MONROE COUNTY HEALTH DEPARTMENT

STRATEGIC PLAN
2015 – 2019
This Strategic Plan covers the five-year period 2015 through 2019. It also
describes the process used in the development of the plan, as well as
recommendations for its use.

Leading and partnering to create a healthier and safer Monroe County

Community.

The mission of the Monroe County Health Department is to protect, promote and
improve the health of all people in Monroe County.
The Monroe County Health Department targets the following four
priority health issues as part of its strategic approach to achieving its
mission and vision. These areas were identified by the Strategic Plan
Work Group, based on an environmental scan, including external and
internal assessments.

Access to Care and Services

Monitoring Community

Health and Safety

Organizational

Effectiveness

Financial Opportunities
Goals, the longer term desired outcomes of strategic work, address each of the health
department’s priorities as well as operational issues that support the overall function of
the department.

For each goal, more specific objectives with associated action statements are listed.
These objectives and action strategies outline the work to be done over the five-year
life of this plan.

Priority 1: Access to Care and Services

Goal: Increase the health department’s linkages that connect the public to providers and
health plans

Objective:

1.1 By July 2016, evaluate the capacity for and determine whether or not the
department can/should facilitate Affordable Care Act (ACA) enrollment
directly
Initiatives Who Target Date Resources Measures
Research job Education July – Dec Staff time, List of
requirements and 2015 accessible requirements
associated costs for and current and costs
getting a ACA information
certification
Analyze findings of Education, Jan - Mar Staff time Written
research Administration 2016 recommendation
reports
Develop Education, Apr – June Staff time Written
recommendations Administration 2016 recommendation
for ACA enrollment report
activity
Present Administration July 2016 Board Meeting minutes
recommendations meeting, Staff reflecting Board
to Health Officer time discussion
and Board
Objective:
1.2 By August 2018, establish an annual schedule to update section referral
lists

Initiatives Who Target Date Resources Measures

Create annual Administration Aug 31, 2018 Staff time Schedule
schedule document document
Distribute to all Administration Sept 2018 Staff time Distribution list
sections

Objective:

1.3 By December 2018, create links on MCHD website to the section referral
lists and the state site for searching Medicaid providers

Initiatives Who Target Date Resources Measures

Gather lists from Administration Sept 2018 Staff time Lists from
each section sections
Create page on Administration Sept 2018 Staff time Web page
website
Post links to web Administration Dec 2018 Staff time Updated web
page page
Priority II: Monitoring Community Health and Safety

Goal 1: Develop effective monitoring strategies to identify emerging health and

safety threats

Objective:

1.1 By December 2018, create a statement within each section that identifies
when to notify a supervisor of a potential public health threat

Initiatives Who Target Date Resources Measures

List likely public Environmental, July - Sept Staff time, Internal
health threats within Foods, 2016 Community section listing
each section Futures, assessment
Vital Records, data; Health
Preparedness, ranking data,
Education Indiana
indicators
Analyze list Environmental, July 2016 – Staff time, Internal
comparing to Foods, Feb 2017 Community section
current trends or Futures, assessment document
rates Vital Records, data, Health
Preparedness, ranking data,
Education Indiana
indicators
Establish thresholds Environmental, Feb 2017– Staff time, Data reports
or levels for reporting Foods, June 2017 Community from sections
to supervisor (by Futures, assessment to Deputy
section) Vital Records, data, Health Administrator
Preparedness, ranking data,
Education Indiana
indicators
For each health Environmental, Apr – Aug Staff time, Guidelines to
threat indicator, Foods, 2018 Completed be included in
identify next steps for Futures, section report the policy
section head to Vital Records, from above document
communicate Preparedness,
above-threshold Education
levels to internal and
external partners
Draft policy and Deputy July -Dec 2018 Staff time Policy
guideline statement Administrator document,
for the department Staff record of
based on levels policy review
identified for each (QI Plan)
section’s health
threats
Objective:
1.2 By June 30, 2017, 100% of staff from each section will be trained on
information management

Initiatives Who Target Date Resources Measures

Survey staff to Administration Jan 2017 Survey Survey
determine monkey, monkey report
information Staff time
management needs
Develop training Tech Services Feb – Apr 2017 Staff time Survey
Dept. monkey report
Incorporate existing Tech Services Mar – Apr Staff time Training
info management Dept. 2017 curriculum
needs with new
software training
Schedule trainings Administration Mar – Apr Staff time Dates
with IT Tech Services 2017
Dept.
Conduct trainings Administrator May – June Staff time Attendance
Tech Services 2017 sheets at
Dept. trainings

Objective:
1.3 By June 30, 2017, establish an integrated comprehensive, electronic
complaint-tracking system for the entire department

Initiatives Who Target Date Resources Measures

Research options for Administration Jan 2015 – County Notes and
electronic tracking Jan 2016 partners, Staff email
system time documentation
from meetings
with other
county offices
Survey staff on Administration July – Dec Staff time, Survey monkey
needs and potential 2015 Survey report
use of electronic monkey
tracking system
Identify an existing Administration Nov – Dec County Notes and
software program 2016 partners, Staff email
for monitoring time, documentation
Updated from meetings
technology with other
county offices
Purchase electronic Administration Jan 2017 Funding Software
tracking system purchased/
licensed
Objective:
1.4 By December 2017, implement an electronic monitoring system in each
section

Initiatives Who Target Date Resources Measures

Schedule installation Administration, Jan – Aug Software, Installation of
with Technical Education 2017 Tech Services software
Services Dept., throughout
Staff time, department
Updated (at least one
technology computer per
section)
Merging of data Environmental, Aug – Dec Software, Accessible
from old to new Foods, 2017 Tech Services data on new
systems Futures, Dept., system
Vital Records, Staff time,
Preparedness, Updated
Education, technology
Administration
Tech Services
Dept.
Follow-up training Environmental, Aug – Dec Software, Sign in sheets
Foods, 2017 Tech Services from trainings,
Futures, Dept. staff All sections
Vital Records, time, Updated using new
Preparedness, technology system
Education,
Administration
Tech Services
Dept.
Priority III: Organizational Effectiveness

Goal 1: Identify and implement organizational structure changes to improve

flexibility and efficiency, cross-training, and overall organizational capacity

Objective:
1.1 By June 2015, research and select processes for restructuring MCHD
organizational structure

Initiatives Who Target Date Resources Measures

Collect info on Administration, Jan 2015 Monroe Collection of
processes in Health Officer County HR, options
reorganization Staff time,
Staff

Survey staff for ideas Administration Jan 2015 Staff time, Completed
on organization, Staff survey
cross-training
Review and select Administration, May 2015 Staff time, Selection
process All Sections Resource info, made, shared
Monroe with staff
County HR

Objective:
1.2 By September 2015, identify resources to provide expertise and assistance
in restructure process

Initiatives Who Target Date Resources Measures

Research resources Administration, Feb 2015 Staff time, List of options
to assist in selected All Sections IUSPH, IU
process Kelley School
of Business,
Choices,
Monroe
County HR
Identify cost to dept. Administration, May 2015 Staff time, Estimates
to use resource Board of funds
Health

Objective:

1.3 By July 1, 2016, a new long-term organizational structure will be identified

with a process for implementation

Initiatives Who Target Date Resources Measures

Review results from Administration, April-May 2015 Staff time, Organizational
resource and All Sections Monroe structure,
processes search, County HR process and
select resource resource
person
selected
Priority IV: Financial Opportunities

Goal 1: Identify and capture internal & external health funding opportunities

Objective:
1.1 By January 2016, the MCHD will develop a list of potential funding
resources to be distributed and accessible to all sections and the Board of
Health
Initiatives Who Target Date Resources Measures
Develop list of Administration Jan 2016 Staff time List
potential funding
resources
Revise list at least Administration Jan of each Staff time Revised list
every 5 years year
Distribute list to staff Administration Jan of each Staff time Distribution list
year

Objective:
1.2 By August 2018, the MCHD will develop a list of possible billable services in
order to increase revenue, to be documented in the Annual Report

Initiatives Who Target Date Resources Measures

Start file of possible Administration, Begin Jan Staff time, File
billable services All Sections 2015 Electronic files
Billable service
info
Using data collected Administration Feb 2018 Staff time Prepared list
develop billable data saved by Aug
service option list 2018

Objective:
1.3 By April 2019, identify the resources needed to implement the listed
billable services and report recommendations to the Monroe County
Board of Health during their regularly scheduled meetings

Initiatives Who Target Date Resources Measures

Using billable list Administration, Apr 2018 – Apr Staff time, By Apr 2019
research related All Sections 2019 Budget completed list
costs, add to the list review info available,
Board minutes
Final report including Administration Mar 2019 – Staff time Report, Board
recommendations Apr 2019 minutes
completed
Taking Action
Once a robust strategic plan is in place, the following actions are crucial to successful
implementation and utilization.

Communicating the Plan

• Communicate completely and often. The strategic plan should not be for the
division or section leaders only. It is for all staff, and requires everyone’s
participation in order to work.
• Communicating the strategic plan facilitates employee "buy-in" and a broader
understanding of the organization’s strategic goals and objectives.
• Do not just reach out to staff; share the strategic plan with other stakeholders,
such as customers and partners. An "open book" approach will likely generate
more helpful ideas and suggestions about the future of the department.
Monitoring the Plan
• Review progress on a monthly or quarterly basis. Specific tasks should be part of
relevant strategic management meetings.
• While monitoring the strategic plan's progress, continue to examine its underlying
assumptions, the continued validity of its strategic objectives, and the influence
of unanticipated events.
• Create a champion for every objective and action. The champion has to be
someone other than the department head, because the latter is not
accountable to anyone. The strategy champion does not necessarily have to
complete the actions, but must see that they get done.
• Stay committed. Every strategy-related action must have a due date. Following
up with staff about due dates will demonstrate the leaders’ commitment to the
plan.
• Conduct short-term strategy reviews. Scheduling quarterly team "huddles" to
keep the strategic plan reviewed, reloaded and re-energized. These huddles
also allow for refinement of the action strategies and reassignment of tasks, as
necessary. Set strategic plan milestones. Go beyond monitoring: build into the
strategic plan milestones that must be achieved within a specific time frame.
Sticking with the Plan
• The strategic plan has to be a living document that represents a shared vision of
where the organization is headed and what is needed to get there in time.
• Do not wimp out. Making the tough choices, addressing long-term issues, and
pushing the department’s aptitude are going to be necessary.

9
 • Keep the long-term strategic goals in mind. It is easy to be so tied up in day-to-
day operating problems.
• Health departments are short on time and money. Being "too busy" may actually
result from an unwillingness to confront difficult long-term issues, such as
accessibility of resources, acquisition of new technology, co-ordination of
personnel efforts, and even questions about the organization’s overall direction.
Until such issues are finally addressed, precious time is lost for other urgent needs.

Tracking Data
• Utilize standing staff meeting item to update progress using the timeline.
• Record time spent on actions.
• Include notes on the Objectives Timeline.
• Use a color system on the Objectives Timeline, such as:
o Red = Overdue
o Yellow = In Progress
o Green = Complete

Reporting Progress
• Utilize the Objectives Timeline to show progress.
• Report progress to Board of Health at every meeting.
• Reward success. Find creative ways to motivate people and reward them for
focusing on the strategy and vision.
• Host a party to celebrate big successes.

Evaluating Results
• Measure how well strategic plan implementation is progressing through the
action plan.
• Utilize indicators within the action steps to evaluate whether objectives are
achieved.
• Avoid measuring only what is easy, and not what's important.
• Measure progress on a regular basis – also ask how implementation could be
done more efficiently. Record the results of these measures.

Revising the Plan

• Schedule regular reviews of the plans, twice yearly.
• Schedule reviews at the same time as other regularly scheduled procedures
(e.g. prior to annual reporting).
• Be prepared to switch strategies. Over the life of a strategic plan, an
organization’s vision may stay the same while its strategies will probably need to
be revised. Usually, this means refining specific strategies and goals to meet
changing circumstances each year.

10
The above suggestions are presented by the Eppley Institute for
implementation of strategic plans and were informed by, among
other sources:

Implementing a Strategic Plan Successfully, Last

Updated: 8 September 2011 Article by Terry Irwin, TCii
Strategic and Management Consultants
http://www.mondaq.com/x/140370/Operational+Performance+Management/Im
plementing+A
+Strategic+Plan+Successfully

11