Step 2: Know Where You are Going
In Step 2: Know Where You are Going, local health departments (LHDs) will review local, regional, and state assessments and goals. LHDs will work with partners to create a Strengths, Weaknesses, Opportunities, and Threats (SWOT) analysis. Using the assessments and SWOT, local health departments and their partners will identify and set priorities and outcome metric, which will then be communicated to other partners and staff.
- Objectives
- PH leadership, staff, and partners have reviewed and gained a clear understanding of findings from local assessments and SWOCs so that they can engage in priority setting from an informed position
- PH has met with other health departments and cross-sector partners in the region to identify areas where priorities are aligned
- PH leadership and staff have considered the benefits of focusing efforts on statewide system-wide vs. local PH priorities
- The health department has established annual priorities from among the 11 foundational programs and elements
- The health department has established annual outcome metrics for each priority
- Priorities have been communicated with all PHD staff, partners and the community
Critical Strategies
During the Review Local Assessments strategy, local health department staff and leadership will review local assessments, such as Community Health Assessments, Regional Health Assessments, and the Modernization Assessment. If there are information gaps in any of these assessments, additional assessment activities may be necessary. The review of assessments during this this critical strategy will help local health departments in creating a Strengths, Weaknesses, Opportunities and Threats (SWOT) analysis and creating best-informed priorities.
Resources
Conducting a Strengths, Weaknesses, Opportunities, and Threats (SWOT) analysis with partners allows local health departments to identify areas that can be used to develop organizational objectives. A SWOT analysis shows organizations the helpful and harmful internal and external forces that may impact a given project. After completion of this SWOT analysis, public health leadership, staff, and partners will have gained a clear understanding of these forces and can use this knowledge in priority setting.
Resources
During the connect with cross-sector regional partners, other local health departments, and the state public health division strategy, local public health department staff will reach out to other public health departments in their regions, the state public health division, and cross-sector stakeholders, such as hospitals, health equity coalitions, and Coordinated Care Organizations, to identify shared priorities and areas where a partner has a strength that could address a weakness. This critical strategy is also an opportunity for local health departments to review statewide public health priorities. At the conclusion of this strategy, local public health departments will have a clear understanding of shared priorities among partners and statewide public health priorities.
Resources
Success Factors in Cross-Jurisdictional Sharing Arrangements PDF
Cross-Jurisdictional Sharing Agreements Collaborative Trust Scale Instructions PDF
Cross-Jurisdictional Sharing Agreements Collaborative Trust Scale XLS
TRI-County Shared Values PDF
Engage Potential Partners Toolkit Website
During the Review System-Wide Priorities (from the Statewide Public Health Modernization Plan) strategy, local health departments will review the Statewide Public Health Modernization Plan and identify areas of overlap with state priorities and their regional or local priorities.
Resources
Statewide Public Health Modernization Plan PDF
Public Health Accountability Metrics Website
During the Establish Local Public Health Department Priorities strategy, public health staff, and regional partners, where applicable, will convene to discuss priority areas. At the conclusion of this critical strategy local health departments and partners will have established annual priorities from among the 11 foundational programs and capabilities. After setting these priorities local health departments will determine outcome metrics for each priority. NOTE: Dependent on funding, Local Health Authorities must establish a plan for applying all 7 foundational capabilities and implementing all four foundational programs and any other priorities that the local health authority considers necessary. Plans must be developed by 2023.
Resources
Identify Components of a Logic Model PDF
Planning Checklist-Prepare and Plan PDF
During the Establish Outcome Metrics strategy, local health departments, and partners where applicable, will use the priorities established during critical strategy 2.4 to begin development of outcome metrics for each priority. At the conclusion of this strategy each priority will have an established outcome metric that is achievable and measurable.
Resources
Program to Analyze, Record, and Track Networks to Enhance Relationships PDF
Though partner and staff communication is important throughout public health modernization, this Communicate Priorities to Partners and Staff strategy focuses on the time when local health departments will disseminate information about established priorities and metrics to all partners and staff, ideally through in-person meetings or training if applicable.
Resources
Communication Planning Template PDF
Communication Planning Checklist PDF
Value Proposition Canvas PDF
