1.2 Contact workgroup members to determine continued interest and request suggestions for additional members by 3/31/13

Implementation Team Member list, emails


1.1.3 Formalize integration of Childhood Obesity Prevention Committee into Implementation Team by 4/30/13

CHIP Implementation Team Structure, emails


1.2 Facilitate CHA/CHIP workgroup on obesity through 12/31/15.

1.2.1 Set Implementation Team meeting schedule by 5/31/13

Schedule Health Educator 5/13

1.2.2 Create, send, keep agendas and summaries for all meeting ongoing through 12/31/15

Agendas, Summaries Health Educator 5/13 – 12/15

1.2.3 Update Community Board according to meeting schedule

Meeting summaries Health Educator 5/13 – 12/15

1.3 Lead implementation of evidence-based strategies to increase opportunities for physical activity.

1.3.1 Convene physical activity subcommittee(s) by 5/31/13

Subcommittee member lists, meeting schedules


1.3.2 Analyze community data related to physical activity and existing assets/initiatives by 9/30/13

Data reports Health Educator 6/13 – 9/13

1.3.3 Research evidence-based strategies most relevant to community data by 9/30/13

Reports Health Educator 6/13 – 9/13

1.3.4 Develop detailed action plan based on data, evidence, and team consensus by 9/30/13. Include action steps, timeframes, and evaluation plan

Action Plan Health Educator 7/13 – 9/13

1.3.5 Implement plan through 12/31/15 Reports on action plan deliverables Health Educator 9/13 – 12/15

1.3.6 Evaluate impact through 12/31/15 Evaluation report Health Educator 9/13 – 12/15

1.4 Lead implementation of evidence-based strategies to increase access to and consumption of healthy foods.

1.4.1 Convene nutrition subcommittee(s) by 5/31/13 Subcommittee member lists, meeting schedules


1.4.2 Analyze community data related to nutrition and existing assets/initiatives by 9/30/13

Data reports Health Educator 6/13 – 9/13

1.4.3 Research evidence-based strategies most relevant to community data by 9/30/13

Reports Health Educator 6/13 – 9/13

1.4.4 Develop detailed action plan based on data, evidence, team consensus by 9/30/13

Action Plan Health Educator 7/13 – 9/13

1.4.5 Implement plan through 12/31/15 Reports on action plan deliverables Health Educator 9/13 – 12/15

1.4.6 Evaluate impact through 12/31/15 Evaluation report Health Educator 9/13 – 12/15

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Goal 2: Continue to Improve our Use of Technology to Make Services More Effective and Staff More Accountable Objectives Activities Deliverables/

Measures Responsibility Timeframe

2.1 Complete implementation of all ABS software modules included in the current contract by 6/30/13.

2.1.1 Meet weekly with ABS project manager and NHD users to complete software implementation by 6/30/13

Meeting notes Supervisor of Clinical Services

1/13 – 6/13

2.1.2 Complete implementation of customized tuberculosis program module by 4/30/13


1/13 – 4/13

2.1.3 Complete the development of and produce regular statistical, productivity and revenue reports by 6/1/13

Meeting notes; Report samples

Supervisor of Clinical Services

1/13 – 6/13

2.1.4 Finalize implementation of financial capabilities (i.e. revenue collection, billing) by 5/31/13


1/13 – 5/13

2.2 Identify and determine feasibility for incorporating additional features to ABS software through 6/30/15.

2.2.1 Determine which programs the ABS software must interact with, present findings to ABS project manager, get feedback and report findings to Director of Health by 12/31/13


3/13 – 12/13

2.2.2 Incorporate barcoding and label printing to the ABS system by 8/31/13

Emails, equipment/ software quotes and telephone conference notes

Business Manager 1/13 – 8/13

2.3 Make a decision on a course of action to address the environmental software dilemma by 6/30/13.

2.3.1 Work with Garrison to complete yet to be developed functions and outstanding items on Issue Tracker. Provide a status report to the Director of Health by 3/31/13

Emails; meeting notes

Environmental Director

3/13

2.3.2 Research other agency experiences with Garrison and write a summary of findings by 3/31/13

Emails Director of Health 3/13

2.3.3 Report to Board of Health on findings and make a recommendation for moving forward by 4/16/13.

Board of Health meeting minutes

Director of Health 4/13

2.4 Find and utilize an alternative financial management system.

2.4.1 Work with Comptroller’s Office to determine if Munis can accommodate the Health Department’s needs and provide a written a summary of findings to the Director of Health by 6/30/13

Emails, meeting notes


2.4.2 If Munis can accommodate the Health Department’s needs, make the transition by 1/1/14

Meeting notes; documentation from Munis


2.4.3 If Munis cannot accommodate the Health Department’s needs, find a software solution by 9/1/13

Meeting notes; emails; documentation from new system


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Objectives Activities Deliverables/ Measures

Responsibility Timeframe

2.5 Implement improvements to the credit card payment system through 1/1/15

2.5.1 Explore the future of credit card payments with the knowledge that the technology is changing (Chip readers vs. magnetic stripe, payment processing through computer rather than terminal); Include Comptroller’s office in the discussion. Ongoing though 1/1/15

Virtual Merchant website, Elavon website, Emails, telephone call notes


2.5.2 Link processing of credit card payments into software programs (clinical, laboratory, & environmental) by 3/30/14

Meeting notes; documentation from software


2.5.3 Create customer portal for online payment of fees by 1/1/14

Screenshots of website


2.5.4 Find and use a more reliable mobile credit card payment system by 6/30/13

Emails; Meeting notes


2.6 Implement technology improvements within Emergency Preparedness Division through 6/1/15.

2.6.1 Obtain a baseline for throughput at the identified mass dispensing sites with the assistance of the CDC’s Real-Opt computer modeling program by 3/31/13

PHEP Grant – Metric Sheet

PHEP Coordinator 2/13 – 3/13

2.6.2a Collaborate with Connecticut State Department of Public Health (CT DPH) to evaluate the Dispense Assist program by 1/1/15 2.6.2b Compare the Dispense Assist software to the ABS Mass Dispense software and provide a summary to the Director of Health by 3/1/15. 2.6.2c If evaluation is positive: Collaborate with CT DPH and Emergency Support Function-8 (ESF-8: Public Health and Medical) Region 1 group to gauge the feasibility of securing Mass Dispense program for Mass Dispensing Areas (MDAs)

Meeting Notes PHEP Coordinator 2/14 – 12/15

2.6.3 Learn to use the ABS Mass IZ software and incorporate it into the Health Department Mass Dispensing plan by 6/30/13

Meeting Notes PHEP Coordinator 3/13 – 6/13

2.6.4 Train Logistics Section Chiefs and Inventory Control Team Leaders/personnel on Inventory Management System program by 3/31/13

Multi-Year Training Plan and Sign-in Sheets

PHEP Coordinator 3/13

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Goal 3: Achieve Accreditation by the Public Health Accreditation Board (PHAB) Objectives Activities Deliverables/


3.1 Finalize Community Health Improvement Plan (CHIP) by 3/15/13.

3.1.1 Hold action planning meetings with Core Team on 1/9/13 & 1/31/13

Meeting notes Project Coordinator 1/13

3.1.2 Establish timeframes and responsibilities for CHIP strategies by 3/15/13

Final CHIP Project Coordinator 2/13 – 3/13

3.1.3 Post final CHIP on Norwalk Hospital website by 3/15/13

Screenshot of Hospital website with CHIP

Project Coordinator 3/13

3.2 Organize preparation efforts in order to submit the application to PHAB by March 15, 2013 and upload all documentation which fully demonstrates compliance with 100% of the measures to e-PHAB by 6/14/13.

3.2.1 Facilitate monthly Accreditation Workgroup meetings through the PHAB site visit

Meeting agendas & notes

Project Coordinator 1/13 – 12/13

3.2.2 Meet with staff individually to review progress in developing and identifying documentation at least once a month

Progress reports; to-do lists


3.2.3 Gather, organize, and review all documentation submitted as examples of meeting PHAB requirements monthly

Progress reports Project Coordinator 1/13 – 6/13

3.2.4 Update compliance scores monthly, prior to Accreditation Workgroup meetings

PHAB Measures Scores Spreadsheet


3.2.5 Produce monthly e-newsletter for entire staff on accreditation updates beginning on 3/22/13

6 Accreditation Update e-newsletters

Project Coordinator & Project Assistant

3/13 – 12/13

3.2.6 Develop Accreditation Display Board in health department and distribute accreditation promotional materials beginning on 5/1/13

Accreditation Display Board pictures & promotional materials


4/13 – 12/13

3.2.7 Submit application to PHAB on 3/15/13 Confirmation email from PHAB

Project Coordinator & Director of Health

3/13

3.2.8 Participate in PHAB in-person training for accreditation coordinators

Training materials Project Coordinator Determined by PHAB

3.2.9 Select final examples of documentation for each measure by 6/1/13

List of final documentation

Director of Health & Project Coordinator

5/13 – 6/13

3.2.10 Write descriptions for each measure and component parts of measures for upload to e-PHAB by 6/7/13

Written descriptions Project Coordinator 5/13 – 6/13

3.2.11 Upload final documentation to e-PHAB by 6/14/13

Email confirmation from e-PHAB of upload; PHAB Measures Scores Spreadsheet


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3.3 Coordinate the PHAB site visit. 3.3.1 Schedule site visit with PHAB site visitors Site Visit Agenda; confirmation emails

Project Coordinator Date to be determined

3.3.2 Organize site visit with staff, Board of Health, and partners

Site Visit Agenda; Site Visit Report

Project Coordinator Preparations complete 2 weeks before site visit

3.4 Maintain accreditation status. 3.4.1 Develop and begin to implement within 6 months a plan to meet the recommendations made in the PHAB accreditation review

Progress reports Project Coordinator 1/14 – 12/15

3.4.2 Review and ensure meeting PHAB Standards & Measures Version 2.0

Meeting notes; Scores for updated standards & measures


3.4.3 Submit annual progress reports to PHAB Annual Reports through e-PHAB


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Goal 4. Continue to Deliver Mandated and Core Services Objectives Activities Deliverables/


4.1 Maintain and expand health department communications and media outreach.

4.1.1 Distribute at least 24 press releases per year Press releases, press coverage

Health Educator 1/13 – 12/15

4.1.2 Complete corresponding website, Facebook, and calendar updates

Update schedule, screenshots


4.1.3 Improve department’s online presence by doubling Facebook likes and developing website usage monitoring system by 12/31/14

Usability statistics Health Educator 3/13 – 12/14

4.1.4 Finalize and implement health department external communications plan by 9/30/14

Meeting minutes, emails


4.2 Maintain current Health Education programming levels.

4.2.1 Deliver Fit Kids to at least 6 schools per year (including 2 sustainability schools)

Program reports Health Educator, Health Education Associate

1/13 – 7/15

4.2.2 Continue to coordinate Farmer’s Market and Flu Program

Farmer’s Market flyers, press coverage, photos, flu program tally, emails

Health Educator, Health Education Associate

1/13 – 12/15

4.2.3 Secure funding for and coordinate Norwalk BMI Data Project by 12/31/13

BMI Data Report Health Educator, Health Education Associate

6/13 – 12/13

4.2.4 Maintain Growing Gardens, Growing Health program for at least 1 cohort per year

Program reports Health Educator, Health Education Associate

4/13 – 12/13

4.2.5 Participate in at least 6 general outreach opportunities or programs (e.g., health fairs, parent education sessions, library partnerships) per year

Health Education productivity reports

Health Educator, Health Education Associate

1/13 – 12/15

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4.3 Complete 100% of inspections mandated by law or NHD policy.

4.3.1 Hold monthly meetings with Environmental Services personnel to review productivity and to set and make adjustments in schedules

Meeting notes Environmental Director 1/13 – 12/15

4.3.2 Provide scheduled inspections monthly for inspectors

Utilize inspection count report

Environmental Director 1/13 – 12/15

4.3.3 Use monthly productivity reports from Foxpro and Digital software programs to manage staff.

Spreadsheet to track monthly progress


4.4 Meet policy guidelines to deliver core environmental services in a timely fashion.

4.4.1 Develop two policies/procedures per year Policies/procedures Environmental Director 1/13 – 12/15

4.4.2 Conduct quarterly meetings with staff to review policies and timelines



4.4.3 Deliver training on standardization of food establishment inspections twice per year



4.5 Utilize management reports to monitor progress.

4.5.1 Develop management report templates for Environmental Health, Preventable Diseases, Laboratory, Administrative, Health Education, and Emergency Preparedness divisions by 4/1/13

Template Director of Health 3/13 – 4/13

4.5.2 Provide data for management reports within 10 days of the close of the previous month

Management reports

Environmental Director, Supervisor of Clinical Services, Business Manager, Laboratory Director, Health Educator, PHEP Coordinator

6/13 – 12/15

4.6 Meet 100% of all grant program requirements.

4.6.1 Create and post to the Share Drive by 3/31/13 and keep up to date a consolidated list of grants that includes report due dates

Consolidated list Business Manager 2/13 – 3/13

4.6.2 Meet 100% of grant program narrative and financial reporting deadlines

Financial and program reports

Business Manager, Supervisor of Clinical Services, PHEP Coordinator, Health Educator, Project Coordinator

1/13 – 12/15

4.6.3 Provide periodic status reports to the Director of Health


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4.7 Provide laboratory support to Health Department clinical and environmental programs.

4.7.1 Process 500 GC/CT Probe specimens annually Specimen logs, ABS reports

Lab Director, Lab Technician

1/13 – 12/15

4.7.2 Perform 450 Syphilis serology tests annually Specimen logs, ABS reports


1/13 – 12/15

4.7.3 Perform 200 Gram Stain Smears annually Specimen logs, ABS reports


1/13 – 12/15

4.7.4 Perform 100 Wet Preps annually Specimen logs, ABS reports


1/13 – 12/15

4.7.5 Perform 100 OSOM Tests annually Specimen logs, ABS reports


1/13 – 12/15

4.7.6 Process 450 HIV serology specimens annually Specimen logs, ABS reports


1/13 – 12/15

4.7.7 Process various single test samples as needed (VDRL, TP-PA, Herpes serology, Herpes culture, LF, Quantiferon, SBHC specimens)

Specimen logs, ABS reports


1/13 – 12/15

4.7.8 Perform 390 beach water testing/analysis on 15 Norwalk Beaches annually

Specimen logs, DHD/FoxPro reports


1/13 – 12/15

4.8 Annually review and adjust fees charged for permits and services provided by the Health Department.

4.8.1 Annually revise cost report by 3/31 and make recommendations for adjustments to fees charged based on Board of Health policy

Cost Report; Board of Health minutes

Business Manager & Director of Health

3/13, 3/14, 3/15

4.9 Increase by 5% travel clinic attendance by 7/1/14.

4.9.1 Conduct customer satisfaction survey of Travel Program customers by 9/30/13

Survey results Supervisor of Clinical Services

7/13 – 9/13

4.9.2 Identify venues for program marketing by 10/13

Research results Supervisor of Clinical Services

9/13 – 10/13

4.9.3 Initiate a Travel Program marketing effort by 12/13

Marketing plan Supervisor of Clinical Services

11/13 – 12/13

4.10 Decrease the incidence of STDs among Health Department patients by 5%.

4.10.1 Conduct customer satisfaction survey of STD clinic customers by 3/14

Survey results Supervisor of Clinical Services

1/14 – 3/14

4.10.2 By 6/30/14 initiate a campaign to increase awareness which will lead to a reduction in the incidence of STD’s

Improvement plan; ABS reports


3/14 – 6/14

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4.11 Identify the Health Department’s role in the implementation of the Affordable Care Act and Meaningful Use.

4.11.1 Develop a base of knowledge about the Affordable Care Act and Meaningful Use and beginning on 7/1/13 provide quarterly updates to NHD Supervisors and staff

Research notes Supervisor of Clinical Services

4/13 – 7/13

4.11.2 Identify opportunities for the NHD to participate in the emerging health care delivery system and pursue local alliances. On-going from 7/1/13

Research notes Supervisor of Clinical Services, Director of Health

4/13 – 7/13

4.11.3 Determine whether the current clinical software has capabilities that meet meaningful use standards by 6/30/13

Conference calls with ABS


4/13 – 6/13

4.12 Meet Public Health Emergency Preparedness grant deliverables.

4.12.1 Develop a list of grant contract deliverables Deliverables list PHEP Coordinator 1/13 – 3/13

4.12.2 Provide monthly progress updates to the Director of Health through the end of the grant

Progress updates PHEP Coordinator 3/13 – 6/14

4.13 Ensure that division-related policies and Standard Operating Procedures (SOP’s) are aligned with current laws and regulations.

4.13.1 Conduct annual fit testing for all staff by 6/30/13

Sign-in sheets PHEP Coordinator & Communicable Disease Coordinator

6/13

4.14 Revise the Health Annex in the Norwalk Emergency Operations Plan by 7/1/13.

4.14.1 Review and revise the existing City Emergency Response Plan Health Annex by 6/15/13

Revised plan PHEP Coordinator, Director of Health

3/13 – 6/13

4.14.2 Meet with the City Emergency Management Director to advise him of plan revisions by 7/1/13

Final plan; meeting minutes

PHEP Coordinator, Director of Health

6/13

4.14.3 Beginning on 7/1/13, conduct semi-annual trainings with NHD staff so that they understand their role and responsibilities in the Health Annex

Meeting minutes; training records


4.15 Implement a program to protect Health Department occupants at a time of crisis by 1/1/14.

4.15.1 Identify a system for accounting for building occupants by 5/1/13

Policy/procedures PHEP Coordinator 3/13 – 5/13

4.15.2 Develop standard building safety and security protocols and train building occupants by 5/1/13

Protocols PHEP Coordinator 4/13 – 5/13

4.15.3 Develop advanced building safety & security protocols and train building occupants by 1/1/14

Protocols PHEP Coordinator 5/13 – 1/14

4.15.4 Test protocols semi-annually beginning after training is completed

Training records; drill & exercise documents


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Goal 5: Establish an Agency Performance Management System, Quality Improvement System, and Workforce Development Plan

Objectives Activities Deliverables/ Measures Responsibility Timeframe

5.1 Develop Performance Management System linked to Strategic Plan by 5/1/13.

5.1.1 Hire consultant for assistance with performance management by 3/15/13

Contract/emails Director of Health & Project Coordinator

1/13 – 3/13

5.1.2 Finalize two to three objectives and measures for each division by 4/1/13

Division objectives and measures


5.1.3 Develop reporting template for monitoring progress by 4/1/13

Reporting template Project Coordinator 3/13 – 4/13

5.1.4 Analyze and document progress toward meeting measures in Environmental Health Division and Administrative Division by 5/1/13

Reporting forms Project Coordinator 4/13 – 5/13

5.2 Develop Written Quality Improvement Plan by 4/15/13.

5.2.1 Research other quality improvement plans and make a recommendation to the Director of Health on a format by 4/1/13

5 examples of plans Project Coordinator 3/13

5.2.2 Establish quality improvement governance structure by 4/1/13

Quality Improvement Charter


5.2.3 Develop quality improvement plan Quality Improvement Plan


5.3 Implement Quality Improvement Plan through 12/31/15.

5.3.1 Identify and recruit members for Quality Improvement Workgroup by 4/30/13

List of members Project Coordinator 3/13 – 4/13

5.3.2 Conduct trainings for quality improvement workgroup members beginning 1/1/14

Training materials; sign-in sheets


5.3.3 Implement two quality improvement projects by 12/31/14 QI project documents Project Coordinator 7/13 – 12/14

5.3.4 Present findings to Board of Health within 30 days of project completion and staff at next quarterly meeting

Meeting notes (staff, Board of Health, supervisors)


5.3.5 Continue to foster a QI culture by conducting at least 2 QI projects every year and identifying ways to promote QI

Surveys & survey results; meeting notes


5.4 Produce Workforce Development Plan by 5/15/13.

5.4.1 Produce report summarizing staff training needs assessment conducted on 12/18/12 by 2/28/13

Training needs assessment notes


5.4.2 Gather information on required trainings for each staff position (licensure, certifications, etc.) by 1/31/13

Spreadsheet of required trainings by staff position


1/13

5.4.3 Develop template for workforce development plan by 2/28/13

Workforce development plan template


5.4.4 Identify in-person and webinar trainings for staff in the areas of communications & cultural competency by 4/15/13

List of possible trainings Project Coordinator & Project Assistant

1/13 – 4/13

5.4.5 Develop workforce development plan by 5/15/13 Final workforce development plan


3/13 – 5/13

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External Assessment Opportunities and Threats

Opportunities Threats

Health Care Reform

Increased interest in prevention and wellness

Health Care Reform

Private sector providers will be interested in getting into certain areas

Regional collaboration possibilities might increase

Sequestered funds at the federal and state levels

Hospitals are becoming more truly interested in community health

Increased competition among Community Health Centers

Accreditation

Chance to shine

We can achieve it

Accreditation

Accreditation will lead to closer review and potentially more critique

Higher expectations

Increased transparency

Justified expectation that we are different

Changing demographics and economics

We will be serving more individuals

Needs are changing – as seen recently at the Shelter

Individuals will have more medical needs

Adequate funding to provide more services

17

Internal Assessment Strengths and Weaknesses

Strengths Weaknesses

New technology

Clinical upgrade

New technology

Environmental software

Leader in the pursuit of Accreditation

Sets the stage for more innovation & grants

Need better communication across Divisions

Staff effort in the CHA and CHIP process Staff is getting smaller, but there is more work to do

Time to pursue grants

Director and Staff Funding for Staff

Some strong niche services Loss of funding for some programs

HIV and WIC

Very engaged Board of Health

Work on Childhood Obesity

Lighthouse Program

Recognition from Community and Residents

Meeting Mandates

Inspections

Emergency Preparedness

Department works effectively with other Towns in the Region

Department’s general openness to innovation

Greater visibility

More requests to participate in projects

Learning better ways to do work Lack of resources to match requests

Renovation of Facilities

Improved image of the organization

Collaboration among the staff

Open to asking for assistance

Not intimidated by the talents of others

Collaboration with the City of Norwalk

Common Council’s positive views of the Department

Work with Student Interns

Not enough Student Interns

Help is useful with extra work

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2012 Balanced Scorecard Weights

Customer Satisfaction

(10%)

Financial (30%) Learning & Innovation (30%)

Operational

(30%)

2012 Balanced Scorecard Weights and Activities

Financial 30% Continue seeking grants Enhance case management across the organization

Operational 30% Deliver mandated and core services Enhance the performance management system

Customer Satisfaction 10% Conduct surveys Flu Program Travel Clinic

Learning and Innovation 30% Pursue PHAB Accreditation Introduce new technology

19

Norwalk Health Department 2012 Strategic Planning Session

Meeting Notes

Location: Norwalk Health Department Norwalk, CT Date: Tuesday November 13, 2012 Time: 4:00 PM – 6:30 PM Participants: Theresa Argondezzi, Health Educator, Gregory Burnett, Sr., Board of Health

Member, Tim Callahan, Director of Health, Tom Closter, Director of Environmental Services, Deanna D’Amore, Project Coordinator, Pat DiPietro, Business Manager and Lab Tech, Darleen Hoffler, Supervisor of Clinical Services, Len Nelson, Emergency Preparedness Coordinator, Edward Tracey, MD, Board of Health Member

1. The meeting began with words of welcome by Tim Callahan and a review by Tim and

Members of the Senior Management Team on the progress being made on the Community Health Assessment (CHA) and the associated Community Health Improvement Plan (CHIP) (see attached PowerPoint presentations).

2. After the above review, Jim Fairfield-Sonn provided an overview of the process that will be used in this year’s strategic planning process. Specifically, in light of the information provided in the CHA and the CHIP, this year’s formal strategic planning effort will begin with a review of the current Vision Statement to see if it needs to be updated. Next, value statements will be developed for the Department. Then, an external assessment will be conducted to identify current threats and opportunities in the environment. This review will be followed by an internal assessment of the organization’s current strengths and weakness. After these reviews, the mission statement will be reviewed for possible refinements. The planning sessions will conclude with the identification of key goals and objectives for the coming year and the establishment of a new set of “balanced scorecard” goals.

3. Following the above review and comments, the group discussed the current organizational Vision Statement to see if any refinements were necessary at this time. After some discussion, the consensus opinion was that the vision statement did not need to be changed.

4. Next, the group turned its attention to the development of draft Value Statements. This discussion led to the identification of six values that the Department is currently committed to using to make decisions and deliver services (see Exhibit 1).

5. The session concluded with a request from Tim for the participants to review the draft Value Statements with their colleagues between now and the next meeting to identify ways that it might be enhanced as well as to think about what the priority Goals and Objectives should be for the next two years.

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Exhibit 1

Draft Value Statements

Collaboration: We partner with a variety of individuals and organizations to improve community health by sharing information, resources and ideas. Customer-Focused: We serve all internal and external customers with the goal of achieving high levels of satisfaction. Diversity: We embrace our diverse community and deliver our services in a competent way. Enrichment/Empowerment/Health Equity: We strive to provide opportunities to allow individuals to be healthy. Ethics: We operate in a manner that fosters high levels of accountability and integrity. Quality: We provide quality services by incorporating industry standards and best practices into everything we do.

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Norwalk Health Department 2012 Strategic Planning Session

Meeting Notes

Location: Norwalk Health Department Norwalk, CT Date: Tuesday November 20, 2012 Time: 4:30 PM – 6:30 PM Participants: Theresa Argondezzi, Health Educator, Gregory Burnett, Sr., Board of Health

Member, Tim Callahan, Director of Health, Tom Closter, Director of Environmental Services, Deanna D’Amore, Project Coordinator, Pat DiPietro, Business Manager and Lab Tech, Darleen Hoffler, Supervisor of Clinical Services, Len Nelson, Emergency Preparedness Coordinator, Theresa Quell, PhD., Board of Health Member, Edward Tracey, MD, Board of Health Member

1. The meeting began with words of welcome by Tim Callahan and a review of the Minutes from the November 13, 2012 Meeting.

2. After the above review, the group turned its attention to a discussion of the draft Value Statements. Based on this discussion, a number of refinements were made to the wording of the Value Statements and the items within the Value Statements were reordered to reflect their priority for the work of the organization.

3. Next, the group turned its attention to the identification of current opportunities and threats in the external market and then to the identification of current strengths and weaknesses within the organization.

4. Based on the above analysis, the group carefully reviewed the current Mission Statement (shown below) and after thoughtful discussion, it was decided that the Mission Statement should remain unchanged at this time.

5. With the Vision, Values, external assessment, internal assessment and Mission in mind, the group next developed a list of Goals for the next year with the recognition that they would continue to meet to develop the objectives, activities, and timeframes.

6. The session concluded with the establishment of new “Balanced Scorecard” weights for the coming year.

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Documents

Norwalk Health Department 2013-2015 Strategic Plan · the “balanced scorecard” financial, operational, customer satisfaction and learning/innovation goals. The Senior Management