Appendix 1_Sample Activities for Component_A.pdf

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Appendix 1: Sample Activities for Component A This appendix lists the Key Activities for Strategies A1 – A3 of Component A, OE22-2203. The Key Activities are broad by design and intended to provide recipients with maximum flexibility to meet their needs. Below each Key Activity is a list of sample activities for recipients to consider. Recipients are encouraged to think creatively about the types of activities they would like to support with this funding and are not restricted to the sample activities included in this appendix. State recipients should consider these sample activities for their own agency as well as for work that could be done to support local health departments and tribes. There are no sample activities provided for Component B.

Contents Strategy A1: Workforce

A1.1. Recruit and hire new public health staff

A1.2. Retain public health staff

A1.3. Support and sustain the public health workforce

A1.4. Train new and existing public health staff

A1.5. Strengthen workforce planning, systems, processes, and policies

A1.6. Strengthen support for implementation of this grant

Strategy A2: Foundational capabilities

A2.1. Strengthen accountability and performance management, including accreditation

A2.2. Strengthen organizational competencies addressing information technology, human resources, financial management, contract, and procurement services

A2.3. Enhance communications

A2.4. Enhance or increase policy development and legal services and analysis

A2.5. Strengthen community partnership development and engagement

A2.6. Improve equity and organizational competencies addressing leadership, governance, and strategic planning

Strategy A3: Data Modernization

A3.1. Identify a data modernization director and supporting team

A3.2. Assess and report the current capacity, gaps, and opportunities to modernize the public health data infrastructure and workforce

A3.3. Create implementation plans

A3.4. Implement developed work plans to realize data infrastructure enhancements and improvements

A3.5. Accelerate implementation by proposing innovative modernization projects to enhance data quality, exchange, dissemination, and use

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Strategy A1: Workforce There are six Key Activities included in Component A, Strategy 1. Below each of these Key Activities are sample activities for recipients to consider for their own agency. Recipients are encouraged to think creatively about the types of activities they would like to support with this funding and are not restricted to the sample activities included in this appendix. Statewide recipients should also consider this a sample list of activities to support in local health departments and tribes, to strengthen the workforce of public health systems.

A1.1. Recruit and hire new public health staff.

a. Conduct systematic workforce needs assessments to identify priority needs now and, in the future.

b. Expand and improve recruitment efforts to reach wide and diverse pools of potential applicants, particularly through partnerships with relevant institutions.

c. Change application and selection methods and provide training to reduce unconscious or conscious negative biases and to improve fairness.

d. Create new job descriptions to better meet needs.

e. Revise job pay scales.

f. Establish, expand, and use a range of mechanisms to rapidly hire public health staff, including direct hire mechanisms (term-limited and not), formal agreements or contracts with staffing agencies, as well as partnerships with community-based organizations, academic institutions including minority-serving institutions (e.g.

HBCUs, HACUs, etc.), and other local, state, and national partners that may provide efficient and effective ways to supplement the public health workforce.

g. Offer a range of hiring incentives to attract new talent, including hiring or other bonuses, student loan repayment, moving expenses, remote work, and telework.

h. Work with and recruit from the Public Health AmeriCorps program, Preventive Medicine Residencies, and other programs that provide a pathway into public health as a career.

i. Establish or expand internships, fellowships, apprenticeships, and related programs for entry-level staff and mid-level staff.

j. Establish or strengthen programs that provide capacity for surges in public health staffing as needed, in response to emergencies or outbreaks.

k. For jurisdictions with Native American Tribes, consider hiring a Tribal Liaison Director preferably from a Tribal community.

l. Hire health education specialists, instructional designers, and other staff with training development skills to support the training needs of public health staff.

A1.2. Retain public health staff.

a. Identify and use hiring mechanisms to effectively transition staff from one type of contract or mechanism to a new one, to maintain continuity of service.

b. Offer a range of retention incentives, including bonuses, student loan repayment, benefits, moving expenses, remote work, and telework.

c. Revise the terms or classification of existing jobs or job series to allow for increases in pay or benefits.

d. Create or expand new promotional opportunities and leadership tracks.

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e. Establish or strengthen supportive services available to the workforce, to provide additional flexibility to help balance work-life responsibilities and maximize hybrid work opportunities.

A1.3. Support and sustain the public health workforce.

a. Expand employee well-being programs to address burnout, work-life balance, and job satisfaction.

b. Adopt new evidence-based workplace programs that support staff emotional and physical well-being.

c. Review and strengthen workplace policies that support staff emotional, mental, and physical well-being.

d. Strengthen employee engagement programs and methods.

e. Expand employee involvement in professional networks and in relevant support groups.

f. Strengthen and conduct staff viewpoint surveys and other ways to assess staff experiences and attitudes to better understand areas for improving workplace culture and practices.

g. Share and use employee input in strategic planning and other workplace and workforce initiatives.

h. Implement sabbatical programs that allow staff to reset and learn, while remaining in the workforce.

A1.4. Train new and existing public health staff.

a. Conduct training needs assessments of existing and new staff to identify priority areas for training investments.

b. Establish or expand contracts or partnership with training partners to add training offerings that meet CDC quality training standards across a wide range of needs.

c. Revise and upgrade existing training programs to improve their quality or relevance.

d. Establish or expand contracts or partnership with accreditation providers to offer continuing education credits to help staff maintain licensures and certifications.

e. Create or enhance incentive programs for staff to seek and complete training or to mentor peers.

f. Establish or revise training tracks or certificate programs to incentivize and guide staff who seek to build deeper skillsets in a particular area.

g. Establish or expand leadership development programs for staff who demonstrate leadership potential or are in management positions.

h. Support staff to enroll in trainings offered through academic or other institutions, including support for travel.

i. Establish follow-up support programs that provide opportunities for continued learning after trainings, such as job-aids, coaching, and communities of practice.

j. Strengthen training evaluation capacity.

k. Promote learning opportunities through a variety of channels.

A1.5. Strengthen workforce planning, systems, processes, and policies.

a. Create or revise a comprehensive workforce development strategy.

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b. Create workforce development boards and other new organizational structures and teams, to guide and implement a comprehensive workforce development strategy.

c. Create or modify staff positions within the organization to focus on key crosscutting workforce issues, such as staff engagement; diversity, equity, inclusion, and accessibility; succession planning and career pathways; and workforce science and forecasting.

d. Catalyze the collection and use of workforce data, to guide workforce planning, development, management, and forecasting.

e. Upgrade human resource and other information systems and improve interoperability among systems.

f. Refresh online recruitment and hiring portals to be more user friendly, useful, and modern.

g. Purchase, maintain, and improve workforce training systems including annual subscription costs for using the TRAIN Learning Network.

h. Strengthen policies related to hybrid work environments, telework, and related requirements to maximize flexibility to hire and retain talent.

i. Identify opportunities to modify or amend internal policies that might hinder internal workforce development practices (e.g., improving recruitment and selection procedures, cross-training opportunities).

j. Identify opportunities to educate policy makers about state, local, or territorial policies, to better meet workforce development needs of the recipient or the public health sector as a whole (e.g., addressing inflexible hiring, firing, and salary rules or rigid criteria for eligibility for promotion).

k. Conduct quality improvement on existing systems or processes to identify areas ripe for change and track outcomes associated with changes made.

l. Strengthen partnerships with relevant labor unions to discuss opportunities for collaboration and for improving workplace conditions.

m. Establish or strengthen partnerships with human resource and other organizational systems experts to provide advice and support for strengthening.

A1.6. Strengthen support for implementation of this grant.

a. No sample activities are provided for this Key Activity.

Strategy A2: Foundational capabilities There are seven Key Activities included in Component A, Strategy 2. Below each of these Key Activities are sample activities for recipients to consider for their own agency. Recipients are encouraged to think creatively about the types of activities they would like to support with this funding and are not restricted to the sample activities included in this appendix. Statewide recipients should also consider this a sample list of activities to support in local health departments and tribes, to strengthen foundational capabilities and the ability to meet national accreditation standards at the local level.

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A2.1. Strengthen accountability and performance management, including accreditation.

a. Support all efforts required to apply for public health department accreditation or reaccreditation through the Public Health Accreditation Board (http://www.phaboard.org); this may include contracting or hiring for support to help with accreditation readiness efforts, support for accreditation fees, or relevant training or technical assistance.

b. Support efforts required to address identified gaps or areas for improvement identified through the accreditation process and in accreditation reports, for those health departments that are accredited or in the process of seeking accreditation or reaccreditation.

c. Establish and/or support statewide activities that advance the ability of local health departments to meet national accreditation standards, participate in the Pathways Recognition program, and seek or maintain accreditation, which can include the developing and delivering training and technical assistance, developing and implementing an accreditation learning community to share best practices, and fostering peer-to-peer support.

d. Develop and maintain a performance management system, which may include procuring appropriate performance management software, to monitor achievement of organizational objectives.

e. Develop processes to identify and use evidence-based and/or promising practices when implementing new or revised processes, programs and/or interventions at the organizational level.

f. Procure external contract assistance and establish partnerships to improve or maintain an organization-wide culture of continuous quality improvement and the organizational use of quality improvement tools and methods.

g. Develop and improve recruitment, retention, and succession planning of a qualified and diverse workforce; training based on workforce competencies; and performance evaluation and accountability of the workforce (see also Strategy A1 Workforce, which can also be used to support this work).

h. Develop a workforce surge plan with actual processes, MOU’s and/or contracts put in place with a staffing agency or agencies with the proven experience and track record for hiring and deploying qualified and expert staff for any public health all-hazards emergency within 45 days of the emergency declaration (e.g., The Hurricane Response Hub initiative) (see also Strategy A1 Workforce, which can also be used to support this work).

i. Develop a workforce development plan that assesses workforce capacity and gaps using recognized staff competencies and includes strategies for action (see also Strategy A1 Workforce, which can also be used to support this work).

A2.2. Strengthen organizational competencies addressing information technology, human resources, financial management, contract, and procurement services.

a. Upgrade human resource and other administrative information systems, which may include software and hardware, and improve interoperability.

http://www.phaboard.org/

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b. Develop standard policies and practices for the efficient and effective use of bona fide agents or an administrative partner.

https://www.cdc.gov/publichealthgateway/grantsfunding/expediting.html

c. Upgrade and/or improve the financial management, contract, and procurement systems and services, including facilities and operations by updating or improving systems that maintain a high quality of budgeting, auditing, billing, and financial system and chart of expense and revenue accounts in compliance with federal, state, and local standards and policies.

d. Improve all systems and processes to procure, maintain, and manage safe facilities and efficient operations. Including streamlining procurement processes when possible.

e. Develop policies, practices and tools to improve the management of financial, information management, and human resources effectively.

f. Advance information technology services, including privacy and security by maintaining and procuring the hardware and software needed to access electronic health information and to improve the department's operations and analysis of health data.

g. Develop policies and practices that will improve financial systems that will allow department-wide use and accountability for innovative financing strategies, such as braiding and layering funds from multiple funding sources to focus on social determinants of health and other health equity initiatives.

h. Develop policies and practices to include an equity lens in contracting, purchasing, and budgeting procedures; implementing processes to consider power in internal decision making; or integrating equity concepts in human resources policies.

A2.3. Enhance communications.

a. Improve, develop, and implement strong communications capability and products

b. Work with partners in developing culturally/linguistically relevant and responsive communication products and strategies.

c. Develop and use health communication strategies to support prevention and well-being, including collaborating.

d. Develop or enhance the department’s ability to use social media platforms, which may include hiring a communications firm to establish/advance the department’s social media presence.

e. Procure, upgrade or maintain communication technologies needed to interact with community residents in a timely manner, as well as establish and maintain ability to transmit and receive communications to and from the public on a 24/7 basis.

f. Provide information on public health issues and public health functions through multiple methods, languages, and media to a variety of audiences. This may include support for a public information officer role and/or media training for health department staff.

A2.4. Enhance or increase policy development and legal services and analysis.

a. Develop and implement strong policy development and support capabilities.

https://www.cdc.gov/publichealthgateway/grantsfunding/expediting.html

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b. Invest in legal services and analysis to access and appropriately use legal services in planning, implementing, and enforcing public health initiatives, including relevant administrative rules and due process.

c. Create, champion, and implement policies, plans, and laws that impact health.

d. Promote compliance of affected individuals or organizations with public health laws including through communication, education, and training.

e. Conduct assessment of existing public health policies and their impact on social and structural determinants of health, generating data to inform health equity decision-making.

A2.5. Strengthen community partnership development and engagement.

a. Set up processes and systems to better collaborate with behavioral health partners and experts by funding behavioral health services in medically underserved communities as appropriate.

b. Support efforts to create, convene, and sustain strategic, non-program specific relationships with key health-related organizations; community groups or organizations representing populations in U.S. communities that have been economically or socially marginalized, are located in rural geographic areas, are composed of people from racial and ethnic minority groups, are medically underserved, and are disproportionately affected by COVID-19 or other priority public health problems; private businesses and health care organizations; and relevant federal, tribal, state, and local government agencies and non-elected officials.

c. Provide forums and opportunities for direct access, conversation, and engagement with communities and populations to identify and understand key health needs, gaps, and opportunities.

d. Support leadership efforts to convene external partners to consensus, with movement to action, and to serve as the trusted public face of governmental public health in the department's jurisdiction.

e. Participate in or lead a cross-sector collaborative process resulting in a comprehensive state/community health assessment (nationally recognized frameworks and tools such as Mobilizing for Action through Planning and Partnerships, County Health Rankings, and Healthy People, can be used to inform or conduct these assessments).

f. Develop and implement cross-sector state/community health improvement plans based on comprehensive community health assessment; nationally recognized frameworks and tools should be used to develop these plans.

g. Engage with the public health system and the community in identifying, prioritizing, and addressing key health needs through collaborative processes.

h. Engage with partners in the health care system to assess and improve health service availability and access.

i. Develop and implement multisector or system strategies to increase access to social services.

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j. Build relationships with educational programs that promote the development of future public health workers, including partnerships to create pathways into the public health workforce.

k. Connect communities to services that support the whole person by providing robust linkages and navigation for community resources, which can include partnerships with healthcare in conducting social and structural determinants of health screening.

l. Support and resource local health department’s ability to strengthen and deliver environmental health services, which can include delivering technical assistance and training, and providing timely and locally relevant information on environmental public health threats.

A2.6. Improve equity and organizational competencies addressing leadership, governance, and strategic planning.

a. Support all efforts to strategically coordinate health equity programming and practice at all levels, through a strategic vision and/or subject matter expertise which can lead and act as a resource to support such work across the department.

b. Conduct a department-wide strategic planning process, which may include hiring a facilitator external to the department or organization.

c. Support organizational improvement efforts, including reorganization processes or efforts to explore cross-jurisdictional sharing, which may be put in place to better align the agency processes, resources, and capabilities to meet today’s public health needs.

d. Develop policies that foster accountability and transparency within the organizational infrastructure to prioritize equity, ethical practice, decision-making, and governance.

A2.7. As appropriate, implement plans to transition from COVID-19 emergency response and other emergency response and preparedness projects.

a. No sample activities are provided for this Key Activity.

Strategy A3: Data Modernization There are six Key Activities included in Component A, Strategy 3. Below each of these Key Activities are sample activities for recipients to consider for their own agency. Recipients are encouraged to work closely with CDC on any activities they may want to implement that are not included in this appendix. Statewide recipients should also consider this a sample list of activities to support in local health departments and tribes, to strengthen data modernization efforts.

A3.1. Identify a data modernization director and supporting team.

a. Identify enterprise-wide steering committee to guide assessment, planning and implementation of identified priority activities.

b. Expand departmental policies, procedures, and practices to orient towards an agile procurement, planning and implementation approach for DMI implementation.

c. Engage contractors with technology, assessment, planning, system design, and implementation expertise to support activities, if needed.

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A3.2. Assess and report the current capacity, gaps, and opportunities to modernize the public health data infrastructure and workforce.

a. Complete required assessment outlining current capacity, gaps and opportunities.

CDC has an assessment tool available for use by jurisdictions.

A3.3. Create implementation plans

a. Identify enterprise-wide vision and goals for data modernization. Reference the

CDC-developed “north star” vision for public health data infrastructure.

b. Define technical standards for tools and services needed to achieve data modernization vision.

c. Incorporate services and resources available from CDC, other jurisdictions, public health partners, health care partners, and city/county/state governmental infrastructure.

d. Plan towards iterative outcomes that first focus on addressing problems of highest public health value and lowest technical complexity.

e. Utilize agile-focused methodologies to develop implementation plans that can be quickly implemented, are flexible and adaptable, and whose lessons learned can readily propagate and scale successes.

A3.4. Implement developed work plans to realize data infrastructure enhancements and improvements.

a. Implement agile-focused work plans to address prioritized areas of focus. Domain areas of focus can include, but are not limited to, the following areas:

o Data Exchange and Systems Interoperability o Data and IT Governance o Data Analytics, Visualization, and Dissemination o Data Standardization and Linkage o System Security and Data Protection o Process Automation o Achieving Efficiencies

A3.5. Accelerate implementation by proposing innovative modernization projects to enhance data quality, exchange, dissemination, and use.

a. There are no sample activities provided for A3.5. Refer to A3.4. for areas that can be accelerated.