louisiana office of public health … · 2019-03-19 · louisiana office of public health 2 2001188...

LOUISIANA OFFICE OF PUBLIC HEALTH

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TABLE OF CONTENTS

ACKNOWLEDGEMENTS 2

PURPOSE OF THE ANNUAL REPORT 3

STRATEGIC PLANNING PROCESS 4

PRIORITIES REPORT Increased Financial Stability

Meaningful Internal and External Collaboration

Improved Workforce Development

Reduced Health Disparities

Health Information and Technology Infrastructure

6

10

14

17

22

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2018 OPH STRATEGIC PLAN ANNUAL REPORT

The 2018 Strategic Planning Annual Report has been developed by the Louisiana Office of Public Health for

the purpose of monitoring progress being made by the agency to meet the objectives and goals originally

defined in the OPH Strategic Plan 2014-2019. Dedicated health professionals have given their time and

expertise for the creation of this report in order to measure progress and move the agency forward. We

wish to extend our gratitude to these diligent individuals as well as the entire agency staff, who have

contributed to making this report a reality.

INCREASED

FINANCIAL

STABILITY

Ashley Dromgoole, Chairperson

Dr. Gary A. Balsamo

Becky Brown

David Holcombe, MD

Yvette Johnson

Jessica Jolly

Kimberly Jones

Daphne LeSage

Chip Riggins, MD

Beth Scalco

Tim Williams

MEANINGFUL

INTERNAL AND

EXTERNAL

COLLABORATION

Dr. Sundee Winder, Chairperson

Sophia Airhart

Dianne Dugas

Kayla Guerrero

Rose Johnson

Chandra N. Johnson

Joynetta Kelly

Tina Stefanski

IMPROVED

WORKFORCE

DEVELOPMENT

Liljana Baddour, Chairperson

Melba Roa

Amy Courtney

Dr. Tammy Hall

Daphne LeSage

Melissa Martin

Avis Richard Griffin

Mardrah Starks-Robinson

Jeffrey W. Toms

REDUCED HEALTH

DISPARITIES

Joynetta Kelly, Chairperson

Gina Payton Lagarde, MD, MBA

Dianne Dugas

Tracie Ingram

Gloria Grady

Chaquetta Johnson

Jessica Jolly

Melissa Martin

Avis Richard Griffin

Yashica Turner

Chris Williams

Eman Williams

HEALTH

INFORMATION

TECHNOLOGY

INFRASTRUCTURE,

INTEGRATION, AND

UTILIZATION

Lee Mendoza, Chairperson

Tammy S. Bennett

Joan Borstell

Janet Brown

Laurie Freyder

Stacy Hall

Michael Lacassagne

Randal Leggett

Kate Streva

Debbie Wendell

Dr. Sundee Winder

Chris Williams

Nell Wilson

ACKNOWLEDGEMENTS

COMMITTEE MEMBERS

3 | Page


Louisiana Office of Public Health (OPH) is now in its fourth year of Strategic Plan implementation.

This document will report in detail the status of the goals,

objectives, and action steps as well as modifications that the

sitting priority committees would like to see in the plan, moving

forward.

The successful implementation of the Plan depends, in part, on

available resources to address the identified goals and

objectives, and strong leadership to bring the Plan objectives and

actions to fruition.

The Plan progress created five priorities for the agency to focus on—

1. Improved Financial Stability

2. Meaningful Internal and External Collaboration

3. Reduced Health Disparities

4. Improved Workforce Development

5. Health Information Technology and Infrastructure

2018 was a very busy year for OPH, including the completion of a formal PHAB review in mid-March,

followed up with the submission of a corrective action plan. The Bureau of Policy, Planning and

Performance Improvement (BPPPI) developed a plan in response to feedback from the PHAB site visit team.

Currently, OPH is awaiting further feedback and/or approval. OPH is hopeful that it will succeed in its bid for

Accreditation.

A working committee for each of the identified priorities is responsible for monitoring, modifying and

maintaining the Plan. Committee membership is open to all OPH staff and recruitment of committee

members occurs on an in-progress basis. Committees meet monthly, quarterly or semi-annually.

Committee chairs are responsible for collecting data regarding accomplishments and passing this data

onto the Strategic Planning Manager, in the Bureau of Policy, Planning, and Performance. In addition, the

committees are identifying gaps and reviewing the Plan’s current relevance so that updates and

modifications happen in a timely manner. The Strategic Planning manager coordinates all committee

meetings, takes minutes, and addresses changes to the data and/or modifications in the Plan on a regular

basis.

OPH is confident that with strong and committed employees and partners, the agency’s Plan will continue

to move forward in a successful direction as we continue our pursuit of excellence. Our vision is to employ

evidenced-based best practices to ensure that all people in Louisiana have the opportunity to grow,

develop, and live in an environment that promotes the physical, behavioral, and social health of

individuals, families, and communities. This Plan is a step in that direction!

Tammy Hall, Ed.D.

Director

Bureau of Policy, Planning, and Performance

“A strategic plan sets forth what an organization plans to achieve, how it will achieve it, and how it will know if it has achieved it.”

Public Health Accreditation Board (PHAB)

STRATEGIC PLAN ANNUAL REPORT

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BACKGROUND The process of attaining national accreditation with the Public Health Accreditation Board provided the opportunity to

re-examine priorities, practices, and include input from staff and external stakeholders.

In June of 2013, the Strategic Planning Steering Committee met for the first time at a one-day retreat, led by Laurie Call,

a consultant, from the Illinois Public Health Institute. The group completed a SWOT analysis for each function of the

Office of Public Health. Through this SWOT analysis the strengths, weaknesses, opportunities, and threats of the

organization were identified.

SWOT ANALYSIS STRENGTHS WEAKNESSES

Qualified and experienced staff throughout

the State

Statewide scope of services

Programs and services that have a positive

impact on residents of the State

Organizational infrastructure

Lack of agency/role specific training programs for

employees

Lack of cohesiveness among all levels in the

agency

OPPORTUNITIES THREATS

Marketing and Communications

Quality Improvement process for various

programs throughout OPH

Better utilization of partnership resources

Inadequate Funding; resources diminishing while

needs increasing

“Brain drain.” Losing experienced, trained staff.

Often unable to replace. When able to replace,

lack of consistent training available

The Steering Committee drafted a relevant mission and set of values that were finalized at the July committee meeting.

OPH staff completed a survey to vet the newly drafted mission and values. On August 2, 2013, the mission statement

was adopted by OPH Leadership. The newly drafted Vision and Values were voted on by OPH staff and adopted by

OPH Leadership on October 29, 2013.

Monthly conference calls and in-person meetings were held by the Strategic Plan Steering Committee. During this

process, the goals, objectives and actions were drafted, and a timeline for completion was established.

MISSION The Mission of the Office of Public Health is to protect and promote the health and wellness of all individuals and

communities in Louisiana.

VISION The Louisiana Department of Health (LDH) Office of Public Health (OPH), characterized by a trained and highly

motivated workforce, will employ science-based best practices to ensure that all people in Louisiana have the

opportunity to grow, develop, and live in an environment that promotes the physical, behavioral, and social health of

individuals, families, and communities.

CORE VALUES

• The Office of Public Health defines health as physical, mental, and social well-being.

• We are dedicated to assisting and serving all people with compassion and dignity.

• We value, respect, and promote diversity.

• We value individuals and communities as core partners in protecting and promoting health.

• We value the unique perspectives and contributions of all employees.

• We are committed to fostering an environment where all employees are empowered to challenge current

progresses and assumptions in an effort to continually improve quality and performance.

• We demonstrate integrity, accountability, professionalism, and transparency.

THE STRATEGIC PLANNING PROCESS

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INTRODUCTION The following narrative represents a status report of each of the five priority areas. The Priority Committees

have the responsibility of working on the strategies and action items set forth in the OPH Strategic Plan.

Baseline data has been collected, and much progress has been made toward meeting the goals and

objectives of the OPH Strategic Plan.

The Priority Committees for each priority is responsible for monitoring, modifying and maintaining the Plan.

Each committee meets regularly, and committee chairs are responsible for collecting data regarding

accomplishments and possible gaps. The collected information is reported to the Strategic Planning

Manager in the Bureau of Policy, Planning and Performance. The Strategic Planning Manager monitors all

committee meetings and addresses changes to the data and makes modifications in the Plan regularly.

PRIORITIES

Increased

Financial

Stability

Through changes in State and Federal political landscaping, the Office of Public Health’s funding

has been greatly impacted over the last several years. By continuing conservative spending

patterns aggressively collecting other revenue sources, and being creative with the resources we

currently have, the agency will be able to prioritize what services we provide as opposed to

letting instability in revenue dictate these critical decisions.

Meaningful

Internal and

External

Collaboration

As an agency, our shared mission is to protect and improve the health and wellness of all

individuals and communities in Louisiana. To be successful in its mission, OPH must capitalize on its

greatest strength—the public health workforce. Collaborating with one another will allow us to

achieve the common goals to better explain public health services to the community, enhance

partnerships, and improve communication and data sharing.

Improved

Workforce

Development

There is an importance to improve workforce development throughout the agency. Creating a

comprehensive plan for Workforce Development has been the primary goal set forth in the OPH

Strategic Plan. By creating solid action steps to promote, encourage, and support creative

thinking and the development of knowledge and skills, OPH staff will have opportunities that will

enhance the current workforce of the agency. Further, the establishment of an actionable plan

to improve Workforce Development provides leadership a tool to easily address future staffing

needs.

Reduced Health

Disparities

Social determinants of health are conditions in the environments in which people are born, grow,

live, learn, work, play, worship, and age, that affect a wide range of health, functioning, and

quality of life outcomes and risks. Reduced Health Disparities has been identified to address the

state’s health rankings, improve the health of the population, and fulfill OPH’s mission.

Health Information

Technology and Infrastructure

To remain relevant in health care reform and accreditation, OPH must advance its technical

infrastructure in order to meet certain standards and requirements. The agency’s infrastructure,

utilization of data, and integration of related systems is critical to the agency’s effectiveness. The

OPH Strategic Plan establishes a plan to create, empower, and analyze its current data sources.

ANNUAL REPORT

STRATEGIC PLAN PRIORITIES

6 | Page


GOAL Increase financial stability by more efficient utilization of resources and increased revenue.

ACCOMPLISHMENTS The Increased Financial Stability Priority Committee has ensured the ability to efficiently use resources and increase

revenue are ongoing. Additionally, legislation continues to be passed to affect the agency’s financial forecast. The

accomplishments, thus far include, the increase of product registration fees, an electronic health records system has

been created, and federal funding opportunities are continuing to be sought.

CHALLENGES The challenge that encompass this goal is that the Office of Public Health funding has been greatly impacted over the

years. It is vital that the committee works actively to ensure conservative spending patterns, aggressively collect from

other revenue sources, and prioritize services provided.

SMART OBJECTIVE 1 Employ business practices to increase revenue by a minimum of 10% annually over the next five years,

beginning July 1, 2014 (excluding state general funds and statutory dedications).

STRATEGY

Develop new funding sources.

ACTION STEPS STATUS July 1, 2014 – June 30, 2019

(Year 1-5)

Increase the number of private insurers from

which OPH can receive reimbursement

ONGOING. CIGNA, TriCare Standard,

Advantage, Aetna, and Aetna Better Health

have all been added to the list of health

insurance providers OPH has enrolled with as “in

network” since the development of this plan. An

application has been submitted to Medicare

and accreditation expected before the end of

2018. In addition, the implementation of the EHR

has opened many revenue streams to OPH from

“out of network” providers.

Increase visit volume by seeking referrals NOT STARTED.

July 1, 2014 – June 30, 2019

Enroll and bill Durable Medical Equipment

(DME) providers for Medicaid Prepaid Bayou

Health (BH) Plan

IN PROGRESS. OPH is on board with all five

MCOs for DME billing. Expect to start billing in

2018 for special formula.

Bill pharmaceuticals through Take Charge Plus COMPLETED. Medicaid phased out the Take

Charge Program for women of reproductive

age and rolled all members into expanded

Medicaid under the ACA.

Increase service volume through community

awareness

NOT STARTED.

July 1, 2014 – June 30, 2019 Collect all possible co-pays on services

provided

ONGOING. The clerical health unit staff were

trained on best practices for collecting revenue

in the parish health units.

Implement use of credit card payments ONGOING.

Systematically bill and collect for outstanding

co-pays

ONGOING. Reduced accounts receivable from

43 days in 2016 to 22 days in 2017. Increased

clean claims in 2016 to 2017 from 79% to 88%.

July 1, 2014 – June 30, 2019

Increase reimbursable services (new products)

and pharmaceuticals for OPH programs

ONGOING. The Genetics Program worked hard

to add the SCID test for genetics lab testing

(newborn screening). OPH is still working with

State Medicaid in order to get reimbursed for

additional STD genital screenings when deemed

medically necessary.

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July 1, 2014 – June 30, 2015 Increase product registration fee from $20.00

to $27.00 as allowed in LA legislation

COMPLETED. The collections data crossed over

fiscal years because of the processing of OPH

bills. Legislation did allow the collection of this

fee; however, also allowed our alcohol

reimbursement to transfer over to the ATC.

July 1, 2014 – June 30, 2015 Examine all fees across OPH and prepare a

legislative package to increase fees.

COMPLETED ANNUALLY. Every year, a log of fees

is generated and reviewed for opportunities to

increase based on programmatic costs. This

effort is led by the Legislative Liaison.

Increase fees in Engineering, Sanitarian

Services, Bureau of Emergency Medical

Services (BEMS), etc.

COMPLETED. HB 995. Act 605 2016. Increased

San Services by $6.3 to about 18 million.

Increased TO for San Services for Safe Water for

40 TOs.

July 1, 2015 – June 30, 2016

Convert lab from cost allocation to fee for

service

IN PROGRESS. A "cost calculator" was built that

incorporates the actual test costs for supplies,

staff time, OPH and laboratory overhead. The

tool is updated at the end of each fiscal year to

update overhead costs, which is an extensive

process.

The next step in moving to a fee for service cost

will involve gathering costs for all lab testing.

There are currently 380+ tests in statute that

have fees attached; some of those tests are no

longer offered.

As for resources to accomplish this project, the

lab has been understaffed administratively

during 2018 with only an Assistant Lab Director.

In addition to filling the Asst. Lab Director

position, the lab’s structure will be re-organized

to create a position to oversee Administrative

Support Operations.

The next step will be to obtain approval for

federal charging through the Fiscal office, and

then to change legislation to allow for the new

cost pricing.

STRATEGY

Employ 10 new business practices that move OPH toward becoming financially self-sustaining.


Implement EHR with robust billing.

- Train clinical staff on collecting needed

client info

- Utilize appropriate billing codes

- Train staff on entering appropriate billing

codes

ONGOING. Implemented an Electronic Health

Record System (EHR) in 65 parish health units.

Clinical and clerical staff were trained. Proper

coding is being monitored and addressed on an

ongoing basis. There is a clinical effectiveness

working group. 90% of visits are Reproductive

Health (RH) and all other visits represent 10%. RH

is closely monitoring the EHR data.

Over 100 staff received special training on the

use of ICD-10 codes.

June 2019 Employ adequate personnel to work denials,

lost bills, lost opportunities

IN PROGRESS. The Billing Unit has a program

manager and two staff who are responsible for

operating the billing unit.

July 1, 2015 – June 30, 2019

Consolidate all revenue collection into the

revenue collection unit within the Budget

Office and identify mechanisms to fully collect

fees owed to OPH

ONGOING.

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July 1, 2014 – June 30, 2019

Track and report visit and claim data from

COGNOS and electronic health record data

with continuous feedback to the regions.

ONGOING. The regions are receiving data from

Success EHR. PDA QI are being conducted in

real time.

July 1, 2014 – June 30, 2019 Track and report productivity data for all

employees, clinical and other

ONGOING. Tracking of productivity occurs on a

quarterly basis by Regional Medical Directors.

July 1, 2015 – June 30, 2019

Link productivity to employee performance

evaluations and merit increases.

ONGOING. This particular action item is a

Statewide function; not just OPH.

July 1, 2014 – June 30, 2019

Implement Performance Improvement (PI)

and Quality Improvement (QI) initiatives to

reduce costs and increase efficiencies

COMPLETED. In 2018, a Kaizen process was

conducted in the Immunization Program to

determine the cost of providing HEDIS data to

the Managed Care Organizations (MCOs). As a

result, the Immunization Program will be

charging the MCOs $.50 per name. This cost will

cover the staff costs of generating this

information for the MCOs and the maintenance

of the software application that the program

uses.

SMART OBJECTIVE 2 Reduce the amount of federal funds not being utilized by 10% per year over the next five years, beginning

July 1, 2014.

STRATEGY Decrease the amount of Women, Infants, and Children Program (WIC) money returned to the federal government. ACTION STEPS STATUS July 1, 2014 – June 30, 2019

Increase WIC participation where possible IN PROGRESS.

July 1, 2014 – June 30, 2019

Increase the number of providers that

provide WIC services, as well as client

numbers

IN PROGRESS. The system for WIC allows tracking

of referrals. Moratorium should be noted in plan.

STRATEGY Assess all programs returning funds to the federal government and develop a plan to decrease the return rate. ACTION STEPS STATUS July 1, 2014 – June 30, 2019

Evaluate all federal programs returning

federal funding

ONGOING.

STRATEGY Decrease unspent federal funds by decreasing time to hire or secure an approved contract. ACTION STEPS STATUS July 1, 2014 – June 30, 2019

Improve the hiring and contracting process

to ensure timely expenditure of available

funds

IN PROGRESS. A Kaizen was conducted to

address the onboarding process for new hires.

STRATEGY Fully utilize existing Federal revenue sources beginning in FY15.


Ensure accuracy when coding

Ensure the correct grant is being charged

ONGOING. Revenue staff monitors EHR coding.

Budget staff monitors grant coding, using the PSFR.

Revenue and Fiscal developed an audit process for

PHU revenue to decrease reconciliation time.

SMART OBJECTIVE 3 Increase resources by 10% annually over the next five years through the strengthening of partnerships,

beginning July 1, 2014.

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STRATEGY Seek additional sources of revenue.

ACTION STEPS STATUS July 1, 2014 – June 30, 2019 Increase the amount and type of federal

funding received.

ONGOING. Programs regularly apply for federal

funding.

STRATEGY Increase funding and in-kind contributions from the parish governments.


Approach parish governments for additional

funding for specific projects (i.e., nurses for

reproductive health)

ONGOING. Regional MDs are monitoring

millage rates from local municipalities.

REGION 4

All 7 parishes have hired staff who work with

state hired staff to deliver personal health

services.

REGION 6

Continuously working with the various police

juries to pursue renewal and proper allocation of

the millages. An example of effective use of

resources entails the high percentage of

contraceptive needs satisfied by OPH in every

parish in Region 6 (except Vernon).

STRATEGY Partner with Federally Qualified Health Centers (FQHCs) and Rural Health Clinics (RHCs) to provide synergistic services.


Create a forum for interaction among FQHCs,

RHCs, and Public Health

NOT STARTED.

STRATEGY Increase the number of Cooperative Endeavors (CEAs) and Interagency Agreements (IATs) entered into beginning FY15. ACTION STEPS STATUS July 1, 2014 – June 30, 2019

Increase CEAs and IATs with state and private

partnerships to expand community-based

public health services

ONGOING.

SMART OBJECTIVE 4 Increase state general funding by 5% annually over the next five years, beginning July 1, 2014.

STRATEGY Work closely with the legislature to increase, or at least stabilize, public health funding. ACTION STEPS STATUS July 1, 2014 – June 30, 2019

Advocate for public health funding in the

best interest of the residents

Show impact of monies spent on public

health

ONGOING. Central Office will analyze the

statute and contributions.

STRATEGY Integrate public health into a broader and coordinated program of increased education, access, and surveillance. ACTION STEPS STATUS July 1, 2014 – June 30, 2019

Increase partnerships with other state and

local agencies

ONGOING.

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STRATEGY Prove the value of public health through increased awareness at the state and local level.


Encourage local regional

administrators/physicians to constantly reach

out to the public through talks, publications,

participation in partnerships, and community

volunteerism

ONGOING. Perinatal Commission: State commission. RMD is

the governor’s appointee representing

reproductive health clinics. In 2017, RMD was

tasked with leading the Perinatal Commission’s

Neonatal Abstinence workgroup.

Public Awareness: The RMD and Public Health

Response coordinator speak frequently to local

community organizations on matters of the

publics’ health.

Media Outreach: RMD serves as the public

health PIO and gave interviews throughout the

year to local media to increase awareness of

public health issues of concern.

GOAL Operate as a cross-functional, cohesive agency throughout all programs, services, and regions, while being

reliable and responsive and meeting national standards.

ACCOMPLISHMENTS The Meaningful Internal and External Collaboration Priority Committee has been successful in its efforts in improving

internal and collaborations. These accomplishments can be observed through activities such as, establishing easy

share ability through SharePoint, a partial rebrand of OPH, and the creation of databases with stakeholder information

to improve data sharing.

CHALLENGES The challenge for this goal is a full rebranding of the agency that will reflect OPH’s mission and values.

SMART OBJECTIVE 1 Implement an agency-wide internal communication strategy by April 2015.

STRATEGY Develop standards and protocols for written internal communication to ensure that business progresses are consistent

statewide.

ACTION STEPS STATUS November 2014-January 2015

Compile list of policies and procedures COMPLETE. Policies are uploaded on

SharePoint.

December 2014 Identify center and programmatic

communication leads to add messages to

SharePoint and participate in Bureau of

Health Informatics trainings.

IN PROGRESS.

December 2014-January 2015

Research standards and protocols for best

practices within the agency from other

governmental, private, and nonprofit

groups

COMPLETE. Communication Research folder

located on SharePoint.

By February 2015 Develop and distribute a needs assessment,

seeking input throughout the agency

IN PROGRESS. Survey complete, but not

disseminated throughout the agency.

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By March 2015 Analyze the results of needs assessment NOT STARTED.

By March 2015

Develop the communication standards and

protocols

NOT STARTED. Due to PHAB requirements, OPH

focused its work on developing a

communication plan that would be used with

emergency planning and for marketing.

By March 2015

Committee to review the protocols and

ensure that they address the results of the

needs assessment, i.e., that accurate

information is shared early and efficiently

throughout the agency, particularly about

key issues that affect OPH business practices

NOT STARTED.

By April 2015

Standards and protocols are shared with

OPH administration, reviewed, approved,

and signed

NOT STARTED.

April 2015 Final communication standards and

protocol distributed internally

NOT STARTED.

STRATEGY Utilize existing centralized data system, SharePoint, to improve coordination and consistency throughout agency.

ACTION STEPS STATUS December 2014-January 2015

Identify statewide SharePoint Coordinator

and key program and leadership staff that

will have contribution/super user rights to

entering information (limit users to ensure

accurate information

COMPLETE. The SharePoint lead is the Bureau

of Policy, Planning, and Performance (BPPP),

and Dr. Tammy Hall is the SharePoint

coordinator.

By August 2015 Train super users on posting to SharePoint,

i.e., relevant agency policies, billing

practices, administrative code with

updates (in coordination with Health

Information Technology [HIT] plan)

COMPLETE. There have been two intermediate

trainings on SharePoint. The OPH newsletter

includes information on requesting SharePoint

access, and encourages staff to use SharePoint

as a communication source.

By August 2015 SharePoint coordinator to develop

protocols for posting information to site;

goal to ensure that the site is updated,

especially regarding agency business

practices.

IN PROGRESS. The BPPP will develop a

SharePoint policy.

By August 2015 Develop short training webinar on use of

SharePoint for all OPH employees at all

levels

COMPLETE. The BPPP provided SharePoint

Trainings for OPH employees in collaboration

with OTS. Quick Reference Guide is updated,

and IT Training Resources will be included on

the revamped BPPP webpage.

By September 2015 All staff trained on OPH use of SharePoint

via Webinar made available agency-wide

by September 2015

ONGOING. SharePoint Training Guide and

Webinar is housed on SharePoint.

By September 2015 Grant access to SharePoint for all OPH

employees

ONGOING.

By October 2015 Encourage networking of OPH staff utilizing

SharePoint by developing opportunities for

staff to interact and staff trainings

IN PROGRESS.

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GOAL OPH is valued and recognized as a public health leader in Louisiana and facilitates partnerships

for the alignment of efforts and overall impact on health and wellness of individuals and

communities.

ACCOMPLISHMENTS As a public health leader in Louisiana it is important that the efforts and overall impact on the health and welfare of the

state’s citizens is aligned. The success of this goal has been based on OPH’s representation and participation on local

and state population groups, and the Regional Medical Directors continue to share presentations and information with

various key stakeholders.

CHALLENGES The challenge for this goal is a full rebranding of the agency that will reflect OPH’s mission and values.

SMART OBJECTIVE 1 Develop and implement a community-focused public health marketing campaign by July 2017 to convey

the value of public health.

STRATEGY Rebrand OPH with new brand that is reflective of OPH’s mission and values.

ACTION STEPS STATUS By December 2015 Identify marketing firm as a contractor COMPLETE. For accreditation, BMAC decided

to use LDH’s logo and branding.

October 2015-October 2016 Gather information and prioritize issues for

brand development

COMPLETE.

By March 2016

Identify areas for improvement with current

brand and how OPH should be perceived

by the public

NOT STARTED.

By July 2016

Distribute rebranding ideas agency-wide

for comment via staff survey

NOT STARTED. Direction changed and survey

not disseminated.

By December 2016 Workgroup to analyze survey responses

and revise proposal


not disseminated.

By March 2017

Workgroup to send top brand ideas to OPH

administration


not disseminated.

By June 2017

OPH administration to review and submit to

LDH leadership for approval


not disseminated.

By July 2017 (Year 4) Agency-wide training on new brand

Employees to act as ambassadors


not disseminated.

By July 2017 (Year 4) Rebrand Completed COMPLETE.

Rollout agency wide COMPLETE.

STRATEGY Utilize a marketing campaign to promote the value of public health.

ACTION STEPS STATUS By May 2015

Identify contractor to develop a

marketing campaign

NOT STARTED. For accreditation, BMAC decided


By July 2015

Contractor to review state health

improvement plan (SHIP) and prioritize

issues for brand/campaign

NOT STARTED. The SHIP identified top State

priorities.

By September 2015 Develop marketing campaign to

highlight the new OPH brand



By September 2015 Contractor to analyze staff response to

messages



By October 2015 Contractor to finalize

rebranding/marketing campaign to send

to OPH leadership



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By January 2016 LDH/OPH leadership to review and

approve marketing campaign



By February 2016 Rollout of marketing campaign NOT STARTED. For accreditation, BMAC decided


By February 2016 Update LDH website with new campaign

materials



By February 2016 Train program and regional leadership

on crafting messages that are clear and

concise

NOT STARTED.

SMART OBJECTIVE 2 Ensure that OPH is represented on all appropriate state and local population health groups by January 1,

2016.

STRATEGY Identify and share Public Health (PH) messages/resources with stakeholders.

ACTION STEPS STATUS By August 2015

Each public health region to identify

existing groups who convene around

health issues

ONGOING. Regions 3, 5, 6, and 9 have regional

groups who meet at least annually.

August 2015

OPH administration at regional level to

participate in boards, commissions, etc.

COMPLETE.

October 2015

Create databases with stakeholder

information to improve information

sharing

Cross with IT plan to make data more

available

COMPLETE.

November 2015

Educate the community on available

public health services

IN PROGRESS. Reviewed the 10 essential public

health services and developed a one-page

brochure that explains the purpose of OPH.

November 2015

Share information and keep local

elected officials and other stakeholders

updated through regular email bulletins

blasts

ONGOING. The Regional Medical Directors are

sharing presentations in their regions to various

stakeholders.

STRATEGY Develop strategies to improve health of Louisiana residents at the state and local level by participating in Healthy

Communities Coalition.

ACTION STEPS STATUS By June 2015

Identify lead at the local level most

appropriate to convene group of key

stakeholders to participate as a regional

health promotions group

ONGOING. (SHIP Related)

June 2015-November 2015

Ensure that health promotion group is

convened in each region to inform the

community needs assessments and State

Health Improvement Plan (SHIP); involve

the LDH/OPH Center for Population

Health Informatics

IN PROGRESS. This has started with the pilot for

region 3 and their SHIP Advisory Group meetings in

2017 — this work continues as OPH has met with the

health community coalitions groups to discuss

alignment with their strategic priorities.

By November 2015 Local groups to address the issues

identified via the community needs

assessment/State Health Improvement

Plan and other local and state reports

IN PROGRESS.

November 2015 - April 2016

Research best practices for prioritized

issues/promote health

IN PROGRESS.

April 2016 Seek new resources, including local IN PROGRESS.

14 | Page


resources, to implement strategies

May-July 2016

Align available state/federal resources

for proposed strategies

IN PROGRESS.

By September 2016 Implement one health promotion activity

in two OPH Regions

ONGOING.

In progress after September

2016

Conduct an evaluation of health

promotion activity

IN PROGRESS. Evaluation process included in the

Worksite Wellness Project, OPH 360.

GOAL OPH attracts and retains a competent and diverse staff throughout our workforce to maximize productivity,

deliver high quality service, and improve outcomes.

ACCOMPLISHMENTS The Workforce Development Priority ensures that employees are better trained, informed, and serve as experts in their

roles and responsibilities by successfully developing a Workforce Development Taskforce, convened an OPH Employee

Worksite Wellness Committee, and implemented a worksite Wellness Program.

CHALLENGES This goal is challenged by the need to develop plans that encourage and facilitate employee opportunities to obtain

continuing education to build on core competencies.

SMART OBJECTIVE 1 Create a comprehensive plan for Workforce Development for Public Health Professionals in the Office of

Public Health.

STRATEGY Review results of Association of State and Territorial Health Officials (ASTHO) Public Health Workforce Interests & Needs

Survey.

ACTION STEPS STATUS By October 30, 2014 Review ASTHO Public Health Workforce Interests &

Needs Survey

COMPLETE (2015). This survey was

Completed by 50% of OPH staff. Results

were incorporated into 2016 Workforce

Development Plan.

By December 2014 Develop and distribute a modified survey to other

OPH workers (contract workers and a larger

group of OPH staff)

COMPLETE (2015).

By February 2015 Report findings of both OPH Workforce

Development (WFD) needs assessments by

February 2015

COMPLETE (2016). The results were

included in the 2016 Workforce

Development Plan.

By March 2015

Develop a Work Force Development taskforce

(WFD) to review results and conduct a gap

analysis and to review LDH/HR trainings that are

currently in place for staff

COMPLETE.

March 2015 – May 2015

Review results and conduct a gap analysis

- Collaborate with Louisiana Department of Health

(LDH) and/or Human Resources (HR), Civil Service,

and OPH administration

ONGOING.

IIMMPPRROOVVEEDD WWOORRKKFFOORRCCEE DDEEVVEELLOOPPMMEENNTT

15 | Page


STRATEGY Revise existing Workforce Development plan and provide updates based on findings of the assessment and best

practices.

ACTION STEPS STATUS June 2015 - December 2015 Use results of OPH surveys COMPLETE.

Review existing Workforce Development plans by

programs

COMPLETE.

Review best practices and workforce plans from

other states

COMPLETE.

STRATEGY Collaborate with Bureau of Community Preparedness (BCP) and Emergency Medical Services (EMS), and other

stakeholders to revise and provide updates based on findings of training needs assessment and best practices.

ACTION STEPS STATUS June 2015-December 2015 Revise Workforce Development Plan COMPLETE (2015).

By May 2016

Outline training requirements based on plan

revisions

COMPLETE.

SMART OBJECTIVE 2 Develop an OPH specific career progression chart by December 2015.

STRATEGY Develop a Career Progression Committee.

ACTION STEPS STATUS By February 2015 OPH administration will make recommendations

on participants of an employee education-specific

subcommittee

IN PROGRESS.

Research Civil Service progression policies TO BE ASSIGNED.

STRATEGY Collaborate with LDH HR and Civil Service to develop and inform OPH related career progression charts to aid the

succession planning workgroup.

ACTION STEPS STATUS February 2015 - December 2015 Work with LDH HR and Civil Service to determine

progression charts related to OPH professionals

IN PROGRESS.

Develop a plan to encourage and facilitate

employee opportunities to obtain continuing

education to build on core competencies

Support membership in professional organizations

IN PROGRESS.

SMART OBJECTIVE 3 Implement a comprehensive, statewide worksite wellness program by July 1, 2019, with a participation goal

of 20% of all employees.

STRATEGY Recruit and engage an agency Employee Worksite Wellness Committee (EWWC).

ACTION STEPS STATUS By December 2014 OPH administration will determine who needs to

be represented

COMPLETE.

By January 2015 Identify key people, skill sets, and titles that will

be needed to form an OPH wellness committee

COMPLETE.

January 2015-February 2015

Invite point persons/champions to participate

on the committee.

COMPLETE.

16 | Page


STRATEGY Convene an OPH Employee Worksite Wellness Committee (EWWC) led by Health Promotions team.

ACTION STEPS STATUS By March 2015

Convene workgroup above. ONGOING.

Make inquiries to other state public health

organizations to provide information about

worksite wellness programs for state agencies

and determine OPH wish list

COMPLETE.

STRATEGY Conduct baseline worksite wellness assessment.

ACTION STEPS STATUS May 2015-June 2015 Develop an appropriate employee wellness and

worksite wellness survey via Catapult®

COMPLETE.

Disseminate survey COMPLETE.

June 2015 Review results of worksite wellness portion of the

workforce development assessment/survey

COMPLETE.

STRATEGY Draft a statewide Worksite Wellness Program with measurable goals.

ACTION STEPS STATUS July 2015-October 2015 Build on Well Ahead expectations and exceed

them to promote OPH worksite and employee

wellness program

ONGOING.

October 2015-December 2015 Coordinate with Well Ahead activities to

develop a comprehensive statewide worksite

wellness plan utilizing available resources

ONGOING.

STRATEGY Launch Worksite Wellness Program (WWP).

ACTION STEPS STATUS By January 2016 Increase awareness and education outreach

and events throughout the state on new

comprehensive initiative

COMPLETE (JANUARY 2017).

Implement the activities and strategies

contained in the Employee Worksite Wellness

Committee (EWWC)

COMPLETE (JANUARY 2017).

SMART OBJECTIVE 4 Compile information around specific workforce and succession planning topics by July 1, 2017, to aid the

Office of Public Health leadership in determining future staffing needs.

STRATEGY Form interagency succession planning workgroup.

ACTION STEPS STATUS By January 2016 OPH administration will develop a workgroup

around key public health employment areas

(Environmental Health, clinical staff, Emergency

Preparedness, leadership, Budget Office, etc.)

NOT STARTED.

Based on results of ASTHO survey & career

progression information, determine current and

future trends and opportunities for workforce

development with an aim at succession

planning

NOT STARTED

17 | Page


Identify key leadership, staffing levels, skill sets,

titles, and retirees that will be needed to perform

OPH functions for the next 36 months

NOT STARTED.

STRATEGY Collaborate with key stakeholders (LDH Human Resources, State Civil Services, schools of public health, and other public

health organizations).

ACTION STEPS STATUS By February 2016 Meet with key LDH Human Resources and Civil

Service personnel to consider staffing needs,

review of agency job titles, and any changes in

legislation

NOT STARTED. A HR Kaizen was held to

determine whether there is room for

efficiencies.

STRATEGY Assess OPH needs and gaps and prioritize the gaps using forecasting tools.

ACTION STEPS STATUS July 2016 Identify the job titles needed to perform OPH

functions

NOT STARTED. An HR Kaizen was held to

determine whether there were efficiencies.

July 2016 - December 2016 Create a profile of all current OPH staff NOT STARTED.

STRATEGY Develop the succession plan.

ACTION STEPS STATUS January 2017 - July 2017

Meet with OPH administration and develop the

succession plan

NOT STARTED.

GOAL Lead and continually improve a public health system that identifies and reduces inequities to improve

health outcomes and quality of life in Louisiana.

ACCOMPLISHMENTS The accomplishments of the Reduced Health Disparities goal are reflective of the enhanced clinician/patient

partnerships using an EHR, implemented delivery of services in preferred/primary language, and the development of

Health Equity Core Principles and Standards.

CHALLENGES This goal is challenged by the lack of advanced knowledge and innovation through research to identify effective strategies

to eliminate health disparities.

SMART OBJECTIVE 1 By December 2019, make recommendations to OPH leadership regarding the gaps in data sets that are

needed in order to address disparities in health.

Assess, identify gaps, and define data sets and policies that contribute to disparities in health.

RREEDDUUCCEEDD HHEEAALLTTHH DDIISSPPAARRIITTIIEESS

18 | Page


STRATEGY Conduct an environmental scan to collect the data sets and the data from the Bureau of Health Informatics and other data

sources to identify and address health disparities, especially disparities related to race/ethnicity, age, gender/gender

identity, disability, socioeconomic status, religion, geographic location, or other characteristics historically linked to

discrimination or exclusion.

ACTION STEPS STATUS October 2014 - 2016 Review inventory of databases (HITI, Obj. 2) and

identify gaps in data needs

Develop and conduct a survey of existing

technology (HITI, Obj. 2) and identify which

programs need upgrades for interfacing

Increase data availability and usage to address

health disparities

COMPLETE.

There is a list of OPH data sets on SharePoint

under the HIT folder in the Strategic Plan

folder entitled “Applications View OPH

Databases.”

There is a list of other resources of data sets

on SharePoint under the Reduced Health

Disparities folder entitled, “Resources for

Identifying and Understanding Health

Inequities CDC.”

http://dhhnet/departments/oph/depasstsec

/Performance/SitePages/Home.aspx

October 2016 - 2019 Advance knowledge and innovation through

research to identify effective strategies to

eliminate health disparities

PAUSED.

STRATEGY Identify public policies that address social conditions impacting health and aid in closing the health status gap.

ACTION STEPS STATUS October 2014 – October 2015 Identify laws, regulations that drive health

disparities/health inequity

ONGOING. A survey tool has been

drafted and vetted by the committee and

has been put into Survey Monkey. The LA

Center for Health Equity has resources

listed on their website:

http://lahealthequity.org/useful-resources/

In July 2016, the Louisiana Department of

Health, elected to expand Medicaid,

increasing Louisiana residents’ access to

care. Approximately, 250,000 additional

Louisiana residents were enrolled in

Medicaid as a result of this policy change.

UPDATE: Since 2017, SHP has participated

in a community coalition to address issues

around HIV criminalization and

reproductive health. These coalitions focus

on policies related to criminalization, and

reproductive health.

In 2017, SHP was instrumental in supporting

policy to create greater access to syringe

services program (SSPs).

October 2015 - 2016 Review literature and practices of other health

departments that are working to bridge public

health and economic development

ONGOING.

October 2016 - 2018 Develop parish profiles with top 10 health disparities

for each parish along with strategies to impact

health in the parish

ONGOING.

October 2016 - 2017 Review national recommendations and policy

assessment tools, such as Center for Law and Social

Policy (CLASP), Zero to Three, as well as others.

COMPLETE.

http://dhhnet/departments/oph/depasstsec/Performance/SitePages/Home.aspx

http://dhhnet/departments/oph/depasstsec/Performance/SitePages/Home.aspx

http://lahealthequity.org/useful-resources/

19 | Page


STRATEGY Enhance public health communications internally and externally.

ACTION STEPS STATUS October 2015 – October 2016

Assist with the publication of Minority Health Report

and fact sheets for Louisiana residents

IN PROGRESS.

http://www.dhh.louisiana.gov/index.cf

m/page/672

October 2015 – October 2017 Ensure that communication strategies and

modalities to improve health literacy, contained in

the communication standards and protocol, for all

OPH staff and clients match their health literacy

level (Collaboration – Obj. 1)

IN PROGRESS.

STRATEGY Inform the community of health disparities through expanded media campaigns (print, TV, internet, and social media.

ACTION STEPS STATUS October 2018 – October 2019 Develop PSAs

Secure media agreements

Conduct town hall meetings

IN PROGRESS.

SMART OBJECTIVE 2 Transform OPH’s infrastructure and organizational culture to achieve a more integrated response to health

disparities in all daily work and services provided over the next five years.

STRATEGY Build, support and fully utilize a diverse, culturally and linguistically competent workforce capable of working in cross-

cultural settings and committed to eliminating health inequities.


Revise workforce development plan, (including

language on how to address eliminating health

inequities) (WFD, Obj. 2)

IN PROGRESS. In 2017 and 2018, all

newly hired STD’s and HIV Program SHP

staff attended a full day SHP

Orientation which included

information on health equity and

structural barriers to STD/HIV

prevention and care.

In 2017, SHP revamped its previously

titled “Design Team” and created the

Health Equity Action Team (HEAT) that

leads the effort to build a holistic,

integrated, and innovative system of

STD/HIV prevention, care, and

education that eliminates health

inequities and collaborates with staff in

other LDH programs.

Provide robust learning opportunities for staff on

cultural and linguistic competency, and cultural

humility

IN PROGRESS. In 2017 and 2018, all

newly hired staff attended a full day

SHP Orientation which included

information on health equity and

structural barriers to STD/HIV

prevention and care.

In 2017 and 2018, attendance at

Undoing Racism and Deconstructing

Homophobia and Transphobia is

mandatory for all new staff.

October 2016 – October 2019 Develop an OPH curriculum for undergraduate and

graduate internships for OPH rotations

NOT STARTED.

Provide internships focused on health disparities for

graduate and undergraduate public health students

NOT STARTED.

http://www.dhh.louisiana.gov/index.cfm/page/672

http://www.dhh.louisiana.gov/index.cfm/page/672

20 | Page


STRATEGY Coordinate and integrate health disparity efforts and resources within and across agency programs for maximum effect

and sustainability.

ACTION STEPS STATUS October 2014 – October 2016 Develop health equity core principles and standards

for OPH programs and agency’s daily functions

COMPLETE. The Health Equity Policy

was finalized in August of 2017. The

policy is now being rewritten to reflect

cross-Bureau input and new

Secretary’s priorities.

October 2014 – October 2016

Align core principles of OPH programs and agency’s

daily functions with core principles of health equity

IN PROGRESS. Developed a Health

Equity policy, and surveyed the

programs about Reducing Health

Disparities/Health Equity activities.


Develop/implement health literacy policies and

protocols across all state agencies for printed

materials, oral exchange, staff and volunteer

orientation, staff skills-building, etc.

IN PROGRESS. Policies are not across

all state agencies, but our target

should be across OPH Programs or

across OPH.


Use evidence-based practices and interventions IN PROGRESS.

October 2015-2019

Assist in the analysis of health statistics and

development of agency-specific programs that

promote health literacy and improved health

outcomes

PAUSED. This work will be developed

after the CLAS assessment and

analysis is Completed.


Promote better medical interpreting and translation

services and a greater use of community health

workers

IN PROGRESS. In the PHUs, we use the

language line and sign language

services. We have bilingual patient

information (Spanish, Vietnamese…)

We simplify information and use

illustrations, avoid jargon, use "teach-

back" methods, and encouraging

patients' questions.

STRATEGY Increase resources and investments to eliminate health status gaps.


OPH commits resources to improve the public

health system for all

IN PROGRESS. In 2017 and 2018 in New

Orleans, SHP leveraged funding from

two CDC demonstration grants to

increase awareness and provision of

PrEP and increase access to

social/behavioral services to gay and

bisexual men and transgender

individuals.


Seek new, flexible funding to address social

determinants of health

IN PROGRESS. Each program continues

to seek funding to address the issues

around social determinants of health.

STRATEGY Ensure OPH patients/clients and families have equitable access to safe, respectful, responsive, compassionate patient-

centered care and services that create an excellent patient experience and improve health outcomes.


Redesign the clinical service delivery process to

increase access to care

IN PROGRESS.

October 2014 – October 2015 Add signs to help patients/clients and families

navigate the clinic visit progress

IN PROGRESS. Language line posters and

Civil Rights (WIC) posters/forms are

posted throughout the PHUs.


Implement delivery of services in

preferred/primary language

IN PROGRESS. Language line for

interpreters and patient info available in

Spanish and Vietnamese (when

applicable).

https://en.wikipedia.org/wiki/Jargon

https://en.wikipedia.org/wiki/The_teach-back_method

https://en.wikipedia.org/wiki/The_teach-back_method

21 | Page


Oct 2015 – Oct 2017

Develop and implement skills: build trainings on

patient-centered care to ensure an OPH

workforce that is respectful of and responsive

to individual patient preferences, needs, and

values

IN PROGRESS. PHU staff receive this

training from programs such as, Title X

and STD/HIV and BCP.

October 2015 – October 2016 Enhance clinician-patient partnerships and

improve communication, documentation, and

continuity and safety of care using an EHR and

portals for patients to interact with their

clinicians’ EHR

COMPLETED.

October 2016 – October 2018 Incorporate interactive kiosks/public Internet

workstations in health units to improve access

to agency services and educational trainings

IN PROGRESS. There are vital records

kiosks in select PHUs.

October 2015 – October 2016 Create patient “advisors” and/or a patient

advisory council to engage patients and

families in organizational, programmatic, and

clinical decision-making to provide perspective

and feedback about the patient experience

IN PROGRESS.

October 2014 – October 2015 Establish measurements of performance and

feedback to improve patient-centered care

IN PROGRESS.

SMART OBJECTIVE 3 Enhance the capacity of communities to engage in healthy living and eliminate health disparities.

STRATEGY Communicate, document, and champion best-practices in eliminating health disparities.


(Years 3-6)

Educate and regularly update organizational

leadership and policymakers about current

trends in health disparities

IN PROGRESS. Currently, the OPH

newsletter provides literature and

suggested training opportunities to OPH

staff regarding current trends in health

disparities.


(Years 4-6)

Compile and review instruments that assist

community-based organizations to engage in

evaluation and the measurement and use of

health equity indicators

NOT STARTED.


(Years 4-6)

Develop a specific plan of action for policy

change using a structured tool, such as the

"Real Clout" workbook

NOT STARTED.

STRATEGY Cultivate and expand community-driven partnerships and collaboration across multiple sectors to identify problems, set

priorities, increase resources/ investments, and implement effective activities to eliminate health disparities.

ACTION STEPS STATUS Oct 2015 – Oct 2019

Engage communities and community leaders

in dialogue about strategies to promote health

equity

ONGOING.

Oct 2017 – Oct 2019 (Years 4-6) Support community-led efforts which build

capacity and promote sustainability of health

equity programs

ONGOING. OPH partnership with

Louisiana Center for Health Equity.

LDH works with the Secretary’s community

engagement lead to ensure capacity-

building and program development.

Oct 2014 – Oct 2016

Identify key interagency, external state, and

local level partnerships that can be fostered

and potentially aligned

ONGOING.

Oct 2016 – Oct 2019

(Years 3-6)

Collaborate with the health professional

community to identify and address health

disparities

ONGOING. Presentations at regional level

22 | Page


Oct 2016 – Oct 2019

(Years 3-6)

Ensure linkages and participation of

communities in OPH’s Health Promotion

initiative (Solicit authentic community voices in

all OPH programs)

IN PROGRESS.

INFRASTRUCTURE

Infrastructure includes hardware and software solutions needed to effectively conduct business. Key

components of integration besides hardware and software include careful writing of Requests for Proposal

(RFPs), Intents to Bid (ITBs), and contracts, to reduce the possibility of not receiving what is intended during

the scope of work. Maintenance costs for in progress support by the vendor must be manageable. Hosting

and backups must have a solid plan. Development must always include components needed for easy

integration with other applications as appropriate.

UTILIZATION We collect necessary data to effectively deliver all the services and functions of Public Health. This

collection of data requires careful planning that maximizes the value of the information at a minimal cost to

the organization. Appropriate use of technology makes this progress much more efficient and accurate

when correctly configured and utilized in a consistent manner.

INTEGRATION Ensuring that the architecture of what we procure will interact appropriately with related systems to avoid

double entry or redundancies in data storage. To ensure HIPAA compliance, people can access all but

only as much as they need to best perform the duties of their offices. Interoperability of data sources allows

for better analyses that span multiple domains. This ultimately allows the data to be a building block, rather

than more standalone.

GOAL Adopt and maintain an up-to-date IT infrastructure to ensure a well-equipped workforce that has the tools

to meet or exceed performance standards and funding requirements.

ACCOMPLISHMENTS The noteworthy accomplishments under the Health Information Technology and Infrastructure priority include, the

maximized use of SharePoint to increase efficiency and effectiveness, and the successful training of OPH staff on the

new SUCCESS EHR System.

CHALLENGES This goal is challenged by the coordination of the prioritization of activities through the creation of the OPH IT Strategic

Planning Tech Team.

SMART OBJECTIVE 1 Create and empower a centralized OPH IT Strategic Planning Tech Team by November 2014, consisting of

representatives from Administration, Population Health Informatics, and all OPH centers and bureaus,

working in close coordination with the Division of Administration’s Office of Information Technology.

STRATEGY Form IT Strategic Planning Tech Team.

ACTION STEPS STATUS

October 2014 - November 2014

Create a directory of technical leads

throughout OPH for every program by Nov 2014

NOT STARTED.

HHEEAALLTTHH IINNFFOORRMMAATTIIOONN TTEECCHHNNOOLLOOGGYY AANNDD IINNFFRRAASSTTRRUUCCTTUURREE

23 | Page


SMART OBJECTIVE 2 Evaluate the use of information technology to develop a strategic master plan to create a path toward the

upgrade of technology solutions to the needs of the Office of Public Health, over the next five years.

STRATEGY Develop an IT strategic plan based on OPH hardware and software needs.

ACTION STEPS STATUS October 2014 - November 2014

Meet monthly to plan and develop an IT

strategic plan. Assign chair or co-chair and

other member roles.

Develop team charter and meeting schedule.

Hold and document meetings starting

November 2014. This group will meet monthly;

however, every other month will be devoted to

discussing hardware/software needs and

solutions, and the alternate month will be to

discuss data needs

NOT STARTED.

October 2014 – January 2015 Review LDH-IT inventory of databases in use by

OPH by Jan, 2015

COMPLETE.

October 2014 - March 2015 Develop and conduct a survey of existing

technology and hardware/software needs in six

months; include questions on preferred

frequency of training by March 2015

NOT STARTED.

October 2014 - June 2015 Procedures documented and in place for

procurement of IT infrastructure (hardware and

software), to include justifications, applicable

grant requirements, deliverables, or other

explanations for the proposed purchase

COMPLETE. The LHD-IT procurement

procedure can be found at:

http://dhhnet/secretary/it/Pages/DH

H-OTS-Procurement-Progress.aspx

October 2014 - June 2015 Conduct quarterly reassessments of strategic

plan beginning in years 2 through 5, beginning

September 2015

NOT STARTED.

STRATEGY Conduct statewide trainings on software and standards of value to OPH statewide, based on survey results and

suggested frequencies of training.

ACTION STEPS STATUS March 2015 – June 2019 Prepare OPH staff for technology changes,

develop training materials

Increase office productivity by educating

and training staff to apply new technology,

accomplished by quarterly trainings starting

March 2015

ONGOING. Multiple levels of

trainings occurred to ensure the field

and programmatic staff were

proficient in using the new SUCCESS

EHR system implemented in 63 parish

health units.

STRATEGY Maximize use of file sharing software such as SharePoint to increase efficiency and effectiveness.

ACTION STEPS STATUS October 2014 - August 2015

OPH will create a webinar for new employees

that explains SharePoint and its uses

A CPHI staff person will be assigned to create

the webinars for SharePoint

The new employees' managers will ensure that

employees have the training completed in the

required timeframe

COMPLETED. LDH-IT offers SharePoint

webinar trainings online.

Intermediate SharePoint trainings

were held in May 2016 and forty

OPH staff were trained.

BPI staff are working with OTS staff to

make SharePoint and technology

training more available for OPH staff.

Tips and training opportunities are

http://dhhnet/secretary/it/Pages/DHH-OTS-Procurement-Process.aspx

http://dhhnet/secretary/it/Pages/DHH-OTS-Procurement-Process.aspx

24 | Page


highlighted in the OPH newsletter,

“Public Health Matters.”

GOAL Leverage health information technology to maximize use and integration of data to drive decision making.

ACCOMPLISHMENTS The accomplishment under this goal is the identification of datasets and sources for data and determine whether the

data already exists or will need to be collected and managed in the future.

CHALLENGES This goal is challenged by the ever-changing technological updates that create better efficiencies for the agency.

SMART OBJECTIVE 3 Create data integrations between two major and three minor partners by August 2015.

STRATEGY Conduct a data needs assessment to understand and develop a strategic plan for data access and sharing; this is a

separate strategy as this addresses data access, sharing and data sources; the other strategy is focused on hardware and

software solutions. The OPH IT Strategic Planning Tech Team will be involved with both sides of this endeavor; however, the

other partners, such as the Bureau of Health Informatics, will be involved in certain aspects only.

ACTION STEPS STATUS October 2014 - April 2015 Develop and conduct a survey of unmet data

needs by April 2015 that answers, “What data

are needed to be shared intra-agency and

what data sources need to be obtained?”

IN PROGRESS.

July 2014 -June 2019 For identified needs, develop and implement

integration to meet those needs using the OPH

IT Strategic Planning Tech Team

IN PROGRESS.

October 2014 - April 2015 Convene OPH IT Strategic Planning Tech Team

to 1) steer priorities, 2) identify efficiencies and

reduce duplication, 3) connect technical

ability throughout OPH to where it is needed, 4)

navigate the approvals progress for data

access, 5) meet by April 2015

NOT STARTED.

July 2014 - June 2019 Assess new requirements and standards

annually

NOT STARTED.

October 2014 - June 2015 Develop agency metadata

standards/attachment page for sharing

datasets between groups by June 2015

NOT STARTED.

SMART OBJECTIVE 4 Determine what gaps exist in organizational data that cannot currently be filled in-house and create a

report with recommendations of how to fill those gaps by collecting a data needs assessment of 100% of

OPH centers and program offices by August 31, 2015.

STRATEGY Determine what gaps exist in OPH data that cannot currently be filled in house and determine how to fill those gaps.

ACTION STEPS STATUS October 2014 - June 2016 For data needed that is not currently collected,

identify datasets and sources for data;

determine whether the data already exists or will

need to be collected and managed in 2 years

ONGOING.

July 2014 - June 2019 Assess new requirements and standards annually NOT STARTED.

25 | Page


July 2014 -June 2016 with some

continuing activities

Creation of a data sharing technical

infrastructure that either incorporates clean

data in an automated and regular way, or live,

read-only connections, where appropriate, to

existing datasets in 2 years

NOT STARTED.

With the support of OPH Executive Leadership, the goal of the Bureau of Policy, Planning, and Performance

is to establish a Strategic Planning Committee that embodies the purpose of the OPH Strategic Plan. This

undertaking will begin by assessing the effectiveness of the current committees and its members. We

intend to solicit new membership while maintaining the interest of our current members. Hopefully, the

rebirth of the group will infectiously spread to tackle greater challenges and meet the needs of the citizens

of the state.

The Bureau of Policy, Planning, and Performance, with the assistance of the OPH Strategic Planning

Committee aims to create a more actionable and realistic strategic plan to ensure that the work of the

agency is reflective of its mission and vision.

In September of 2018, OPH’s leadership gathered to discuss the future goals of the agency. Four population

health measures along with recent performance data were presented. The measures focus on health

concerns that include: Tobacco Use, Blood Pressure, Established Care with Primary Care Provider, and

Body Mass Index (BMI).

OPH “Big Bets” were also introduced, which include: Parish Health Unit Transformation, Tobacco Cessation,

HIV Care, and Hepatitis C. It is our intent to incorporate these “Big Bets” into the upcoming strategic plan

and ensure that there are activities that identify the importance each of them has to the health of our

communities.

NNEEXXTT SSTTEEPPSS

louisiana office of public health … · 2019-03-19 · louisiana office of public health 2 2001188...

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