• Establish accurate and efficient way to track “succession planning” and “leverage and pool internal resources” strategies.

• Determine best practices for inclusive interviews, mentorship programs, and celebrating inclusive holidays in the workplace.

• Begin implementing organized break time activities for staff.

• Re-organize the breakroom and explore funding options for re-design.

• Check the employee time off calendar before scheduling recognition days and offer more variety of foods to accommodate dietary restrictions.

• Implement staff public health core competency assessment and incorporate core competency training into updates to the Workforce Development Plan.

• Incorporate leadership trainings for staff at all levels into the updates to the Workforce Development Plan.

• Expand the number of Diversity, Equity, and Inclusion trainings included in the updates to the Workforce Development Plan.

• Incorporate inclusive leadership trainings into the updates to the Workforce Development Plan.

•  “# of weekdays employees used the breakroom for breaks during an average week” was changed to “% of staff that used the breakroom this quarter”

  • • • • Why? It was determined there is not an accurate way to track the original measure.

• “% of staff feedback concerns regarding inclusivity to be addressed by admin/supervisors” was changed to “% of staff feedback concerns addressed in the employee newsletter”

•  Why? Addressing feedback in general creates a more inclusive environment and it is difficult to discern what feedback would fall under “inclusivity” therefore this measure was generalized.

•  Establish accurate/efficient data collection to track engagement with media, meeting minutes, and event marketing.

• Determine programs that have the capacity to conduct research and engage intended audiences in media campaign design.

• Initiate quality improvement project to improve usage of CCHD website pages.

• Continue research into next steps for establishing and instant messaging system.

• Establish process for documenting staff meeting minutes across divisions within the department.

“% of non-static Facebook posts” was changed to “# of non-static Facebook posts” and the year-end target was set to 36 per year.

• Why? Analysis of 2022 Facebook data found that videos, reels, and blogs do not reach as many people as static posts that include real images of Cortland County locations. Therefore, the target of having 50% of Facebook posts being non-static would negatively impact how many community members we reach.

The year-end target for the measure “# of meetings where social media data discussed” was reduced from 12 to 4.

• Why? Quarterly data discussions better align with our content creation schedule and provide for more accurate data analysis for decision making.

Added the measures “% of static social media posts with image descriptions” and “% of social media videos with closed captioning”

• Why? There was previously only one measure to track the accessibility of our posts, these measures are already being tracked monthly.

• Continue collaboration with Community Health Improvement Plan partners to build data dashboards to track progress for strategies over time.

• Distribute and collect data sharing agreements for Electronic Syndromic Surveillance data from partner agencies.

• Implement Quality Improvement training for department staff.

• Begin at least one Quality Improvement project in Quarter 2.

• Identify the Board of Health’s vision for collaborating on press releases and review of policies.

• Determine projects for presentation at Health & Human Services Committee.

Based on the results of the review of 2022 BOH meeting minutes and a survey of BOH members conducted in February 2023. Goal 3.3 Strategy #1 was changed from “enhance BOH shared decision making” to “enhance BOH education on public health matters in Cortland County.”

The following objectives were added to Goal 3.3:

• By December 2024, the percentage of BOH members that state they are aware of identified health department plans and policies will be 100%.

• By December 2024, the number of programs that at least two BOH members are not aware of will decrease from the 2023 baseline of 10 to 5.

The following targets are added to measure this strategy.

• % of BOH members to compete training on corporate compliance plan, QI/Performance Management, and Workforce Development. Target = 100%

• % of CCHD programs with a performance management dashboard that aligns with what supervisory and admin staff want reported to BOH. Target 75%

• % of CCHD programs that more than 2 BOH survey respondents said they weren’t aware of to be presented on at a BOH meeting (can be addressed in one presentation)Target = 100%

•  # of BOH meetings that a special presentation related to health equity work within the department is presented on Target = 2 meetings