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Public Health Division 2012-2017 Strategic Plan and Organizational Improvements

Public Health Division 2012-2017 Strategic Plan and Organizational Improvements. As of April 18, 2012. Health System Transformation Goals. Better health Better care Lower cost. Public Health Division. OHA Core Values. What These Values Mean to Us. Service Excellence

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Public Health Division 2012-2017 Strategic Plan and Organizational Improvements

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  1. Public Health Division 2012-2017 Strategic Planand Organizational Improvements As of April 18, 2012

  2. Health System Transformation Goals • Better health • Better care • Lower cost

  3. Public Health Division

  4. OHA Core Values

  5. What These Values Mean to Us Service Excellence • Understanding and responding to Oregon public health needs and the people we serve • Pursuing our commitment to innovation and science-based best practices • Foster a culture of continuous improvement Leadership • Building agency-wide and community-wide opportunities for collaboration • Championing public health expertise and best practices • Creating opportunities for individual development and leadership Integrity • Working honestly and ethically in our obligation to fulfill our public health mission • Ensuring responsible stewardship in public health resources Health Equity • Eliminating health disparities and working to attain the highest level of health for all people • Ensuring the quality, affordability and accessibility of health services for all Oregonians • Integrating social justice, social determinants of health, diversity and community Partnership • Working with stakeholders and communities to protect and promote the health of all Oregonians • Seeking, listening to and respecting internal and external ideas and opinions • Exploring and defining the roles and responsibilities of public health staff and partners

  6. Our 5 Year Goals

  7. Achieving our goals—Priority areas

  8. To turn our priorities into action we will— • Starting April 2012 work with partners to set a 3-5 year outcome target for each priority area, • By July 2012 identify the initiatives needed to achieve these outcomes • Identify resources and take action • Continuously measure progress and course correct, and identify new priorities

  9. Aligning Form and Function • Better achieve our vision, goals, and priorities • Support health transformation • Improve communications about what we do and why • Achieve potential cost savings • Create a more manageable organizational structure

  10. PHD’s Organizational Structureas of July 1, 2012

  11. Office of the State Public Health Director as of July 1, 2012

  12. Center for Health Protection as of July 1, 2012 Functions: • Healthcare facilities and systems licensure, certification, and accreditation • Health professionals licensing • Environmental health regulation • Controlled and toxic substances regulation

  13. Center for Prevention and Health Promotionas of July 1, 2012 (Corrected) Functions: • Chronic Disease Prevention • Injury Prevention • Health Promotion • Special Populations • Prevention-related Health Services Purchasing

  14. Center for Public Health Practice as of July 1, 2012 Functions: • Local health department engagement • Laboratory services • Vital records • Acute and communicable disease control • Public health surveillance and epidemiologic investigation

  15. Center Leadership • Mel Kohn, MD, MPH Public Health Director and State Health Officer • Jean O’Connor, JD, DrPH, MPH Deputy Public Health Director • Katrina Hedberg, MD, MPH State Epidemiologist • Katherine Bradley, PhD Senior Advisor for Maternal and Child Health • Gail Shibley, JD Administrator for Center for Health Protection • Bruce Gutelius, MD, MPH Acting Administrator for the Center for Prevention and Health Promotion • Mike Skeels, PhD, MPH Acting Administrator for the Center for Public Health Practice

  16. Organizational Change Implementation

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