HomeMy WebLinkAbout07 July
COMMUNICABLE
OISEASE CONTROL
PUBLIC HEALTH
NURSING
VITAL
ST A TI STlCS
ENVIRONMENTAL
HEALTH
HEALTH
EDUCATION
-=a>
-~
J.
i,#.L- -- .'
JEFFERSON COUNTY HEALTH DEPARTMENT
802 SHERIDAN PORT TOWNSEND, WASH. 98368
(206) 385.0722
HEALTH BOARD
Minutes: July 16, 1991
BOARD MEMBERS:
STAFF MEMBERS:
B. G. Brown, Chairman
Larry W. Dennison, Member
Richard E. Wojt, Member
Larry Fay, Director of
Environmental Health
David Specter,
Administrator
Nancy Gow, Acting Director
of Nursing Services
J. Peter Geerlofs, M.D.,
Health Officer
CITY OF PORT TOWNSEND
REPRESENT A TIVE:
Sheila Westerman
The meeting was called to order at the appointed time by Chairman B. G.
Brown. The following Board and staff members were present: Larry Dennison, Richard
Wojt, Dr. Peter Geerlofs, David Specter, Nancy Gow, Environmental Health Specialists
Linda Atkins and Gwen Howard, and Community Services Director David Goldsmith.
Health Department staff Winona Giersch and Retha Allain were also present
APPROVAL OF MINUTES: Commissioner Dennison moved to approve
the Minutes of June 18, 1991 as presented and Commissioner Wojt seconded the motion
which carried by unanimous vote.
Health Board Minutes - July 16, 1991
ADMINISTRATOR'S REPORT
Page: 2
Financial Report: Administrator David Specter reviewed the financial
report to date in 1991. The department is under on projected revenues, but expenses also
have been lower than anticipated. This fall they will update all fees and charges, and
amend the Health Department Fee Ordinance.
Program / Grant Update: The Dental Program will be cut by 25 % next
year, but the State is trying to work with smaller counties for a 10-15 % cut back
Another program, the Interagency Coordinating Council has received an extra $10,000
this year, The strategy is to use the funds to strengthen existing positions in the
program rather than to hire a new person.
Contracts: David Specter asked about the approval procedure on two
contracts. The Childbirth Educator is a subcontractor to do childbirth education classes.
The Family Planning Contract is a simple renewal with Clallam County. Chairman
Brown explained that these would go on the consent agenda for the County
Commissioners' meeting.
Alete Client Information System: David Specter explained that this
software system has several features that fit the department's needs. Some of the key
functions include: patient registration, appointment scheduling and recall, visit data entry,
and third party billing and statements (see attached list) Some benefits of the system
are: increased staff productivity, reduced operating costs, and improved cash flow. They
would like to implement the system by January 1, 1992. David Specter presented two
cost options. Option A would use existing hardware, the total cost is $3,500.00. The
cost of Option B is $7000.00 total because it includes a new computer and printer. After
a brief discussion, Commissioner Wojt moved to approve Option B. Commissioner
Dennison seconded the motion which carried by unanimous vote.
APEX: Organizational Assessment Worksheets: A booklet was handed out
to each member of the Board and Community Services Director David Goldsmith.
David Specter explained the purpose of the questions, asked that each person answer
them based on perceived importance and return the booklet to him by July 30.
DIRECTOR OF NURSING REPORT
Health Care Commission: Nancy Gow explained about this new State
Commission. Their preliminary report will be out in December, the final report in a
year. Their recommendation will shape health care in Washington state, and have an
impact on local public health departments.
Health Board Minutes - July 16, 1991
Page: 3
Director of Nursing Report - Continued
Statistics: The number of people being tested for HIV has increased
considerably since last year. Each client that is tested takes 1/3-1/2 day of nursing time.
The demand for this testing will probably continue to increase in the future. There
has been an increase in the number of clients immunized and also in the number of
injections in a series. The Well Child Clinics are now established in Chimacum and
Quilcene. The Chimicum Clinic is always full.
DIRECTOR OF ENVIRONMENTAL HEALTH REPORT
Contaminated Well Investig-ation: Environmental Health Specialist Linda
Atkins presented the update on this well site on Jacob Miller Road She showed an
aerial photo of the area in relation to the landfill. There was a discussion about the
domestic wells and monitoring wells on the same aquifer. The recommendation from
one hydrogeologist was that two additional well logs (drilled to 50 feet) be completed
in the vicinity. The discussion continued about the placement and depth of these test
wells. The Board concurred that they would like to schedule a meeting as soon as
possible with another geologist regarding the area and other options.
Farmers Market: Environmental Health Specialist Gwen Howard presented
a letter from Candice Cosier requesting a waiver for the individual health permits
required by each vendor of fish and shellfish at the Market There was a discussion
about the selling of high risk foods and the important fact that each vendor know the
rules. Commissioner Dennison moved to deny the request for the variance from fee and
inspection. Commissioner Wojt seconded the motion which carried by a unanimous vote.
MEETING ADJOURNED. The next meeting is scheduled for August 20, 1991 at 10:00
a.m.
JEFFERSON COUNTY BOARD OF HEALTH
~~
If. G. Brown, hairman
",r -- ::'
,
ALETE
AUTOMATED CLIENT INFORMATION SYSTEM
System Features
1 Patient Registration
2 Appointment Scheduling & Recall
3 Visit Check-in & Data Capture
4 Patient Check-out & Cashiering
5 Visit Data Entry
6 Third Party Billing
7 Patient Statements
8 Payment Receipt
9 Follow-up & Collections
10 Report Generation
, ..-
GOALS FOR AUTOMATED SYSTEM
1 Increase Staff Productvity & Efficiency
2 Maximize Reimbursement
3 Improve Cash Flow
4 Reduce Operating Costs
5 Increase Accuracy
6 Improve Service to Clients
7 Generate Management Information to
Evaluate and Plan Programs
. ..
ALETE SYSTEM
Implementation Schedule
July
August
September
October
November
December
January
Board Approval
Hardware/Software Acquired
Training Complete
Billing System Functional
Registration/Scheduling Systems
Functional
Data/Report Systems Functional
Implementation Complete
.." . ~
ALETE SYSTEM,
PROJECT COSTS
IOPTION A.: EXISTING HARDWARE. . j
Software License
Training
System Installation
Peripheral Equipment
TOTAL:
$2,000
500
500
500
$3,500
IOPTJON B: ADDITIONAL HARDWARE .1
Software License
Training
System Installation
Computer/printer
Peripheral Equipment
TOTAL:
$2,000
500
500
3,500
500
~
$ 7 I ()01)
, '';,-
J_
,~
,
J
,-:
A'P"EI".:"';::;J' :.'!fl1""""YHJ.'
-' "" ,-,~; ',--; .:'1~ '.._ ,":,:";::~ -:::->,~,.,,::~', :-., <, "--
, -". ',' .--::; .":"::<'\;-,.. \,''', .: . '--, ,-: ,
'), : ,': >-.
O aIUati' ....; .. nal
' ..' ,-
..rg ,.:.8"
"Capacity ~meDt
- ,-" -, , -,:, ' '\''<'..,' ,
llJ.,.;.:.
." '.'.' .
- 'j: ,:' -'~{",'!, ~.~,:, -c, "__
,_-,;,,;0',""';'""'"
D8.
'tOTAL '1'XU:
\v',
, J.'"
~' ,'. +,'; '.
," .;{,,/~{':>;ti-;',
".",~ .
-;;;~i::;:_;,;;~:~B':;
'.f ."
RBAD THIS BBFORB COJIPLBTIlIG WORKSHBET
For the purpose of the
following terms used in
indicated: .
COJUmlfITY HEALTH:
POLICY BOUD:
STATB BBALTB AUTHORITY:
STAT!: PUBLIC BBAL'l'B
COJIXITT!:E I STATE ADVISORY
BODY:
Jefferson County Health Department, the
the assessment worksheet are defined as
Includes both nursing programs
and environmental health programs.
Refers to the Board of Health,
presently comprised of the three
County Commissioners.
Refers to the State Department of
Health.
Means any committees that are
advisory to the state Department of
Health or State Board of Health.
"
of.
..,
TEAM 2
APEX INSTRUCTIONS
1. SCORE INDICATORS BASED ON PERCEIVED IMPORTANCE
2. ANTICIPATE 1 TO 1 1/2 HOURS TO COMPLETE THE WORKSHEET
3. PLEASE NOTE TOTAL TIME SPENT COMPLETING WORKSHEET ON
FRONT COVER (WE ARE TRACKING THE TOTAL TIME INVOLVED IN
THE APEX PROCESS)
4. PLEASE RETURN THE COMPLETED WORKSHEETS TO DAVID S. NO
LATER THAN TUESDAY, JULY 30 (TWO WEEKS)
5. NOTE DEFINITIONS ON INSIDE FRONT COVER
6. HAVE FUN!
DON'T HESITATE TO CALL DAVID, NANCY OR LARRY IF
YOU HAVE ANY QUESTIONS.
CAPACITY ASSESSMENT WORKSHEETS
Perceived Current
I. Indicators for Authority To Operate Importance Status
CocM-: H M l. a* Code<< F P N 0 ,**
A. Legal Authority
1. The heal1h department has clear authority to act as a 1.
law enforcement office for public health problems.
2. The health department has authority to develop and 2.
introduce local regulations when needed.
3. The health department has the authority to delegate 3.
public health duties to municipalities within its
jurisdiction.
4. The health department has agreements for the joint 4.
exercise of public health powers with neighboring
Jurisdictions.
5. The health department exercises authorities delegated 5.
to it by the state or federal govemment.
Other:
"Pwc*ved Importence Codes:
H = High Importance
M = Moderate importance
L os Low importance
o "" Not relevant
..current SI.tus CodM:
F = Fully met
P = Partially met
H _ Not met at aU
o . Not refevant
7 _ Status unt<nown
31
32
ASSESSMENT PROTocoL FOR ExCELLENCE IN PuBLIC HEAr. TH
Perceived Current
I. Indicators for Authority To Operate Importance Status
eo....: H M I. D. Co": F P N 01*-
B. Intergovernmental Relations
1. At least once every two years (biennially). the health 1.
department reviews its joint powers agreements.
memoranda of understanding, and other agreements
with units of govemment within its juriSdiction or in
neighboring jurisdictions to identify problems. propose
solutions. and look for areas for further development.
2. At least biennially. the health department reviews and 2.
discusses its formal relationship with the state health
authority to identity problems. propose solutions. and
look for areas for further development.
3. The health department is represented on a state public 3.
health committee or other body advisory to the state
health authority.
4. Units of government within the jurisdiction of the health 4.
department are represented on a committee.
subcommittee, or other body advisory to the local
department of health.
5. The health department is regularly consulted by the 5.
local elected offlcfals about aspects of local policy
relating to health issues.
6. The health department is regularly consulted by the 6.
state elected officials about aspects of local policy
relating to health issues.
7. The director or a representative communicates 7.
appropriately and regulariy with state legislators who
represent the district the health department serves.
8. The health department is regularly consulted by the 8.
local schools when setting health policy.
9. The health department has a formal and productive 9,
working relationship with the state health authority.
Other:
.Perc.,YMllmportance Codes:
H "" High importance
M "" Moderate importance
L Low importance
o "" Not relevant
**Current Sbltus Codes:
F '" Fulty met
P "" Partially met
N "" Not met at all
o Not relevant
7 :s Status unknown
. .
;
(~
Pm l. Organizational Capacity Assessment
33
Perceived Current
I. Indicators for Authority To Operate Importance Status
eo-.: H M L 0" Co": F P NO'''.
C. Legal Counsel
1. The health department has legal counsel sufficient to 1.
provide advice as needed on administrative practices;
department powers. duties, policies, and procedures;
relevant laws and ordinances; contracts; and other
legal matters.
2. The health department maintains a current file or 2.
library of all relevant federal, state, and local statutes
and regulations.
3. At least biennially, the director and the management 3.
staff of the health department review with legal counsel
the specific authorities of the department to operate
pubic health programs and to enforce public health
laws, ordinances, and regulations, as well as the
specific responsibilities these entail.
a As a part of this review, the director and 3a.
management staff Identify the public-health-related
legal authority and responsibilntes of other
organizations in the community.
b. The director and management staff of the health 3b.
department continuously maintain documentation
of the scope of the department's powers to adopt
its own regulations and the specific responsibilities
these entail.
4. Procedures for the enforcement of board authornles 4.
and responsibilities are documented and are reviewed
at least biennially with legal counsel.
5. The health department maintains current flies 5.
documenting the legal status of all health-related
organizations operating within its jurisdiction
(department of government, private nonprofit
corporation. private unaffiliated and unincorporated
group, etc.).
Other:
.Perceiwct Importance Codes:
H = High Importance
M = Moderate importance
L. "" Low importance
o "" Not relevant
"Current Sbllus Codes:
F = Fully met
P = Partially met
N :a Not met at all
o ::::0 Not relevant
7 = Status unknown
Part I. Organizational Capacity Assessment
35
Perceived Current
II. Indicators for Community Relations Importance Status
Co": HMLO. Cod..: F P H 01"'-
A. Constituency Development
1. The health department has a system that actively 1.
involves individuals and groups affected by its planning
of services, its methods of service delivery, and Its
service results.
2. At least every four years, the health department 2.
actively involves all key individuals and organizations
within its jurisdiction that might be engaged in public-
health- related activities to deteonine their goals and
their perceptfons of their roles, authorities, and needs,
induding:
a. Units of government with authority within the 2a
jurisdiction of the health department, Including the
govemmental unit from which the department
derives Its basic authority.
b. The general public of the community, at least 2b
through some foon of community health committee
or representation on an advisory body.
c. Interest groups, such as environmental protection 2c
and conservation groups, local business
organizations, the local medical and dental
societies, religious organizations, and other key
organizations in the community.
d. Representatives from hospitals, community health 2d
centers, the Visiting Nurse Association, and other
health and human service agencies.
e. Educational Instltutfons. such as university schools 2e
of public health, medicine, and nursing; colleges.
private schools, and local school districts,
f. Other potential stakeholders in local public health. 2f
3. The health department cooperates and collaborates 3.
with other community agencies that have similar or
overtapping missions.
4. The health department cooperates and collaborates 4.
with other agencies that deliver similar programs In
the same service area.
.Perc.lv.d Import.,ce C0de8:
H ::z High importance
M = Moderate importance
L :: Low importance
o = Not relevant
"''''Current Sl81U1i Cod..:
F . Fully met
P '" Partially met
N "., Not met at all
o Not relevant
? = Status unknown
36
ASSESSMENT PROTOCoL FOR ExCELLENCE IN PuBLIC HEA1.11l
PerceIved Current
II. Indicators for Community Relations Importance Status
eo..: HMlO" Code.: F P N 0 '1''''.
A. Constituency Development (continued)
5. The health department has formed a citizens' or 5.
community committee or has established another
formal method of involving the people it serves in the
identification of community health problems and the
development of a community health plan.
6. The health department has established mechanisms to 6.
guide and ensure active and cooperative relationships
with community and professional groups.
7. Health department staff are aware of relevant 7.
programs, policies, and priorities otthe federal
Department of Health and Human Services (HHS),
Environmental Protection Agency (EPA), and other
related federal agencies.
8. The health department has a physician health officer, 8.
medical adviser(s), or consultant(s) to assist In
maintaining relationships with the private medical
community .
9. The health department has established relationships 9.
with a university school of public health, medicine. or
nursing, or with other educational Institutions within or
near Its jurisdiction for staff development, internships,
consultation, and other capacity-bundlng purposes.
Other:
.Percetved Importance Codes:
H "" High importance
M '" Mod9rale importance
L '" Low importance
o "" Not relevant
"'C1JI'1'ent StelUs Cod..:
F = Fully met
P = Partially mot
N "" Not met at all
o '" Not relevant
? .. Status unknown
<<
Pan I. Organizational Capacity Assessment
37
Perceived Current
II. Indicators for Community Relations Importance Status
Co...: HMLO'" Coo..:F pi N 07u
B. Constituency Education
1. The health department has a documented plan for 1.
Informing the public about the current health status of
the community.
2. The local media looks to the health department as a 2.
source of information about the health of the
community.
3. The health department regularly provides background 3.
Information and news information to the local media.
4. At least once a year, the director or a representative of 4.
the director meets with the representatives of health-
related community organizations to deflne inter-
organizational roles and responsibilities (see item A2
above for a brief list of potential representatives).
5. Professional staff members of the health department 5.
participate In or serve on councils, boards. or
. committees of public-health-related organizations at the
state and local level.
6. The health department has current mailing lists (no 6.
older than 1 year) of the directors, chairs. and other
officials of all citizen groups, service organizations,
health care professional organizations, business
groups, and other community organizations within its
Jurisdiction.
7. The health department has a means of regular public 7.
communication, such as a regular newsletter or column
In a community newspaper.
8. The health department makes its own information 8.
systems and databases available to interested
community groups for their health-related activities.
9. The health department has an established program for 9.
community volunteers and student interns In
departmental programs.
.Percelved Import.,ce Code>s:
H = Hlgf1lmportance
M = Moderate importance
L = Low Importance
o ,. Not relevant
...Curr.... sa-tus Codes:
F = Fully met
P = Partially mal
N = Not met at aN
o Not relevant
? ... Status unknown
38
ASSESSMEIIT PROTOCOL FOR ExCELLENCE IN PuBLIC HEAL m
PerceIved Cu rrent
II. Indicators for Community Relations Importance Status
eo..: HMLO* eo":F P N 0""'*
B. ConstItuency Education (continued)
10, The health department widely disseminates reports 10.
regarding public health issues to the community.
Other:
.
C. DocumentatIon
1. The health department maintains files documenting 1.
relatIons and communications with other organizations
related to the public health.
2. The hea"h department maintains current infonnatlon on 2.
the needs 01 hea"h-related organizations.
3. In all cases in which a potential duplication of 3.
significant public health activities might exist between
the health department and another local organization,
the director has established a written agreement with
the executive officer or board 01 that organization
clarifying functional relationships and identifying areas
01 collaboration.
Other:
.P.,eelved Imponence Codes:
H ~ High importanea
M = Moderate importance
L Low importance
o ::;I Not relevant:
..c....,.."t S..tus Codes:
F . Fully met
P ~ Partially met
N :I: Not met at all
o = Not r9fevant
? "" Status unknown
(
Part I. Organizational Capacity Assessment
39
< '
Perceived Cu rrent
III. Indicators for Community Health Assessment Importance Status
CG"': H M L 0" CodMI;F P N 07 ..
A. Mission and Role
1. The health department has a dear and concrete 1.
mission statement that all staff are capable of stating
and explaining in relation to their duties.
2. The health department has established a process for 2.
community health assessment and the development of
a community health plan.
3. At least every four years, the health department 3.
conducts a public review and discussion of its mission
and role, its public health goals, Its accomplishments,
past activities, and plans in relation to community
health.
4.
4. At least every two years, the heallh department fonnally
requests all units of govemment within its jurisdiction to
comment on the department's programs, plan, and
budget.
5.
5. The heallh department has and uses a prepared
presentation for Infonnlng the community and
community groups of its role and authority In relation to
the community's health.
6.
6. The health department maintains a current desalption
(no older than two years) of the public health services,
programs, and authorities of the municipalities in its
jurisdiction.
Other:
.P<<eelved Irnport8nce Codes:
H ~ High Importance
M ~ Moderete importan""
L "" Low importance
o -:10 Not relevant
..c....,..nt SIIIws Codes:
F . Fully met
P -:II Partialty met
N = Not met at ad
o .. Not relevant
? 3 Status unknown
40
ASSESSMENT PRoTOCoL RJR ExCEI.LENCE IN PuBLIC HEALm
Perceived Current
III. Indicators for Community Health Assessment Importance Status
eode.:HMLO. eoa..:F P N 07 ..
B. Data Collection and AnalysIs
1. The health department maintains a database of existing 1.
health resources and community health status.
2. The health department receives reports of 2.
communicable disease in the community on a daily
basis.
3. The health department has qualified professionals to 3.
review and analyze reported morbidity and mortality
data.
4. Morbidity and mortality data are reviewed and analyzed 4.
for appropriate action on a regular schedule.
5. The health department is responsible for collecting, 5.
processing, analyzing, and reporting birth and death
certificates. or Is part of a state-wide system for
obtaining such information.
6. The health department conducts appropriate statistical 6.
analysis of birth and death records and reports these
results to the policy board, staff. and community on a
regular basis.
7. The health department conducts or supports periodic 7.
risk factor surveys to identify community risk factors,
their prevalence, and interrelationships.
8. The health department regularly collects or requests
and receives from the state health authority locally
specific data needed for assessing the health of the
community.
a. The data indudes at least those data sets 8a.
suggested In Part II of this Wor1<book.
b. The health department collects or receives 8b.
additional locally specific data sets such as those
Induded In Part II. Section B.
Other:
.Percelved Importence CocMs:
H = High importance
M ::2 Moderate importance
L ::2 Low importance
o "" Not relevant
..c.......,. Sf.1Us Cod..:
F = Fully mel
P = Partlelly met
N = Not met at afl
o NoI ,"""'ant
1 . Status unl<nown
Part I. Organizational Capacity Assessment
41
Perceived Current
III. IndIcators for Community Health Assessment Importance Status
eo":HMLO. ..
Co..:F P N 07
C. Resource Assessment
1. The health department has joint powers agreements 1.
with other units of govemment In neighboring
jurisdictions or within its own jurisdiction for the shared
funding and operation of enforcement and service
delivery programs where economies of scale and
efficiency are possible.
2. The health department maintains a current roster of 2.
qualified health professionals employed by units of
govemment within its jurisdiction for reference in the
development of technical study groups, activities related
to professional development, and other personnel-
related purposes.
3. The health department participates in joint efforts to 3.
pool training needs with neighboring health agencies.
4. The health department has agreements with health- 4.
related organizations operating programs within its
Jurisdiction for sharing staff expertise.
5. The health department annually compiles or updates a 5.
listing ot health-related Information systems and data
bases maintained by community organizations that
operate within its jurisdiction.
6. The health department has an established program for 6.
the development ot In-kind contributions from private
Industry, private nonprofit organizations, churches, and
other community organizations.
Other:
"Pwcetved Import8nce Codes:
H = High importance
M :::0 Moderate importance
L ,. Low importance
o "'" Not fekllvant:
"current 5tetus Codes:
F ::t Fully met
P = Partielly met
N := Not met at all
o "" Not relevant
? "" Status unknown
42
ASSESSMENT PROTocoL FOR EXCELLENCE IN PUBLIC HEALTH
III. Indicators for Community Health Assessment Perceived Current
Importance Status
eoilM_:HMlO. eodM.:F pi N o,U
D. Planning and Development
1. The health department has staff with education and 1.
experience in planning and evaluation.
2. The health department uses health data. including vital 2.
records, in its community health planning process.
3. The health department has a standard. ongoing 3.
process to examine internal and external trends, to
make forecasts, and to systematically develop long
tann plans for its future.
4. The health department has a published strategic plan 4.
that includes the current year.
Other:
E. EvaluaUon and Assurance
1. The health department monitors program impact 1.
indicators on a regular basis.
2. The health department has community health objectives 2.
that are time limited and measurable.
3. The health department reviews and revises community 3.
health programs on the basis of the community health
plan.
Other:
.Pwcelved Importance Codal:
H ,. High importance
M... Moderate importancQ
L "" low Importance
o "" Not refevant
"Currene Status Cod..:
F = Fully met
P - Partially met
N = Not met at all
o ... Not relevant
1 "" Status unknown
{~
Part I. Organizational Capacity Assessment
43
Perceived Current
IV. Indicators for Public Policy Development Imponance Status
eo-..:HMLO. Code.:F P H 0 1 ..
A. Community Health Assessment and Planning
1. The health department director assures and facilitates 1.
the completion of a community health assessment
process.
2. The health department and the community identify and 2.
set priorities for addressing health problems based on
the results of the community health assessment.
3. The health department and the community develop a 3.
community health plan based on the results of the
community health assessment and priority-setting
processes.
4. The health department dirdClor and the community 4.
Involve the policy board in the review and revision, if
necessary, of the proposed community health plan.
5. The policy board adopts the community health plan. 5.
6. The policy board acts as an advocate on behalf of the 6.
health department for allocation of resources needed
to implement the community health plan.
7. The policy board monitors the implementation of the 7.
community health plan.
Other:
.Perc.lved Importance Codes:
H = HJgh importance
M = Moderate importance
L ::: Low importance
o := Not relevant
**Current St.tus Cod_:
F _ Fully met
I' : I'.rltally mot
N", Notm9tatall
o ::: Not relevant
? '=I Status unknown
44
ASSESSMENT PROTOCOL RJR E,'{CELLENCE rN PuBLIC HEALm
Perceived Current
IV. Indicators for Public Polley Development Importance Status
eo..:" M L 0* ~:F PH 0 1..
B. Community Health Polley
1. The polley board obtains information from an 1.
established citizens' advisory group and from the
health department regarding public policy issues
affecting the public health.
2. The policy board identifies any additional public policy 2.
Issues affecting public health and analyzes those
issues.
3. The policy board establishes priorities and formulates 3.
strategies for action on high priority health policy
issues.
4. The health department facilitates the formulation of 4.
public health policy in the community.
5. The policy board and the health department director 5.
monitor and evaluate the impact of public policy on
specific health problems.
6. The policy board advocates changes in public policy to 6.
correct the public health problems of the community.
Other:
.Percelved Importlmce C~:
H = High importance
M '" Moderate importance
L Low importance
o ::0 Not relevant
"'.Current St.lus Cod_:
F = Fully mel
P '" Partially met
N ... Not met at all
o "" Not relevant
1 ... Status unknown
(
Pan I. Organizational Capacity Assessment
45
, ,
IV. Indicators for Public Polley Development Perceived Current
Importance Status
eo..:" M L O. eo":F P" 0 7*.
C. Public Polley and Public Health Issues
1. The local governmental unit collaborates with the 1.
policy board and the health department director In
developing public policy which may impact public
health.
2.
2. The elected officials at the local level actively solicit the
opinions of the professional staff and/or health
department director on scientific issues in policy
development.
3.
3. The health department director and policy board
participate at both the state and local levels in
govemmental decision making which may have an
Impact on local health issues.
Other:
.Percetved Import8nce Codes:
H ~ High Importance
M :::: Moderate importance
L "" Low Importance
o '" Not relevant
..Current Status Codes:
F ~ Fully mal
p ~ Partially mat
N '" Not met at all
o 1a Not relevant
? ... Status unknown
Part I. Organizational Capacity Assessment
47
v. IndIcators for Assurance Perceived Current
of Public Health Services Importance Status
~:HMLO'" Co,,": F P N 0 1'"
A. Public Polley Implementation
1. The policy board uses its authority to assure necessary 1.
services to reach agreed upon goals for its
constituents.
2. The policy board assists the health department in 2.
utilizing all resources in the community to assure the
desired services to all its citizens.
3. The health department assures or provides direct 3.
services for priority health needs identified in the
community health assessment.
4. The health department assures and implements 4.
legislative mandates and statutory responsibilities.
5. The health department maintains a level of service 5.
to avoid crises affecting the health
of the community,
Other:
"Pere.lved hnportenc. Codes:
H == High importance
M :z Moderate Importance
L Low importance
o == Not relevant
..Curr.m StMus Codes:
F . Fully met
P . Partially mal
N "" Not met at aU
o "" Not relevant
? '" Status unknown
48
ASSESSMENT PRoTOCOL RlR ExCELLENCE IN PuBLIC HEALrn
V. Indicators for Assurance Perceived Current
of Public Health Services Importance Status
eocMti:HMLO. eo....:F p NO?*"
B. Personal Health Services
1. The health department monitors the availability of 1.
personal health services and assures an appropriate
level of those health services in the community.
2. The health department seeks to assure that all citizens 2.
receive the level of personal health services referred to
In Bl, above, regardless of their ability 10 pay.
3. The health department identifies barriers to access to 3. I.
health care and develops plans to minimize them.
4. The health department provides the services
necessary to assure a clean, safe, and secure 4.
environment for the community.
Other:
C. Involvement of Community In the Public Health Delivery
System
1. The policy board and senior management of the health 1.
department work with employee groups in assessing
health risks of employees and In managing those risks.
2. The policy board and senior management participate In 2.
the development of health policy Issues in colleges,
schools, and industry to assure an optimum. healthy
environment for special groups.
3. The policy board and the health department director 3.
assure health protection and health promotion services
utilizing community-based organizations.
Other:
<loper~lv.cf Importance Codes:
H = High importance
M ::: Moderate importance
L Low importance
o '" Not relevant
"Current Status Codes:
F " Fully mel
P ::: Partially met
N ::: Not met at all
o Not relevant
1 ::0 Status unknown
{
Part I. Org:mizational Capacity Assessment
49
PerceIved Current
VI. Indicators for Financial Management Importance Status
eoa-: H M L o. ..
CodM:F P" 07
A. Budget Development and Authorization
to A department budget is adopted annually by the polley 1.
board.
2. The budget accurately reflects the priorities established 2.
in the organizational action plan.
3. Budget justifications reflect health department 3.
programs and health problems within its jurisdiction.
4. Professional or community groups help the health 4.
department present and justify Rs budget.
5. Health department management staff are involved in 5.
developing the proposed budget.
6. The health department receives locally assessed tax 6.
funds from the unR of government to which R Is
responsible.
7. The heatlh department has the authority to recommend 7.
and charge fees for the services it provides.
8. The health department has an adequate contingency 8.
fund for dealing with public health emergencies.
Other:
.Percelved Importance Codes:
H = High importance
M ... Moderate importance
L = Low importance
o = Not relevant
"CurNnt stlltue Cocte.:
F . Fully me!
P . PartieJly met
N os Not met at aN
o >II Not relevant
1 . Status unknown
50
ASSESSMENT PROTOCOL RJR EXCELLENCE IN PuBLrC fiEAL m
Perceived Current
VI. Indicators for Financial Management Importance Status
Co~: H M L o. Code.: F P H 07"
B. FInancIal PlannIng and Financial Resource
Development
1. The health department has a predictable source of 1.
funds to allow the development and implementation of
a long range plan (minimum,S years).
2. The health department has a financial management 2.
capacity that provides for seCUring funding for, or the
orderiy phasing out of, dlscretion!ll)' programs for
which funds are not available.
3. The health department has a diverse funding base to 3.
lessen disruption of services caused by withdrawal of
funds from anyone source.
4. The health department maintains or has access to a 4,
foundation directory and other information about
sources of public and private funding for public health
activities.
5.
5. The health department has a current description of
state and federal funding sources available to it and to
organizations within its jurisdiction.
6.
6. The health department maintains current information
on the health-related budgets and expenditures of all
units of government within its jurisdiction.
7. The health department has staff skilled in writing 7.
successful grant applications.
8. The health department has agreements with units of 8.
government within its jurisdiction that allow the use of
local expenditures to be documented as "match" in its
grant requests.
9. The health department has contracts to provide public 9.
health services to or for community organizations,
private nonprom corporations. and health care
organizations.
Other:
.Pereelved fmportance Codes:
H '" High importance
M = Moderate importance
L Low importance
o "'" Not rektvant:
..Current Stetus Codes:
F = Funy met
P :: Partially met
N = Not met at all
o '" Not relevant
7 "" Status unknown
(~
Part 1. Organizalional Capacity Assessment
51
. >
Perceived Current
VI. Indicators for Financial Management Importance Status
Cod..: H M L 0'" CodM.:F P N 01 ..
C. Financial Reporting and Administration
1. Expenditures follow the budget and financial plan of 1.
the health department
2. A description of the health department financial 2.
management system is a part of orientation for new
policy board members and staff.
3. Financial reports are understood by policy board 3.
members and administrative and supervisory staff.
4. The financial position of the health department is 4.
routinely reviewed by the policy board and
administrative and supervisory staff.
5. An administrative officer or finance director is 5.
designated by the policy board to oversee all finances
of the health department. including meeting all legal
financial requirements. adherence to department fiscal
policies. and reporting to the policy board regularly on
financial matters.
6. The policy board and staff understand their legal 6.
accountability and liability. as well as their general
responsibility to the public for wise financial
management
Other:
"'Percelved Importance Codes:
H "" High importance
M -= Moderate importance
L "" Low importance
o ". Not relevant
**Clft'1'ent Status Cod..:
F = Fully met
P = Partially mol
N = Not met at aM
o "" Not relevant
? = Status unknown
52
ASSESSMEl'IT PRarOCOL FOR EXCELLENCE IN PUBLIC HEAL TII
Perceived Current
VI. IndIcators for Financial Management Importance Status
eo..: H M L 0" CodM:FPN07u
D. Audit
1. The health department has an independent. outside, 1.
annual financial and performance audit which conforms
with requirements stipulated by general accounting
principles.
2. The annual audit is reviewed and clearly understood 2.
by the policy board and key department staff.
Other:
E. Documentation
1. A written standard budget development and review 1.
procedure is authorized by the policy board, and is
available to staff and the public.
2. Appropriate journals, ledgers, registers. and financial 2.
reports are kept. using generally accepted accounting
procedures.
3. Copies of the heatth department annuallinancial audit 3.
are available to policy board members. department
staff, and the public.
4. A written procedure for participating in state and 4.
federal grants. and public and private foundation
funding awards. is authorized by the policy board and
available to department staff and the public.
Other:
.Percelved Importance Codes:
H '2 High importance
M = Moderate importance
L ". Low importance
o :I Not relevant
"'Current St.tus Cod..:
F ~ Fully met
P 3 Pamally mat
N :I Not met at all
o '" Not relevant
? = Status unknown
(~
, .
.
53
P:ut 1. Organizational Capacity Assessment
Perceived Current
VII. Indicators for Personnel Management Importance Status
COdH:H M L 0. ..
eoan:F P H 07
A. polley Development and Authortzatlon
1. A written job description, including minimum 1.
qualifications, exists for each position In the health
department.
2. Written personnel policies and procedures are 2.
developed or revised with staff input.
3. Personnel recruitment, selection, and appointment 3.
procedures are documented.
4. If another unit or department of government carries out 4.
personnel functions for the health department, the
relationships with that unit or department are clearly
defined and documented In a written agreement.
5. If labor unions represent department staff. there Is an 5.
established working relationship and labor contract
between the health department policy board and each
respective labor union.
6. Both the policy board and senior management of the 6.
heaRh department have Input Into any labor union
contract negotiations.
7. There Is a documented procedure, authorized by the 7.
policy board and developed with input from senior
management of the health department and staff where
appropriate. for employee grievances, reprimands,
suspensions, and dismissalS.
8. There is a documented, structured salary 8.
administration plan that is authorized by the policy
board and that is designed to attract and retain
competent staff.
Other:
"'Perceived Importance- Codes:
H "" High importance
M = Moderate importance
L :2 Low importance
o "" Not relevant
....Curr.nt SteWS Cod..:
F = Fully met
P = Partially met
N = Not met at all
o = Not refevant
? ::10 Status unknown
54
ASSESSMEl'IT PROTOCOL R)R ExCELLENCE IN PuBLIC HEALm
PerceIved Current
VII. Indicators for Personnel Management Importance Status
eo..:H M l 0" eo":F po It 01"
B. Personnel AdmInistratIon and Reporting
1. The health department director is responsible for 1.
Internal admlnlstrallon of the department.
2. The polley board employs the health department 2.
dlrector and conducts a periodic, written appraisal of
the director's performance.
3. Written staff performance appraisals are conducted by 3.
supervisors with employees at established intervals.
4. The performance appraisal system is monitored by the 4.
health department dIrector.
5. Union contract provisions are administered in a well- S.
coordinated manner with documented provisions for
non-union employees.
6. Health department announcements and program 6.
Information are distributed to all employees via a
standard mechanism.
7. There are regulariy scheduled meellngs by work group, 7.
work site, division, and department.
8. The polley board receives routine reports from the 8.
health department dIrector relative to new employees,
staffing changes, dismissals, grievances, etc.
9. The health department director selects qualified 9.
Individuals as staff for the department.
10. The health department provides appropriate 10
confidentiality for all personnel records.
Other:
"Perceived Importance Codes:
H = High importance
M :::0 Moderate importance
L Low importance
o .. Not relevant
..Current Stetus Codes:
F . Fully met
P = Partially met
N ". Not met at all
o .. Not relevant
7 ". Status unknown
{:
'-
Part I. Organizational Capacity Assessment
55
. .
Perceived Current
VII. Indicators for Personnel Management Importance Status
eo":H M L 0 . eo":F P H 07'"
C. Staffing Plan and Development
1. Slafflng patterns and levels match policy board 1.
authorized programs and services and current levels 01
demand lor services.
2. The health department has a written plan or policy 2.
regardIng staff recruitment. selection. development.
and retention.
3. All employees have structured, routine, group 3.
opportunities to discuss program methods and
procedures, current levels 01 demand lor services, and
quality 01 work issues with their respectlve supervisors.
4. The health department staff have access to tralning 4.
provided by the state health authority in areas relevant
to local health problems,
5. The health department has access to the staff 5.
development resources 01 a school of public health or
of other relevant educational institutions.
6. The health department has clearly expressed its staff 6.
development needs to schools of public health or to
other educational institutions.
7. The health department uses volunteers to support 7.
programs where possible, and manages its volunteer
program through dearly delined policies and
procedures.
8. There are adequate provisions for liability insurance 8.
protection for department board members. staff, and ,
volunteers.
9. The health department has a documented staff 9.
development program. monitored by the department
director, which includes employee-supervisor annual
plan development and cost projections, with routine
review and update,
.Pereefved Importance Codes:
H "" High importance
M -= Moderate importance
L "" Low importance
o "" Not retev8nt
"Current St..us Cod..:
F = Fully met
P -= Partialty met
N =: Not met at all
o '" Not relevant
1 :II Status unknown
56
ASSESSMENT PROTOCOL FOR EXCELLENCE IN PuBLIC HEALm
Perceived Cu rrent
VII. Indicators for Personnel Management Importance Status
Coda: H M L o. CocM.: F P N 07..
C. Staffing Plan and Development (continued)
10. The health department personnel administration 10.
system and personnel policies and procedures are
reviewed with each new policy board member and
department staff member.
11. The health department encourages and supports staff 11.
participation in professional organizations.
12. The health department staffing plan includes provisions 12.
for "backup staff" to enable critical scheduled
operations to continue without interruption when
temporat)' vacancies occur.
13. The health department has the ability to fill new and 13.
vacant positions in a timely manner.
Other:
D. Personnel Polley and Procedure Audit
1. A periodic personnel admlnislration audit is performed 1.
by a department team to determine It authorized
personnel policies and procedures are being followed.
2. The findings of the personnel administration audit are 2.
reported to the policy board.
3. There is a written, standard employee exit interview 3.
conducted with every employee leaving the health
department. which includes identltlcation of reasons for
resignation.
4. The health department director monitors all employee 4.
exit interview results. and periodically reports such
information to the policy board.
Other:
.Perc"ved Importance Codes:
H = High importance
M = Moderate importance
L '" Law importance
o "" Not relevant
..Current SI.tus Codes:
F : Fully met
P : Partially met
N = Not met at all
o ,. Not relevant
1 :::I Status unknown
.
(:
. ,
i.._
Part l. Organizational Capacity Assessment
57
Perceived Current
VII. Indicators for Personnel Management Importance Status
CodM:HMLO" ..
CodN:F P H 01
E. Documentation
1. There is a standard. written description of the health 1.
department personnel management system which is
available to polley board members, department staff.
and the public.
2. All personnel transactions are documented. 2.
3. An up-to-date coordinated, structured, and confidential 3.
file is maintained for every employee and volunteer.
4. All job descriptions, policies. and procedures are 4.
consolidated and available to policy board members,
department staff, and the public.
5. All recruitment. selection. appointment, and applicant 5.
grievance procedures are available in writing to policy
board members. department staff, and the public.
6. The salary administration plan is written and available 6.
to policy board members, department staff, and the
public.
Other:
.'
.Percel'Hd Import.u:. Codes:
H = High importanee
M ". Moderate importance
L ,.. Low importance
o .,. Not relevant
"CUl'f'eftt Stetull Codes:
F _ Fully met
P . Partially mot
N.. Notmet:ataN
o .. Not relevant
? ,. Status unknown
Part l. Organizational Capacity Assessment
59
.'
Perceived Current
VIII. Indicators for Program Management Importance Status
eodH:H M L o. ..
eo"-:F P N 0 7
A. Organization and Structure
1. Operating programs are authorized by the policy 1.
board.
2. The director regularly reviews and discusses with the 2.
health departmenfs management staff the perceived
roles and authorities of units of government within its
jurisdiction.
3. There is a current organizational chart which shows all 3.
functional elements of the organization and their
relationship to each other.
4. Staff meetings are held at reasonable frequencies. 4.
Include appropriate staff. and are called and structured
by appropriate individuals.
5. The health department maintains emergency contact 5.
staff (on site or on call) to respond to local public
health emergencies.
Other:
*Percelv" fmpot1...ce Code.:
H ~ High importance
M ,. Moderate importance
L "" Low importance
o ,. Not rekwant
""Current St..us Cod_:
F . Fully met
P . Partially mal
N . Not mal al an
o . Not rQfevant
? ,. Status u"nown
60
ASSESSMENT PROTOCOL RJR ExCELLENCE IN PuBLIC HEAL ill
Perceived Current
VIII. Indicators for Program Management Importance Status
Codes: H M L o. CodM:F P NO'"
B. Evaluation
1. The health department collects and regularly analyzes 1.
information describing program administration and
funding. program activities. workload. client
charac1erlstics. and service costs needed to evaluate
the process of program activities.
2. The health department collects and regularly analyzes 2.
Information that is needed to evaluate the Impact and
outcome of program activities on risk fac10rs and
health status.
3. Program objectives are time limited and measurable. 3.
4. Operating programs are reviewed or revised on a 4.
regular periodic schedule.
5. The health deparlment routinely examines the working 5.
environment to ensure that It facilitates program
objectives and that the physical plant is "barrier free"
and meets state and local building standards.
Other:
"Perceived Impon.nCle Codes:
H = High impol1ance
M .. Moderate importance
L 2 Low importance
o :::I Not relevant
**eurr.nt St.'us Cod.:
F = Fully met
P = Partially met
N = Not met at 1111
o = Not relevant
1 :::I Status unknown
, ,
. .
(:
L
Part I. Organizational Capacity Assessment
61
."
Perceived Current
VIII. Indicators for Program Management Importance Status
eo":H M L 0 . CodM:F P N 0 7..
C. General Information Systems
1. The health department has a management information 1.
system that allows the analysis of administrative.
demographic, epidemiologic, and utilization data to
provide Information for planning, administration, and
evaluation.
2. The health department has a plan for the introduction 2.
and/or expansion of computer-based systems.
3. The health department has a technical library of books 3.
and other publications relevant to its public health
activities for immedIate reference by its staff, and a
method for keeping materials current.
4. The health department annually compiles or updates a 4.
listing of health-related information systems and data
bases maintained by units of government within its
jurisdiction.
5. The health department subscribes to an on-line. 5.
computer-based data system that provides direct
access to health-related data or that has direct access
to public health and population data compiled by state
agencies.
6. The health department maintains current Information 6.
on federal data bases and information systems
relevant to Its programs.
Other:
.Percelved Importence Codes:
H "" High importance
M '" Moderate importance
L "" Low importance
o "" Not refevant
"'*c..,.nt St_tua Codes:
F . Fully met
P . Partially met
N "" Not met at a.
o "" Not relevant
? ==- Status unknown
\
62
ASSESSMENT PRoTOcoL FOR EXCELLENCE IN PuBLIC HEALrn
Perceived Current
VIII. Indicators for Program Management Importance Status
eo_.:H M L 0 . eo":F P N 0 7..
D. Shared Resources
1. The health department has formal or informal 1.
agreements with other units of government within or
surrounding its jurisdiction for sharing expensive. less-
used equipment (e.g.. mainframe computer systems).
2. The health department participates in shared service or 2.
purchase agreements where volume purchasing can
reduce costs. such as for printing. supplies. and other
materials.
3. The health department has agreements with 3.
community organizations for sharing space. clerical
support. and other resources.
Other:
.Percelved Import..,~ Codes:
H ~ High Imporlance
M :::l Moderate tmportance
L "" Low importance
o "" Not relevant
..c.....nt Status C~:
F ~ Fully met
P ~ Parttally met
N = Not met at all
o "" Not r8fevant
? os Status unknown
, .
t
''-"
L
. .
.'
.'
Part I. Organizational Capacity Assessment
63
Perceived Current
IX. Indicators for Polley Board Procedures Importance Status
Codes: H M L 0 . ..
Codn;FPN07
1. Health department policy board members attend policy 1.
board and committee meetings.
2. New policy board members routinely receive 2.
orientation through an established and documented
orientation program of the health department.
3. Policy board meetings are scheduled on a regular 3.
basis, with sufficient frequency to ensure board control
and direction of the health department.
4. Policy board materials, including agenda and study 4.
documents, are mailed to members no less than three
days in advance of board meetings.
5. Policy board meetings deal primarily with policy 5.
determination, review of plans, making board
authorizations, and evaluating the work of the health
department.
6. There are written board and administrative policies 6.
consistent with the mission statement.
7. The health department publishes the schedule of 7.
regular policy board meetings in local news media
8. Minutes of board and committee meetings are written 8.
and circulated to board members and the health
department staff, and are available to the public.
Other.
"P..celved Impo<t.... Code.:
H ~ High Importance
M ~ Moderate Importance
L ~ Low I""""",nce
o _ Not relev8nt
..Q.rrent StalUs Cod..:
F ~ Futlymel
P ~ Pertlally mal
N ~ Not mal at all
o ~ Not relev8nt
? .. Status unknown
\