2018 Local Public Health Act performance measures ...  · Web view2018 Local Public Health Act...

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2018 Local Public Health Act performance measures instructions and guidance LOCAL PUBLIC HEALTH ACT ANNUAL REPORTING These instructions help community health boards report on performance measures for calendar year 2018. Use these instructions to inform data entry into the REDCap reporting system by March 31, 2019. Use these instructions prior to sitting down to enter data into REDCap. The instructions are fillable, and are structured just like the data entry process in REDCap. Please share these instructions with everyone in the community health board that has a role in annual reporting on Local Public Health Act performance measures. In multi-county community health boards, identify the most appropriate response(s) in consultation with directors and/or supervisors of individual local health departments within the community health board. What is LPH Act Annual Reporting? The MDH Center for Public Health Practice administers the Local Public Health Grant, which provides funding to community health boards in Minnesota. The Center for Public Health Practice also coordinates LPH Act Annual Reporting, due March 31. Each year, Minnesota community health boards report data on expenditures, staffing, programs, activities, and resources, to help monitor the health of the state-local public health partnership. What is REDCap? These instructions are fillable and explain how to collect your data, but this is not a data collection tool to complete or submit in itself. You will enter data into the REDCap reporting system. Help/questions: If you have further questions about LPH Act Annual Reporting or these instructions, please contact the MDH Center for Public Health Practice or your public health nurse consultant. Find more information about LPH Act Annual Reporting online: www.health.state.mn.us/communities/practice/lphact/annualreporting/

Transcript of 2018 Local Public Health Act performance measures ...  · Web view2018 Local Public Health Act...

2018 Local Public Health Act performance measures instructions and guidanceLOCAL PUBLIC HEALTH ACT ANNUAL REPORTING These instructions help community health boards report on performance measures for calendar year 2018. Use these instructions to inform data entry into the REDCap reporting system by March 31, 2019.

Use these instructions prior to sitting down to enter data into REDCap. The instructions are fillable, and are structured just like the data entry process in REDCap.

Please share these instructions with everyone in the community health board that has a role in annual reporting on Local Public Health Act performance measures.

In multi-county community health boards, identify the most appropriate response(s) in consultation with directors and/or supervisors of individual local health departments within the community health board.

What is LPH Act Annual Reporting? The MDH Center for Public Health Practice administers the Local Public Health Grant, which provides funding to community health boards in Minnesota. The Center for Public Health Practice also coordinates LPH Act Annual Reporting, due March 31. Each year, Minnesota community health boards report data on expenditures, staffing, programs, activities, and resources, to help monitor the health of the state-local public health partnership.

What is REDCap? These instructions are fillable and explain how to collect your data, but this is not a data collection tool to complete or submit in itself. You will enter data into the REDCap reporting system.

Help/questions: If you have further questions about LPH Act Annual Reporting or these instructions, please contact the MDH Center for Public Health Practice or your public health nurse consultant.

Find more information about LPH Act Annual Reporting online: www.health.state.mn.us/communities/practice/lphact/annualreporting/

Minnesota Department of HealthCenter for Public Health Practice651-201-3880 [email protected]

January 2019.

To obtain this information in a different format, call: 651-201-3880. Printed on recycled paper.

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ContentsHow to use these instructions..................................................................................................................................3Assure an adequate local public health infrastructure: Capacity measures from national standards......................4

At-a-glance worksheet for data entry...................................................................................................................5Domain 1: Assess health status and issues...........................................................................................................6Domain 2: Investigate problems and hazards....................................................................................................10Domain 3: Inform and educate...........................................................................................................................12Domain 4: Engage with the community.............................................................................................................17Domain 5: Develop policies and plans................................................................................................................18Domain 6: Enforce laws......................................................................................................................................22Domain 7: Promote strategies to increase access..............................................................................................23Domain 8: Maintain workforce...........................................................................................................................29Domain 9: Evaluate and continuously improve..................................................................................................32Domain 10: Contribute to and apply evidence...................................................................................................40Domain 11: Develop and maintain infrastructure..............................................................................................41Domain 12: Maintain roles and responsibilities.................................................................................................43

Assure an adequate local public health infrastructure: Minnesota-specific measures..........................................46Workforce core competency skills.....................................................................................................................46Health equity......................................................................................................................................................55Organizational quality improvement maturity...................................................................................................58Voluntary public health accreditation................................................................................................................62Statutory requirements......................................................................................................................................64Local Public Health Grant activities....................................................................................................................66

Promote healthy communities and healthy behavior............................................................................................68Active living........................................................................................................................................................68Healthy eating....................................................................................................................................................72Tobacco-free living.............................................................................................................................................76Alcohol...............................................................................................................................................................79Maternal and child health..................................................................................................................................84

Prevent the spread of communicable diseases......................................................................................................85Immunization.....................................................................................................................................................85

Protect against environmental health hazards.......................................................................................................90Indoor air............................................................................................................................................................90Blood lead..........................................................................................................................................................94Drinking water protection and well management..............................................................................................96Extreme weather................................................................................................................................................97Nuisance investigations......................................................................................................................................98Emerging issues................................................................................................................................................100Food, pools, and lodging services.....................................................................................................................101

Assure health services..........................................................................................................................................102Clinical-community linkages.............................................................................................................................102Provision of public health services...................................................................................................................105

Validation and CHS administrator review.............................................................................................................106

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How to use these instructionsThese instructions mirror the eight data collection instruments in REDCap under the project “2018 Local Public Health Act performance measures.” This document is a fillable Word document.

You can find instructions for finance/staffing and for updating your community health board’s contact information online: Local Public Health Act Annual Reporting (www.health.state.mn.us/communities/practice/lphact/annualreporting/).

Changes from last yearAssure an adequate local public health infrastructure: Minnesota-specific measures: Your community health board will not report on school health or informatics this year, and your measures on workforce development and competency will look different.

Prepare for and respond to emergencies: This year, your community health board will also pause reporting on measures in this area during LPH Act Annual Reporting. If you report to the MDH Center for Emergency Preparedness and Response outside of the LPH Act Annual Reporting period, on other measures not directly associated with LPH Act Annual Reporting, you will continue to do so.

How to report in REDCapThese instructions are fillable and explain how to collect your data, but this is not a data collection tool to complete or submit in itself. You will enter data into the REDCap reporting system. CHS administrators selected staff to receive REDCap reporting accounts for each community health board.

To log into REDCap, visit: MDH REDCap Production Environment (https://apps.health.state.mn.us/redcap/).

At the end of each form, please leave Form Status as “Incomplete.”

Remember to choose “Save & Exit Form,” “Save & Stay,” or “Save & Go to Next Form” before taking a break or leaving REDCap. REDCap will automatically close your session after a period of inactivity.

For further assistance, visit: Local Public Health Act Annual Reporting (www.health.state.mn.us/communities/practice/lphact/annualreporting/).

Questions and assistanceIf you have further questions about these instructions or about LPH Act Annual Reporting, please contact the MDH Center for Public Health Practice or your public health nurse consultant:

MDH Community Health Division, Center for Public Health Practice651-201-3880 | [email protected]

Who is my public health nurse consultant? (www.health.state.mn.us/communities/practice/ta/phnconsultants/yourphnc.html)

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Assure an adequate local public health infrastructure: Capacity measures from national standardsThe measures in this area of responsibility are based on PHAB Standards and Measures v. 1.5 (http://www.phaboard.org/accreditation-process/public-health-department-standards-and-measures/), but are not intended to serve as a substitute for PHAB guidance. If you would like to learn more about each measure and requirement, refer directly to Public Health Accreditation Board: Standards and Measures Version 1.5. PHAB language is prescriptive, and frequently uses “must;” to fully meet a measure; this language is used below.

Assistance with this area of responsibilityMDH Community Health Division, Center for Public Health Practice651-201-3880 | [email protected]

How to report on this area of responsibilityReview the 37 key measures in this section on the following pages (pp. 6 to 45), noting each requirement’s time frame and examples.

Less than 14 months old: 11/1/2017–12/31/2018 Less than two years old: 1/1/2017–12/31/2018 Less than three years old: 1/1/2016–12/31/2018 Less than five years old: 1/1/2014–12/31/2018

Note whether your community health board can fully, partially, or not meet each measure, and record your answer on the following page, under “At-a-glance worksheet for data entry.”

A multi-county community health board should report on the lowest level of capacity of its individual health departments (see below). That is, if two of three local health departments in a multi-county community health board can fully meet a measure, but the third can only partially meet, the entire community health board should report partially meet. If the third cannot meet the measure at all, the entire community health board should report cannot meet.

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At-a-glance worksheet for data entryAt a glance: domain, standard, measure

Cannot meet

Partially meet

Fully meet

1.1.2. Community health assessment1.2.2. Communication with surveillance sites1.3.1. Data analysis and conclusions1.4.2. Community summaries, fact sheets2.1.4. Collaborative partnerships for investigation2.2.3. After Action Reports3.1.2. Health promotion strategies3.1.3. Factors for specific at-risk populations3.2.2. Organizational branding strategies3.2.3. External communications procedures3.2.5. Variety of publicly available information5.1.3. Policies’ impact on public health5.2.3. Collaborative CHIP implementation5.2.4. Monitor and revise CHIP5.3.3. An implemented strategic plan6.3.4. Compliance patterns from enforcement7.1.1. Assessing health care availability7.1.2. Identifying populations facing barriers7.1.3. Identifying gaps and barriers to health care7.2.1. Developing strategies to improve access7.2.2. Implementing strategies to increase access7.2.3. Cultural competence in increasing access8.2.1. Workforce development strategies8.2.2. Competent workforce9.1.1. Engagement in performance management system9.1.2. Performance management system/policy9.1.3. Implemented performance management system9.1.4. Process to assess customer satisfaction9.1.5. Staff involvement in performance management9.2.1. Established quality improvement program9.2.2. Implemented quality improvement activities10.2.3. Communicated research findings11.1.2. Ethical issues and decisions11.1.4. Policies appropriate to specific populations12.2.1. Communication with governing entity regarding responsibilities12.3.1. Information provided to governing entity12.3.3. Communication with governing entity regarding performance

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Domain 1: Assess health status and issues

1.1.2. Community health assessmentA local community health assessment.

A thorough and valid community health assessment is a customary practice and core function of public health, and also is a national standard for all public health departments. Since the passage of the Local Public Health Act in 1976, Minnesota community health boards have been required to engage in a community health improvement process, beginning with a community health assessment.

Requirement 1

A local community health assessment that includes:

Data and information from various sources and how the data were obtained

Demographics of the population Description of health issues and specific

descriptions of population groups with particular health inequities

Description of factors that contribute to specific populations’ health challenges

Description of existing community assets or resources to address health issues

One example. Must include qualitative data, quantitative data, primary data, and secondary data. Must also include multiple determinants of health, especially social determinants.

Less than five years old.

Requirement 2

Opportunity for the local community at large to review, contribute to the assessment.

Two examples.

Less than five years old.

Requirement 3

The ongoing monitoring, refreshing, and adding of data and data analysis.

Two examples. Must be neighborhood/community-specific in order to understand health inequities and factors that create them.

Less than 14 months old. If the community health assessment is more than two years old, the examples must be from two different years (one of which is less than 14 months old).

How to report

Single-county or city community health board

Fully meet: Your community health board can meet all requirements. Partially meet: Your community health board can meet some requirements, but not all. Cannot meet: Your community health board cannot meet any requirements.

Multi-county community health board

Fully meet: Every member health department in your community health board can meet all requirements. Partially meet: If any single member department in your community health board can only meet some

requirements (but not all), you should enter “partially meet,” even if other member departments can meet all requirements.

Cannot meet: If any single member department in your community health board cannot meet any requirements, you should enter “cannot meet,” even if other member departments can meet some or all.

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1.2.2. Communication with surveillance sitesCommunication with surveillance sites.

Communicating with surveillance sites about their responsibilities ensures sites are providing timely, accurate, and comprehensive data.

Requirement 1

The identification of providers and public health system partners who are surveillance sites reporting to the surveillance system.

One example.

Less than 14 months old.

Requirement 2

Trainings/meetings held with surveillance sites regarding reporting requirements including reportable diseases/conditions, and reporting time frames.

Two examples. Must include when the meeting was held, who attended the training, and what topics were covered.

Less than 14 months old.

Requirement 3

Surveillance data received concerning two different topics.

Two examples. Examples must be on two different topics, from two different occasions, itemized by surveillance site.

Less than 14 months old.

Requirement 4

The distribution of surveillance data.

Two examples.

Less than 14 months old.

How to report

Single-county or city community health board

Fully meet: Your community health board can meet all requirements. Partially meet: Your community health board can meet some requirements, but not all. Cannot meet: Your community health board cannot meet any requirements.

Multi-county community health board

Fully meet: Every member health department in your community health board can meet all requirements. Partially meet: If any single member department in your community health board can only meet some

requirements (but not all), you should enter “partially meet,” even if other member departments can meet all requirements.

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Cannot meet: If any single member department in your community health board cannot meet any requirements, you should enter “cannot meet,” even if other member departments can meet some or all.

1.3.1. Data analysis and conclusionsData analyzed and public health conclusions drawn.

Valid analysis of data is important for assessing a health problem’s contributing factors, magnitude, geographic location(s), changing characteristics, and potential interventions, and for designing and evaluating programs for continuous quality improvement.

Requirement 1

Analysis of data and conclusions drawn with the following characteristics:

The inclusion of defined timelines A description of the analytic process used to

analyze the data or a citation of another’s analysis

The inclusion of the comparison of data to other agencies and/or the state or nation, and/or similar data over time to provide trend analysis

Two examples. One example must be the analysis of qualitative data; the other must be of quantitative data.

Less than 14 months old. Analysis must be conducted within 14 months; data may be older.

Requirement 2

Review and discussion of data analysis.

Two examples. Must document the review of data analysis selected for Requirement 1, above.

Less than 14 months old.

Requirement 3

Analysis of data that demonstrates the use of information and data from multiple databases or data sources.

One example.

Less than five years old.

Requirement 4

Aggregated primary and secondary data and the sources of each.

Two examples.

Less than 14 months old.

How to report

Single-county or city community health board

Fully meet: Your community health board can meet all requirements. Partially meet: Your community health board can meet some requirements, but not all. Cannot meet: Your community health board cannot meet any requirements.

Multi-county community health board

Fully meet: Every member health department in your community health board can meet all requirements. Partially meet: If any single member department in your community health board can only meet some

requirements (but not all), you should enter “partially meet,” even if other member departments can meet all requirements.

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Cannot meet: If any single member department in your community health board cannot meet any requirements, you should enter “cannot meet,” even if other member departments can meet some or all.

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1.4.2. Community summaries, fact sheetsCommunity summaries or fact sheets of data to support public health improvement planning processes at the local level.

Public health data must inform the development of public health policies, processes, programs, and interventions. Community health boards must share data with other organizations to inform and support others’ health improvement efforts.

Requirement 1

Community health data summaries or fact sheets.

Two examples. Local health data summaries are not the same as a community health assessment.

Less than five years old.

Requirement 2

Distribution of health data summaries to public health system partners, community groups, and key stakeholders.

Two examples. Must include two examples of distribution of issue-specific data summaries, or one example of provision of comprehensive data.

Less than five years old.

How to report

Single-county or city community health board

Fully meet: Your community health board can meet all requirements. Partially meet: Your community health board can meet some requirements, but not all. Cannot meet: Your community health board cannot meet any requirements.

Multi-county community health board

Fully meet: Every member health department in your community health board can meet all requirements. Partially meet: If any single member department in your community health board can only meet some

requirements (but not all), you should enter “partially meet,” even if other member departments can meet all requirements.

Cannot meet: If any single member department in your community health board cannot meet any requirements, you should enter “cannot meet,” even if other member departments can meet some or all.

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Domain 2: Investigate problems and hazards

2.1.4. Collaborative partnerships for investigationCollaborative work through established governmental and community partnerships on investigations of reportable diseases, disease outbreaks, and environmental public health issues.

The ability to conduct timely investigations of suspected or identified health problems is necessary for the detection of the source of the problem, the description of those affected, and the prevention of the further spread of the problem. When public health or environmental public health hazards are investigated collaboratively, community health boards can better recognize and rectify problems, thus helping prevent further disease outbreaks or illness.

Requirement 1

Partnerships with other governmental agencies/departments and/or key community stakeholders that play a role in investigations or have direct jurisdiction over investigations.

Two examples. The agreement must state or show that the partner plays a role in investigation.

Less than five years old.

Requirement 2

Working with partners to conduct investigations.

Two examples. Must be from two different investigations of reportable diseases or environmental public health investigations.

Less than five years old.

Requirement 3

Laboratory testing for notifiable/reportable diseases.

One example. The list of public health laboratory services provided must include such testing.

Less than five years old.

How to report

Single-county or city community health board

Fully meet: Your community health board can meet all requirements. Partially meet: Your community health board can meet some requirements, but not all. Cannot meet: Your community health board cannot meet any requirements.

Multi-county community health board

Fully meet: Every member health department in your community health board can meet all requirements. Partially meet: If any single member department in your community health board can only meet some

requirements (but not all), you should enter “partially meet,” even if other member departments can meet all requirements.

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Cannot meet: If any single member department in your community health board cannot meet any requirements, you should enter “cannot meet,” even if other member departments can meet some or all.

2.2.3. After Action ReportsComplete After Action Reports (AARs).

Community health boards must be able to act on information concerning health problems and environmental public health hazards that was obtained through public health investigations, and contain or mitigate those problems and hazards in coordination with other stakeholders. After Action Reports (AARs) can demonstrate a community health board’s ability to do this.

Requirement 1

Protocol describing the processes used to determine when events rise to significance for the development and review of an AAR.

One example. Must address infectious disease outbreaks, environmental public health hazards, natural disasters, and other threats.

Less than five years old.

Requirement 2

A list of all events that occurred, including outbreaks and environmental public health risks.

One example. Must include events that met and did not meet the level of significance to require an AAR.

Less than five years old.

Requirement 3

Completed AAR for two events.

Two examples. Examples must be for two separate events. Completed AARs must report what worked well, what issues arose, what improvement in protocols are indicated, and recommended improvements.

Less than five years old.

How to report

Single-county or city community health board

Fully meet: Your community health board can meet all requirements. Partially meet: Your community health board can meet some requirements, but not all. Cannot meet: Your community health board cannot meet any requirements.

Multi-county community health board

Fully meet: Every member health department in your community health board can meet all requirements. Partially meet: If any single member department in your community health board can only meet some

requirements (but not all), you should enter “partially meet,” even if other member departments can meet all requirements.

Cannot meet: If any single member department in your community health board cannot meet any requirements, you should enter “cannot meet,” even if other member departments can meet some or all.

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Domain 3: Inform and educate

3.1.2. Health promotion strategiesHealth promotion strategies to mitigate preventable health conditions.

Health promotion aims to enable individuals and communities to protect and improve their own health. Community health boards must establish strategies to promote health and address preventable health conditions.

Requirement 1

A planned approach for developing and implementing health programs.

One example.

Less than five years old.

Requirement 2

Development and implementation of health promotion strategies.

Must show how the strategies:

Are evidence-based, rooted in sound theory, practice-based evidence, and/or promising practice Were developed with engagement of the community Focus on social and environmental factors that create poor health, discourage good health, or encourage

individual behavioral factors that negatively impact health Use various marketing or change methods Were implemented in collaboration with stakeholders, partners, and the community

Two examples. Examples must be from different program areas, one of which addresses a chronic disease program.

Less than five years old.

Requirement 3

Engagement of the community during the development of a health promotion strategy.

Two examples. One example must come from one of the two program areas from Requirement 2, above. Must include process and results.

Less than five years old.

Requirement 4

Implementation of strategies in collaboration with stakeholders, partners, and/or the community.

Two examples. One example must come from one of the two program areas from Requirement 2, above.

Less than five years old.

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How to report

Single-county or city community health board

Fully meet: Your community health board can meet all requirements. Partially meet: Your community health board can meet some requirements, but not all. Cannot meet: Your community health board cannot meet any requirements.

Multi-county community health board

Fully meet: Every member health department in your community health board can meet all requirements. Partially meet: If any single member department in your community health board can only meet some

requirements (but not all), you should enter “partially meet,” even if other member departments can meet all requirements.

Cannot meet: If any single member department in your community health board cannot meet any requirements, you should enter “cannot meet,” even if other member departments can meet some or all.

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3.1.3. Factors for specific at-risk populationsEfforts to specifically address factors that contribute to specific populations’ higher health risks and poorer health outcomes.

Differences in population health outcomes are well documented. Factors that contribute to these differences are many and varied and include the lack of opportunities and resources, economic and political policies, discrimination, and other aspects of a community that impact on individuals’ and populations’ resilience. These differences in health outcomes cannot be effectively addressed with programs and interventions; they require engagement of the community in strategies that develop community resources, capacity, and strength.

Requirement

Identification and implementation of strategies to address factors that contribute to specific populations’ higher health risks and poorer health outcomes, or health inequity, including:

Analysis of factors that contribute to higher health risks and poorer health outcomes of specific populations and the development of health equity indicators

Public health efforts to address identified community factors that contribute to specific populations’ higher health risks and poorer health outcomes and to impact health equity indicators

Internal policies and procedures to ensure programs address specific populations at higher risk for poor health outcomes

Two examples.

Less than five years old.

How to report

Single-county or city community health board

Fully meet: Your community health board can meet all parts of the requirement. Partially meet: Your community health board can meet some parts of the requirement, but not all. Cannot meet: Your community health board cannot meet any parts of the requirement.

Multi-county community health board

Fully meet: Every member health department in your community health board can meet all parts of the requirement.

Partially meet: If any single member department in your community health board can only meet some parts of the requirement (but not all), you should enter “partially meet,” even if other member departments can meet all parts.

Cannot meet: If any single member department in your community health board cannot meet any parts of the requirement, you should enter “cannot meet,” even if other member departments can meet some or all.

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3.2.2. Organizational branding strategiesOrganizational branding strategy.

Branding can help to position a community health board as a valued, effective, trusted leader in the community, by communicating what a community health board stands for and what it provides that is unique and differentiated from other agencies and organizations.

Requirement 1

A community health board brand strategy.

One example. Can be a single policy/plan or a set of policies/plans. Must include provisions/steps to:

Ensure that community health board staff have a clear understanding and commitment to the brand of the community health board

Communicate the community health board’s brand in a targeted manner (customized to different stakeholders)

Integrate brand messaging into organizational communication strategies and external communications Use a common visual identity (logo) to communicate the community health board’s brand Display appropriate signage inside and outside the community health board facility Link the branding strategy to the community health board’s strategic plan

Less than five years old.

Requirement 2

Implementation of the community health board’s branding strategy.

Two examples.

Less than five years old.

How to report

Single-county or city community health board

Fully meet: Your community health board can meet all requirements. Partially meet: Your community health board can meet some requirements, but not all. Cannot meet: Your community health board cannot meet any requirements.

Multi-county community health board

Fully meet: Every member health department in your community health board can meet all requirements. Partially meet: If any single member department in your community health board can only meet some

requirements (but not all), you should enter “partially meet,” even if other member departments can meet all requirements.

Cannot meet: If any single member department in your community health board cannot meet any requirements, you should enter “cannot meet,” even if other member departments can meet some or all.

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3.2.3. External communications proceduresCommunication procedures to provide information outside the health department.

Consistent communication procedures and protocols ensure reliability in the management of communications on public health issues, and that information is in an appropriate format to reach target sectors or audiences.

Requirement 1

Procedures for communications that include:

Dissemination of accurate, timely, and appropriate information for different audiences Coordination with community partners for the communication of targeted and unified public health

messages A contact list of media and key stakeholders A designated staff position as the public information officer Responsibilities and expectations for positions interacting with the news media and the public including, as

appropriate, any governing entity members and any community health board staff member

One example. Can be one procedure or a set of procedures.

Less than two years old.

Requirement 2

Implementation of communications procedures.

Two examples. Examples must be from different program areas, one of which addresses a chronic disease program.

Less than two years old.

How to report

Single-county or city community health board

Fully meet: Your community health board can meet all requirements. Partially meet: Your community health board can meet some requirements, but not all. Cannot meet: Your community health board cannot meet any requirements.

Multi-county community health board

Fully meet: Every member health department in your community health board can meet all requirements. Partially meet: If any single member department in your community health board can only meet some

requirements (but not all), you should enter “partially meet,” even if other member departments can meet all requirements.

Cannot meet: If any single member department in your community health board cannot meet any requirements, you should enter “cannot meet,” even if other member departments can meet some or all.

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3.2.5. Variety of publicly available informationInformation available to the public through a variety of methods.

Community health boards need to be able to present information to different audiences through a variety of methods.

Requirement 1

A website or web page that contains information on:

24/7 contact number for reporting health emergencies Notifiable/reportable conditions link or contact number Health data Links to public health-related news Information and materials from program activities Links to CDC and other public health-related federal, state, or local agencies, as appropriate The names of the CHS administrator and leadership team

One example. The community health board may have its own website, or be a part of another domain or governmental website.

Less than two years old.

Requirement 2

Other communication strategies for informing the public about public health issues or functions.

Two examples.

Less than five years old.

How to report

Single-county or city community health board

Fully meet: Your community health board can meet all requirements. Partially meet: Your community health board can meet some requirements, but not all. Cannot meet: Your community health board cannot meet any requirements.

Multi-county community health board

Fully meet: Every member health department in your community health board can meet all requirements. Partially meet: If any single member department in your community health board can only meet some

requirements (but not all), you should enter “partially meet,” even if other member departments can meet all requirements.

Cannot meet: If any single member department in your community health board cannot meet any requirements, you should enter “cannot meet,” even if other member departments can meet some or all.

Domain 4: Engage with the communityThere are no measures to report in this domain at this time.

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Domain 5: Develop policies and plans

5.1.3. Policies’ impact on public healthInform governing entities, elected officials, and/or the public of potential intended or unintended public health impacts from current and/or proposed policies.

Community health boards must provide policy makers and the public with sound, science-based, current public health information that must be considered in setting or supporting policies. This includes policies that may not be health-specific, but could impact the public’s health.

Requirement

Information provided to policy makers and/or the public about potential public health impacts of policies that are being considered or are in place.

Two examples. Examples must address two different items of those listed below:

Impact statement or fact sheet that is science-based and addresses current or proposed policies The distribution of correspondence, emails, briefing statements, or reports on policy impacts A presentation of evaluations or assessments of current and/or proposed policies

Less than two years old.

How to report

Single-county or city community health board

Fully meet: Your community health board can meet all parts of the requirement. Partially meet: Your community health board can meet some parts of the requirement, but not all. Cannot meet: Your community health board cannot meet any parts of the requirement.

Multi-county community health board

Fully meet: Every member health department in your community health board can meet all parts of the requirement.

Partially meet: If any single member department in your community health board can only meet some parts of the requirement (but not all), you should enter “partially meet,” even if other member departments can meet all parts.

Cannot meet: If any single member department in your community health board cannot meet any parts of the requirement, you should enter “cannot meet,” even if other member departments can meet some or all.

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5.2.3. Collaborative CHIP implementationElements and strategies of the health improvement plan implemented in partnership with others.

The community health improvement plan is only useful when implemented, and provides guidance for priorities, activities, and resource allocation. A community health board must implement its community health improvement plan in partnership with others.

Requirement 1

A process to track actions taken to implement strategies in the community health improvement plan.

One example. Can be one process or a group of processes.

Less than five years old.

Requirement 2

Implementation of the plan.

Two examples. Examples must identify a specific achievement and describe how it was accomplished.

Less than five years old.

How to report

Single-county or city community health board

Fully meet: Your community health board can meet all requirements. Partially meet: Your community health board can meet some requirements, but not all. Cannot meet: Your community health board cannot meet any requirements.

Multi-county community health board

Fully meet: Every member health department in your community health board can meet all requirements. Partially meet: If any single member department in your community health board can only meet some

requirements (but not all), you should enter “partially meet,” even if other member departments can meet all requirements.

Cannot meet: If any single member department in your community health board cannot meet any requirements, you should enter “cannot meet,” even if other member departments can meet some or all.

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5.2.4. Monitor and revise CHIPMonitor the strategies in the community health improvement plan and revise as needed, in collaboration and with broad participation from stakeholders and partners.

Health improvement plans are dynamic. Community health boards must monitor the community health improvement plan, identify tasks and timelines for progress, develop changes in collaboration with partners and stakeholders, and report on progress made in implementing strategies from the plan.

Requirement 1

Report on progress made in implementing strategies in the community health improvement plan.

One example. Must be an annual report.

Less than 14 months old. If the plan was adopted within the year, a report of a previous plan would be suitable, or detailed plans for assessment and reporting.

Requirement 2

Review and revision, as necessary, of the community health improvement plan strategies based on results of the assessment.

One example.

Less than 14 months old. If the plan was adopted within the year, a report of a previous plan would be suitable, or detailed plans for assessment and reporting.

How to report

Single-county or city community health board

Fully meet: Your community health board can meet all requirements. Partially meet: Your community health board can meet some requirements, but not all. Cannot meet: Your community health board cannot meet any requirements.

Multi-county community health board

Fully meet: Every member health department in your community health board can meet all requirements. Partially meet: If any single member department in your community health board can only meet some

requirements (but not all), you should enter “partially meet,” even if other member departments can meet all requirements.

Cannot meet: If any single member department in your community health board cannot meet any requirements, you should enter “cannot meet,” even if other member departments can meet some or all.

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5.3.3. An implemented strategic planImplemented community health board strategic plan.

A strategic plan sets forth what a community health board plans to achieve, how a community health board will achieve those plans, and how a community health board will monitor progress (e.g., annual reports of progress toward goals and objectives in the strategic plan). It provides a guide for making decisions on resource and policy priorities.

Requirement

Progress towards achievement of the goals and objectives contained in the plan.

Two examples. Reports developed since the plan’s adoption must show that the community health board has reviewed the strategic plan and has monitored and assessed progress toward goals and objectives. The reports must include how the targets are monitored. If the plan has been adopted within the year, progress reports of a previous plan or detailed evaluation plans could serve as examples.

One example must be less than 14 months old; the other may be older.

How to report

Single-county or city community health board

Fully meet: Your community health board can meet all parts of the requirement. Partially meet: Your community health board can meet some parts of the requirement, but not all. Cannot meet: Your community health board cannot meet any parts of the requirement.

Multi-county community health board

Fully meet: Every member health department in your community health board can meet all parts of the requirement.

Partially meet: If any single member department in your community health board can only meet some parts of the requirement (but not all), you should enter “partially meet,” even if other member departments can meet all parts.

Cannot meet: If any single member department in your community health board cannot meet any parts of the requirement, you should enter “cannot meet,” even if other member departments can meet some or all.

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Domain 6: Enforce laws 

6.3.4. Compliance patterns from enforcementPatterns or trends identified in compliance from enforcement activities and complaints.

A community health board has a role in ensuring that public health laws are enforced—either by using its authority to enforce, or working with those who have the legal authority to enforce. In either case, a community health board needs to know about enforcement activities and violations in its jurisdiction, since violations and enforcement can impact the public’s health. Community health boards must be able to complete standard and consistent enforcement actions.

Requirement 1

Enforcement programs’ annual reports summarizing complaints, enforcement activities, and compliance.

Two examples. Examples must be from two different enforcement programs. If the community health board operates an enforcement program that is out of compliance with state law or is under sanctions or a performance improvement plan, one of the examples must be from that program.

Less than 14 months old.

Requirement 2

Debriefings or other evaluations on enforcement for process improvements.

Two examples. In some cases, the community health board may have little or no authority to conduct enforcement actions. In those cases, the community health board must coordinate and share information with agencies that do have public health-related enforcement authority.

Less than five years old.

How to report

Single-county or city community health board

Fully meet: Your community health board can meet all requirements. Partially meet: Your community health board can meet some requirements, but not all. Cannot meet: Your community health board cannot meet any requirements.

Multi-county community health board

Fully meet: Every member health department in your community health board can meet all requirements. Partially meet: If any single member department in your community health board can only meet some

requirements (but not all), you should enter “partially meet,” even if other member departments can meet all requirements.

Cannot meet: If any single member department in your community health board cannot meet any requirements, you should enter “cannot meet,” even if other member departments can meet some or all. 

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Domain 7: Promote strategies to increase access

7.1.1. Assessing health care availabilityProcess to assess the availability of health care services.

Collaborative efforts are required to assess the health care needs of the population of a tribe, state, or community. Health care services, for access planning purposes, focus on primary care, particularly preventive primary care and chronic disease management, and include: clinical preventive services, emergency services, urgent care, occupational medicine, ambulatory care (primary and specialty), and dental treatment.

Requirement 1

A collaborative process to assess availability of health care services.

One example. Must include the involvement of the health care system.

Less than five years old.

Requirement 2

The sharing of comprehensive data for the purposes of assessing the availability of health care services and for planning.

Two examples.

Less than five years old.

Requirement 3

Consideration of emerging issues in public health, the health care system, and health care reimbursement.

Two examples.

Less than five years old.

How to report

Single-county or city community health board

Fully meet: Your community health board can meet all requirements. Partially meet: Your community health board can meet some requirements, but not all. Cannot meet: Your community health board cannot meet any requirements.

Multi-county community health board

Fully meet: Every member health department in your community health board can meet all requirements. Partially meet: If any single member department in your community health board can only meet some

requirements (but not all), you should enter “partially meet,” even if other member departments can meet all requirements.

Cannot meet: If any single member department in your community health board cannot meet any requirements, you should enter “cannot meet,” even if other member departments can meet some or all.

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7.1.2. Identifying populations facing barriersIdentification of populations who experience barriers to health care services.

It is important for a community health board to identify populations in its jurisdiction that experience perceived or real barriers to health care. Assessing capacity and access to health care includes the identification of those who are not receiving services, and understanding the reasons that they are not receiving needed care or experiencing barriers to care.

Requirement 1

A process for the identification of unserved or underserved populations.

One example.

Less than five years old.

Requirement 2

A report that identifies populations who are unserved or underserved.

One example. This report could be a section of a larger report that includes other topics, a separate report, or part of the community health improvement plan.

Less than five years old.

How to report

Single-county or city community health board

Fully meet: Your community health board can meet all requirements. Partially meet: Your community health board can meet some requirements, but not all. Cannot meet: Your community health board cannot meet any requirements.

Multi-county community health board

Fully meet: Every member health department in your community health board can meet all requirements. Partially meet: If any single member department in your community health board can only meet some

requirements (but not all), you should enter “partially meet,” even if other member departments can meet all requirements.

Cannot meet: If any single member department in your community health board cannot meet any requirements, you should enter “cannot meet,” even if other member departments can meet some or all.

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7.1.3. Identifying gaps and barriers to health careIdentification of gaps in access to health care services, and barriers to the receipt of health care services.

It is important for community health boards to understand the gaps in access to health care, so that effective strategies can be put into place. Community health boards must have reports of data analysis from across the public health system, which identify gaps in access to health care services and causes of access gaps.

Requirement 1

The process or set of processes used for the identification of service gaps and barriers to accessing health care services.

One example.

Less than five years old.

Requirement 2

Reporting the analysis of data from across the collaborative process (see Measure 7.1.1) that identifies the gaps in access to health care services and the causes of gaps in access or barriers to care.

Reports must include:

Assessment of capacity and distribution of health care providers (will show geographic gaps in the availability of health care providers)

Availability of health care services Identification of causes of gaps in services and barriers to receipt of care Results of data gathered periodically concerning access

Two examples. These data collection efforts do not have to be administered by the community health board, but the results must be considered in the assessment of gaps in access and barriers to care.

Less than five years old.

How to report

Single-county or city community health board

Fully meet: Your community health board can meet all requirements. Partially meet: Your community health board can meet some requirements, but not all. Cannot meet: Your community health board cannot meet any requirements.

Multi-county community health board

Fully meet: Every member health department in your community health board can meet all requirements. Partially meet: If any single member department in your community health board can only meet some

requirements (but not all), you should enter “partially meet,” even if other member departments can meet all requirements.

Cannot meet: If any single member department in your community health board cannot meet any requirements, you should enter “cannot meet,” even if other member departments can meet some or all.

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7.2.1. Developing strategies to improve accessProcess to develop strategies to improve access to health care services.

Partnering with other organizations and agencies allows community health boards to address the multiple factors that contribute to poor access, and to coordinate strategies. A community health board does not need to have convened or led the collaborative process, but must have participated in the process.

Requirement 1

A coalition/network/council working collaboratively to reduce barriers to health care access or gaps in access.

One example. Must demonstrate involvement of representatives of providers of health care services. The collaborative process and development of strategies in this measure can be done in conjunction with Measure 7.1.1, and the same collaborative process/partnership can be used.

Less than five years old.

Requirement 2

Strategies developed by the coalition/network/council working through a collaborative process to improve access to health care services.

Two examples.

Less than five years old.

How to report

Single-county or city community health board

Fully meet: Your community health board can meet all requirements. Partially meet: Your community health board can meet some requirements, but not all. Cannot meet: Your community health board cannot meet any requirements.

Multi-county community health board

Fully meet: Every member health department in your community health board can meet all requirements. Partially meet: If any single member department in your community health board can only meet some

requirements (but not all), you should enter “partially meet,” even if other member departments can meet all requirements.

Cannot meet: If any single member department in your community health board cannot meet any requirements, you should enter “cannot meet,” even if other member departments can meet some or all.

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7.2.2. Implementing strategies to increase accessImplemented strategies to increase access to health care services.

Many factors influence health care access. Community health boards can use their local knowledge of these factors to act collaboratively and implement strategies to increase access.

Requirement

Collaborative implementation of mechanisms or strategies to assist the population in obtaining health care services.

Two examples. Must show strategies to improve access to services for those who experience barriers.

Less than five years old.

How to report

Single-county or city community health board

Fully meet: Your community health board can meet all parts of the requirement. Partially meet: Your community health board can meet some parts of the requirement, but not all. Cannot meet: Your community health board cannot meet any parts of the requirement.

Multi-county community health board

Fully meet: Every member health department in your community health board can meet all parts of the requirement.

Partially meet: If any single member department in your community health board can only meet some parts of the requirement (but not all), you should enter “partially meet,” even if other member departments can meet all parts.

Cannot meet: If any single member department in your community health board cannot meet any parts of the requirement, you should enter “cannot meet,” even if other member departments can meet some or all.

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7.2.3. Cultural competence in increasing accessImplemented culturally competent initiatives to increase access to health care services for those who may experience barriers to care due to cultural, language, or literacy differences.

Cultural differences can present serious barriers to receipt of health care services, and must be addressed in strategies if those strategies are going to be successful. Community health boards must be able to incorporate cultural competence, language, or literacy efforts to address the health care service needs of populations who experience barriers to access in health care.

Requirement

Initiatives to ensure that access and barriers are addressed in a culturally competent manner.

Two examples. The initiatives may be developed by the community health board or in collaboration with others.

Less than five years old.

How to report

Single-county or city community health board

Fully meet: Your community health board can meet all parts of the requirement. Partially meet: Your community health board can meet some parts of the requirement, but not all. Cannot meet: Your community health board cannot meet any parts of the requirement.

Multi-county community health board

Fully meet: Every member health department in your community health board can meet all parts of the requirement.

Partially meet: If any single member department in your community health board can only meet some parts of the requirement (but not all), you should enter “partially meet,” even if other member departments can meet all parts.

Cannot meet: If any single member department in your community health board cannot meet any parts of the requirement, you should enter “cannot meet,” even if other member departments can meet some or all.

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Domain 8: Maintain workforce

8.2.1. Workforce development strategiesWorkforce development strategies.

Workforce development strategies can ensure that staff development is addressed, coordinated, and appropriate for a community health board’s needs.

Requirement 1

Workforce development plan.

One example. The workforce development plan must:

Address the collective capacity and capability of the community health board workforce and its units Address gaps in capacity and capabilities and include strategies to address them Be responsive to the changing environment and include consideration of areas where the technology

advances quickly such as information management and (digital) communication science Be responsive to the changing environment and include considerations of areas where the field is advancing;

for example, emergency preparedness training, health equity, and cultural competence

The plan must include:

An assessment of current staff competencies against the adopted core competencies Training schedules and a description of the material or topics to be addressed in the training curricula to

address gaps in staff competencies A description of barriers/inhibitors to the achievement of closing gaps or addressing future needs in capacity

and capabilities and strategies to address those barriers/inhibitors

Less than two years old.

Requirement 2

Implemented workforce development strategies.

Two examples.

Less than two years old.

How to report

Single-county or city community health board

Fully meet: Your community health board can meet all requirements. Partially meet: Your community health board can meet some requirements, but not all. Cannot meet: Your community health board cannot meet any requirements.

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Multi-county community health board

Fully meet: Every member health department in your community health board can meet all requirements. Partially meet: If any single member department in your community health board can only meet some

requirements (but not all), you should enter “partially meet,” even if other member departments can meet all requirements.

Cannot meet: If any single member department in your community health board cannot meet any requirements, you should enter “cannot meet,” even if other member departments can meet some or all.

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8.2.2. Competent workforceA competent community health board workforce.

As in all organizations, a community health board’s success depends on the capabilities and performance of its staff. In order for a community health board to function at a high level, it must take action to maximize staff capabilities and performance.

Requirement 1

Recruitment of qualified individuals for specific positions.

Two examples.

Less than five years old.

Requirement 2

Recruitment of individuals who reflect the population served.

Two examples. Examples of the evidence of the efforts of the community health board are key, not the success or failure to achieve the desired applicant pool.

Less than five years old.

Requirement 3

Retention activities.

Two examples.

Less than five years old.

Requirement 4

Position descriptions, available to staff.

Two examples.

Less than three years old.

Requirement 5

A process to verify staff qualifications.

One example.

Less than two years old.

Requirement 6

Verified qualifications for all staff hired.

Two examples. Reviews include tracking required recertification.

Less than two years old.

How to report

Single-county or city community health board

Fully meet: Your community health board can meet all requirements. Partially meet: Your community health board can meet some requirements, but not all. Cannot meet: Your community health board cannot meet any requirements.

Multi-county community health board

Fully meet: Every member health department in your community health board can meet all requirements. Partially meet: If any single member department in your community health board can only meet some

requirements (but not all), you should enter “partially meet,” even if other member departments can meet all requirements.

Cannot meet: If any single member department in your community health board cannot meet any requirements, you should enter “cannot meet,” even if other member departments can meet some or all.

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Domain 9: Evaluate and continuously improve

9.1.1. Engagement in performance management systemStaff at all organizational levels engaged in establishing and/or updating a performance management system.

An effective performance management system engages leadership, management, and staff in its development and implementation.

Requirement 1

Community health board leadership and management supportive and engaged in establishing and/or updating a performance management system.

Two examples.

Less than five years old.

Requirement 2

Community health board staff at all other levels engaged in establishing and/or updating a performance management system.

Two examples.

Less than five years old.

How to report

Single-county or city community health board

Fully meet: Your community health board can meet all requirements. Partially meet: Your community health board can meet some requirements, but not all. Cannot meet: Your community health board cannot meet any requirements.

Multi-county community health board

Fully meet: Every member health department in your community health board can meet all requirements. Partially meet: If any single member department in your community health board can only meet some

requirements (but not all), you should enter “partially meet,” even if other member departments can meet all requirements.

Cannot meet: If any single member department in your community health board cannot meet any requirements, you should enter “cannot meet,” even if other member departments can meet some or all.

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9.1.2. Performance management system/policyPerformance management policy/system.

A performance management system encompasses all aspects of using objectives and measurement to evaluate programs, policies, and processes; identify and manage opportunities for improvement; and achieve outcome targets.

Requirement

An adopted performance management system.

One example. Must include:

Performance standards, including goals, targets and indicators, and the communication of expectations Performance measurement including data systems and collection Progress reporting including analysis of data, communication of analysis results, and a regular reporting

cycle A process to use data analysis and manage change for quality improvement and towards creating a learning

organization

Less than five years old.

How to report

Single-county or city community health board

Fully meet: Your community health board can meet all parts of the requirement. Partially meet: Your community health board can meet some parts of the requirement, but not all. Cannot meet: Your community health board cannot meet any parts of the requirement.

Multi-county community health board

Fully meet: Every member health department in your community health board can meet all parts of the requirement.

Partially meet: If any single member department in your community health board can only meet some parts of the requirement (but not all), you should enter “partially meet,” even if other member departments can meet all parts.

Cannot meet: If any single member department in your community health board cannot meet any parts of the requirement, you should enter “cannot meet,” even if other member departments can meet some or all.

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9.1.3. Implemented performance management systemImplemented performance management system.

Use of a process to evaluate and report on achievement of goals, objectives, and measures set by the performance management system is critical to improving effectiveness and efficiency.

Requirement 1

A functioning performance management committee or team.

One example. This does not have to be a separate group that deals only with performance management, but may be a function of a standing community health board committee.

Less than five years old.

Requirement 2

Goals and objectives.

Two examples. Must include identified time frames for measurement. One example must be from a programmatic area, and the other from an administrative area.

Less than five years old.

Requirement 3

Implementation of the process for monitoring the performance of goals and objectives.

Two examples. Must show the monitoring of performance toward the two objectives cited above in Requirement 2.

Less than five years old.

Requirement 4

Analysis of progress toward achieving goals and objectives and identification of areas in need of focused improvement processes.

Two examples. Must show that performance of the two objectives identified in Requirement 2, above, was analyzed according to the time frames.

Less than five years old.

Requirement 5

Identification of results and next steps.

Two examples. Must show that performance results, opportunities for improvement, and next steps for the identified goals and corresponding objectives were documented and reported.

Less than five years old.

Requirement 6

A completed performance management self-assessment.

One example. Must reflect the extent to which performance management practices are being used.

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Less than five years old.

How to report

Single-county or city community health board

Fully meet: Your community health board can meet all requirements. Partially meet: Your community health board can meet some requirements, but not all. Cannot meet: Your community health board cannot meet any requirements.

Multi-county community health board

Fully meet: Every member health department in your community health board can meet all requirements. Partially meet: If any single member department in your community health board can only meet some

requirements (but not all), you should enter “partially meet,” even if other member departments can meet all requirements.

Cannot meet: If any single member department in your community health board cannot meet any requirements, you should enter “cannot meet,” even if other member departments can meet some or all.

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9.1.4. Process to assess customer satisfactionImplemented systematic process for assessing customer satisfaction with community health board services.

Customer focus is a key part of a community health board’s performance management system. A community health board must have the capacity to assess its process to measure the quality of customer relationships and service.

Requirement 1

Collection, analysis, and conclusions of feedback from two different customer groups.

Two examples. Customers must be from two different programs. Special effort to address those who have a language barrier, are disabled, or are otherwise disenfranchised must be included.

Less than five years old.

Requirement 2

Results and actions taken based on customer feedback.

Two examples. Must relate to the examples in Requirement 1, above.

Less than five years old.

How to report

Single-county or city community health board

Fully meet: Your community health board can meet all requirements. Partially meet: Your community health board can meet some requirements, but not all. Cannot meet: Your community health board cannot meet any requirements.

Multi-county community health board

Fully meet: Every member health department in your community health board can meet all requirements. Partially meet: If any single member department in your community health board can only meet some

requirements (but not all), you should enter “partially meet,” even if other member departments can meet all requirements.

Cannot meet: If any single member department in your community health board cannot meet any requirements, you should enter “cannot meet,” even if other member departments can meet some or all.

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9.1.5. Staff involvement in performance managementOpportunities provided to staff for involvement in a community health board’s performance management.

Staff must understand what a performance management system is, and how evaluation integrates with performance management. Community health boards must provide staff with development opportunities help to assure broad engagement in the performance management system.

Requirement

Staff development in performance management.

Two examples. Targeted staff includes those who will be directly working on performance measure monitoring and analysis, and/or serving on a quality team that assesses the community health board’s implementation of performance management practices and/or system.

Less than five years old.

How to report

Single-county or city community health board

Fully meet: Your community health board can meet all parts of the requirement. Partially meet: Your community health board can meet some parts of the requirement, but not all. Cannot meet: Your community health board cannot meet any parts of the requirement.

Multi-county community health board

Fully meet: Every member health department in your community health board can meet all parts of the requirement.

Partially meet: If any single member department in your community health board can only meet some parts of the requirement (but not all), you should enter “partially meet,” even if other member departments can meet all parts.

Cannot meet: If any single member department in your community health board cannot meet any parts of the requirement, you should enter “cannot meet,” even if other member departments can meet some or all.

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9.2.1. Established quality improvement programEstablished quality improvement program based on organizational policies and direction.

Implementing a quality improvement program is an important requirement of a performance management system, and a quality improvement plan helps create the infrastructure required to make and sustain quality improvement gains. This plan is guided by a community health board’s policies and strategic direction (found in mission and vision statements), in its strategic plan, and in its community health improvement plan.

Requirement

A written quality improvement (QI) plan.

One example. The plan must address:

Key quality terms to create a common vocabulary and a clear, consistent message Culture of quality and the desired future state of quality in the organization Key elements of the quality improvement effort’s structure Types of quality improvement training available and conducted within the organization Project identification, alignment with strategic plan and initiation process Quality improvement goals, objectives, and measures with time-framed targets The community health board’s approach to how the quality improvement plan is monitored: data are

collected and analyzed, progress reported toward achieving stated goals and objectives, and actions taken to make improvements based on progress reports and ongoing data monitoring and analysis

Regular communication of quality improvement activities conducted in the community health board Process to assess the effectiveness of the quality improvement plan and activities

Less than five years old.

How to report

Single-county or city community health board

Fully meet: Your community health board can meet all parts of the requirement. Partially meet: Your community health board can meet some parts of the requirement, but not all. Cannot meet: Your community health board cannot meet any parts of the requirement.

Multi-county community health board

Fully meet: Every member health department in your community health board can meet all parts of the requirement.

Partially meet: If any single member department in your community health board can only meet some parts of the requirement (but not all), you should enter “partially meet,” even if other member departments can meet all parts.

Cannot meet: If any single member department in your community health board cannot meet any parts of the requirement, you should enter “cannot meet,” even if other member departments can meet some or all.

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9.2.2. Implemented quality improvement activitiesImplemented quality improvement activities.

Performance management system concepts and practices serve as the framework to set targets, measure progress, report on progress, and make improvements. Community health boards must use QI activities to improve processes, programs, and interventions.

Requirement 1

Quality improvement activities based on the QI plan.

Two examples. One example must be from a programmatic area, and the other from an administrative area. Examples must demonstrate:

How staff problem-solved and planned the improvement How staff selected the problem/process to address and described the improvement opportunity How they described the current process surrounding the identified improvement opportunity How they determined all possible causes of the problem and agreed on contributing factors and root

cause(s) How they developed a solution and action plan, including time-framed targets for improvement What the staff did to implement the solution or process change How staff reviewed and evaluated the result of the change, and how they reflected and acted on what they

learned

Examples must demonstrate ongoing use of an improvement model, including showing the tools and techniques used during application of the process improvement model.

Less than five years old.

Requirement 2

Staff participation in quality improvement activities based on the QI plan.

Two examples.

Less than five years old.

How to report

Single-county or city community health board

Fully meet: Your community health board can meet all requirements. Partially meet: Your community health board can meet some requirements, but not all. Cannot meet: Your community health board cannot meet any requirements.

Multi-county community health board

Fully meet: Every member health department in your community health board can meet all requirements. Partially meet: If any single member department in your community health board can only meet some

requirements (but not all), you should enter “partially meet,” even if other member departments can meet all requirements.

Cannot meet: If any single member department in your community health board cannot meet any requirements, you should enter “cannot meet,” even if other member departments can meet some or all.

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Domain 10: Contribute to and apply evidence

10.2.3. Communicated research findingsCommunicated research findings, including public health implications.

Public health research provides the knowledge and tools that people and communities need to protect their health. However, research findings can be confusing and difficult to translate into knowledge that steers action toward improved public health. Community health boards can communicate the facts and implications of research so that individuals and organizations are informed and knowledgeable, and can act accordingly.

Requirement

The communication of research findings and their public health implications to stakeholders, public health system partners, and/or the public. (That is, research conducted and published by others, outside of the community health board.) Audiences would be especially appropriate if involved in or affected by the research. The research must have been evaluated by experts to provide valid implications—for example, peer-review for publication in journals. Distribution of findings must include the state health department and tribal health department(s) with which the community health board coordinates.

Two examples.

Less than five years old.

How to report

Single-county or city community health board

Fully meet: Your community health board can meet all parts of the requirement. Partially meet: Your community health board can meet some parts of the requirement, but not all. Cannot meet: Your community health board cannot meet any parts of the requirement.

Multi-county community health board

Fully meet: Every member health department in your community health board can meet all parts of the requirement.

Partially meet: If any single member department in your community health board can only meet some parts of the requirement (but not all), you should enter “partially meet,” even if other member departments can meet all parts.

Cannot meet: If any single member department in your community health board cannot meet any parts of the requirement, you should enter “cannot meet,” even if other member departments can meet some or all.

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Domain 11: Develop and maintain infrastructure

11.1.2. Ethical issues and decisionsEthical issues identified and ethical decisions made.

Efforts to achieve the goal of protecting and promoting the public’s health have inherent ethical challenges. Employer/employees relations may also raise ethical issues. Understanding the ethical dimensions of policies and decisions is important for the provision of effective public health and public health management. Defining and addressing ethical issues must be handled through an explicit, rigorous, and standard manner that uses critical reasoning.

Requirement 1

Strategies for decision-making relative to ethical issues.

One example. Must provide for opportunities for input from affected stakeholders. Must also provide for best evidence available, and for opportunities to evaluate decisions as new information becomes available.

Less than five years old.

Requirement 2

Ethical issues reviewed and resolved.

One example.

Less than five years old.

How to report

Single-county or city community health board

Fully meet: Your community health board can meet all requirements. Partially meet: Your community health board can meet some requirements, but not all. Cannot meet: Your community health board cannot meet any requirements.

Multi-county community health board

Fully meet: Every member health department in your community health board can meet all requirements. Partially meet: If any single member department in your community health board can only meet some

requirements (but not all), you should enter “partially meet,” even if other member departments can meet all requirements.

Cannot meet: If any single member department in your community health board cannot meet any requirements, you should enter “cannot meet,” even if other member departments can meet some or all.

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11.1.4. Policies appropriate to specific populationsPolicies, processes, programs, and interventions provided that are socially, culturally, and linguistically appropriate to specific populations with higher health risks and poorer health outcomes.

A community health board needs to cultivate social, cultural, and linguistic competence in working with its own employees, and in providing public health programs to populations in its jurisdiction.

Requirement 1

Policy or procedure for the development of interventions and materials that address areas of health inequity among the specific populations and are culturally and linguistically appropriate for the population the community health board serves in its jurisdiction.

One example. A policy or procedure must ensure that social, cultural, and linguistic characteristics of the various populations groups of the population it serves are incorporated into processes, programs, and interventions.

Less than five years old.

Requirement 2

Processes, programs, or interventions provided in a culturally or linguistically competent manner.

Two examples. Examples must come from two different program areas of the community health board.

Less than five years old.

Requirement 3

Assessment of the community health board’s cultural competence and knowledge of health equity.

One example.

Less than five years old.

Requirement 4

Health equity and cultural competency training provided to community health board staff.

One example.

Less than five years old.

How to report

Single-county or city community health board

Fully meet: Your community health board can meet all requirements. Partially meet: Your community health board can meet some requirements, but not all. Cannot meet: Your community health board cannot meet any requirements.

Multi-county community health board

Fully meet: Every member health department in your community health board can meet all requirements. Partially meet: If any single member department in your community health board can only meet some

requirements (but not all), you should enter “partially meet,” even if other member departments can meet all requirements.

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Cannot meet: If any single member department in your community health board cannot meet any requirements, you should enter “cannot meet,” even if other member departments can meet some or all.

Domain 12: Maintain roles and responsibilities

12.2.1. Communication with governing entity regarding responsibilitiesCommunication with the governing entity regarding the responsibilities of a community health board and of the responsibilities of the governing entity.

The governing entity is accountable for a community health board (as a local public health organization) achieving its mission, goals, and objectives, to protect and preserve the health of the population within its jurisdiction. Governing entities significantly influence local public health organizations through policymaking, and can greatly influence whether local public health is fulfilling its responsibilities. As an organization, a community health board must educate the governing entity about public health responsibilities.

Requirement

Communication with the governing entity regarding the responsibilities of the community health board.

Communication with the governing entity about its operational definitions and/or statements of the public health governing entity’s roles and responsibilities

The orientation process for new members of the governing entity

Examples will be based on the model of governance in place for the community health board.

Part A

Communication with the governing entity about its operational definitions and/or statements of the public health governing entity’s roles and responsibilities.

Two examples.

Less than five years old.

Part B

The orientation process for new members of the governing entity.

One example.

Less than five years old.

How to report

Single-county or city community health board

Fully meet: Your community health board can meet all requirements. Partially meet: Your community health board can meet some requirements, but not all. Cannot meet: Your community health board cannot meet any requirements.

Multi-county community health board

Fully meet: Every member health department in your community health board can meet all requirements. Partially meet: If any single member department in your community health board can only meet some

requirements (but not all), you should enter “partially meet,” even if other member departments can meet all requirements.

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Cannot meet: If any single member department in your community health board cannot meet any requirements, you should enter “cannot meet,” even if other member departments can meet some or all.

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12.3.1. Information provided to governing entityInformation provided to the governing entity about important public health issues facing the community, a community health board, and/or the recent actions of a community health board.

Public health governing entities exercise a wide range of responsibilities, which demand that the governing entity is well-versed in public health and in the work of a community health board.

Requirement

Communication with the governing entity regarding important public health issues and/or recent actions of the community health board.

Two examples.

Less than two years old.

How to report

Single-county or city community health board

Fully meet: Your community health board can meet all parts of the requirement. Partially meet: Your community health board can meet some parts of the requirement, but not all. Cannot meet: Your community health board cannot meet any parts of the requirement.

Multi-county community health board

Fully meet: Every member health department in your community health board can meet all parts of the requirement.

Partially meet: If any single member department in your community health board can only meet some parts of the requirement (but not all), you should enter “partially meet,” even if other member departments can meet all parts.

Cannot meet: If any single member department in your community health board cannot meet any parts of the requirement, you should enter “cannot meet,” even if other member departments can meet some or all.

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12.3.3. Communication with governing entity regarding performanceCommunication with the governing entity about community health board performance assessment and improvement.

Public health governing agencies exercise a wide range of responsibilities, which demand that the governing entity is well-versed in public health and in the work of a community health board. A community health board must communicate with the governing entity on assessing and improving the overall performance of a community health board.

Requirement 1

Communication with the governing entity concerning assessment of the community health board’s performance.

Two examples. Examples will be based on the model of governance in place for the community health board.

Less than five years old.

Requirement 2

Communication with the governing entity concerning the improvement of the community health board’s performance.

Two examples. Examples will be based on the model of governance in place for the community health board.

Less than five years old.

How to report

Single-county or city community health board

Fully meet: Your community health board can meet all requirements. Partially meet: Your community health board can meet some requirements, but not all. Cannot meet: Your community health board cannot meet any requirements.

Multi-county community health board

Fully meet: Every member health department in your community health board can meet all requirements. Partially meet: If any single member department in your community health board can only meet some

requirements (but not all), you should enter “partially meet,” even if other member departments can meet all requirements.

Cannot meet: If any single member department in your community health board cannot meet any requirements, you should enter “cannot meet,” even if other member departments can meet some or all.

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Assure an adequate local public health infrastructure: Minnesota-specific measuresIn statute: Assure an adequate local public health infrastructure by maintaining the basic foundational capacities to a well-functioning public health system that includes data analysis and utilization; health planning; partnership development and community mobilization; policy development, analysis, and decision support; communication; and public health research, evaluation, and quality improvement.

Workforce core competency skillsCommunity health boards need a trained and competent workforce. The Core Competencies for Public Health Professionals (www.phf.org/resourcestools/pages/core_public_health_competencies.aspx), developed by the Council on Linkages between Academia and Public Health Practice, offer a starting point to identify workforce gaps.

Assistance The MDH Center for Public Health Practice can provide technical assistance on developing the public health workforce—and monitoring public health core competency skills—in your community health board. For more information, contact:

MDH Community Health Division, Center for Public Health Practice651-201-3880 | [email protected]

How to report Community health boards will use one of five response options to indicate the extent to which each skill is present in the community health board workforce.

While helpful, an official workforce evaluation or assessment is not necessary to complete this section; a community health board that has not completed an assessment should estimate staff competency.

Community health boards that report having proficiency or expertise present in the workforce will also report on the extent to which those skills are sufficient to meet the needs of the community health board. The workforce skills and response options are defined in the glossary below.

Please note the following parameters when choosing how to report.

Everyone on staff does not need to have each of these skills. A community health board may report “proficient” for data analysis, even if only one or two staff are skilled in this area.

Report on the highest level of skill present in the community health board. Many in the workforce may have a “basic” skill level in a given area, yet the community health board may report “proficient” or “expert” if some in the workforce have more developed skills.

A multi-county community health board should answer based on the highest level of skill available within the workforce of each local health department—or if skilled staff are shared, the community health board should report based on the highest level of skill available across the community health board.

This question asks about the highest level of skill available within the community health board workforce. Note that MDH does not ask you to characterize the skill level of everyone in the workforce. Do not try and calculate an ‘average’ skill level across all employees.

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Glossary Use the following definitions for workforce skills and level of competence when deciding how to report on the workforce competence of your community health board.

Data collection: Collect quantitative and qualitative data and information on community health needs and assets.

Data analysis: Determine validity, reliability, and comparability of data; analyze quantitative and qualitative data; interpret quantitative and qualitative data.

Community health improvement planning: Facilitate a collaborative community health improvement planning process; foster shared ownership and responsibility among the community and stakeholders for the plan’s implementation.

External policies, programs, and services: Influence policies, programs, and services external to the organization.

Information dissemination: Determine approaches for conveying and disseminating data and information. Policy, program, and service impacts: Assess the effects of policies, programs, and services on different

populations. Partner collaboration: Facilitate collaboration among partners. Community engagement: Engage community members; use community input for policies, programs, and

services. Application of public health sciences: Use public health sciences for policies, programs, services and

research; apply public health sciences in administration and management. Public health evidence: Retrieve evidence from print and electronic sources; determine limitations of

evidence; use evidence for policies, programs, and services. Financial planning and management: Budgeting; justify programs for inclusion in budgets; develop and

defend budgets. Performance management: Develop and use a performance management system. Leadership and systems thinking: Systems thinking; describe public health as part of a larger system; explain

how public health, health care, and other organizations can work together or individually.

Response options Availability of workforce skill

Absent: Workforce in the community health board has basic awareness of the skill, but limited ability to apply it

Basic: Workforce in the community health board has knowledge of the skill, and can apply it at basic level Proficient: Workforce in the community health board has this skill, and is adept at applying it Expert: Workforce in the community health board routinely apply this skill and could teach it to others I don’t know: Skill level within the community health board is unknown

Sufficiency of workforce skill

Community health boards that report proficiency or expertise for a skill, will also report if the skill level in the workforce is adequately meeting community health board needs. For example, having only one or two staff proficient or expert in a skill area, such as epidemiology, is sufficient for a community health board. For others, one or two proficient staff would not be sufficient to meet community health board needs. In the case of budgeting, a small community health board may only need one person who is proficient/expert, while a larger community health board may need multiple staff with this skill.

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Strongly disagree: Despite skilled staff; the need for this skill is largely unmet Disagree: Despite skilled staff, there is a meaningful gap in ability to meet need for this skill in the

community health board Neutral: Neither agree nor disagree Agree: Skilled staff are available and can generally meet need for this skill in the community health board Strongly agree: Skilled staff are available and fully meet the need for this skill in the community health board

Measures: Workforce core competency skills1. To what extent does the community health board possess data collection skills? (Select one.)

Choose one response that captures the highest level of skill available in your workforce.

Data collection: Collect quantitative and qualitative data and information on community health needs and assets.

AbsentBasicProficient – Please also answer 1aExpert – Please also answer 1aI don’t know

1a. My community health board draws on current staff to fully meet its need for data collection.

Answer if you selected “proficient” or “expert” from Q1, above.

“Staff” is used generally here and can also refer to managers, supervisors, and/or directors (i.e., any member of the community health board workforce).

Strongly agreeAgreeNeutralDisagreeStrongly disagree

2. To what extent does the community health board possess data analysis skills? (Select one.)

Choose one response that captures the highest level of skill available in your workforce.

Data analysis: Determine validity, reliability, and comparability of data; analyze quantitative and qualitative data; interpret quantitative and qualitative data.

AbsentBasicProficient – Please also answer 2aExpert – Please also answer 2aI don’t know

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2a. My community health board draws on current staff to fully meet its need for data analysis.

Answer if you selected “proficient” or “expert” from Q2, above.

“Staff” is used generally here and can also refer to managers, supervisors, and/or directors (i.e., any member of the community health board workforce).

Strongly agreeAgreeNeutralDisagreeStrongly disagree

3. To what extent does the community health board possess community health improvement planning skills? (Select one.)

Choose one response that captures the highest level of skill available in your workforce.

Community health improvement planning: Facilitate a collaborative community health improvement planning process; foster shared ownership and responsibility among the community and stakeholders for the plan’s implementation.

AbsentBasicProficient – Please also answer 3aExpert – Please also answer 3aI don’t know

3a. My community health board draws on current staff to fully meet its need for community health improvement planning.

Answer if you selected “proficient” or “expert” from Q3, above.

“Staff” is used generally here and can also refer to managers, supervisors, and/or directors (i.e., any member of the community health board workforce).

Strongly agreeAgreeNeutralDisagreeStrongly disagree

4. To what extent does the community health board possess external policies, programs, and services skills? (Select one.)

Choose one response that captures the highest level of skill available in your workforce.

External policies, programs, and services: Influence policies, programs, and services external to the organization.

AbsentBasicProficient – Please also answer 4aExpert – Please also answer 4a

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I don’t know

4a. My community health board draws on current staff to fully meet its need to influence external policies, programs, and services.

Answer if you selected “proficient” or “expert” from Q4, above.

“Staff” is used generally here and can also refer to managers, supervisors, and/or directors (i.e., any member of the community health board workforce).

Strongly agreeAgreeNeutralDisagreeStrongly disagree

5. To what extent does the community health board possess information dissemination skills? (Select one.)

Choose one response that captures the highest level of skill available in your workforce.

Information dissemination: Determine approaches for conveying and disseminating data and information.

AbsentBasicProficient – Please also answer 5aExpert – Please also answer 5aI don’t know

5a. My community health board draws on current staff to fully meet its need for information dissemination.

Answer if you selected “proficient” or “expert” from Q5, above.

“Staff” is used generally here and can also refer to managers, supervisors, and/or directors (i.e., any member of the community health board workforce).

Strongly agreeAgreeNeutralDisagreeStrongly disagree

6. To what extent does the community health board possess policy, program, and service impacts skills? (Select one.)

Choose one response that captures the highest level of skill available in your workforce.

Policy, program, and service impacts: Assess the effects of policies, programs, and services on different populations.

AbsentBasicProficient – Please also answer 6aExpert – Please also answer 6aI don’t know

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6a. My community health board draws on current staff to fully meet its need to assess policy, program, and service impacts.

Answer if you selected “proficient” or “expert” from Q6, above.

“Staff” is used generally here and can also refer to managers, supervisors, and/or directors (i.e., any member of the community health board workforce).

Strongly agreeAgreeNeutralDisagreeStrongly disagree

7. To what extent does the community health board possess partner collaboration skills? (Select one.)

Choose one response that captures the highest level of skill available in your workforce.

Partner collaboration: Facilitate collaboration among partners.

AbsentBasicProficient – Please also answer 7aExpert – Please also answer 7aI don’t know

7a. My community health board draws on current staff to fully meet its need for partner collaboration.

Answer if you selected “proficient” or “expert” from Q7, above.

“Staff” is used generally here and can also refer to managers, supervisors, and/or directors (i.e., any member of the community health board workforce).

Strongly agreeAgreeNeutralDisagreeStrongly disagree

8. To what extent does the community health board possess community engagement skills? (Select one.)

Choose one response that captures the highest level of skill available in your workforce.

Community engagement: Engage community members; use community input for policies, programs, and services.

AbsentBasicProficient – Please also answer 8aExpert – Please also answer 8aI don’t know

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8a. My community health board draws on current staff to fully meet its need for community engagement.

Answer if you selected “proficient” or “expert” from Q8, above.

“Staff” is used generally here and can also refer to managers, supervisors, and/or directors (i.e., any member of the community health board workforce).

Strongly agreeAgreeNeutralDisagreeStrongly disagree

9. To what extent does the community health board possess application of public health sciences skills? (Select one.)

Choose one response that captures the highest level of skill available in your workforce.

Application of public health sciences: Use public health sciences for policies, programs, services and research; apply public health sciences in administration and management.

AbsentBasicProficient – Please also answer 9aExpert – Please also answer 9aI don’t know

9a. My community health board draws on current staff to fully meet its need for the application of public health sciences.

Answer if you selected “proficient” or “expert” from Q9, above.

“Staff” is used generally here and can also refer to managers, supervisors, and/or directors (i.e., any member of the community health board workforce).

Strongly agreeAgreeNeutralDisagreeStrongly disagree

10. To what extent does the community health board possess public health evidence skills? (Select one.)

Choose one response that captures the highest level of skill available in your workforce.

Public health evidence: Retrieve evidence from print and electronic sources; determine limitations of evidence; use evidence for policies, programs, and services.

AbsentBasicProficient – Please also answer 10aExpert – Please also answer 10aI don’t know

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10a. My community health board draws on current staff to fully meet its need for using public health evidence.

Answer if you selected “proficient” or “expert” from Q10, above.

“Staff” is used generally here and can also refer to managers, supervisors, and/or directors (i.e., any member of the community health board workforce).

Strongly agreeAgreeNeutralDisagreeStrongly disagree

11. To what extent does the community health board possess financial planning and management skills? (Select one.)

Choose one response that captures the highest level of skill available in your workforce.

Financial planning and management: Budgeting; justify programs for inclusion in budgets; develop and defend budgets.

AbsentBasicProficient – Please also answer 11aExpert – Please also answer 11aI don’t know

11a. My community health board draws on current staff to fully meet its need for financial planning and management.

Answer if you selected “proficient” or “expert” from Q11, above.

“Staff” is used generally here and can also refer to managers, supervisors, and/or directors (i.e., any member of the community health board workforce).

Strongly agreeAgreeNeutralDisagreeStrongly disagree

12. To what extent does the community health board possess performance management skills? (Select one.)

Choose one response that captures the highest level of skill available in your workforce.

Performance management: Develop and use a performance management system.

AbsentBasicProficient – Please also answer 12aExpert – Please also answer 12aI don’t know

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12a. My community health board draws on current staff to fully meet its need for performance management.

Answer if you selected “proficient” or “expert” from Q12, above.

“Staff” is used generally here and can also refer to managers, supervisors, and/or directors (i.e., any member of the community health board workforce).

Strongly agreeAgreeNeutralDisagreeStrongly disagree

13. To what extent does the community health board possess leadership and systems thinking skills? (Select one.)

Choose one response that captures the highest level of skill available in your workforce.

Leadership and systems thinking: Systems thinking; describe public health as part of a larger system; explain how public health, health care, and other organizations can work together or individually

AbsentBasicProficient – Please also answer 13aExpert – Please also answer 13aI don’t know

13a. My community health board draws on current staff to fully meet its need for leadership and systems thinking.

Answer if you selected “proficient” or “expert” from Q13, above.

“Staff” is used generally here and can also refer to managers, supervisors, and/or directors (i.e., any member of the community health board workforce).

Strongly agreeAgreeNeutralDisagreeStrongly disagree

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Health equityThese questions recognize that health disparities are less a result of behavioral choices and access to care, than a result of longstanding, systemic social and economic factors (e.g., social determinants of health) that have unfairly advantaged and disadvantaged some groups of people. Addressing social and economic factors that influence health is a vital part of efforts to achieve health equity.

AssistanceMDH Community Health Division, Center for Health Equity651-201-5813 | [email protected]

How to reportA multi-county community health board should answer based on services provided within one or more of its individual health departments.

Community health boards will use a three-point Likert scale to indicate their level of agreement with each statement. An “I don’t know” option is provided for all questions in this set, for those without enough information to respond.

GlossaryCommunity health boards should consider the following definitions when responding to health equity questions:

Health disparity: The difference in the incidence, prevalence, mortality, and burden of disease and other adverse conditions, which exists between specific population groups.

Health equity: A state where all persons, regardless of race, income, sexual orientation, age, gender, other social/economic factors, have the opportunity to reach their highest potential of health. To achieve health equity, people need healthy living conditions and community space; equitable opportunities in education, jobs, and economic development; reliable public services and safety; and non-discriminatory practices in organizations.

Health inequity: The difference in health status between more and less socially and economically advantaged groups, caused by systemic differences in social conditions and processes that effectively determine health. Health inequities are avoidable, and unjust, and are therefore actionable.

Social determinants of health: Conditions found in the physical, cultural, social, economic, and political environments that influence individual and population health. The inequities in the distribution of these conditions lead to differences in health outcomes (that is, they lead to health disparities). Conditions include, but are not limited to: socioeconomic factors (e.g., racism, stress, education, income, employment, health literacy); environmental factors (e.g., housing and, environmental hazards); and systems and policies (e.g., health care access, access to healthy foods).

Health equity policies: Policies that address social determinants of health (for example, housing) and focus on the entire community rather than on a single, high-risk individual. For example, a health equity policy would focus on expanding the availability of affordable housing in a community.

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Measures: Health equity14. My community health board has identified health equity as a priority, with specific intent to address

social determinants of health.

Very trueSomewhat trueNot trueI don’t know

15. My community health board has built capacity (e.g., human resources, funding, training staff) to achieve health equity by addressing social determinants of health.

Very trueSomewhat trueNot trueI don’t know

16. My community health board has established a core contingency of staff who are poised to advance a health equity agenda.

Very trueSomewhat trueNot trueI don’t know

17. My community health board has increased the amount of internal resources directed to addressing social determinants of health.

Very trueSomewhat trueNot trueI don’t know

18. My community health board has engaged with local government agencies or other external organizations to support policies and programs to achieve health equity.

Very trueSomewhat trueNot trueI don’t know

19. My community health board has made deliberate efforts to build the leadership capacity of community members to advocate on issues affecting social determinants of health.

Very trueSomewhat trueNot trueI don’t know

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20. My community health board has provided resources to community groups to support their self-identified concerns for achieving health equity in their communities.

Very trueSomewhat trueNot trueI don’t know

21. Please describe one of your community health board’s efforts to achieve health equity. Include the name of the policy or program, the health inequity that you identified and the data to support your findings, the communities or partners that you engaged, resources committed, and how you measured and reported on progress.

Policy or program:      Health inequity:      Data to support findings:      Communities, partners engaged:      Resources committed:      Method(s) to measure, report on progress:      

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Organizational quality improvement maturityCollecting this data allows the measurement and tracking of progress in quality improvement (QI) culture across the local public health system, from year to year. Assessing organizational QI maturity can help a community health board identify key areas for quality improvement, and determine additional education or training needed for staff and leadership.

Many community health boards have already assessed their organizational QI maturity as part of developing, implementing, and maintaining their board’s QI plan. The MDH Center for Public Health Practice encourages community health boards to use a collaborative process with multiple staff and/or leadership contributing to an assessment of organizational QI maturity. This may mean having a leadership team, QI council, or the entire staff complete the 10-question QI Maturity Tool (consisting of the same 10 questions below), and using or aggregating those results for reporting purposes.

AssistanceThe MDH Center for Public Health Practice can help you survey your staff to assess your community health board’s organizational QI maturity; if you would like assistance surveying your staff using the same 10-question set used below for Questions 22-30, contact the Center for Public Health Practice.

MDH Community Health Division, Center for Public Health Practice651-201-3880 | [email protected]

How to reportA multi-county community health board should answer based on services provided within one or more of its individual health departments.

Use the descriptions below to indicate your level of agreement with each statement in Questions 22-24 and 26-30. An “I don’t know” option is provided for all questions in this set, for those without enough information to respond. Suggested parameters for Question 25 are found within Question 25.

Suggested parameters for Questions 22-24 and Questions 26-30:

Strongly agree suggests that the statement is consistently true within the community health board—whether the community health board includes one or many local health departments.

Agree suggests the statement is generally true within the community health board. In a multi-county community health board, this may mean that the statement is consistently true in one local health department, but not generally evident in another.

Neutral suggests that the statement is neither true nor untrue. Perhaps the statement is widely inconsistent across program areas of a single-county or city community health board, or across individual health departments of a multi-county community health board.

Disagree suggests that the statement is not generally evident within the community health board. Strongly disagree suggests the statement is not at all true or evident within the community health board—

whether the community health board includes one or more local health departments.

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Measures: Organizational quality improvement maturity22. Staff members are routinely asked to contribute to decisions at my community health board.

Strongly agreeAgreeNeutralDisagreeStrongly disagreeI don’t know

23. The leaders of my community health board are trained in basic methods for evaluating and improving quality, such as Plan-Do-Study-Act.

Strongly agreeAgreeNeutralDisagreeStrongly disagreeI don’t know

24. Job descriptions for many individuals responsible for programs and services in my community health board include specific responsibilities related to measuring and improving quality.

Strongly agreeAgreeNeutralDisagreeStrongly disagreeI don’t know

25. My community health board has a quality improvement (QI) plan.

Suggested parameters for Question 25:

Strongly agree suggests that the entire community health board is covered by a QI plan (via a single community health board QI plan, or the individual plans of separate health departments).

Agree suggests the entire community health board is covered by a QI plan (via a single community health board QI plan or the individual plans of separate health departments), but the plan(s) is/are not being implemented across the community health board.

Neutral suggests a QI plan is (or plans are) being developed. Disagree suggests the entire community health board is not covered by a QI plan, although a planning

team(s) is/are in development. Strongly disagree suggests the entire community health board is not covered by a plan, and there is

no progress to develop one.

Strongly agreeAgreeNeutralDisagreeStrongly disagree

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I don’t know

26. Customer satisfaction information is routinely used by many individuals responsible for programs and services in my community health board.

Strongly agreeAgreeNeutralDisagreeStrongly disagreeI don’t know

27. When trying to facilitate change, community health board staff has the authority to work within and across program boundaries.

Strongly agreeAgreeNeutralDisagreeStrongly disagreeI don’t know

28. The key decision makers in my community health board believe QI is very important.

Strongly agreeAgreeNeutralDisagreeStrongly disagreeI don’t know

29. My community health board currently has a pervasive culture that focuses on continuous QI.

“Pervasive” means present everywhere, spreading widely, or present throughout the community health board.

Strongly agreeAgreeNeutralDisagreeStrongly disagreeI don’t know

30. My community health board currently has aligned its commitment to quality with most of its efforts, policies, and plans.

Strongly agreeAgreeNeutralDisagreeStrongly disagree

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I don’t know

31. My community health board currently has a high level of capacity to engage in QI efforts.

Strongly agreeAgreeNeutralDisagreeStrongly disagreeI don’t know

32. How did your community health board decide how to report on Questions 22-31, above? (Select one.)

One person (e.g., the CHS administrator, the public health director, etc.) filled out Q22-30, based on their knowledge of the agency, without using the QI maturity surveyA core group of staff (e.g., leadership, QI council, other group of key staff) completed Q22-30 on behalf of staff, without using the QI maturity surveyThe agency administered the QI maturity survey to a core group of staff (e.g., leadership team, QI council, etc.), and used those results for answering Q22-30The agency administered the QI maturity survey to the entire staff, and used those results for answering Q22-30Other (please explain):      

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Voluntary public health accreditationThis information will be used to help understand and improve Minnesota’s public health system. Systematic information on accreditation preparation will be useful for networking, mentoring, and sharing among community health boards, and would enable monitoring system-level progress to implement the SCHSAC recommendation that all community health boards are prepared to apply for voluntary national accreditation by 2020 (as well as a national goal to increase percentage of population served by an accredited health department). Additional benefits of these measures include information to target technical assistance and training, and information for community health boards on how their decisions/actions related to accreditation compare to others.

MDH will summarize your data in a report specific to your community health board, with regional and state comparisons

MDH will also use system data from all community health boards to guide technical assistance and training MDH will share a list of community health boards that are in the process of accreditation or planning to

apply for accreditation

AssistanceMDH Community Health Division, Center for Public Health Practice651-201-3880 | [email protected]

Public Health Accreditation Boardwww.phaboard.org

How to reportA multi-county community health board should answer based on services provided within one or more of its individual health departments, unless otherwise indicated in the question.

Question 34 is optional.

Measures: Voluntary public health accreditation33. Which of the following best describes your community health board with respect to participation in the

Public Health Accreditation Board accreditation program? (Select one.)

My community health board has achieved accreditationMy community health board is in the process of accreditation (e.g., has submitted a statement of intent)My community health board is planning to apply (but is not in the process of accreditation) – Please also answer 33aMy community health board is undecided about whether to apply for accreditation – Please also answer 33bMy community health board has decided not to apply at this time – Please also answer 33bIndividual jurisdictions within my community health board are participating in accreditation differently – Please also answer 33c

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33a. If your community health board is planning to apply but is not in the process of accreditation, in what calendar year is your community health board planning to apply for accreditation? (Select one.)

Answer if you selected “planning to apply” in Q33, above.

201920202021 or later

33b. If your community health board is undecided or has decided not to apply for accreditation at this time, why? (Rank primary and secondary reasons.)

Answer if you selected “undecided about whether to apply” or “decided not to apply at this time” in Q33, above. Rank primary reason as “1” and secondary reason as “2.”

-- Accreditation standards are not appropriate for my community health board-- Fees for accreditation are too high-- Accreditation standards exceed the capacity of my community health board-- Time and effort for accreditation application exceed the benefits of accreditation-- No support from governing body for accreditation-- Interest/capacity varies within the jurisdictions of my community health board

33c. If individual jurisdictions within your community health board are participating in accreditation differently, please briefly explain.

Answer if you selected “individual jurisdictions are participating in accreditation differently” in Q33, above.

     

34. What else would you like to share about your community health board and accreditation?

Optional.

     

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Statutory requirementsCommunity health boards have statutory responsibility under the Local Public Health Act.

AssistanceMDH Community Health Division, Center for Public Health Practice651-201-3880 | [email protected]

How to reportYou can find the full text of the Minnesota Local Public Health Act (Minn. Stat. § 145A) online. Specific sections of the Local Public Health Act referenced in the questions below are:

Minn. Stat. § 145A.03 Establishment and Organization (https://www.revisor.mn.gov/statutes/cite/145A.03) Minn. Stat. § 145A.04 Powers and Duties of Community Health Board

(https://www.revisor.mn.gov/statutes/cite/145A.04) Minn. Rule 4736.0110 Personnel Standards (https://www.revisor.mn.gov/rules/4736.0110/)

Measures: Statutory requirements35. The composition of the community health board meets the requirements called for by Minn. Stat. §

145A.03.

YesNo

36. How many times did the community health board meet during the reporting period?

     

37. The community health board has written procedures in place for transacting business, and has kept a public record of its transactions, findings, and determinations, as required by Minn. Stat. § 145A.03, subd. 5.

YesNo

38. The community health board has a CHS administrator who meets the requirements of Minn. Rule 4736.0110.

YesNo

39. The community health board has a medical consultant in accordance with Minn. Stat. § 145A.04, subd. 2a.

YesNo

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40. The CHS administrator reviewed and assured the accuracy of all reporting related to the Local Public Health Act, Title V, and TANF, prior to submission.

YesNo

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Local Public Health Grant activitiesThe Local Public Health Grant is a flexible source of funding, so community health boards use those funds in many different ways. This question asks each community health board to provide an example of how those funds were used in the last year. MDH will summarize this information to communicate with stakeholders.

AssistanceMDH Community Health Division, Center for Public Health Practice651-201-3880 | [email protected]

How to reportCommunity health boards must highlight at least one example of how Local Public Health Grant funds were used in the past year in Question 41; Questions 42 and 43 are optional if your community health board would like to highlight more than one program/activity.

Consider the following questions:

Describe the activity. What did you do? What happened as a result? Explain the importance and rationale. How did you identify this need? How did this benefit your community? Your organization? What additional resources (if any) did you

leverage with these Local Public Health Act funds? Could you have accomplished the work without the funding? What would have happened if you had not had Local Public Health Act funding for this example?

A multi-county community health board should answer based on services provided within one or more of its individual health departments, unless otherwise indicated in the question.

Measures: Local Public Health Grant activities41. Please highlight an activity from the past year supported by Local Public Health Act funding. Describe

the activity, explain the importance and rationale, explain the organizational benefit, and explain the community benefit.

Activity:      Importance, rationale:      Organizational benefit:      Community benefit:      

41a. In what public health area of responsibility did this activity fall? (Check all that apply.)

Assure an adequate local public health infrastructurePromote healthy communities and healthy behaviorPrevent the spread of communicable diseasesProtect against environmental health hazardsPrepare for and respond to emergenciesAssure health services

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42. Please highlight an activity from the past year supported by Local Public Health Act funding. Describe the activity, explain the importance and rationale, explain the organizational benefit, and explain the community benefit.

Optional.

Activity:      Importance, rationale:      Organizational benefit:      Community benefit:      

42a. In what public health area of responsibility did this activity fall? (Check all that apply.)

Optional.

Assure an adequate local public health infrastructurePromote healthy communities and healthy behaviorPrevent the spread of communicable diseasesProtect against environmental health hazardsPrepare for and respond to emergenciesAssure health services

43. Please highlight an activity from the past year supported by Local Public Health Act funding. Describe the activity, explain the importance and rationale, explain the organizational benefit, and explain the community benefit.

Optional.

Activity:      Importance, rationale:      Organizational benefit:      Community benefit:      

43a. In what public health area of responsibility did this activity fall? (Check all that apply.)

Optional.

Assure an adequate local public health infrastructurePromote healthy communities and healthy behaviorPrevent the spread of communicable diseasesProtect against environmental health hazardsPrepare for and respond to emergenciesAssure health services

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Promote healthy communities and healthy behaviorIn statute: Promote healthy communities and healthy behavior through activities that improve health in a population, such as investing in healthy families; engaging communities to change policies, systems, or environments to promote positive health or prevent adverse health; providing information and education about healthy communities or population health status; and addressing issues of health equity, health disparities, and the social determinants to health.

Active livingThese strategies have strong evidence-based support for their efficacy and align with current Statewide Health Improvement Partnership (SHIP) reporting and focus. Funding-related questions could be important for tracking what happens to services when funds are made available as well as the ramifications of funding cuts to service provision.

AssistanceMDH Community Health Division, Office of Statewide Health Improvement Initiatives651-201-5443 | [email protected]

How to reportThese measures align with SHIP Strategies (www.health.state.mn.us/communities/ship/ourwork.html).

In the following questions, community health boards should report on all strategies in which the community health board was involved during the reporting period, not just those implemented with SHIP funding. Because the Local Public Health Act performance measures are not specific to any single funding source, whereas SHIP grantee reporting is focused on work performed with SHIP funding, the information gathered from these questions will complement and extend SHIP reporting to provide a broader understanding of all strategies and funding directed toward physical activity, nutrition, and tobacco. It will also enable comparisons with strategies and funding directed toward alcohol use. MDH will analyze data gathered here in close collaboration with the SHIP evaluation team.

Active living activities can happen in a number of settings; evidence-based activities for each setting are:

Community

Working on engagement or assessment Master and Comprehensive Plans; e.g. pedestrian and bicycle master plans, regional trails plan, Safe Routes

to School Land use and zoning regulations; includes streetscape and mixed use, preferred emphasis on walking Increased access to facilities and opportunities (health equity focus, can include Safe Routes to School)

Child care

Working on engagement or assessment Breastfeeding support

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Healthy eating (infant feeding practices, including introduction of solid foods [non-breastfeeding practices], menu changes and improved feeding practices for children older than infants, local food procurement)

Physical activity (increased opportunities for structured and unstructured physical activity, both indoors and outdoors, improved caregiver and environmental supports for physical activity, both indoors and outdoors, limiting screen time)

Schools

Working on engagement or assessment Quality physical education (curriculum review, new physical education content, lengthening classes) Active recess Active classrooms Before and/or after school through physical activity opportunities (intramurals, physical activity clubs,

integration with school child care, offering open gym opportunities) Safe Routes to School (walking school bus, Walk!Bike!Fun! curriculum, travel plans); layer opportunity in

community setting

Workplace

Access to opportunities and facilities Flexible scheduling Active commuting

Measures: Active living1. Indicate the settings where your community health board implemented evidence-based strategies to

promote active living, and whether your community health board used SHIP and/or non-SHIP funding. (Check all that apply.)

Setting: Community

Used SHIP funding and/or SHIP match for strategy – Please also answer Q1a and Q1bUsed other (non-SHIP) funding for strategy – Please also answer Q1a and Q1bWas not involved in strategy

Setting: Child care

Used SHIP funding and/or SHIP match for strategy – Please also answer Q1a and Q1bUsed other (non-SHIP) funding for strategy – Please also answer Q1a and Q1bWas not involved in strategy

Setting: Schools

Used SHIP funding and/or SHIP match for strategy – Please also answer Q1a and Q1bUsed other (non-SHIP) funding for strategy – Please also answer Q1a and Q1bWas not involved in strategy

Setting: Workplace

Used SHIP funding and/or SHIP match for strategy – Please also answer Q1a and Q1bUsed other (non-SHIP) funding for strategy – Please also answer Q1a and Q1bWas not involved in strategy

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1a. Identify the activities carried out by your community health board in the last year to implement evidence-based strategies to promote active living in each setting. (Check all that apply.)

Answer for the strategies for which you selected “Used SHIP Funding for Strategy” or “Used Other (Non-SHIP) Funding for Strategy” in Q1, above.

Setting: Community

Attended trainingsConducted assessmentsConvened partners or participated in coalitionsInvolved with community outreach and educationEducated policymakersDeveloped proposal or policyImplemented policy (this year)Maintained policy (which was previously implemented)Evaluated policy impact

Setting: Child care

Attended trainingsConducted assessmentsConvened partners or participated in coalitionsInvolved with community outreach and educationEducated policymakersDeveloped proposal or policyImplemented policy (this year)Maintained policy (which was previously implemented)Evaluated policy impact

Setting: Schools

Attended trainingsConducted assessmentsConvened partners or participated in coalitionsInvolved with community outreach and educationEducated policymakersDeveloped proposal or policyImplemented policy (this year)Maintained policy (which was previously implemented)Evaluated policy impact

Setting: Workplace

Attended trainingsConducted assessmentsConvened partners or participated in coalitionsInvolved with community outreach and educationEducated policymakersDeveloped proposal or policyImplemented policy (this year)Maintained policy (which was previously implemented)

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Evaluated policy impact

1b. Estimate the top three funding sources that supported your strategies to promote active living.

Answer for the strategies for which you selected “Used SHIP Funding for Strategy” or “Used Other (Non-SHIP) Funding for Strategy” in Q1, above. Rank “1,” “2,” and “3.”

-- Local tax levy – Please also answer Q1c-- State general fund (Local Public Health Act)-- SHIP -- Other state funds (from MDH or from other state agencies)-- Federal program-specific funding (including federal funds that flow through the state to local public

health, such as CDC Community Wellness Grant or 1422 Grant)-- Title V Block Grant-- Foundation funds-- Fees/reimbursement

1c. Does the local tax levy investment of your community health board exceed the required state match?

Answer if you selected “local tax levy” as one of your top three funding sources in Q1b, above.

YesNo

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Healthy eatingThese strategies have strong evidence-based support for their efficacy and align with current Statewide Health Improvement Partnership (SHIP) reporting and focus. Funding-related questions could be important for tracking what happens to services when funds are made available as well as the ramifications of funding cuts to service provision.

AssistanceMDH Community Health Division, Office of Statewide Health Improvement Initiatives651-201-5443 | [email protected]

How to reportThese measures align with SHIP Strategies (www.health.state.mn.us/communities/ship/ourwork.html).

In the following questions, community health boards should report on all strategies in which the community health board was involved during the reporting period, not just those implemented with SHIP funding. Because the Local Public Health Act performance measures are not specific to any single funding source, whereas SHIP grantee reporting is focused on work performed with SHIP funding, the information gathered from these questions will complement and extend SHIP reporting to provide a broader understanding of all strategies and funding directed toward physical activity, nutrition, and tobacco. It will also enable comparisons with strategies and funding directed toward alcohol use. MDH will analyze data gathered here in close collaboration with the SHIP evaluation team.

Healthy eating activities can happen in a number of settings; the evidence-based activities are:

Community

Working on engagement or assessment Farmers markets Community-based agriculture Emergency food systems/programs Food retail: Corner stores Food retail: Other (includes mobile markets, catering, vending, catering, restaurants/cafeterias, and grocers) Increase healthy food infrastructure through support of local or regional food policy councils, which could

include access for growers to reach underserved consumer markets and increase overall demand for healthy food

Comprehensive plans

Child care

Working on engagement or assessment Breastfeeding support Healthy eating (infant feeding practices, including introduction of solid foods [non-breastfeeding practices],

menu changes and improved feeding practices for children older than infants, local food procurement Physical activity (increased opportunities for structure and unstructured physical activity, both indoors and

outdoors, improved caregiver and environmental supports for physical activity, both indoors and outdoors, limiting screen time)

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School

Working on engagement or assessment Farm to school School-based agriculture Healthy snacks outside of the school day through vending, concessions, school stores, or snack carts Healthy snacks during the school day through celebration, special events, or non-food rewards Smarter lunchroom techniques through such behavioral economic activities including, but not limited to,

competitive pricing, product enhancements

Workplace

Comprehensive healthy eating planning Vending or healthy snack stations Cafeteria offerings Catering

Measures: Healthy eating2. Indicate the settings where your community health board took action to promote healthy eating, and

whether your community health board used SHIP and/or non-SHIP funding. (Check all that apply.)

Setting: Community

Used SHIP funding and/or SHIP match for strategy – Please also answer Q2a and Q2bUsed other (non-SHIP) funding for strategy – Please also answer Q2a and Q2bWas not involved in strategy

Setting: Child care

Used SHIP funding and/or SHIP match for strategy – Please also answer Q2a and Q2bUsed other (non-SHIP) funding for strategy – Please also answer Q2a and Q2bWas not involved in strategy

Setting: School

Used SHIP funding and/or SHIP match for strategy – Please also answer Q2a and Q2bUsed other (non-SHIP) funding for strategy – Please also answer Q2a and Q2bWas not involved in strategy

Setting: Workplace

Used SHIP funding and/or SHIP match for strategy – Please also answer Q2a and Q2bUsed other (non-SHIP) funding for strategy – Please also answer Q2a and Q2bWas not involved in strategy

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2a. Identify the activities carried out by your community health board in the past year to implement evidence-based strategies to promote healthy eating in each setting. (Check all that apply.)

Answer for the strategies for which you selected “Used SHIP Funding for Strategy” or “Used Other (Non-SHIP) Funding for Strategy” in Q2, above.

Setting: Community

Attended trainingsConducted assessmentsConvened partners or participated in coalitionsInvolved with community outreach and educationEducated policymakersDeveloped proposal or policyImplemented policy (this year)Maintained policy (which was previously implemented)Evaluated policy impact

Setting: Child care

Attended trainingsConducted assessmentsConvened partners or participated in coalitionsInvolved with community outreach and educationEducated policymakersDeveloped proposal or policyImplemented policy (this year)Maintained policy (which was previously implemented)Evaluated policy impact

Setting: School

Attended trainingsConducted assessmentsConvened partners or participated in coalitionsInvolved with community outreach and educationEducated policymakersDeveloped proposal or policyImplemented policy (this year)Maintained policy (which was previously implemented)Evaluated policy impact

Setting: Workplace

Attended trainingsConducted assessmentsConvened partners or participated in coalitionsInvolved with community outreach and educationEducated policymakersDeveloped proposal or policyImplemented policy (this year)Maintained policy (which was previously implemented)

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Evaluated policy impact

2b. Estimate the top three funding sources that supported your strategies to promote healthy eating.

Answer for the strategies for which you selected “Used SHIP Funding for Strategy” or “Used Other (Non-SHIP) Funding for Strategy” in Q2, above. Rank “1,” “2,” and “3.”

-- Local tax levy – Please also answer Q2c-- State general fund (Local Public Health Act)-- SHIP -- Other state funds (from MDH or from other state agencies)-- Federal program-specific funding (including federal funds that flow through the state to local public

health, such as CDC Community Wellness Grant or 1422 Grant)-- Title V Block Grant-- Foundation funds-- Fees/reimbursement

2c. Does the local tax levy investment of your community health board exceed the required state match?

Answer if you selected “local tax levy” as one of your top three funding sources in Q2b, above.

YesNo

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Tobacco-free livingThese strategies have strong evidence-based support for their efficacy and align with current Statewide Health Improvement Partnership (SHIP) reporting and focus. Funding-related questions could be important for tracking what happens to services when funds are made available as well as the ramifications of funding cuts to service provision.

AssistanceMDH Community Health Division, Office of Statewide Health Improvement Initiatives651-201-5443 | [email protected]

How to reportThese measures align with SHIP Strategies (www.health.state.mn.us/communities/ship/ourwork.html).

In the following questions, community health boards should report on all strategies in which the community health board was involved during the reporting period, not just those implemented with SHIP funding. Because the Local Public Health Act performance measures are not specific to any single funding source, whereas SHIP grantee reporting is focused on work performed with SHIP funding, the information gathered from these questions will complement and extend SHIP reporting to provide a broader understanding of all strategies and funding directed toward physical activity, nutrition, and tobacco. It will also enable comparisons with strategies and funding directed toward alcohol use. MDH will analyze data gathered here in close collaboration with the SHIP evaluation team.

Tobacco-free living activities can happen in a number of settings; the evidence-based activities are:

Community

Working on engagement or assessment Smoke-free housing Point of sale

Workplace

Tobacco-free environments Cessation support

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Measures: Tobacco-free living3. Indicate the settings where your community health board implemented strategies to promote tobacco-

free living, and whether your community health board used SHIP and/or non-SHIP funding. (Check all that apply.)

Setting: Community

Used SHIP funding and/or SHIP match for strategy – Please also answer Q3a and Q3bUsed other (non-SHIP) funding for strategy – Please also answer Q3a and Q3bWas not involved in strategy

Setting: Workplace

Used SHIP funding and/or SHIP match for strategy – Please also answer Q3a and Q3bUsed other (non-SHIP) funding for strategy – Please also answer Q3a and Q3bWas not involved in strategy

3a. Identify the activities carried out by your community health board in the past year to promote tobacco free living. (Check all that apply.)

Answer for the strategies for which you selected “Used SHIP Funding for Strategy” or “Used Other (Non-SHIP) Funding for Strategy” in Q3, above.

Setting: Community

Attended trainingsConducted assessmentsConvened partners or participated in coalitionsInvolved with community outreach and educationEducated policymakersDeveloped proposal or policyImplemented policy (this year)Maintained policy (which was previously implemented)Evaluated policy impact

Setting: Workplace

Attended trainingsConducted assessmentsConvened partners or participated in coalitionsInvolved with community outreach and educationEducated policymakersDeveloped proposal or policyImplemented policy (this year)Maintained policy (which was previously implemented)Evaluated policy impact

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3b. Estimate the top three funding sources that supported your strategies to promote tobacco-free living.

Answer for the strategies for which you selected “Used SHIP Funding for Strategy” or “Used Other (Non-SHIP) Funding for Strategy” in Q3, above. Rank “1,” “2,” and “3.”

-- Local tax levy – Please also answer Q3c-- State general fund (Local Public Health Act)-- SHIP -- Other state funds (from MDH or from other state agencies)-- Federal program-specific funding (including federal funds that flow through the state to local public

health, such as CDC Community Wellness Grant, 1422 Grant, or Tobacco-Free Communities)-- Title V Block Grant-- Foundation funds-- Fees/reimbursement

3c. Does the local tax levy investment of your community health board exceed the required state match?

Answer if you selected “local tax levy” as one of your top three funding sources in Q3b, above.

YesNo

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AlcoholMore people use alcohol than tobacco or any other drug, and it is a major risk factor for some diseases. Community health boards play a critical role in alcohol control through advocacy and education, and help mobilize communities to develop and implement policies and programs.

AssistanceMDH Community Health Division, Office of Statewide Health Improvement Initiatives651-201-5443 | [email protected]

How to reportIn the following questions, community health boards should report on their alcohol-related funding sources, strategies, and activities.

Measures: Alcohol4. Indicate the strategies used by your community health board in the past year related to alcohol use.

(Check all that apply.)

Policy advocacy (strengthening local ordinances) – Please also answer Q4a and Q4bPolicies to reduce drink specials in bars and restaurants – Please also answer Q4a and Q4bAlcohol compliance checks – Please also answer Q4a and Q4bBeverage server training – Please also answer Q4a and Q4bAlcohol outlet density in the community – Please also answer Q4a and Q4bSocial host ordinances – Please also answer Q4a and Q4bAlcohol use at community festivals and county fairs – Please also answer Q4a and Q4bDrinking and driving – Please also answer Q4a and Q4bHealth education messages – Please also answer Q4a and Q4bWorking on barriers faced by underserved populations to reduce disparities in alcohol use – Please also answer Q4a and Q4bScreening, counseling, and/or referral in health care settings – Please also answer Q4a and Q4bOther (please explain):       – Please also answer Q4a and Q4bNone of the above

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4a. Identify the activities carried out by your community health board in the past year related to alcohol use. (Check all that apply.)

Answer for the strategies selected in Q4, above.

Policy advocacy (strengthening local ordinances)

Attended trainingsConducted assessmentsConvened partners or participated in coalitionsInvolved with community outreach and educationEducated policymakersDeveloped proposal or policyImplemented policy (this year)Maintained policy (which was previously implemented)Evaluated policy impact

Policies to reduce drink specials in bars and restaurants

Attended trainingsConducted assessmentsConvened partners or participated in coalitionsInvolved with community outreach and educationEducated policymakersDeveloped proposal or policyImplemented policy (this year)Maintained policy (which was previously implemented)Evaluated policy impact

Alcohol compliance checks

Attended trainingsConducted assessmentsConvened partners or participated in coalitionsInvolved with community outreach and educationEducated policymakersDeveloped proposal or policyImplemented policy (this year)Maintained policy (which was previously implemented)Evaluated policy impact

Beverage server training

Attended trainingsConducted assessmentsConvened partners or participated in coalitionsInvolved with community outreach and educationEducated policymakersDeveloped proposal or policyImplemented policy (this year)Maintained policy (which was previously implemented)Evaluated policy impact

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Alcohol outlet density in the community

Attended trainingsConducted assessmentsConvened partners or participated in coalitionsInvolved with community outreach and educationEducated policymakersDeveloped proposal or policyImplemented policy (this year)Maintained policy (which was previously implemented)Evaluated policy impact

Social host ordinances

Attended trainingsConducted assessmentsConvened partners or participated in coalitionsInvolved with community outreach and educationEducated policymakersDeveloped proposal or policyImplemented policy (this year)Maintained policy (which was previously implemented)Evaluated policy impact

Alcohol use at community festivals and county fairs

Attended trainingsConducted assessmentsConvened partners or participated in coalitionsInvolved with community outreach and educationEducated policymakersDeveloped proposal or policyImplemented policy (this year)Maintained policy (which was previously implemented)Evaluated policy impact

Drinking and driving

Attended trainingsConducted assessmentsConvened partners or participated in coalitionsInvolved with community outreach and educationEducated policymakersDeveloped proposal or policyImplemented policy (this year)Maintained policy (which was previously implemented)Evaluated policy impact

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Health education messages

Attended trainingsConducted assessmentsConvened partners or participated in coalitionsInvolved with community outreach and educationEducated policymakersDeveloped proposal or policyImplemented policy (this year)Maintained policy (which was previously implemented)Evaluated policy impact

Working on barriers faced by underserved populations to reduce disparities in alcohol use

Attended trainingsConducted assessmentsConvened partners or participated in coalitionsInvolved with community outreach and educationEducated policymakersDeveloped proposal or policyImplemented policy (this year)Maintained policy (which was previously implemented)Evaluated policy impact

Screening, counseling, and/or referral in health care settings

Attended trainingsConducted assessmentsConvened partners or participated in coalitionsInvolved with community outreach and educationEducated policymakersDeveloped proposal or policyImplemented policy (this year)Maintained policy (which was previously implemented)Evaluated policy impact

Other (please explain):      

Attended trainingsConducted assessmentsConvened partners or participated in coalitionsInvolved with community outreach and educationEducated policymakersDeveloped proposal or policyImplemented policy (this year)Maintained policy (which was previously implemented)Evaluated policy impact

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4b. Estimate the top three funding sources that supported your strategies related to alcohol use.

Answer for the strategies for which you selected “Used SHIP Funding for Strategy” or “Used Other (Non-SHIP) Funding for Strategy” in Q4, above. Rank “1,” “2,” and “3.”

-- Local tax levy -- State general fund (Local Public Health Act)-- SHIP -- Other state funds (from MDH or from other state agencies)-- Federal program-specific funding (including federal funds that flow through the state to local public

health, such as CDC Community Wellness Grant or 1422 Grant)-- Title V Block Grant-- Foundation funds-- Fees/reimbursement

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Maternal and child healthIt is important to monitor emerging maternal and child health issues to develop a baseline for community health board, population-based activities around maternal and child health.

AssistanceMDH Community and Family Health Division, Maternal and Child Health Section651-201-3760 | [email protected]

How to reportCommunity health boards will respond to the Local Public Health Act performance measures for maternal and child health through existing reporting channels, to the MDH Community and Family Health Division. This includes the WIC Program, as well as the Minnesota Follow Along Program Index of Standards Assessment. Community health boards should follow guidance for reporting through those existing systems.

Measures: Maternal and child health5. How many women were served at WIC clinics within your community health board (unduplicated)?

MDH will provide this data.

6. How many infants were served at WIC clinics within your community health board (unduplicated)?

MDH will provide this data.

7. How many children were served at WIC clinics within your community health board (unduplicated)?

MDH will provide this data.

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Prevent the spread of communicable diseasesIn statute: Prevent the spread of communicable disease by preventing diseases that are caused by infectious agents through detecting acute infectious diseases, ensuring the reporting of infectious diseases, preventing the transmission of infectious diseases, and implementing control measures during infectious disease outbreaks.

ImmunizationImmunization rates serve as an important measure of preventive care and overall public health.

AssistanceMDH Infectious Disease Epidemiology, Prevention, and Control Division, Vaccine Preventable Disease Section651-201-5414

See also: Disease Prevention and Control Common Activities Framework (www.health.state.mn.us/communities/practice/schsac/dpcframework.html)

How to reportA multi-county community health board should answer based on services provided within one or more of its individual health departments.

Measures: Immunizations1. What is the number and percent of children in your community health board aged 24-35 months who

are up-to-date on immunizations?

MDH will provide this data.

2. Does your community health board provide immunizations? (Choose one.)

Note: Multi-county community health boards should reply “yes” if any health department in community health board provides immunizations, and “no” only if none of the health departments in the community health board provide immunizations.

Yes – Please also answer Q2aNo

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2a. If your community health board provides immunizations, indicate the immunization-related services and trends of the last year. (Select the best response.)

Answer if you selected “yes” to Q2, above.

Provide immunization to clients at the time of receiving another public health service (e.g., WIC, family planning, home visit, Child and Teen Checkup, etc.)

NoYes, though doing less in recent yearsYes; relatively stable in recent yearsYes, doing more in recent years

Provide immunization to “walk in” community members by request (at the public health department)

NoYes, though doing less in recent yearsYes; relatively stable in recent yearsYes, doing more in recent years

Provide immunization during designated clinic(s) conducted jointly with others

NoYes, though doing less in recent yearsYes; relatively stable in recent yearsYes, doing more in recent years

Provide immunization during designated clinic(s) conducted as a preparedness exercise (clinic to administer influenza vaccine during typical flu season)

NoYes, though doing less in recent yearsYes; relatively stable in recent yearsYes, doing more in recent years

Provide immunization during designated clinic(s) conducted as part of an emergency response (clinic to administer H1N1 vaccine or another type of vaccine during an outbreak)

NoYes, though doing less in recent yearsYes; relatively stable in recent yearsYes, doing more in recent years

Provide immunizations timed around reminder/recall efforts within the region

NoYes, though doing less in recent yearsYes; relatively stable in recent yearsYes, doing more in recent years

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3. Is your community health board intentionally re-examining its role in providing immunization services? (Select the best response.)

“Intentionally” is defined as engaging others and using data to inform the process.

NoNo, but recently completedYes, currently underway Yes, planned

4. Does your community health board refer clients for immunizations (e.g., medical home, Federally Qualified Health Center, Rural Health Clinic, etc.)? (Select the best response.)

NoYes, though doing less in recent yearsYes; relatively stable in recent yearsYes, doing more in recent years

5. Which of the following immunization-related activities did your community health board perform last year? (Check all that apply.)

Provided education to the community

RoutinelyDuring an emergency responseFor influenza vaccinationFor non-influenza vaccinationNot performed

Engaged with immunization providers to discuss immunization coverage

RoutinelyDuring an emergency responseFor influenza vaccinationFor non-influenza vaccinationNot performed

Engaged with partners to coordinate services

RoutinelyDuring an emergency responseFor influenza vaccinationFor non-influenza vaccinationNot performed

Used MIIC data to engage immunization providers in immunization improvement activities

RoutinelyDuring an emergency responseFor influenza vaccinationFor non-influenza vaccinationNot performed

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Used MIIC data to conduct reminder/recall outreach for clients of the community health board

RoutinelyDuring an emergency responseFor influenza vaccinationFor non-influenza vaccinationNot performed

Used MIIC data to conduct reminder/recall outreach for residents of the jurisdiction (not only those who attended a clinic held by the community health board)

RoutinelyDuring an emergency responseFor influenza vaccinationFor non-influenza vaccinationNot performed

Used QI tools and processes to improve immunization practices or delivery in the community health board

RoutinelyDuring an emergency responseFor influenza vaccinationFor non-influenza vaccinationNot performed

Served as a resource [to immunization providers in your community health board’s jurisdiction] on current recommendations and best practices regarding immunization

RoutinelyDuring an emergency responseFor influenza vaccinationFor non-influenza vaccinationNot performed

Conducted population-based needs assessment informed by immunization coverage levels in MIIC

RoutinelyDuring an emergency responseFor influenza vaccinationFor non-influenza vaccinationNot performed

Mentored one or more community health boards to help them improve immunization rates

RoutinelyDuring an emergency responseFor influenza vaccinationFor non-influenza vaccinationNot performed

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Coordinated with community health board’s MIIC regional coordinator (e.g., to conduct outreach to clients needing immunizations, to conduct reminder/ recall, and/or to get immunization coverage data)

RoutinelyDuring an emergency responseFor influenza vaccinationFor non-influenza vaccinationNot performed

Other (please specify):      

RoutinelyDuring an emergency responseFor influenza vaccinationFor non-influenza vaccinationNot performed

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Protect against environmental health hazardsIn statute: Protect against environmental health hazards by addressing aspects of the environment that pose risks to human health, such as monitoring air and water quality; developing policies and programs to reduce exposure to environmental health risks and promote healthy environments; and identifying and mitigating environmental risks such as food and waterborne diseases, radiation, occupational health hazards, and public health nuisances.

Indoor airThese questions provide a picture of the statewide impact of community health board efforts surrounding support for the Minnesota Clean Indoor Air Act, which regulates exposure to secondhand smoke, thereby preventing the incidence of lung cancer due to secondhand smoke.

Growing awareness of the health effects of mold exposure has prompted some community health boards to play a variety of roles in promoting mold awareness, cleanup and removal.

AssistanceMDH Environmental Health Division, Indoor Environments and Radiation Section651-201-4601 | [email protected]

MDH Environmental Health Division, Indoor Air Program651-201-4601 | [email protected]

How to reportA multi-county community health board should answer based on services provided within one or more of its individual health departments.

GlossaryCommunity health boards should consider the following definition when responding to questions with highlighted terms:

Minnesota Clean Indoor Air Act: The Freedom to Breathe (FTB) provisions amended the Minnesota Clean Indoor Air Act (MCIAA) to further protect employees and the public from the health hazards of secondhand smoke, by restricting smoking in public and work places.

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Measures: Indoor air1. How does your community health board support the Minnesota Clean Indoor Air Act? (Check all that

apply.)

Refer to MDH Indoor Air UnitInvestigate complaintsAdminister enforcement, as necessary – Please also answer Q1a and Q1bCommunity educationOther (please specify):      None of the above

1a. For what types of facilities does your community health board enforce the Minnesota Clean Indoor Air Act? (Select one.)

Answer if you selected “administer enforcement, as necessary” from Q1, above.

All public places and places of employmentFood, beverage, and lodging establishments onlyNeither (none)

1b. For what types of facilities does your community health board enforce other smoking-related ordinances? (Select one.)

Answer if you selected “administer enforcement, as necessary” from Q1, above.

All public places and places of employmentFood, beverage, and lodging establishments onlyNeither (none)

2. Identify the mold-related actions taken by your community health board as a preventive measure in the past year. (Check all that apply.)

Provided information (including training) to the general publicProvided technical information (including training) to professionalsProvided information to policymakersCoordinated servicesMade referralsIncluded a check for the presence of moldConducted inspections specifically for mold (this includes accompanying inspectors from another department) – Please also answer Q2a and Q2bNone of these preventive actions related to mold

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2a. What types of establishments were inspected as a preventive measure? (Check all that apply.)

Answer if you selected “conducted inspections specifically for mold” in Q2, above.

Residence: Owner-occupiedResidence: RentedCommercial: OwnedCommercial: RentedLicensed (e.g., food, lodging, etc.)Public (e.g., school, government)Other (please specify):      

2b. Were orders issued to building owners or operators to correct mold or moisture problems, as a preventive measure? (Check all that apply.)

Answer if you selected “conducted inspections specifically for mold” in Q2, above.

Residence: Owner-occupiedResidence: RentedCommercial: OwnedCommercial: RentedLicensed (e.g., food, lodging, etc.)Public (e.g., school, government)Other (please specify):      Community health board does not issue orders to building owners or operators to correct mold or moisture problems as a preventive measure

2c. What statute, rule, or ordinance was cited? (Check all that apply.)

Answer if you indicated issuing orders for any of the establishments listed in Q2b. Do not answer if you checked “community health board does not issue orders…”

Minnesota Local Public Health Act (Minn. Stat. § 145A.04)Local public nuisance ordinanceBuilding codeOther ordinance/rule/statute (please specify):      

3. Identify the mold-related actions taken by your community health board in response to mold-related complaints and/or emergencies in the past year. (Check all that apply.)

Provided information (including training) to the general publicProvided technical information (including training) to professionalsProvided information to policymakersCoordinated servicesMade referralsIncluded a check for the presence of moldConducted inspections specifically for mold (this includes accompanying inspectors from another department) – Please also answer Q3a and Q3bCommunity health board did not take any of these actions in response to mold-related complaints and/or emergencies

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3a. What types of establishments were inspected in response to mold-related complaints and/or emergencies? (Check all that apply.)

Answer if you selected “conducted inspections specifically for mold” in Q3, above.

Residence: Owner-occupiedResidence: RentedCommercial: OwnedCommercial: RentedLicensed (e.g., food, lodging, etc.)Public (e.g., school, government)Other (please specify):      

3b. Were orders issued to building owners or operators to correct mold or moisture problems, in response to mold-related complaints and/or emergencies? (Check all that apply.)

Answer if you selected “conducted inspections specifically for mold” in Q3, above.

Residence: Owner-occupiedResidence: RentedCommercial: OwnedCommercial: RentedLicensed (e.g., food, lodging, etc.)Public (e.g., school, government)Other (please specify):      Community health board does not issue orders to building owners or operators to correct mold or moisture problems in response to mold-related complaints and/or emergencies

3c. What statute, rule, or ordinance was cited? (Check all that apply.)

Answer if you indicated issuing orders for any of the establishments listed in Q3b, above.

Minnesota Local Public Health Act (Minn. Stat. § 145A.04)Local public nuisance ordinanceBuilding codeOther ordinance/rule/statute (please specify):      

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Blood leadCommunity health board case management efforts are critical to continuing lead hazard reduction. The Childhood Blood Lead Case Management Guidelines for Minnesota (PDF) recommend 5.0 μg/dL as the threshold for public health actions.

AssistanceMDH Environmental Health Division, Health Risk Intervention Unit651-201-4620 | [email protected]

How to reportA multi-county community health board should answer based on services provided within one or more of its individual health departments.

Measures: Blood lead4. How does your community health board respond to elevated blood lead levels? (Select one.)

Community health board responds to blood lead test results – Please also answer Q4a and Q4bCommunity health board does not respond to elevated blood lead test resultsNot applicable: Community health board did not receive blood lead test results during reporting period

4a. How does your community health board respond to blood lead levels between 5 and 15 μg/dL? (Check all that apply.)

Answer if you selected “Community health board responds to blood lead test results” in Q4, above.

Send family a letterCall family to discussSchedule home visit and provide educational materialsTrack/assure follow-up blood lead testingProvide public health referrals (e.g., WIC, MA, follow-up testing) and/or contact medical providerReview additional housing-based threats (e.g., Healthy Homes)Do follow-up visitOther (please specify):      

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4b. How does your community health board respond to blood lead levels of 15 μg/dL or greater? (Check all that apply.)

Answer if you selected “Community health board responds to blood lead test results” in Q4, above.

Send family a letterCall family to discussSchedule home visit and provide educational materialsTrack/assure follow-up blood lead testingProvide public health referrals (e.g., WIC, MA, follow-up testing) and/or contact medical providerReview additional housing-based threats (e.g., Healthy Homes)Do follow-up visitOther (please specify):      

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Drinking water protection and well managementPublic health helps protect drinking water supplies by reducing the potential for contamination.

AssistanceMDH Environmental Health Division, Drinking Water Protection Program651-201-4700 | [email protected]

MDH Environmental Health Division, Well Management Section651-201-4600 | [email protected]

How to reportCommunity health boards may work in drinking water protection and/or well management via partnerships with others in the county/community health board.

A multi-county community health board should answer based on services provided within one or more of its individual health departments.

Measures: Drinking water protection and well management5. How has your community health board considered or addressed drinking water quality? (Check all that

apply.)

Attend water quality trainingsEducate policymakers or the public on drinking water qualityProvide technical assistance on drinking water issuesProvide or facilitate water testing services for residents Operates a delegated well programOther (please specify):      None of the above

6. What services are provided to private well owners in the jurisdiction served by your community health board? (Check all that apply.)

Collect well water samples for testingPromote well water testingProvide private well owners with well informationWell Sealing Cost ShareOther (please specify):      

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Extreme weatherChanges are occurring in Minnesota’s climate with serious consequences for human health and well-being. Minnesota has become measurably warmer, particularly in the last few decades, and precipitation patterns have become more erratic, including heavier rainfall events. Climate projections for the state indicate that these trends are likely to continue well into the current century and according to some scenarios, may worsen.

AssistanceMDH Environmental Health Division, Environmental Impacts Analysis Unit651-201-4899 | [email protected]

How to reportA multi-county community health board should answer based on services provided within one or more of its individual health departments.

GlossaryCommunity health boards should consider the following definition when responding to questions with highlighted terms:

Extreme Weather: Unusual or unseasonal weather, sometimes severe, at the extremes of normal historical distribution.

Measures: Extreme weather7. How has your community health board considered or addressed extreme weather? (Check all that

apply.)

Work in extreme weather could be related to any subject area; it does not need to be related to a specific project.

Attend extreme weather trainingsEducate policymakers or the public on the health impacts of extreme weatherConvene partners or participate in coalitions to mitigate or adapt to extreme weatherDevelop or implement a plan or policy to mitigate or adapt to extreme weather (e.g., heat response plan or policy to turn vacant lots into community gardens)Conduct assessments on extreme weather vulnerabilityPursue funding to address extreme weather (e.g., grants)Other (please specify):      Community health board has not considered extreme weather

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Nuisance investigationsMaintaining a healthy environment, free of potential hazards, is critical to promoting the health of the population. The nuisance complaint process can be a vital part of this effort.

AssistanceMDH Environmental Health Division651-201-4571

How to reportA multi-county community health board should answer based on services provided within one or more of its individual health departments.

Measures: Nuisance investigations8. What were the three most commonly addressed complaints in your community health board? (Check no

more than three.)

Garbage/junk houseMoldImproper sewage disposal, discharging to surface/groundwater/into structureAccumulation of rubbish or junkAccumulation of decaying animal or vegetable matterHazardous building or unsanitary dwellingVermin or vector infestationsClandestine drug labsFailure to keep waste, refuse, or garbage properlyContaminated drinking waterElevated radonContaminated surface waterHazardous wasteUnsecured hole or opening (abandoned well, well pit, sewage treatment system, non-maintained swimming pool, mine shaft, tunnel)Accumulation of carcasses of animals or failure to dispose of carcasses in a sanitary mannerChemical spillContaminated ground waterOther (please specify):      Other (please specify):      Other (please specify):      

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8a. How did your community health board address the complaints checked above? (Check all that apply.)

Answer for those items checked in Q8, above.

Nuisance 1:      

Removal, abatement, or resolutionEvidence-based strategies on preventionPartnered with other agencies to address

Nuisance 2:      

Removal, abatement, or resolutionEvidence-based strategies on preventionPartnered with other agencies to address

Nuisance 3:      

Removal, abatement, or resolutionEvidence-based strategies on preventionPartnered with other agencies to address

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Emerging issuesThere is a long history of state and local collaboration to improve environmental health across Minnesota. Local health departments and community health boards are at the forefront of promoting environmental health, and may see emerging issues and trends at the local level that are not yet apparent statewide.

AssistanceMDH Environmental Health Division651-201-4571

How to reportA multi-county community health board should answer based on services provided within one or more of its individual health departments.

Question 9 is optional.

Measures: Emerging issues9. Please describe any emerging environmental health issues in your community health board, the

challenges they pose, and how you are working to address them.

Optional.

Emerging issue(s):      Challenge(s) posed:      Work to address:      

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Food, pools, and lodging servicesIn 2017, the Environmental Health Continuous Improvement Board (EHCIB) collected and monitored statewide performance measures for food, pools, and lodging services (FPLS); the EHCIB will repeat this again this year. When available, MDH will also provide the data to those without FPLS delegation agreements, as it did in 2017.

AssistanceFor information on Food, Pools, and Lodging Services inspections, please contact: MDH Environmental Health Division, Food, Pools, and Lodging Services Section651-201-4500 | [email protected]

For information on Food, Pools, and Lodging Services statewide performance measure data, please contact: Environmental Health Continuous Improvement Board (www.health.state.mn.us/ehcib)

How to reportCommunity health boards will not report on FPLS measures as part of the LPH Act Annual Reporting Performance Measures module. The EHCIB will collect FPLS data separately but also through REDCap. For measure text and instructions for reporting on these measures, visit: Environmental Health Continuous Improvement Board (www.health.state.mn.us/ehcib).  

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Assure health servicesIn statute: Assure health services by engaging in activities such as assessing the availability of health-related services and health care providers in local communities, identifying gaps and barriers in services; convening community partners to improve community health systems; and providing services identified as priorities by the local assessment and planning process.

Clinical-community linkagesThere is growing local, state, and national awareness about the importance of clinical-community linkages to support health promotion and prevention activities, and facilitate smooth health care delivery. This question characterizes the role of public health in such activities.

AssistanceMDH Community Health Division, Office of Statewide Health Improvement Initiatives651-201-5443 | [email protected]

MDH Health Promotion and Chronic Disease Division651-201-3600

How to reportA multi-county community health board should answer based on routine or expected practices within one or more of its individual health departments (i.e., things done on a regular basis).

Clinical-community linkages can potentially increase attention and resources for population health improvement. A range of linkages are possible, including those that increase access to prevention services and promote health of employees in health care workplaces. The activities listed below have strong evidence-based support for their efficacy, and align with current Statewide Health Improvement Partnership (SHIP) reporting and focus.

In the question that follows, select the response option(s) that best describe the ways your community health board worked to increase clinic-community linkages over the past year. Include activities implemented through SHIP, as well as other sources of funding. This information will complement and extend SHIP reporting to provide a broader, statewide understanding of local public health activity directed toward clinical-community linkages.

Workplace Strategy in the Health Care Setting: Includes initiatives toward creating an organizational and physical environment that supports employee health and encourages positive lifestyle behaviors such as adequate physical activity, healthful eating, tobacco-free environments, and support for nursing moms. A complete description of these activities can be found in Clinical-Community Linkages for Prevention Health Care Implementation Guide (PDF) (www.health.state.mn.us/communities/ship/support/docs/implementation/healthcare.pdf).

Screen-Counsel-Refer-Follow-up (SCRF) in Clinical Setting:

Working on engagement or assessment Tobacco cessation Pediatric and/or adult obesity

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Falls prevention Breastfeeding support

Establishing a Community EBP (Evidence-Based Practice) Program:

Working on engagement or assessment Tobacco cessation Diabetes Prevention Program Chronic Disease Self-Management Program Falls prevention Other (per variance)

Measures: Clinical-community linkages1. Indicate the strategies your community health board implemented to promote clinical-community

linkages for prevention, and whether your community health board used SHIP and/or non-SHIP funding. (Check all that apply.)

Workplace strategy in the health care setting

Used SHIP funding and/or SHIP match for strategy – Please also answer Q1aUsed other (Non-SHIP) funding for strategy – Please also answer Q1aWas not involved in strategy

Screen-Counsel-Refer-Follow-Up (SCRF) in the clinical setting

Used SHIP funding and/or SHIP match for strategy – Please also answer Q1aUsed other (Non-SHIP) funding for strategy – Please also answer Q1aWas not involved in strategy

Establishing a community evidence-based practice (EBP) program

Used SHIP funding and/or SHIP match for strategy – Please also answer Q1aUsed other (Non-SHIP) funding for strategy – Please also answer Q1aWas not involved in strategy

Other (please specify):      

Used SHIP funding and/or SHIP match for strategy – Please also answer Q1aUsed other (Non-SHIP) funding for strategy – Please also answer Q1aWas not involved in strategy

1a. Estimate the top three funding sources that supported your strategies related to clinical-community linkages.

Answer for the strategies for which you selected “Used SHIP Funding for Strategy” or “Used Other (Non-SHIP) Funding for Strategy” in Q1, above. Rank “1,” “2,” and “3.”

-- Local tax levy – Please also answer Q1b-- State general fund (Local Public Health Act)-- SHIP -- Other state funds (from MDH or from other state agencies)-- Federal program-specific funding (including federal funds that flow through the state to local public

health, such as CDC Community Wellness Grant or 1422 Grant)

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-- Title V Block Grant-- Foundation funds-- Fees/reimbursement

1b. Does the local tax levy investment of your community health board exceed the required state match?

Answer if you selected “local tax levy” as one of your top three funding sources in Q1a, above.

YesNo

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Provision of public health servicesMDH understands that home health and correctional health services are not provided in all community health boards. These services are included here to track, over time, how widely they are provided by community health boards.

AssistanceMDH Office of Rural Health and Primary Care651-201-3838 | [email protected]

How to reportA multi-county community health board should answer based on routine or expected practices within one or more of its individual health departments (i.e., things done on a regular basis).

GlossaryCommunity health boards should consider the following definition when responding to questions with highlighted terms:

Primary Care (non-specialist care): A patient’s main source for regular medical care, ideally providing continuity and integration of health care services. All family physicians and many pediatricians, internists, nurse practitioners and physician assistants, practice primary care.

Measures: Provision of public health services2. For the following services, indicate whether your community health board performed the activities

listed. (Check all that apply.)

Primary care: Medical

Provided servicesContracted for servicesDid not provide services

Primary care: Dental

Provided servicesContracted for servicesDid not provide services

Licensed home care

Provided servicesContracted for servicesDid not provide services

Correctional health

Provided servicesContracted for services

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Did not provide services

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Validation and CHS administrator reviewCHS administrators are responsible for reviewing all finance and staffing forms for completeness and accuracy.

To verify this:

1. Click Report Validation Survey in this form 2. Select the name of your community health board from the drop-down list 3. Submit your electronic signature to certify the data your organization entered for 2019 finance and

staffing annual reporting; read the text below and provide an electronic signature by typing your name in the box:

4. After completing the survey, you will see a message: Thank you for completing the survey. This is your final step in reporting Local Public Health Act Performance Measure data.

5. If you would like to receive an email confirmation from REDCap that you have submitted the form, enter your email address in the appropriate window:

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