Transcript STRATEGIC HEALTH PLAN 2010-2015

STRATEGIC HEALTH PLAN
2010-2015
Annual Report April 2012
Pam Jahnke, , RN, CNO
Mark Guidry, MD, MPH, CEO
4/1/12
SHP Five Year Timeline
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Period: 2010 to 2015
SHP adopted by both Boards February 2010
2010 progress report given February 2011
Added Wellness Priority February 2012
2011 progress report given April 2012
2012 progress report due 2013
2013 progress report due 2014
2014 final progress report and report card due
for five year plan 2015
• Early 2015 establish new SHP for 2015-2020
Priorities of the SHP 2010-2015
 Improve access to care for the Indigent and Uninsured
 Improve the health of our community and environment
 Prepare for and respond to public health emergencies
 Modernize facilities and use of technology
 Strengthen the efficiency and effectiveness of business
practices
 Developing a competent and professional public health
workforce
 Continue to improve and strengthen the credibility of
the Health District
 Promote wellness in worksites and throughout
Galveston County and cities
Priority 1: Improve Access to Care for the Indigent and
Uninsured Major Accomplishments
Planned for Coastal Health & Wellness (CH&W) clinic site at Mid County
Annex: 8 more exam rooms, 2 more treatment rooms, improved flow
and security, etc.
Explored partnership with UTMB Family Medicine Residency Program for
educational opportunities
Adopted CH&W Billing and Collections Policy to increase operational
revenue
Planned for CH&W discount Walgreen’s pharmacy services
Planned Same Day appointment process
Redesigned and simplified County Indigent Health Care Program eligibility
process. Shared information at community forum
CEO appointed to statewide Public Health Policy and Funding committee
Wrote expansion grant (unfunded due to federal budget freeze)
Enrolled providers for Medicaid Meaningful Use
Continued funding partnerships with local hospitals for case manager
Priority One: Improve Access to Care for the Indigent
and Uninsured Next Steps
Complete three-phase move of CH&W to Mid County Annex
Implement Same Day appointments for medical and dental
patients
Seek grant funding opportunities to expand clinic hours,
locations
Explore opportunities for CH&W revenue generation: Medicaid
1115 Waiver, Patient Centered Medical Home accreditation,
Meaningful Use, billing and collections
Track and discern changes in state and federal healthcare policy
and plan for impacts
Inform and educate the public and policy makers: continue
community forums
Priority Two: Improve the Health of our Community
and Environment Major Accomplishments
Issued numerous health advisories (e.g. pertussis, mercury and
ciguatera poisoning)
Implemented secure online school surveillance reporting system
for flu and other reportable diseases
Increased the capacity to quarantine more animals after bite
injuries
Educated elected officials and the public on preventing storm
water pollution
Implemented obesity workshops for WIC clients
Developed a coalition to decrease infant mortality by promoting
work site breastfeeding (grant)
Developed clinical screening guidelines for adults, electronic
educational materials and preventive peer review measures
Worked with Mainland Medical Center to improve EMS care for
stroke patients
Priority Two: Improve the Health of our Community
and Environment Next Steps
Improve clinical services for STDs and TB in Mid County Annex
Improve compliance with state requirements for STD/HIV, TB , WIC and
Title V operations through internal quality assurance activities
Inform and educate policy makers about current environmental issues
and threats
Integrate awareness activities among public health programs that serve
similar target populations; collaborate with school districts and faithbased organizations
Train and educate CH&W staff on ways to promote wellness in clinic
patients (for example, tobacco and obesity interventions)
Improve preventive screenings in CH&W by monitoring reports of
applicable measures as part of quality assurance process
Establish tobacco cessation group counseling for clinic patients
Priority Three: Prepare For and Respond to Public
Health Emergencies Major Accomplishments
Expanded and improved the use of technology for emergency
notifications
Promoted hurricane preparedness activities in a Daily News guest
column submission by the CEO
Enrolled and trained 140 new Medical Reserve Corp volunteers
Purchased equipment for readiness: two trailers, boxes for
delivering medications to the public at mass vaccination outreach
sites, stanchions, dollies, radios, identification clothing
Preparedness staff collaboratively trained and prepared for
emergencies with multiple community partners , attending 59
events
Established an animal services agreement with the Humane
Society of the United States to provide support in disasters
Priority Three: Prepare For and Respond to Public
Health Emergencies Next Steps
Continue to attend local and regional preparedness drills and
exercises
Continue to recruit and train volunteers for Medical Reserve
Corp
Organize storage of equipment and supplies in planned storage
areas in Mid County Annex for most efficient use in a public
health emergency
Continue annual hurricane preparedness activities to train staff
and inform the public
Assure contract compliance with the state during audits
Priority Four: Modernize Facilities and Use of
Technology Major Accomplishments
Opened state-of-the art Animal Resource Center with a public friendly
environment that promotes adoption and education
Planned the Mid County Annex facility to meet outlined goals
Implemented digital medical and dental x-rays in CH&W
Trained CH&W staff and rolled out NextGen electronic medical record
Trained CH&W staff and rolled out NextGen electronic dental record
Implemented billing improvements related to new practice
management system
Trained staff and implemented Shelter Pro, an animal services data
management system that can link animals and their owners
Continued roll out of electronic accounting and payroll system: cash
drawers, fixed asset module, budget module and reporting systems
Purchased and configured new contract management software program
to improve access and tracking
Priority Four: Modernize Facilities and Use of
Technology Next Steps
Complete three-phase move to Mid County Annex
Work with Animal Services Interlocal Agreement members to approve
a funding formula , scope of services, etc. starting in FY 2013
Renovate Galveston CH&W site for improved productivity and flow
Continue development of NextGen documentation to meet
Meaningful Use and improve quality of care
Continue development of NextGen systems to improve billing and
collections
Utilize Shelter Pro to report field animal control data by jurisdiction
and to bill clients through an accounting system interface
Complete accounting interfaces to other GCHD software, develop HR
module and identify and build standard management reports
Explore ways to electronically file and store government documents
Priority Five: Strengthen the Efficiency and Effectiveness of
Business Practices Major Accomplishments
Provided Program snapshots at Board meetings
Set up a reserve fund for emergencies (e.g. rabies prophylaxis for uninsured)
Increased Board participation in community meetings and Health District
activities (e.g. TACHC conference, joint Board tour, CH&W transformation
brainstorming meeting, community forum)
Explored opportunities to consolidate administrative functions with the county
(e.g. phone system, IT, document management, security systems)
Rolled out electronic accounting system for fixed asset management, cash
drawers and electronic receipts, budgets and HR
Incorporated preventive safety training into monthly GAAA staff meetings
Updated Animal Services and Immunization fees
Improved reports to Boards on state or other audits including findings and
corrective actions
Implemented CH&W payment plans and collection processes
Improved CH&W customer service surveys and established a baseline
Developed customer service tool for new food service openings
Priority Five: Strengthen the Efficiency and
Effectiveness of Business Practices Next Steps
Facilitate Boards review of monthly financial reports to the
Boards for feedback and possible improvement
Pursue grant opportunities to fund personnel and resources
needed to accomplish strategic goals and activities (e.g.
wellness initiatives)
Track and trend risk and safety compliance issues, analyze
trends and suggest improvements
Explore on-line payment options for fees
Develop customer feedback tools for GAAA
Improve CH&W registration and billing processes
Track and trend customer service measures for CH&W
Priority Six: Developing a Competent and Professional
Public Health Workforce Major Accomplishments
Implemented a letter to new employees from CEO on values, roles and
responsibilities in government and offered coaching and guidance
Tracked annual trainings to meet legal requirements
Revamped orientation program for new employees
Performed market-based salary analyses on selected positions
Updated policies and guidelines on employee intranet
Developed employee mentoring programs in GAAA , Community Health
Services and Environmental Services
Trained employees intensively on new electronic software and processes:
• Coastal Health & Wellness: digital X-rays, electronic medical record,
electronic dental record, new billing and collections procedures
• GAAA: Upgraded field software so EKG and vital signs transmit to run sheets
• Animal Services: new Shelter Pro software track data on animals, owners,
revenue and field services such as complaint calls
Elicited employee feedback on CH&W Transformation Plan; recognized
employees “Going From Good to Great!”
Developed an exit survey for employees that voluntarily leave
Priority Six: Developing a Competent and Professional
Public Health Workforce Next Steps
Complete the GCHD guide for new supervisors
Survey continuing education needs for licensed/certified staff
Improve orientation for new employees
Expand and improve activities to promote employee wellness
Continue to roll out electronic enhancements for HR module
to include:
Employee access to enrollment forms and ability to update
personnel information
Managers’ access to their staff’s personnel information
Priority Seven: Continue to Improve and Strengthen the
Credibility of the Health District Major Accomplishments
Met with League City officials, at their request, regarding potential
collaboration model for animal services and rabies control {Target: cities}
Developed the STAR volunteer program to support the Animal Resources
Center {Target: the public}
Improved Health District and CH&W public websites for ease of navigation
and more professionalism {Target: the public}
Informed the public and stakeholders of changes to programs such as CH&W
through filmed DVDs, fliers, website notification and a planned community
forum {Target: the public}
Developed Transformation Plan for CH&W with Board and employee input to
improve public perception of the clinic {Target: the public}
Worked with health partners to explore technology to share electronic data to
better manage patient care {Target: partners}
Continued to meet with community groups: Lead Task Force and new Healthy
Babies Coalition {Target: partners}
Enforced new collections policy, which changed the perception that CH&W is
a free clinic {Target: clients}
Priority Seven: Continue to Improve and Strengthen
the Credibility of the Health District Next Steps
Continue planning and execution of an environmental risk assessment for
county and member city jurisdictions {Target: cities}
Explore new technologies such as Facebook and Twitter, and strategies to
reach segments of the public {Target: youth, public that uses social media}
Review Consumer Health inspection processes and propose changes that
support standardization and monitoring {Target: businesses}
Prepare and disseminate to stakeholders a report by jurisdiction to show
average response times of animal control officers to calls for assistance
{Target: interlocal cities}
Lead community discussions on health policy and funding issues as begun in
the community forum meeting {Target: local partners}
Complete Phase I of CH&W Transformation Plan and develop Phase II to
improve community perceptions and market the clinic {Target: local
community}
Priority Eight: Promote Wellness in Worksites and
Throughout Our Community Major Accomplishments
Boards prioritized wellness initiative February 2012
Developed wellness website to link users to national and local
resources, www.wellRU.org
Produced “What is Wellness” video infomercial
Began Health District employee wellness initiative: weight
challenge, nutrition displays and physical activity classes
Worked with county wellness committee to develop and
implement a worksite wellness program for county employees
focusing on tobacco cessation, improving nutrition and physical
activity
Planned for Eat Well Galveston County program to identify
restaurants with healthy choices
Developed and adopted adult preventive screening guidelines
and quality measures for CH&W patients
Priority Eight: Promote Wellness in Worksites and
Throughout Our Community Next Steps
Expand and improve GCHD worksite wellness program
Implement Eat Well Galveston County and enroll local
restaurants
Seek funding opportunities to sustain wellness activities
Promote preventive health visits
Track and trend preventive measures for CH&W patients
Train clinical staff on interventions and approaches to
prevention
Engage community groups in wellness initiatives
Provide technical assistance to employers initiating worksite
wellness programs
Establish 10 mother-friendly worksites to promote
breastfeeding (grant)
Assessment of SHP
Accomplishments in 2011
We are on target to complete the Strategic
Health Plan 2010-2015 goals and objectives as
drafted
THANK YOU!