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PHS Strategic Plan Scorecard PHPR (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

Goal 1
PHPR
Goal 1: Ensure that the healthcare preparedness infrastructure is strong in order to meet the needs of communities in which conditions do not support good health outcomes.
G
Time Period
Current Actual Value
Current Target Value
Current
Variance From Target
Current Trend
Baseline % Change
Key partners
Action plan and actions
Strategy

Strategy 1.1: Build capacity within the community to respond to emergencies by providing tools and training opportunities to residents, partners, providers, and other stakeholders.

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

Strategy 1.1: Build capacity within the community to respond to emergencies by providing tools and training opportunities to residents, partners, providers, and other stakeholders.

PHPR
Strategy 1.1: Build capacity within the community to respond to emergencies by providing tools and training opportunities to partners, providers, and other stakeholders.
S
Time Period
Current Actual Value
Current Target Value
Current
Variance From Target
Current Trend
Baseline % Change
PHPR
Objective 1.1.1: Conduct a variety of coalition activities to help prepare those in the healthcare community who service individuals with access and functional needs, or others special needs, for emergencies.
O
Time Period
Current Actual Value
Current Target Value
Current
Variance From Target
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
PHPR
1.1.1.1: At least four exercises—two Homeland Security Exercise and Evaluation (HSEEP) Tabletop (TTX) and two Full-Scale Exercises (FSE)—offered to help prepare those in the healthcare community who service individuals with access and functional needs, or others special needs, for emergencies. - Cumulative YTD
PM
FY 23-24 Q3
5
4
20%
2
400%
PHPR
1.1.1.2: Request and analyze Essential Elements of Information (EEI) for at least two drills or real-world activations. - FYA
PM
FY23-24
3
2
33%
1
0%
Goal 2
PHPR
Goal 2: Strengthen the public health preparedness and response workforce readiness to support the timely implementation of intervention and control measures through robust training and exercise programs for public health responders, other agency staff and County environmental health, emergency management, and emergency medical services partners.
G
Time Period
Current Actual Value
Current Target Value
Current
Variance From Target
Current Trend
Baseline % Change
Key partners
Action plan and actions
Strategy

Strategy 2.1: Increase and sustain the highest possible level of readiness by building internal staff capacity and through planning.

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

Strategy 2.1: Increase and sustain the highest possible level of readiness by building internal staff capacity and through planning.

PHPR
Strategy 2.1: Increase and sustain the highest possible level of readiness by building internal staff capacity and through planning.
S
Time Period
Current Actual Value
Current Target Value
Current
Variance From Target
Current Trend
Baseline % Change
PHPR
Objective 2.1.1: Ensure Medical Operations Center (MOC) staff readiness to respond to disasters and/or public health threats by completing training sessions of key response functions each fiscal year.
O
Time Period
Current Actual Value
Current Target Value
Current
Variance From Target
Current Trend
Baseline % Change
PHPR
2.1.1.1: A minimum of one quarterly training for Medical Operations Center (MOC) Responders focused on ICS and hazard-specific responses to ensure MOC staff readiness to respond to disasters and/or public health threats. - Cumulative YTD
OP
FY 23-24 Q3
1
1
0%
1
0%
PHPR
2.1.1.2: A Target of 90% of staff assigned to the MOC must complete the MOC Responder Training and ICS 100, 200, 700, and/or 800. Maintain quarterly target value of 90%. - Average YTD
PM
FY 23-24 Q3
50.0%
90.0%
-80%
1
-55%
PHPR
2.1.1.3: A minimum of two-deep response personnel for critical positions. MOC Critical Positions are: MOC Director, Medical Director, Medical SME, Safety Officer, Operations Chief, Logistics Chief, Planning Chief, WebEOC Controller, Finance Chief, Healthcare Provider Status Team, and Support Unit. - Cumulative YTD
PM
FY 23-24 Q3
6
2
67%
2
200%
Goal 3
PHPR
Goal 3: Goal 3: Enhance technology and procedures to ensure disaster preparedness inventory is maintained, updated, and ready to deploy within four (4) hours.
G
Time Period
Current Actual Value
Current Target Value
Current
Variance From Target
Current Trend
Baseline % Change
Key partners
Action plan and actions
Strategy

Strategy 3.1: Adopt the latest technology and systems to enhance and support state-of-the-art, bi-directional communications.

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

Strategy 3.1: Adopt the latest technology and systems to enhance and support state-of-the-art, bi-directional communications.

PHPR
Strategy 3.1: Adopt the latest technology and systems to enhance and support state-of-the-art readiness and response.
S
Time Period
Current Actual Value
Current Target Value
Current
Variance From Target
Current Trend
Baseline % Change
PHPR
Objective 3.1.1. Ensure PHPR readiness to fulfill to logistics requests during disasters and/or public health threats.
O
Time Period
Current Actual Value
Current Target Value
Current
Variance From Target
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
PHPR
3.1.1.1: A minimum of one (1) PHPR staff trained to support EZTrack (administered by PHPR) to ensure adequate coverage during an emergency or public health event. - FYA
PM
FY23-24
3
1
67%
1
0%
Goal 4
PHPR
Goal 4: Facilitate countermeasures and mitigation to ensure continuity of emergency operations management during emergency response and recovery.
G
Time Period
Current Actual Value
Current Target Value
Current
Variance From Target
Current Trend
Baseline % Change
Key partners
Action plan and actions
Strategy

Strategy 4.1: Deploy the latest approaches for continuity of emergency operations through planning and exercises.

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

Strategy 4.1: Deploy the latest approaches for continuity of emergency operations through planning and exercises.

PHPR
Strategy 4.1: Deploy the latest approaches for continuity of emergency operations through planning and exercises.
S
Time Period
Current Actual Value
Current Target Value
Current
Variance From Target
Current Trend
Baseline % Change
PHPR
Objective 4.1.1: Ensure medications can be effectively distributed in the event of an emergency.
O
Time Period
Current Actual Value
Current Target Value
Current
Variance From Target
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
PHPR
4.1.1.1: A total of six (6) Medical Point of Dispensing (MPOD) mass vaccination influenza exercises planned and/or conducted annually; one in each of the six (6) HHSA Operational Area Regions. - Cumulative YTD
PM
FY 23-24 Q3
6
6
0%
1
500%
PHPR
4.1.1.2: One (1) MPOD mass vaccination/medication dispensing functional exercise planned and/or conducted annually. -FYA
PM
FY23-24
1
0
No Data
PHPR
4.1.1.3: At least three (3) quarterly meetings attended of the State Regional Disaster Medical Health Coordination (RDMHC) and Region VI Medical Health Operational Area Coordination (MHOAC). - Cumulative YTD
PM
FY 23-24 Q3
3
3
0%
2
200%
Goal 5
PHPR
Goal 5: Strengthen surge management through timely coordination and support of activities with partners to ensure timely response.
G
Time Period
Current Actual Value
Current Target Value
Current
Variance From Target
Current Trend
Baseline % Change
Key partners
Action plan and actions
Strategy

Strategy 5.1  Build capacity of staff, volunteers and providers to manage surge through planning, training and exercises.

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

Strategy 5.1  Build capacity of staff, volunteers and providers to manage surge through planning, training and exercises.

PHPR
Strategy 5.1: Build capacity of staff, departments, volunteers, and providers to mitigate threats and manage surge through surveillance, planning, training, and exercises.
S
Time Period
Current Actual Value
Current Target Value
Current
Variance From Target
Current Trend
Baseline % Change
PHPR
Objective 5.1.1: Conduct and coordinate ongoing surveillance, planning, and response.
O
Time Period
Current Actual Value
Current Target Value
Current
Variance From Target
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
PHPR
5.1.1.1: A minimum of ten meetings annually of the San Diego Disaster Healthcare Coalition convened annually. - Cumulative YTD
PM
FY 23-24 Q3
8
10
-25%
2
33%
PHPR
5.1.1.2: A Target of 100% of events meeting Heat Plan activation criteria to which the Excess Heat Task Force responds/activates - Average YTD
PM
FY 23-24 Q3
100.0%
100.0%
0%
6
0%
PHPR
5.1.1.3: Maintain a target range of 80 percent of HHSA Public Health Nursing staff that have received annual competency training in mass care and shelter. -Average YTD
PM
FY 23-24 Q3
87.4%
80.0%
8%
1
-13%
PHPR
5.1.1.4: Maintain a target range of 80% of HHSA Public Health Nursing staff that have been “fit-tested” annually to determine appropriate personal protective equipment. - Average YTD
PM
FY 23-24 Q3
96.2%
80.0%
17%
1
9522%
PHPR
5.1.1.5: Conduct a minimum of four (4) Medical Reserve Corps communication drills each year. - Cumulative YTD
PM
FY 23-24 Q3
3
4
-33%
2
200%
ADDITIONAL OBJECTIVES THAT SUPPORT NEW COUNTY AND AGENCY INITIATIVES
PHS Connection To Agency Promise - Branch Shared Measures
P
Time Period
Current Actual Value
Current Target Value
Current
Variance From Target
Current Trend
Baseline % Change
Goal 6
PHPR
Goal 6: Through community engagement, strengthen and invigorate communities with opportunities to grow, connect, and thrive.
G
Time Period
Current Actual Value
Current Target Value
Current
Variance From Target
Current Trend
Baseline % Change
PHPR
Strategy 6.1: 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
Variance From Target
Current Trend
Baseline % Change
Objective 6.1.1: 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
Variance From Target
Current Trend
Baseline % Change
PHPR
6.1.1.1: 105% increase in partners connected through a public-facing website developed for the San Diego Healthcare Disaster Coalition (SDHDC) annually. This reflects the strength of information exchange and collaborative planning among local healthcare entities. - Cumulative YTD
PM
FY 23-24 Q3
114%
105%
8%
1
177%
PHPR
6.1.1.2: Degree to which partners agree (4 out of 5) that collaborative meetings are valuable.
PM
FY 23-24 Q3
0
0
0%
0
0%
PHPR
6.1.1.3: 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 Q3
4
3
25%
2
100%
Goal 7
PHPR
Goal 7: Equitable access to better health, safety, and opportunities to thrive that enhance well-being.
G
Time Period
Current Actual Value
Current Target Value
Current
Variance From Target
Current Trend
Baseline % Change
PHPR
Strategy 7.1: Apply an equity lens to maximize accessible services and resources and cultivate culturally responsive efforts to address inequities.
S
Time Period
Current Actual Value
Current Target Value
Current
Variance From Target
Current Trend
Baseline % Change
PHPR
Objective 7.1.1: Apply a health equity lens to the design and implementation of programs.
O
Time Period
Current Actual Value
Current Target Value
Current
Variance From Target
Current Trend
Baseline % Change
PHPR
7.1.1.1: Utilize health equity data at least once over the course of each fiscal year to inform program or service delivery design and implementation.
PM
FY 23-24 Q3
1
0
90%
1
0%

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