G R A N D F O R K S P U B L I C H E A L T H

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FOREWORD AND INTRODUCTIONThe Grand Forks Public Health Department (GFPHD) Strategic Plan is a tool to guide and direct the department in assuring a strong public health infrastructure that supports attainment of the community’s public goals identified and addressed in the Community Health Assessment (CHA) and Community Health Improvement Plan (CHIP). Additionally, the strategic plan provides a basis to advance department operations through a highly competent, well-prepared workforce, effective organizational processes, up-to-date technology, and a consistent commitment to achieving a culture of quality and continuous improvement.

The department began work to develop the strategic plan during mid-2017. The department engaged SOCO Consulting, a public health consultancy with experience in public health agency and systems improvement processes and public health accreditation readiness, to assist the department in its strategic planning effort. The preliminary work to prepare for strategic planning included development of an individualized strategic planning process to be used in order to fully engage staff and leadership in identifying strategic goals and aligning department resources to achieve those goals. The individualized strategic planning process incorporated a framework for review and discussion by all agency staff members of significant trends in the issues at the community and agency levels that impact public health issues, policies and programs in Grand Forks. This review and discussion took place in agency team meetings during October of 2017. Following this staff engagement process, agency staff and leadership convened for a day-long strategic planning retreat in November 2017, through which the preliminary draft of the strategic plan was developed. The preliminary strategic plan draft received additional vetting and input from department staff membership and leadership, along with board of health members and other community stakeholders.

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A discussion of the strategic planning process was included as part of the quarterly Board of Health meetings during the past year, as part of a discussion on accreditation updates. All Board of Health Members were invited to the November 30, 2017 strategic planning session and a progress update was provided during the January, 2018 Board of Health meeting. Feedback and insights gained from external stakeholders through the CHA and CHIP processes were reviewed by staff and reflected in the overall strategic planning process and strategic planning documents.

Internal and external feedback and input were incorporated into the final strategic plan, which was submitted to the board of health for final review and approval. The final plan is the product of many hours of dedicated effort by the department and community stakeholders to best position the Grand Forks Public Health Department as the community’s chief health strategist, with the ability to convene and engage multiple sectors of the community in successful collaborations that lead to overall improvements in the health and well-being of the residents of Grand Forks.

The strategic planning retreat included the following components and activities:

• Review and affirmation of agency vision, mission, and guiding values

• Discussion of significant trends in the community and in the agency over the past five years that impact public health issues, policies and programs

• Identification and discussion of community assets, challenges and opportunities that inform the agency strategic plan

• Identification and discussion of agency assets, challenges and opportunities that inform the agency strategic plan

• Group process to identify strategic goal areas

• Group process to develop preliminary objectives and metrics in each strategic goal area

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LINKAGE OF THE STRATEGIC PLAN TO NEW AND EXISTING PLANS AND PROCESSESBecause the strategic plan guides and directs the department in assuring a strong public health infrastructure, it is foundational to assuring the success of multiple plans and processes at the agency and community levels, including the Community Health Assessment and the Community Health Improvement Plan at the community level, along with the workforce development plan and quality improvement plan at the agency level. The strategic plan also establishes the basis for the creation of new internal plans and processes to enhance organizational effectiveness, including a communication plan, technology review and plan, agency space review and plan, fiscal review and plan, and community engagement review and strategy development. The community engagement review and plan will parallel ongoing development, implementation and monitoring of the community health assessment and community health improvement plan.

The 2016 Grand Forks Community Health Assessment was a collaborative effort led by Altru Health System and the Grand Forks Public Health Department. The community health assessment process engaged multiple partners in the assessment, which provides insight on community health issues, population health status and needs, and identifies areas for improvement in overall community health. The community health assessment is being utilized by health care providers, public health officials, policymakers, community-based organizations, and individuals, all working to improve the health status of residents in Grand Forks County. The processes utilized in the community health assessment, including data review and analysis, focus groups and community surveys support the work of community partners to coordinate strategies, interventions, and resources, achieving collective impact on our major health and needs.

STRATEGIC

Through a comprehensive and coordinated process, Grand Forks community health partners identified five top priority areas for community health improvement:

1. Improve access to behavioral health services, including addiction treatment and counseling

2. Reduce incidence of prescription and illegal drug abuse

3. Reduce the rate of obesity

4. Reduce the incidence of binge drinking and alcohol abuse

5. Improve care coordination and access to health care

These top five community health priorities are fully addressed through multi-sector strategies in the Grand Forks Community Health Improvement Plan, to be completed during 2018.

The Grand Forks Community Health Assessment, Community Health Improvement Plan, and the Grand Forks Public Health Department Strategic Plan are the core documents guiding the work of the Grand Forks Health Department in serving as chief health strategist through engaging, collaborating, and supporting the work of multiple community partners to achieve significant improvements in health as well as community and individual well-being for the residents of Grand Forks.

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PURPOSE AND BACKGROUNDThe overarching purposes of the Grand Forks Public Health Department Strategic Planning Process and Strategic Plan are to:

• Assess and address the department’s internal capacity to assure the essential public health services for the Grand Forks community

• Identify strategic priority areas, goals and metrics to advance the overall capacity and performance of the Grand Forks Public Health Department

• Establish a framework to share ongoing, high-level agency priorities and strategies with community stakeholders

Monitor health status to identify community health problems

Diagnose and investigate health problems and health hazards in the community

Inform, educate, and empower people about health issues

Mobilize community partnerships to identify and solve health problems

Develop policies and plans that support individual and community health efforts

Enforce laws and regulations that protect health and ensure safety

Link people to needed personal health services and assure the provision of health care, when otherwise unavailable

Assure a competent public health and personal healthcare workforce

Evaluate effectiveness, accessibility, and quality of personal and population- based health services

Research for new insights and innovative solutions to health problems

The 10 essential services also provide the basis for the national public health standards and public health agency accreditation process established through and administered by the Public Health Accreditation Board (PHAB). The Grand Forks Public Health Department upholds the PHAB Standards and is currently in the process of pursuing agency accreditation through PHAB, consistent with its commitment to achieving a culture of quality and continuous improvement.

The Grand Forks Public Health Department strives to assure provision of the 10 Essential Public Health services for the Grand Forks community. These essential services were established by the national public health community and provide a framework to inform community stakeholders of what they can expect of governmental public health agencies at the local, state, and national levels. The essential services are:

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STRENGTHS INTERNAL WEAKNESS INTERNAL

OPPORTUNITIES EXTERNAL

THREATS EXTERNAL

• Technology enhancements and skills

• Focus on health in all policies

• Focus on education and engagementof the public

• Efficient use of resources

• Quality focus

• Focus on data and outcomes

• PSE (policy, systems, environment) focus

• Workforce development focus

• Expertise within department

• Community partnerships, asset sharing

• Branding

• Committed, competent staff with serviceorientation

• Good problem solving

• Keeping up with/streamlining technology

• Funding constraints, including limitationsand funding silos

• Effective management of workload, time

• Ability to adapt to rapid change

• Limited cross training

• Physical space constraints

• Gaps in workforce skill sets, including fluencyin research and data

• Support and enhance community engagementand education

• Enhance engagement with outsideorganizations and planning entities

• Increase engagement with non-traditionalpartners

• Focus on built environment

• Relationship building

• Information sharing

• Work across boundaries, state lines

• Informing and managing communityexpectations

• Misinformation, lack of knowledge of public health principles/practices

• Denial of issues

• Passing the buck

• Resistance to change

• Stigma attached to some public health issues, including behavioral health, substance abuse

• Distance, rural isolation

• Varying views among community leaders

• Lack of consensus among partners

• Lack of buy-in from other organizations and city departments

• Competing priorities/agendas

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COMMUNITY AND AGENCY SWOT ANALYSISA SWOT analysis looks at the strengths, weaknesses, opportunities and threats which provide the context within which the organization operates. The Grand Forks Public Health Department SWOT analysis was conducted from September through November of 2017 through internal discussions with agency staff, leadership and board members, and through the department’s strategic planning retreat in late November 2017. The insights obtained through the SWOT analysis informed the department’s strategic plan.

The Grand Forks Public Health Department is committed to:• promoting healthy environments and lifestyles• preventing disease• building community resilience through preparedness• assuring access to health services

The Grand Forks Public Health Department aspires to be a consumer-focused agency delivering the highest quality public health services, which are science-informed and evidence-based. The department’s work is focused on demonstrating these values:

CLIENT FOCUSED: We will demonstrate a caring attitude and deliver information that is meaningful and understandable to the client. We will listen and respond positively to focus on the client’s best interest.

RESPECT:We will acknowledge the dignity and diversity of individuals, groups and communities. We will treat all others as we wish to be treated.

COLLABORATION:We will embrace opportunities to share and accept resources to promote optimal health for residents of Grand Forks County. We will work with others to form strong partnerships.

INTEGRITY: We will adhere to the highest standards of honesty and fairness which are essential elements of our professions. We will follow through on our commitments to the community and each other.

EVIDENCE-BASED: We will deliver high quality public health services supported by best evidence. We will make science-informed decisions to guide our work.

ADVOCACY: We will improve population health and community conditions through the implementation of sound policy. We will empower the community to achieve its maximum potential.

VISION

MISSION

VALUES

HEALTHY PEOPLE HEALTHY ENVIRONMENT HEALTHY COMMUNITY

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STRATEGIC AREAS, GOALS AND OBJECTIVES

GOAL 1: To improve the overall infrastructure of the health department to support effective delivery of the 10 essential public health services

Objective 1.1: Complete a baseline assessment of the financial status of agency programs, to include funding sustainability and revenue generation by December 31, 2018

Objective 1.2: Develop and implement an agency-wide process for performance management that incorporates the quality improvement plan by June 30, 2019

Objective 1.3: Develop and implement an agency technology plan to include periodic review and updating of electronic devices and software by Dec 31, 2018

Objective 1.4: Finalize and implement the recommendations of the agency space study, to include improved signage, accessibility, breastfeeding room, immunization room, and expanded front desk space by December 31, 2019

GOAL 2: Develop, sustain, and enhance broad community partnerships to improve the health of Grand Forks

Objective 2.1: Assess, optimize, and maintain involvement in community assessment (CHA) and community health improvement plan (CHIP) activities by December 31, 2018

Objective 2.2: Enhance agency website and social media strategy to highlight CHA/CHIP by December 31, 2018

Objective 2.3: In collaboration with community partners, review and affirm/update the CHA and CHIP objectives and strategies by December 31, 2020

GOAL 3: Develop and communicate a policy agenda and framework to support population health improvement and effective public health agency operations

Objective 3.1: Establish a process and timeline for ongoing review of existing local health policies and identification of policy gaps by December 31, 2018

Objective 3.2: Establish a process and timeline for ongoing review and updating of agency policies by June 30, 2018

Objective 3.3: Develop and implement a Policy System and Environmental Change (PSE) informational presentation for agency staff, partners, and other city and county departments by June 30, 2019

STRATEGIC AREA 1

STRATEGIC AREA 2

STRATEGIC AREA 3

HEALTH DEPARTMENT INFRASTRUCTURE

COMMUNITY PARTNERSHIPS

POLICY

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GOAL 4: Build capacity among agency staff members to assure effective assessment, planning, implementation, and evaluation of health department programs and services

Objective 4.1: Implement an annual review and update of the agency workforce development plan by October 31, 2018

Objective 4.2: Develop and implement a new employee orientation program and process for onboarding personnel by June 30, 2019

Objective 4.3: Develop and implement a process for accepting and mentoring students in practicum and internship placements by January 1, 2019

Objective 4.4: Develop and implement a plan for cross-training in targeted areas of the agency by January 1, 2019

Objective 4.5: Develop and implement a process for reviewing assessment data from PHWINS survey to identify and implement training that addresses competency gaps and skills needed for 21st Century public health practice in agency personnel by January 1, 2019

GOAL 5: Enhance the department’s capacity to effectively communicate health messaging to stakeholders and the community-at-large

Objective 5.1: Formalize the work of the Grand Forks Public Health Department Communications Committee through the development of a plan outlining responsibilities, methods of communication, and regular reporting at staff meetings by December 31, 2018

Objective 5.2: Develop a plan to incorporate the position of public health public information officer into the Grand Forks Public Health Department by January 1, 2019

Objective 5.3: Develop and implement an agency communication plan that includes strategies for ongoing communication with the media and ongoing community engagement by June 30, 2019

STRATEGIC AREA 4

STRATEGIC AREA 5

WORKFORCE

COMMUNICATION

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