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PHS Strategic Plan Scorecard PHS Admin (FY 2023-25)

County of San Diego Health and Human Services Agency
Public Health Services Strategic Plan Scorecard

 

 

Key for Goal Alignment to Live Well San Diego & County of San Diego Strategic Initiatives

Executive Office Team
Admin
Executive Office Team
P
Time Period
Current Actual Value
Current Target Value
Current Trend
Baseline % Change
Goal 1
Admin
Goal 1: Provide LEADERSHIP that guides the organization, advances health equity for all residents, and establishes an environment for success.
G
Time Period
Current Actual Value
Current Target Value
Current Trend
Baseline % Change
Key partners
Action plan and actions
Why Is This Important?
Why is this important?
What impact are we seeking?
Admin
Strategy 1.1: Adhere to the Baldridge Excellence Framework criteria for leadership that is proven to contribute to organizational success.
S
Time Period
Current Actual Value
Current Target Value
Current Trend
Baseline % Change
Admin
Objective 1.1.1: Maintain accreditation status of the public health department for the County of San Diego to ensure programs and services are effective, evidence-based, promote equity, and advance population health.
O
Time Period
Current Actual Value
Current Target Value
Current Trend
Baseline % Change
Admin
1.1.1.1 Maintain or increase conformance to requirements compared to 2016 results when first accredited (fully demonstrated for 94 of 100 measures).
PM
FY23-24
100.00
100.00
1
6%
Admin
Objective 1.1.2: Recognize cultural diversity and health priorities through communication to internal and external communities.
O
Time Period
Current Actual Value
Current Target Value
Current Trend
Baseline % Change
Admin
1.1.2.1: 75% of timely issuance of health, cultural, social, and professional observance recognitions. - Cumulative YTD Average
PM
FY 23-24 Q3
83%
75%
1
21%
Goal 2
Admin
Goal 2: Create a culture of CUSTOMER SERVICE within PHS that enables staff to always serve, engage, and always be responsive to feedback from customers.
G
Time Period
Current Actual Value
Current Target Value
Current Trend
Baseline % Change
Key partners
Action plan and actions
Strategy

Strategy 3.1: Adhere to the Baldrige Excellence Framework criteria for Customer Focus that is proven to contribute to organizational success.

Why Is This Important?
Why is this important?
What impact are we seeking?
Strategy

Strategy 3.1: Adhere to the Baldrige Excellence Framework criteria for Customer Focus that is proven to contribute to organizational success.

Admin
Strategy 2.1: Adhere to the Baldrige Excellence Framework criteria for Customer Focus that is proven to contribute to organizational success.
S
Time Period
Current Actual Value
Current Target Value
Current Trend
Baseline % Change
Admin
Objective 2.1.1: Provide leadership for PHS on the Customer Service H.E.A.R.T. Initiative.
O
Time Period
Current Actual Value
Current Target Value
Current Trend
Baseline % Change
What are we doing?
Who are we serving?
How is what we are doing consistent with the research/evidence?
Applicable PHAB Reaccreditation Standard
Admin
2.1.1.1: Achieve and maintain a customer service survey score (referring to the H.E.A.R.T. survey) across PHS of 4 or higher (out of 5).
PM
FY22-23
4.8
4.0
1
0%
Admin
2.1.1.2: Increase by 25% each year the number of H.E.A.R.T. responses submitted internally and externally. - Annual Measure
PM
FY22-23
866.0
751.0
1
44%
Admin
Objective 2.1.2: Support the effectiveness of the Health Services Advisory Board (HSAB) and implementation of its strategic plan.
O
Time Period
Current Actual Value
Current Target Value
Current Trend
Baseline % Change
Admin
2.1.2.1: Achieve and maintain a score of 4 or higher (out of 5) for self-survey of HSAB members regarding their satisfaction with the Board, the value of its work, and the support provided by the PHS staff.
PM
FY23-24
4.00
0
No Data
Goal 3
Admin
Goal 3: Through community engagement, strengthen and invigorate communities with opportunities to grow, connect, and thrive.
G
Time Period
Current Actual Value
Current Target Value
Current Trend
Baseline % Change
Admin
Strategy 3.1: Seek opportunities to intentionally work together toward shared goals and actions that strengthen healthy, safe, and thriving communities.
S
Time Period
Current Actual Value
Current Target Value
Current Trend
Baseline % Change
Admin
Objective 3.1.1: Strengthen and expand partnerships and community engagement through outreach and education; providing transparency; and seeking opportunities to intentionally work together for collective impact.
O
Time Period
Current Actual Value
Current Target Value
Current Trend
Baseline % Change
Admin
3.1.1.1: Degree to which partners agree (4 out of 5) that collaborative meetings are valuable.
PM
FY 23-24 Q3
0
0
0
0%
Admin
3.1.1.2: For a minimum of 4 times per year, engage in collaborative meetings with partners, to advance one major initiative (collective impact, health equity, or other) led by each Branch.
PM
FY 23-24 Q4
5
28
1
-62%
Office of Border Health
Office of Border Health
P
Time Period
Current Actual Value
Current Target Value
Current Trend
Baseline % Change
Goal 4
Admin
Goal 4: Provide LEADERSHIP that guides the organization, advances health equity for all residents, and establishes an environment that promotes success through diversity and inclusion.
G
Time Period
Current Actual Value
Current Target Value
Current Trend
Baseline % Change
Admin
Strategy 4.1: Binational communication, coordination, and collaboration among public health agencies in the United States with counterpart agencies in Mexico is considered a best practice for facilitating the exchange of information, and promoting collaborative responses, on public issues of mutual interest.
S
Time Period
Current Actual Value
Current Target Value
Current Trend
Baseline % Change
Objective 4.1.1: Develop and implement a five-year PHS departmental Audacious Goal and strategic plan to support cross border collaboration to improve health outcomes in the California-Baja California region for the FY 2023-2028 time frame.
O
Time Period
Current Actual Value
Current Target Value
Current Trend
Baseline % Change
Admin
4.1.1.1: At least six (6) meetings conducted of the San Diego & Imperial County Border Health Collaborative (the Collaborative) to enhance relationships among public, private, healthcare, and academic institutions to protect and improve the health of individuals, families, and communities along the California-Baja California border in San Diego and Imperial Counties. - FYQ
PM
FY 23-24 Q3
6
6
1
50%
Admin
4.1.1.2: Twice (2) a year convene the Border Health Consortium of the Californias (BHCC) general members and facilitate information sharing and foster collaborations amongst leaders from California, United States, and Baja California, Mexico, to address shared border health concerns. - FYA
PM
FY23-24
1
2
0
0%
Admin
4.1.1.3: At least three (3) times a year a meeting of the five (5) workgroups of the Border Health Consortium of the Californias (HIV, Mental Health, Tuberculosis, Cancer, and Obesity) to address prevention and education priorities, including hosting an annual training, conference, or symposium to increase collaboration amongst binational stakeholders and increase capacity and resource sharing of border health priorities. - FYA
PM
FY23-24
1
3
0
0%
Admin
4.1.1.4: Six (6) Queso Fresco Task Force meetings facilitated, bringing together local, state, and federal partners in developing/revamping educational materials to enhance efforts in reducing adverse public health impacts of consuming unpasteurized soft cheeses that are commonly imported from Mexico and locally. - FYQ
PM
FY 23-24 Q3
4
6
2
100%
Admin
4.1.1.5: One (1) Annual Education and/or biennial blitz operation held with Key partners to share information, gather data and assess the quantities of unpasteurized cheeses that are confiscated at the border ports of entry. - FYA
PM
FY23-24
0
1
0
0%
Admin
4.1.1.6: At least two (2) International visits conducted, including meetings with the Public Health Officer, internal and external HHSA colleagues, and Tijuana Health Jurisdiction (ISESALUD) counterparts, to discuss public health priorities and opportunities for continued collaboration.- Half Year
PM
HY2 2023
1
2
0
0%
Admin
4.1.1.7: Annual meetings facilitated with the CDC, Customs Border Protection, and PHS to address border health concerns and key priorities.
PM
FY23-24
1
1
0
0%
Admin
Objective 4.1.2: Facilitate collaborative activities among County and external partners while serving as a central point of contact for border health information.
O
Time Period
Current Actual Value
Current Target Value
Current Trend
Baseline % Change
What are we doing?
Who are we serving?
How is what we are doing consistent with the research/evidence?
Applicable PHAB Reaccreditation Standard
Admin
4.1.2.1: 50 activities in San Diego County for Binational Health Week efforts. - Annual measure
PM
FY23-24
86
50
1
23%
Admin
4.1.2.2: 19,000 people reached in San Diego County for Binational Health Week efforts. - Annual measure
PM
FY23-24
18,382
19,000
1
10%
Admin
Objective 4.1.3: Improve public health and emergency communication with non-English speaking communities in San Diego County.
O
Time Period
Current Actual Value
Current Target Value
Current Trend
Baseline % Change
What are we doing?
Who are we serving?
How is what we are doing consistent with the research/evidence?
Applicable PHAB Reaccreditation Standard
Admin
4.1.3.1: Three (3) training workshops in public health and emergency preparedness delivered to agencies and partners serving vulnerable and isolated communities. - Cumulative YTD Sum
PM
FY 23-24 Q3
2
3
1
100%
Admin
4.1.3.2: 20 partners that are actively participating in Partner Relay activities.
PM
FY 23-24 Q3
97
20
4
116%
Admin
4.1.3.3: One (1) drill implemented to support partner engagement and system efficacy. - Annual Measure
PM
FY22-23
1
1
1
0%
Admin
4.1.3.4: 500 participants in Partner Relay Communication Network.
PM
FY 23-24 Q3
823
500
1
114%
Community Health Statistics (CHSU)
Community Health Statistics
P
Time Period
Current Actual Value
Current Target Value
Current Trend
Baseline % Change
Goal 5
Admin
Goal 5: Manage DATA, ANALYTICS, AND INFORMATION in a continuous fashion to ensure decisions are evidence-based and data driven.
G
Time Period
Current Actual Value
Current Target Value
Current Trend
Baseline % Change
Admin
Strategy 5.1: Adhere to the Baldrige Excellence Framework criteria for Measurement, Analysis, and Knowledge Management that is proven to contribute to organizational success.
S
Time Period
Current Actual Value
Current Target Value
Current Trend
Baseline % Change
Admin
Objective 5.1.1: Enhance the reliability and accuracy of population data provided by the Community Health Statistics Unit (CHSU) through quality assurance checks.
O
Time Period
Current Actual Value
Current Target Value
Current Trend
Baseline % Change
What are we doing?
Who are we serving?
How is what we are doing consistent with the research/evidence?
Applicable PHAB Reaccreditation Standard
Admin
5.1.1.1: Two (2) policies and procedures issued that capture internal approach to data validation. - Annual Measure
PM
FY23-24
1
2
1
0%
Admin
5.1.1.2: Two (2) Live Well San Diego health and well-being data systems produced, which includes the Community Profiles and Demographic Profiles, to provide data and visualizations through the lens of health equity and the social determinants of health. - Annual Measure
PM
FY22-23
32
2
1
357%
Objective 5.1.2: Identify, collect, and maintain a wide array of data, reports, and information products.
O
Time Period
Current Actual Value
Current Target Value
Current Trend
Baseline % Change
Admin
5.1.2.1: Degree of Progress (0 to 4) to which the Community Health Assessment, capturing comprehensive population and health data across each of 5 regions, completed, and updated quarterly once issued (shared with OPIM).
PM
FY 23-24 Q3
1
3
2
0%
Admin
5.1.2.2: Delivered regularly, community data and profiles presentations to Community Leadership Teams. - Cumulative YTD Sum
PM
FY 23-24 Q3
2
2
1
100%
Admin
5.1.2.3: 50% of key data and reports are prepared for approval for publication based on a project grid timeline. - Cumulative YTD Average
PM
FY 23-24 Q3
100.0%
50.0%
10
1967%
Admin
Objective 5.1.3: Increase accessibility of, and satisfaction with data services.
O
Time Period
Current Actual Value
Current Target Value
Current Trend
Baseline % Change
What are we doing?
Who are we serving?
How is what we are doing consistent with the research/evidence?
Applicable PHAB Reaccreditation Standard
Admin
5.1.3.1: 105% increase in web traffic to Community Health Statistics Unit (CHSU) website annually. - Annual Measure
PM
FY22-23
107.3%
105.0%
1
7%
Admin
5.1.3.2: 95% of data requests sent to CHSU are responded to within 48 hours. - Cumulative YTD Average
PM
FY 23-24 Q3
100.0%
95.0%
10
1%
Admin
5.1.3.3: Four (4) data and visualizations developed and/or maintained in support of the County of San Diego Board of Supervisors, CAO, HHSA, and PHS goals and initiatives regarding emerging issues. - Cumulative YTD Sum
PM
FY 23-24 Q3
40
4
2
3900%
Admin
5.1.3.4: At least three (3) deliverables related to heat illness, climate change, and heat forecasting. - Annual Measure
PM
FY22-23
4
3
1
33%
Admin
Objective 5.1.4: Maintain and monitor population indicators to help assess collective impact of PHS and other partners in the Live Well San Diego collective impact efforts.
O
Time Period
Current Actual Value
Current Target Value
Current Trend
Baseline % Change
What are we doing?
Who are we serving?
How is what we are doing consistent with the research/evidence?
Applicable PHAB Reaccreditation Standard
Admin
5.1.4.1: 90% of Live Well San Diego Indicators are up-to-date and accessible to the community. - Annual Measure
PM
FY22-23
100.0%
90.0%
2
8%
Admin
5.1.4.2: One (1) community health and demographic map atlas series developed, and one (1) internal Medical Operations Center (MOC) GIS trainings provided. - Annual Measure
PM
FY22-23
2
2
1
-33%
Admin
Objective 5.1.5: Apply an equity lens in the use of data to maximize accessible services and resources while cultivating culturally responsive efforts to address inequities.
O
Time Period
Current Actual Value
Current Target Value
Current Trend
Baseline % Change
Admin
5.1.5.1: Seven (7) Branches provided technical assistance by CHSU in the use of the Health Equity data to inform program or service delivery design and implementation for at least one (1) program.
PM
FY 23-24 Q3
23
7
2
90%
Fiscal, Budget and Contract Support
Fiscal, Budget and Contract Support
P
Time Period
Current Actual Value
Current Target Value
Current Trend
Baseline % Change
Goal 6
Admin
Goal 6: Design, manage, improve, and innovate work processes to increase OPERATIONAL effectiveness.
G
Time Period
Current Actual Value
Current Target Value
Current Trend
Baseline % Change
Key partners
Action plan and actions
Strategy

Strategy 6.1: Adhere to the Baldrige Excellence Framework criteria for Operations Focus that is proven to contribute to organizational success.

What impact are we seeking?
Why is this important to address?
Strategy

Strategy 6.1: Adhere to the Baldrige Excellence Framework criteria for Operations Focus that is proven to contribute to organizational success.

Admin
Strategy 6.1: Adhere to the Baldrige Excellence Framework criteria for Operations Focus that is proven to contribute to organizational success.
S
Time Period
Current Actual Value
Current Target Value
Current Trend
Baseline % Change
Admin
Objective 6.1.1: Improve the monitoring of contracts to ensure that Branches are in compliance with contracting standards and guidelines.
O
Time Period
Current Actual Value
Current Target Value
Current Trend
Baseline % Change
What are we doing?
Who are we serving?
How is what we are doing consistent with the research/evidence?
Applicable PHAB Reaccreditation Standard
Admin
6.1.1.1: 65% of contracts selected for Quality Assurance audits have no findings and require no actions to address these findings. - Half Year Entry.
PM
HY2 2023
35.0%
65.0%
1
-22%
Admin
Objective 6.1.2: Improve the financial literacy of all PHS analysts to ensure a solid foundational knowledge base, expand the knowledge pool, and provide career development opportunities to staff.
O
Time Period
Current Actual Value
Current Target Value
Current Trend
Baseline % Change
What are we doing?
Who are we serving?
How is what we are doing consistent with the research/evidence?
Applicable PHAB Reaccreditation Standard
Admin
6.1.2.1: Four (4) best practice trainings provided to PHS Contract & Fiscal Group meetings over the course of each year. - Cumulative YTD Sum
PM
FY 23-24 Q3
4
4
2
300%
Admin
Objective 6.1.3: Increase contracting competency of all PHS Contract Officer Representatives (CORs) and their support staff to ensure a solid foundational knowledge base, expand the knowledge pool, and provide career development opportunities to staff.
O
Time Period
Current Actual Value
Current Target Value
Current Trend
Baseline % Change
What are we doing?
Who are we serving?
How is what we are doing consistent with the research/evidence?
Applicable PHAB Reaccreditation Standard
Admin
6.1.3.1: 100% of new Analysts that have taken COR I and COR II within six (6) months of date of hire. - Annual Measure
PM
FY23-24
82%
100%
0
0%
Admin
6.1.3.2: 100% of new Analysts that have taken ACS training series within six (6) months of date of hire. - Annual Measure
PM
FY23-24
91%
100%
1
5%
Admin
6.1.3.3: 100% of total Analysts that have taken two (2) Department of Procurement and Contracting trainings on the Learning Management System during the period. - Annual Measure
PM
FY23-24
66.2%
100.0%
0
0%
Grants Administration
Admin
Grants Administration
P
Time Period
Current Actual Value
Current Target Value
Current Trend
Baseline % Change
Goal 7
Admin
Goal 7: Design, manage, improve, and innovate work processes to increase OPERATIONAL effectiveness.
G
Time Period
Current Actual Value
Current Target Value
Current Trend
Baseline % Change
What are we doing?
Who are we serving?
How is what we are doing consistent with the research/evidence?
Applicable PHAB Reaccreditation Standard
Admin
Strategy 7.1: Adhere to the Baldrige Excellence Framework criteria for Operations Focus that is proven to contribute to organizational success.
S
Time Period
Current Actual Value
Current Target Value
Current Trend
Baseline % Change
Admin
Objective 7.1.1: Appropriate staff hired to carry out and fulfill grant objectives related to each of the following: Expanding Laboratory Capacity Original and Expansion grants, CDC COVID-19 Health Disparities Grant, Public Health Workforce Grant, CDC Infrastructure Grant, and CDPH Future of Public Health Grant.
O
Time Period
Current Actual Value
Current Target Value
Current Trend
Baseline % Change
What are we doing?
Who are we serving?
How is what we are doing consistent with the research/evidence?
Applicable PHAB Reaccreditation Standard
Admin
7.1.1.1: 100% permanent staff hired through new grants.
PM
FY 23-24 Q3
83.1%
100.0%
1
101%
Admin
7.1.1.2: 100% temporary staff hired through new grants.
PM
FY 23-24 Q3
87.0%
100.0%
1
62%
Objective 7.1.2: Contract and fiscal administration conducted that is related to each of the following grants: Expanding Laboratory Capacity Original and Expansion grants, CDC COVID-19 Health Disparities Grant, Public Health Workforce Grant, CDC Infrastructure Grant, and CDPH Future of Public Health Grant.
O
Time Period
Current Actual Value
Current Target Value
Current Trend
Baseline % Change
Admin
7.1.2.2: 100% contracts procured/amended for the ELC Original grant.
PM
FY 23-24 Q3
100.0%
100.0%
5
20%
Admin
7.1.2.3: 100% contracts procured/amended for the ELC Expansion grant.
PM
FY 23-24 Q3
77.8%
100.0%
1
522%
Admin
7.1.2.4: 100% contracts procured/amended for the Health Disparities grant.
PM
FY 23-24 Q3
84.0%
100.0%
1
684%
Admin
7.1.2.5: 100% contracts procured/amended for the Public Health Workforce grant.
PM
FY 23-24 Q3
100.0%
100.0%
7
9900%
Admin
7.1.2.7: 100% of budget expended for the ELC Original grant.
PM
FY 23-24 Q3
85.4%
100.0%
2
235%
Admin
7.1.2.8: 100% of budget expended for the ELC Expansion grant.
PM
FY 23-24 Q3
53.3%
100.0%
3
4776%
Admin
7.1.2.9: 100% of budget expended for the Health Disparities grant.
PM
FY 23-24 Q3
67.0%
100.0%
3
3419%
Admin
7.1.2.10: 100% of budget expended for the Public Health Workforce grant.
PM
FY 23-24 Q3
86.5%
100.0%
3
8552%
Objective 7.1.3: Ensure adequate progress is being made toward implementing each of the following grants: Expanding Laboratory Capacity Original and Expansion grants, CDC COVID-19 Health Disparities Grant, Public Health Workforce Grant, CDC Infrastructure Grant, and CDPH Future of Public Health Grant.
O
Time Period
Current Actual Value
Current Target Value
Current Trend
Baseline % Change
Admin
7.1.3.1: Less than 15% points difference between strategy completion and time remaining before the ELC Original grant, ELC Expansion grant, CDC Health Disparities grant, and Future of Public Health grant ends.
PM
FY 23-24 Q3
15%
0
No Data
Admin
7.1.3.2: Less than 15% points difference between strategy completion and time remaining before the ELC Original grant ends.
PM
FY 23-24 Q3
15%
0
No Data
Admin
7.1.3.3: Less than 15% points difference between strategy completion and time remaining before the ELC Expansion grant ends.
PM
FY 23-24 Q3
15%
0
No Data
Admin
7.1.3.4: Less than 15% points difference between strategy completion and time remaining before the Health Disparities grant ends.
PM
FY 23-24 Q3
15%
0
No Data
Admin
7.1.3.5: Less than 15% points difference between strategy completion and time remaining before the Future of Public Health grant ends.
PM
FY 23-24 Q3
15%
0
No Data
Health Equity and Climate Change (OHECC)
Admin
Health Equity and Climate Change (OHECC)
P
Time Period
Current Actual Value
Current Target Value
Current Trend
Baseline % Change
Goal 8
Admin
GOAL 8: Promote equitable access to better health, safety, and opportunities to thrive that enhance well-being.
G
Time Period
Current Actual Value
Current Target Value
Current Trend
Baseline % Change
Admin
Strategy 8.1: Apply an equity lens to maximize accessible services and resources, cultivate culturally responsive efforts to address inequities and elevate the equity implications of climate change.
S
Time Period
Current Actual Value
Current Target Value
Current Trend
Baseline % Change
Admin
Objective 8.1.1: Increase in BARHII Survey scores (an organizational self-reflection tool survey for health equity) that reflects progress in cultivating inclusion, diversity, equity, and antiracism throughout PHS through multiple initiatives, the success of which are measure through the BARHII Survey.
O
Time Period
Current Actual Value
Current Target Value
Current Trend
Baseline % Change
Admin
8.1.1.1: Achieve 70% of staff to provide positive responses to a key question within the BARHII Survey that reflects PHS organizational commitment to address conditions that impact health equity (2019 score was 66%).
PM
FY19-20
66%
70%
0
0%
Objective 8.1.2: Conduct a health disparities summit to engage community partners on issues related to inequities.
O
Time Period
Current Actual Value
Current Target Value
Current Trend
Baseline % Change
Admin
8.1.2.1: Degree of progress (0 to 4) towards completion of health disparities summit and plan of action to address prioritized inequities in San Diego County by April 30, 2024.
PM
FY 23-24 Q3
2
3
1
0%
Objective 8.1.3: Coordinate health equity work across the department through the PHS Health Equity Working Group (HWEG) comprised of representatives from all seven PHS branches.
O
Time Period
Current Actual Value
Current Target Value
Current Trend
Baseline % Change
Admin
8.1.3.1: Degree of progress (0 to 4) towards Health Equity tool being updated, and related products developed, as identified by the HEWG and Public Health Officer by June 30, 2024.
PM
FY 23-24 Q3
2
3
1
0%
Objective 8.1.4: Maintain up to date PHS Health Equity Plan (July 2023-June 2025), PHS annual workplans, Branch impact plans (for diversity and inclusion), and Health Equity Workgroup Charter.
O
Time Period
Current Actual Value
Current Target Value
Current Trend
Baseline % Change
Admin
8.1.4.1: Degree of progress (0 to 4) of Health Equity plans, with goals and objectives, advanced by 2025.
PM
FY 23-24 Q3
2
3
1
0%
Objective 8.1.5: Develop, maintain, and promote the content of the PHS Health Equity website.
O
Time Period
Current Actual Value
Current Target Value
Current Trend
Baseline % Change
Admin
8.1.5.1: Degree of progress (0 to 4) towards Health equity webpage being maintained and updated throughout FY 2023/25, providing a history of health equity in PHS, current health equity efforts, and additional health equity resources.
PM
FY 23-24 Q3
3
3
1
50%
Admin
8.1.5.2: Degree of progress (0 to 4) towards baseline and targets for growth in usage of the new PHS Health Equity website being established.
PM
FY 23-24 Q3
2
3
1
0%
Objective 8.1.6: Provide population health data for the Board of Supervisors strategic initiative of Sustainability, including health impacts of climate change, environmental justice, climate action plan, Regional Decarbonization Framework, and climate adaptation.
O
Time Period
Current Actual Value
Current Target Value
Current Trend
Baseline % Change
Admin
8.1.6.1: Degree of progress (0 to 4) towards data reports and updates regarding climate change being produced and posted to the Community Health Statistics Unit’s website by November 30, 2024.
PM
FY 23-24 Q3
2
3
1
0%
Objective 8.1.7: Support the County budget process with data that facilitate decisions that consider equity, including as criteria for resource distribution.
O
Time Period
Current Actual Value
Current Target Value
Current Trend
Baseline % Change
Admin
8.1.7.1: Provide disaggregated data by race and ethnicity, and other equity factors or lenses and data on lived experience, as part of the new County budget process.
PM
FY 23-24 Q3
1
1
2
0%
Objective 8.1.8: Enhance public health competencies, knowledge, skills, and abilities by providing on-going trainings related to climate change and public health impacts.
O
Time Period
Current Actual Value
Current Target Value
Current Trend
Baseline % Change
Admin
75% of new staff (hired after December 31, 2019) complete “Climate Change 101” to improve their understanding of basic principles of climate change and its impact on public health. by the end of FY 2024-25.
PM
FY22-23
88%
75%
0
0%
Admin
90% of all staff complete “Climate Change 101” training to improve their understanding of basic principles of climate change and impact on public health.
PM
FY23-24
90%
0
No Data
Objective 8.1.9: Inform and engage the public about climate change and its impacts on public health, including equity implications.
O
Time Period
Current Actual Value
Current Target Value
Current Trend
Baseline % Change
Admin
8.1.9.1: 5 presentations delivered to the community on the public health impacts of climate change.
PM
FY 23-24 Q3
4
5
1
100%
Admin
8.1.9.2: One summit on excessive heat to be hosted in coordination with partners before the end of FY 2024-25.
PM
FY23-24
2
1
0
0%
Objective 8.1.10: Contribute to the research on climate change to build the body of evidence-based data and information about the impact of climate change on public health and the equity implications of climate change.
O
Time Period
Current Actual Value
Current Target Value
Current Trend
Baseline % Change
Admin
8.1.10.1: Degree of progress (0 to 4) towards white paper and clinical guidance document for staff on excessive heat being made available to the public and professional community.
PM
FY 23-24 Q3
2
3
1
0%
Medi-Cal Administrative Activities and Targeted Case Management (MAA/TCM)
Medi-Cal Administrative Activities and Targeted Case Management
P
Time Period
Current Actual Value
Current Target Value
Current Trend
Baseline % Change
Goal 9
Admin
Goal 9: Maximize Medi-Cal Administrative Activities and Targeted Case Management revenue in compliance with State and Federal regulations.
G
Time Period
Current Actual Value
Current Target Value
Current Trend
Baseline % Change
Key partners
Action plan and actions
Strategy

Strategy 6.1: Adhere to the Baldrige Excellence Framework criteria for Operations Focus that is proven to contribute to organizational success.

What impact are we seeking?
Why is this important to address?
Strategy

Strategy 6.1: Adhere to the Baldrige Excellence Framework criteria for Operations Focus that is proven to contribute to organizational success.

Admin
Strategy 9.1: Support cost-effective revenue generation activities that will bring the greatest benefit to County program and provider participants while ensuring program integrity.
S
Time Period
Current Actual Value
Current Target Value
Current Trend
Baseline % Change
Admin
Objective 9.1.1: Develop plans to improve outreach and strengthen the MAA/TCM program.
O
Time Period
Current Actual Value
Current Target Value
Current Trend
Baseline % Change
What are we doing?
Who are we serving?
How is what we are doing consistent with the research/evidence?
Applicable PHAB Reaccreditation Standard
Admin
9.1.1.1: Two (2) outreach plans and marketing tools will be developed to help bring in new MAA/TCM providers by the end of each fiscal year. - Cumulative YTD Sum
PM
FY23-24
2
2
1
0%
Admin
Objective 9.1.2: Improve quality and accuracy of MAA/TCM claims.
O
Time Period
Current Actual Value
Current Target Value
Current Trend
Baseline % Change
What are we doing?
Who are we serving?
How is what we are doing consistent with the research/evidence?
Applicable PHAB Reaccreditation Standard
Admin
9.1.2.1: 90% accuracy in time study submittals by monitoring and providing additional resources like data sharing with providers, with the goal od increasing claimable TCM encounters. - Cumulative YTD Average
PM
FY 23-24 Q3
96.9%
90.0%
1
6%
Admin
9.1.2.2: 95% of MAA time surveys conducted by County personnel are subject to Quality Assurance Reviews. - Cumulative YTD Average
PM
FY 23-24 Q3
100.0%
95.0%
18
0%
Nursing Unit
Nursing Unit
P
Time Period
Current Actual Value
Current Target Value
Current Trend
Baseline % Change
Goal 10
Goal 10: Ensure clinical nursing practice across core public health programs and initiatives through compliance of State and Feder-al regulations, policies, and quality improvement.
G
Time Period
Current Actual Value
Current Target Value
Current Trend
Baseline % Change
Strategy 10.1: Adhere to the Baldridge Excellence Framework criteria for Operations Focus that is proven to contribute to organizational success.
S
Time Period
Current Actual Value
Current Target Value
Current Trend
Baseline % Change
Objective 10.1.1: Ensure detention facilities across the County provide proper care as reflected in annual audits of medical, mental, nutrition, and environmental health at these facilities.
O
Time Period
Current Actual Value
Current Target Value
Current Trend
Baseline % Change
Admin
10.1.1.1: At least 96% rating achieved with nutritional inspections of community correctional facilities annually with support for compliance provided by the Nursing Unit. - Cumulative YTD
PM
FY 23-24 Q3
100%
100%
0
0%
Admin
10.1.1.2: 100% of variances resolved of medical/mental health post inspections with submission of corrective action plans within 10 days. - Cumulative YTD
PM
FY 23-24 Q3
100%
100%
0
0%
Admin
10.1.1.3: 100% of variances resolved of environmental (e.g., temperature, sanitation) post inspections with submission of corrective action plans within 10 days. - Cumulative YTD
PM
FY 23-24 Q3
100%
100%
1
0%
Objective 10.1.2: Facilitate collaboration of clinical services and operations to help ensure quality of care of clients.
O
Time Period
Current Actual Value
Current Target Value
Current Trend
Baseline % Change
Admin
10.1.2.1: Bi-monthly meetings are reconvened of the Clinical Quality Management (CQM) Steering and General Committees to monitor, revise, and review policies and procedures, clinic operations and outcomes, and to mitigate risk.
PM
FY 23-24 Q3
2
3
1
100%
Performance and Improvement Management (OPIM)
Admin
Performance and Improvement Management (OPIM)
P
Time Period
Current Actual Value
Current Target Value
Current Trend
Baseline % Change
Goal 11
Admin
Goal 11: Manage DATA, ANALYTICS, AND INFORMATION in a continuous fashion to ensure decisions are evidence-based and data driven.
G
Time Period
Current Actual Value
Current Target Value
Current Trend
Baseline % Change
What are we doing?
Who are we serving?
How is what we are doing consistent with the research/evidence?
Applicable PHAB Reaccreditation Standard
Admin
Strategy 11.1: Adhere to the Baldrige Excellence Framework criteria for Measurement, Analysis, and Knowledge Management that is proven to contribute to organizational success.
S
Time Period
Current Actual Value
Current Target Value
Current Trend
Baseline % Change
Admin
Objective 11.1.1: Increase the accessibility of performance data to managers and staff alike, while promoting its utilization for decision-making.
O
Time Period
Current Actual Value
Current Target Value
Current Trend
Baseline % Change
What are we doing?
Who are we serving?
How is what we are doing consistent with the research/evidence?
Applicable PHAB Reaccreditation Standard
Admin
11.1.1.1: At least four (4) Flash performance reports issued. - Cumulative YTD Sum
PM
FY 23-24 Q3
3
4
2
200%
Admin
11.1.1.2: Quarterly updates of all seven (7) Branch strategic scorecards. - Cumulative YTD Average
PM
FY 23-24 Q3
6
7
4
-14%
Admin
11.1.1.3: At least seven (7) scorecards (one per Branch) that capture how PHS is turning the curve on major population change efforts are developed and maintained.
PM
FY23-24
1
7
0
0%
Admin
Objective 11.1.2: Continue to build Quality Improvement (QI) capacity throughout Public Health Services (PHS).
O
Time Period
Current Actual Value
Current Target Value
Current Trend
Baseline % Change
What are we doing?
Who are we serving?
How is what we are doing consistent with the research/evidence?
Applicable PHAB Reaccreditation Standard
Admin
11.1.2.1: A minimum of ten (10) formal QI projects conducted each year (at least one within each Branch) to address key performance gaps and engage staff in identifying and resolving barriers to success.
OP
FY 23-24 Q3
9
10
1
29%
Admin
11.1.2.2: At least 50% of PHS staff receive training or some form of exposure to quality improvement to help embed continuous improvement into daily work - Cumulative YTD Sum
PM
FY 23-24 Q3
45.5%
50.0%
2
-24%
Admin
11.1.2.3: Improve scores on the QI Self-Assessment Survey (2023 baseline of 4.0 out of 6.0), reflecting a maturation in QI culture across PHS.
PM
FY22-23
4.0
5.0
0
0%
Admin
11.1.2.4: A score of 4 (on a scale of 1 to 5) across all elements of QI project storyboards (QI on QI Project). - Annual Measure
PM
FY22-23
4.77
4.00
2
16%
Admin
11.1.2.5: A score of 4 (on a scale of 1 to 5) across all elements of QI project charter (QI on QI project). - Annual Measure
PM
FY22-23
3.3
4.0
1
-11%
Admin
Objective 11.1.3: Identify, collect, and maintain a wide array of data, reports, and information products.
O
Time Period
Current Actual Value
Current Target Value
Current Trend
Baseline % Change
Admin
11.1.3.1: All seven (7) branches provide updated information quarterly to be compiled into the Annual Accomplishments Report. - Cumulative YTD Sum
PM
FY 21-22 Q4
7
7
2
0%
Goal 12
Admin
Goal 12: Create a culture of CUSTOMER SERVICE within PHS that enables staff to always serve, engage, and be responsive to feedback from customers.
G
Time Period
Current Actual Value
Current Target Value
Current Trend
Baseline % Change
Key partners
Action plan and actions
Strategy

Strategy 4.1: Adhere to the Baldrige Excellence Framework criteria for Measurement, Analysis, and Knowledge Management that is proven to contribute to organizational success.

Why Is This Important?
Why is this important?
What impact are we seeking?
Strategy

Strategy 4.1: Adhere to the Baldrige Excellence Framework criteria for Measurement, Analysis, and Knowledge Management that is proven to contribute to organizational success.

Admin
Strategy 12.1: Adhere to the Baldrige Excellence Framework criteria for Customer Focus that is proven to contribute to organizational success.
S
Time Period
Current Actual Value
Current Target Value
Current Trend
Baseline % Change
Admin
Objective 12.1.1: Enhance PHS Administration external and internal customer service.
O
Time Period
Current Actual Value
Current Target Value
Current Trend
Baseline % Change
Admin
12.1.1.1 Satisfaction scores of 4 or higher (out of 5) on training in performance management and quality improvement - Cumulative YTD Average
PM
FY 23-24 Q3
4.56
4.00
1
8%
Goal 13
Admin
Goal 13: Through community engagement, strengthen and invigorate communities with opportunities to grow, connect, and thrive.
G
Time Period
Current Actual Value
Current Target Value
Current Trend
Baseline % Change
Admin
Strategy 13.1: Seek opportunities to intentionally work together towards shared goals and actions that strengthen healthy, safe, and thriving communities.
S
Time Period
Current Actual Value
Current Target Value
Current Trend
Baseline % Change
Admin
Objective 13.1.1: Support the development and implementation of Community Enrichment Plans, working with the Office of Equitable Communities.
O
Time Period
Current Actual Value
Current Target Value
Current Trend
Baseline % Change
Admin
13.1.1.1: Up to five (5) Branches provide information about programs, resources, and tools to advance implementation of Community Enrichment Plans, when applicable.
PM
FY 23-24 Q3
23
5
2
127%
Admin
13.1.1.2: One (1) refresh of performance reports conducted each quarter, tracking progress implementing the five regional Community Enrichment Plans (CEPs). (Target is 1 refresh each quarter; 4 by year end. The five CEPs make up the County’s Community Health Improvement Plan).
PM
FY 23-24 Q3
2
4
2
100%
Policy and Legislative Analysis Unit
Policy and Legislative Analysis Unit
P
Time Period
Current Actual Value
Current Target Value
Current Trend
Baseline % Change
Goal 14
Admin
Goal 14: Design, manage, improve and innovate work processes to increase OPERATIONAL effectiveness.
G
Time Period
Current Actual Value
Current Target Value
Current Trend
Baseline % Change
What are we doing?
Who are we serving?
How is what we are doing consistent with the research/evidence?
Applicable PHAB Reaccreditation Standard
Admin
Strategy 14.1: Adhere to the Baldrige Excellence Framework criteria for Operations Focus that is proven to contribute to organizational success.
S
Time Period
Current Actual Value
Current Target Value
Current Trend
Baseline % Change
Admin
Objective 14.1.1: Ensure policies and operations manuals are up-to-date and staff are aware of content, utilizing the Policy Tech system.
O
Time Period
Current Actual Value
Current Target Value
Current Trend
Baseline % Change
Admin
14.1.1.1: 30% of all branch policies and procedures that were updated and approved by the review deadline. - Cumulative YTD Average
PM
FY 23-24 Q3
90.9%
30.0%
2
816%
Admin
14.1.1.2: 30% of all branch operation manuals that were updated and approved by the review deadline. - Cumulative YTD Average
PM
FY 23-24 Q3
92.3%
30.0%
1
-8%
Admin
14.1.1.3: 75% of reading tasks that were completed by the assigned due date. - Cumulative YTD Average
PM
FY 23-24 Q3
85.5%
75.0%
1
204%
Objective 14.1.2: Develop and review legislative proposals so that PHS remains responsive to Federal, State, and Board of Supervisors direction by identifying implications and opportunities for public health programs and services.
O
Time Period
Current Actual Value
Current Target Value
Current Trend
Baseline % Change
Admin
14.1.2.1: Within an average of 5 days, legislative proposals are reviewed and feedback provided to the County Office of Strategy and In-novation (OSI) which coordinates legislative activity for all County departments.
PM
FY 23-24 Q3
3
5
1
200%
Admin
14.1.2.2: Degree of progress (0 to 4) towards legislative Program input for public health developed and provided annually to OSI.
PM
FY 23-24 Q3
2
3
0
0%
Sustainability Coordination
Sustainability Coordination
P
Time Period
Current Actual Value
Current Target Value
Current Trend
Baseline % Change
Goal 15
Admin
Goal 15: Support Countywide effort to advance sustainability by promoting economic sustainability for all, combatting climate change, cultivating a natural environment, and promoting resiliency for all San Diego residents.
G
Time Period
Current Actual Value
Current Target Value
Current Trend
Baseline % Change
Admin
Strategy 15.1: Ensure sustainability efforts for economy, climate, environment, and resiliency are implemented throughout PHS.
S
Time Period
Current Actual Value
Current Target Value
Current Trend
Baseline % Change
Admin
Objective 15.1.1: Communicate with employees about sustainability program updates, successes, and opportunities for improvement at a minimum of once a quarter, at senior staff meetings and the PHS newsletter, and in other internal communications.
O
Time Period
Current Actual Value
Current Target Value
Current Trend
Baseline % Change
Admin
15.1.1.1: Short-Term: Degree of progress (0 to 4) of quarterly updates to communicate with employees about the sustainability program, successes, and opportunities for improvement, at senior staff meetings and through the PHS newsletter, and other internal communications.
OP
FY 23-24 Q3
2
3
6
0%
Admin
90% of all staff complete “Climate Change 101” training to improve their understanding of basic principles of climate change and impact on public health.
PM
FY23-24
90%
0
No Data
Admin
Objective 15.1.2: Continue to implement remote and hybrid work environments to reduce emissions and the office footprint as Public Health Services migrate to alternate and new facilities, while maximizing shared workspaces.
O
Time Period
Current Actual Value
Current Target Value
Current Trend
Baseline % Change
Why Is This Important?
Admin
15.1.2.1: Short-Term: 24% average reduction in vehicle miles traveled maintained by supporting remote and hybrid work environments to reduce emissions and the office footprint as Public Health Services migrate to alternate and new facilities and maximize shared workspaces. - Average YTD
OP
Mar 2024
23.8%
24.0%
1
-2%
Admin
15.1.2.2: At least 50% of staff across PHS (will vary by Branch) telework at least one time per month, maintaining full business operations while reducing miles travelled to the office and associated emissions. - Average YTD
PM
Mar 2024
54.1%
50.0%
1
13%
Objective 15.1.3: Reduction in HHSA Fleet Carbon Emission from gasoline fuel vehicles.
O
Time Period
Current Actual Value
Current Target Value
Current Trend
Baseline % Change
Admin
15.1.3.1: Reduction in PHS carbon emissions that add to overall HHSA Fleet total emissions.
PM
FY 23-24 Q3
11.37
11.37
2
-15%
Objective 15.1.4: Ensure facilities are maintained to increase staff productivity, lower operational costs, and increase the lifespan of assets for the public health department.
O
Time Period
Current Actual Value
Current Target Value
Current Trend
Baseline % Change
Admin
15.1.4.1: 50 average days that facility maintenance work orders take to complete based on complexity, respectively (Complexity Rating 1—simple projects).
PM
FY 23-24 Q3
19
50
0
0%
Admin
15.1.4.2: 150 average days that facility maintenance work orders take to complete based on complexity, respectively (Complexity Rating 2—more complex projects).
PM
FY 23-24 Q3
68
150
0
0%
Admin
15.1.4.3: 300 average days that facility maintenance work orders take to complete based on complexity, respectively (Complexity Rating 3—major and capital projects).
PM
FY 23-24 Q3
71
300
0
0%
Workforce Development
Workforce Development
P
Time Period
Current Actual Value
Current Target Value
Current Trend
Baseline % Change
Goal 16
Admin
Goal 16: Ensure that the County and its residents are served by an agile, adaptable, highly-skilled, public health WORKFORCE.
G
Time Period
Current Actual Value
Current Target Value
Current Trend
Baseline % Change
What are we doing?
Who are we serving?
How is what we are doing consistent with the research/evidence?
Applicable PHAB Reaccreditation Standard
Admin
Strategy 16.1: Adhere to the Baldrige Excellence Framework criteria for Workforce Focus that is proven to contribute to organizational success.
S
Time Period
Current Actual Value
Current Target Value
Current Trend
Baseline % Change
Admin
Objective 16.1.1: Conduct surveys to assess workforce competencies for public health professionals, employee engagement, leadership, and health equity to strengthen the workforce and ensure operational success.
O
Time Period
Current Actual Value
Current Target Value
Current Trend
Baseline % Change
Admin
16.1.1.1: 50% TOTAL average completion rate for ALL SURVEYS of workforce (Leadership, BARHII internal and external, Organizational Equity Assessment survey, Gallup/Employee Engagement, Core Competencies for Public Health Professionals, PH WINS). - Average
PM
FY22-23
66.8%
50.0%
1
5%
Admin
16.1.1.2: 50% completion rate of priority surveys rolled out (Core Competency for Public Health Professionals Assessment Survey). - Annual Measure
PM
FY21-22
57%
50%
0
0%
Admin
16.1.1.3: 50% completion rate of priority surveys rolled out (Public Health Services Strengths Based Management Employee Survey - Gallup). - Annual Measure
PM
FY22-23
77%
50%
0
0%
Admin
16.1.1.4: 50% completion rate of priority surveys rolled out (BARHII and organizational self-reflection tool survey for health equity). - Annual Measure
PM
FY19-20
63%
50%
0
0%
Admin
16.1.1.5: 50% completion rate of priority surveys rolled out (PHS WINS). - Annual Measure
PM
FY21-22
46%
50%
0
0%
Admin
16.1.1.6: 50% completion rate of priority surveys rolled out (PHS Leadership Survey). - Annual Measure
PM
FY21-22
62%
50%
0
0%
Admin
16.1.1.7: 50% completion rate of priority surveys rolled out (Organizational self-reflection tool survey for health equity). - Annual Measure
PM
FY22-23
56%
50%
0
0%
Objective 16.1.2: Enhance public health staff competencies, knowledge, skills, and abilities by providing on-going trainings.
O
Time Period
Current Actual Value
Current Target Value
Current Trend
Baseline % Change
Admin
16.1.2.1: Self-ratings of 3 out of 4 (indicating “knowledgeable”) achieved on the Core Competencies for Public Health Professionals survey across all Domains. Focus is improving 2021 scores for Health Equity Skills Domain (2.73 out of 4) and Public Health Science Skills Domain (2.61 out of 4).
PM
FY23-24
3
0
No Data
Admin
16.1.2.2: 70% of all permanent staff complete training on Health Literacy, Data Literacy, and/or Outbreak Management under ICS training, coordinating with the Agency Human Resources Department.
PM
FY 23-24 Q3
74%
70%
1
0%
Admin
16.1.2.3: 80% of all permanent staff receive Data 101 training by the end of FY 2023-24.
PM
FY 23-24 Q3
75%
80%
2
133%
Admin
16.1.2.4: 90% of all PHS permanent staff complete review of the PHS Health Equity Policy and Procedure by the end of FY 2023-24.
PM
FY23-24
90%
0
No Data
Admin
16.1.2.5: Short Term: 100% of permanent staff (those hired before December 31, 2019) complete mandatory training on the National Incident Management System (NIMS) and the Incident Command System (ICS) to enhance responsiveness to public health emergencies (number of online training sessions depends on individual’s level and role).
OP
FY 23-24 Q3
36.4%
100.0%
1
-37%
Admin
75% of new staff (hired after December 31, 2019) complete “Climate Change 101” to improve their understanding of basic principles of climate change and its impact on public health. by the end of FY 2024-25.
PM
FY22-23
88%
75%
0
0%
Admin
90% of all staff complete “Climate Change 101” training to improve their understanding of basic principles of climate change and impact on public health.
PM
FY23-24
90%
0
No Data
Admin
Objective 16.1.3: Provide staff feedback and help staff feel supported so that they are more satisfied and remain to pursue and advance in their careers in public health.
O
Time Period
Current Actual Value
Current Target Value
Current Trend
Baseline % Change
Admin
16.1.3.1: 90% retention rate or higher maintained of public health staff.
PM
FY 23-24 Q3
94.7%
90.0%
1
-1%
Admin
16.1.3.2: 90% of performance reviews completed timely across all Branches.
PM
FY 23-24 Q3
35%
90%
1
-10%
Admin
16.1.3.3: Increase in number of PHS staff recognized through the County’s award and recognition programs.
PM
FY 23-24 Q3
124
150
2
-21%
Admin
16.1.3.4: At least 38% of employees are fully engaged based on an enterprise-wide Employee Engagement Assessment conducted for all County employees every other year.
PM
FY 23-24 Q3
34%
38%
2
0%
Admin
16.1.3.5: An average of 4.25 (out of 5) employee engagement scores reached as reflected in the PHS Employee Engagement (Gallup) survey scores (compared to 4.21 from 2021-22) administered to all PHS employees.
PM
FY22-23
4.21
4.25
0
0%

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Scorecard Container Measure Action Actual Value Target Value Tag S A m/d/yy m/d/yyyy