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Clark County Combined Health District Workforce Development Plan June 20, 2016

Revised May 17, 2017

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Workforce Development Plan

529 East Home Road Springfield, OH 45503

Phone: (937) 390-5600

Email: [email protected]

This plan was developed using sections of a template made possible, in part, by the Ohio Public Health Training Center located in the College of Public Health at The Ohio State University; grant number UB6HP20203, from the Health Resources and Services Administration, DHHS, Public Health Training Center Program. Contents are solely the responsibility of the authors and do not necessarily represent the official views of HRSA.

mailto:[email protected]



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Table of Contents

This Workforce Development (WFD) Plan serves as the foundation of the Clark County Combined Health District’s (CCCHD) commitment to the training and development of its workforce. Fundamental to this work is identifying gaps in knowledge, skills and abilities through the assessment, and addressing those gaps through development opportunities.

Topic See Page Agency Profile 3 Workforce Profile 8 Competencies & Education Requirements 9 Continuing Education (CE) Required by Discipline/Certifications 12 Training Needs Assessment 14 Addressing Barriers 18 Workforce Planning Goals 19 Training Schedules 24 Implementation and Monitoring 25 Plan Maintenance and Board of Health Approval 26 Appendices 27



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1.0 Agency Profile

1.1 Mission, Vision and Agency Values The Mission of the Clark County Combined Health District is to protect and improve the health of the community through:

• promotion of wellness; • prevention of injury; and, • prevention of disease.

The Vision: All members of our community are well and live in a safe environment. The Agency Values include:

Customer Focus Visible Leadership-Employee Ownership Culture of Quality Context of the Public Health System Strategic Alignment Transparency

1.2 Strategic Priorities The 2016 – 2019 Clark County Combined Health District Strategic Plan includes the following Strategic areas:

1) Implement the Community Health Improvement Plan and evaluate existing services for effectiveness

2) Evaluate and optimize infrastructure to meet future needs of our organization

3) Provide excellent customer-centered service

4) Improve internal and external communication

5) Operationalize accreditation 1.3 Governance The Clark County Combined Health District is governed by an eight (8) member Board of Health (BOH). As a combined Health District: • The District Advisory Council (DAC) appoints three (3) BOH members. • The Springfield Commission appoints three (3) BOH members. • One member is selected by the sitting BOH members and appointed by the DAC. • One member is selected by the Clark County Licensing Council and appointed by the DAC. The BOH members complete the required two (2) Continuing Education hours annually. 1.4 Organizational Structure The Table of Organization is included in this plan as Appendix C. 1.5 Funding The Clark County Combined Health District is funded through several different sources:

• an operational levy that is renewed every five (5) years • fees including permits, licenses, registrations • program-specific grant funding



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Training costs are supported by: • grants when program-specific training is necessary • Medicaid Administrative Claiming (MAC) funds • general fund

1.6 Agency Service Description CCCHD is comprised of 5 divisions:

• Environmental Health conducts many types of health and safety inspections including food service and retail food operations, schools, public pools and spas, campgrounds and manufactured home parks, solid waste disposal facilities, nuisance complaints, Smoke-Free Ohio violations, and body art establishments. Consults, permits, inspections for septic systems and water quality are performed from this division, as well as plumbing inspections and consultations for commercial and residential plumbing systems. Consultations are available on radon, mold, mercury, mosquitos, Bed Bugs, rodents, asbestos, and hoarding. The Rabies control program is conducted from the Environmental Health division.

• Nursing and Health Services includes the mandated communicable disease reporting, investigation and epidemiology; is the designated tuberculosis control unit for Clark County; holds clinics for child and adult immunizations and reproductive health issues in men and women; provides health screenings such as blood pressure and blood glucose checks; case managers for programs including Bureau of Children with Medical Handicaps (BCMH) and recurrent lice issues; directs the Creating Healthy Communities, HIV testing and Safe Communities projects, develops and implements health promotion activities, and health assessments.

• Early Childhood Division provides case management and home visiting services to specific

sub-populations of pregnant women and post-partum women and children. They also implement Coordinated Approach To Child Health (CATCH), Baby and Me Tobacco Free and Safe Sleep programs.

• WIC administers the federal Women Infants and Children program locally in Clark County

with a large focus on increasing breastfeeding rates among participants.

• Administration includes the registration of Birth and Death records, called “Vital Statistics”. Emergency Preparedness and Planning are agency-wide tasks that are coordinated from the Administration Division.

1.7 Agency Jurisdiction: The Clark County Combined Health District is a combined health district that covers Clark County, including two (2) cities:

• Springfield • New Carlisle (through contract)

The following villages:

• Catawba • Clifton • Donnelsville



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• Enon • North Hampton • South Charleston • South Vienna • Tremont City

The following townships:

• Moorefield • Springfield • Mad River • Pike • Bethel • Pleasant • German • Green • Harmony • Madison

The population of Clark County was estimated to be 136,554 for 2016. (http://www.census.gov/) Demographics for Clark County range from urban in central Clark County to suburban in north central Clark County to rural and agriculture in western and eastern Clark County. 1.8 Workforce Development Statement of Purpose The CCCHD Workforce Development (WFD) Team is multidisciplinary and represents both supervisory and line staff. In order to benefit the community and meet the needs of our citizens so they may live in a safe and healthy atmosphere, CCCHD must maintain a workforce that is current and knowledgeable. The Workforce Development Team will:

1) Develop a Workforce Development Plan that is an essential component in recruiting, creating, sustaining and retaining a viable workforce at CCCHD.

2) Increase awareness and expertise in practice of the eight (8) essential core competencies that

public health officials carry out through their duties.

3) Search out and provide needed and requested training so that staff is able to perform their duties with confidence and competence.

4) Retain staff for continuity in order to develop the leaders of tomorrow.

1.9 Learning Culture CCCHD’s culture of learning focuses on improvement and involves both prospective and retrospective reviews; i.e., measuring where an organization or system is currently, then identifying opportunities to improve.

http://www.census.gov/



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The Agency Values, which are also the guiding principles for CCCHD’s Performance Management System, include “culture of quality” which is the visible and consistent demonstration of the following activities:

• Utilization of QI tools in daily operations with focus on process

• Transforming CCCHD processes through formalized Continuous Quality Improvement projects, as outlined in CCCHD’s Continuous Quality Improvement (CQI) Plan

• Customer focus, acceptance of feedback

• Empowerment of others, promoting professional and personal growth

1.10 Related Workforce Policies

• Training and reimbursement policies are found in the Clark County Combined Health District Personnel Policy, Section 4.7 and Section 8. Out-of-district, overnight, and out-of-state travel approval procedures are established by the Board of Health and some authority to approve requests is delegated to the Health Commissioner. This addresses the Ohio Revised Code requirement that all out-of-district travel must be approved by the Board of Health.

• Orientation of new staff is included in CCCHD’s procedures. 1.11 Links to other Agency Plans The Workforce Development Plan is intended to work in conjunction with other agency plans. The following areas are some examples of other CCCHD plans that discuss workforce development:

1) The 2016 – 2019 CCCHD Strategic Plan: a. “Complete a workforce development plan” is an associated goal under the larger

statement, “Evaluate and optimize infrastructure to meet future needs of the organization”.

b. “Develop a core orientation procedure, common to all divisions, for all new staff, (followed by division-specific orientation)” and “Verify completion of individual orientation checklists”.

c. “Develop/implement cross-training within each division for optimal customer service”.

2) The CCCHD Emergency Response Plan: a. The Multi Year Training and Education Plan (MYTEP) which undergoes yearly updates

and addresses Independent Study (IS) and Incident Command Structure (ICS) class requirements for employees of CCCHD. See Appendix J.

b. The CCCHD Epidemiology Plan also addresses awareness to infectious disease reporting for all staff.

3) The CCCHD Continuous Quality Improvement Plan: a. Goals include workforce development around issues of CQI, including the utilization of

cross-divisional opportunities and orientation to familiarize staff with CQI tools and techniques.



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4) The Cultural and Linguistically Appropriate Services (CLAS) Plan: a. Includes introduction of CLAS standards during employee orientation b. Includes ongoing training through Skillsoft or other venues that address/influence

awareness and practice of CLAS concepts, specifically including Health Equity Training Needs.

5) Successful implementation of CCCHD’s Performance Management System is dependent on

continuous culture of quality which includes ongoing evaluation and revision of processes and replication of existing best practices.



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2.0 Workforce Profile This section provides a description of CCCHD’s collective capacity and capability of the department workforce and its units. It also sets the basis for current and anticipated workforce needs at CCCHD.

This information was updated: 04/21/2017 Category # or %

Total # of Employees: 82 # of FTE: 73 % Paid by Grants/Contracts: 40%

Gender: Female: Male:

73 9

Race/ Ethnicity: Hispanic: Non-Hispanic:

American Indian / Alaska Native: Asian:

African American: Hawaiian:

Caucasian: More than One Race:

Other:

1 81 # #

10 #

72 # #

Age: < 20: 20 – 29: 30 – 39: 40 – 49: 50 – 59:

>60:

0 15 14 13 26 14

Primary Professional Disciplines/Credentials: Core Management Team

Divisional/Program Supervisors: Registered Nurse:

Licensed Practical Nurse: Registered Sanitarian/EH Specialist:

Epidemiologist: Emergency Preparedness:

Public Information Officer: Health Educator:

Dietician/Diet Technicians: Breastfeeding Coordinator/Peer Helper:

IT Human Resources/Fiscal:

Secretaries: Social Workers:

Plumbing Inspectors: Medical Directors:

Custodian/Maintenance: Some employees may fall into two categories *Denotes contract personnel

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14 18 1 9 1 1 2 4 6 2 1 3

15 4

2* 1*

2

Retention Rate per 5 Years 50.6% Employees < 5 Years from Retirement: Management:

Non-Management: 2

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Future Needs Items for consideration when planning future workforce development should include:

• Retirements, including early retirement initiatives • Retention rates and frequent turnover in some disciplines • Education requirements and recommendations for public health workers • Difficult recruitment, particularly for sanitarians • Frequent emerging issues requiring public health’s involvement (i.e., Zika, Ebola) • Scope of Public Health involvement has expanded (i.e., role of facilitation in Community

Health Improvement Plans) • Accreditation requiring competence in skill areas that were undeveloped previously • Workforce requesting consistent and frequent communication among divisions with regards

to initiatives/programs occurring in Clark County 3.0 Competencies and Education Requirements

3.1 CCCHD uses the Council on Linkages Core Competencies for Public Health Professionals (Core Competencies), as these are considered to be the national standard guiding the development of the current and future workforce. The Core Competencies are a consensus set of skills for the broad practice of public health, as defined by the 10 Essential Public Health Services. Developed by the Council on Linkages Between Academia and Public Health Practice, the Core Competencies reflect foundational skills desirable for professionals engaging in the practice, education and research of public health. Core Competencies tools can be referenced at the Public Health Foundation (PHF): http://www.phf.org/resourcestools/Documents/Core_Competencies_for_Public_Health_Professionals_2014June.pdf The Core Competencies are organized into eight (8) domains reflecting skill areas within public health, and three tiers representing career stages for public health professionals. Domains:

1. Analytical/Assessment Skills 2. Policy Development/Program Planning Skills 3. Communication Skills 4. Cultural Competency Skills 5. Community Dimensions of Practice Skills 6. Public Health Sciences 7. Financial Planning and Management Skills 8. Leadership and Systems Thinking Skills

Tiers:

• Tier 1 – Front Line Staff / Entry Level: Tier 1 competencies apply to public health professionals who carry out the day-to-day tasks of public health organizations and are not in management positions. Responsibilities may include data collection and analysis, fieldwork, program planning, outreach, communications, customer service, and program support.

o At CCCHD, staff assessed as Tier 1 includes all employees not specified as Tier 2 or 3 as noted below.

http://www.phf.org/resourcestools/Documents/Core_Competencies_for_Public_Health_Professionals_2014June.pdf

http://www.phf.org/resourcestools/Documents/Core_Competencies_for_Public_Health_Professionals_2014June.pdf



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• Tier 2 – Program Management/Supervisory Level: Tier 2 competencies apply to public health

professionals in program management or supervisory roles. Responsibilities may include developing, implementing and evaluating programs, supervising staff; establishing and maintaining community partnerships; managing timelines and work plans; making policy recommendations; and providing technical expertise.

o At CCCHD, staff assessed as Tier 2 includes members of the Administrative Team who are not Core Management Team members, Health Educators, Epidemiologist, Nurse 3, Sanitarian 3

• Tier 3 – Senior Management/Executive Level: Tier 3 competencies apply to public health professionals at a senior management level and leaders of public health organizations. Responsibilities include oversight of major programs or operations of the organization, setting a strategy and vision for the organization, creating a culture of quality within the organization, and working with the community to improve health.

o At CCCHD, staff assessed as Tier 3 includes Core Management Team (Health Commissioner, Administrative Assistant to the Health Commissioner, four (4) Division Directors, Accreditation/Emergency Response Coordinator.)

3.2 Other competencies to be considered of Public Health workers include other organization-wide competencies, discipline-specific competencies, and program-specific competencies. 3.2.1 Organization-wide Competencies other than the Core Competencies include:

• Public Health Preparedness Capabilities, Centers for Disease Control and Prevention: The capabilities represent a national public health standard for state and local preparedness that better prepares state and local health departments for responding to public health emergencies and incidents and supports the accomplishment of the 10 Essential Public Health Services. http://www.cdc.gov/phpr/capabilities/DSLR_capabilities_July.pdf

• The National Standards for Culturally and Linguistically Appropriate Services in Health and

Health Care (the National CLAS Standards) are intended to advance health equity, improve quality, and help eliminate health care disparities by providing a blueprint for individuals and health care organizations to implement culturally and linguistically appropriate services. https://www.thinkculturalhealth.hhs.gov/Content/clas.asp

3.2.2 Discipline-Specific Competencies include the following:

• Public Health Nursing, Quad Council Competencies for Public Health Nurses : http://www.phf.org/resourcestools/Pages/Public_Health_Nursing_Competencies.aspx

• Health Education, National Commission for Health Education Credentialing, Inc.: http://www.nchec.org/assets/2251/hespa_competencies.pdf

• Environmental Health, Environmental Health Competency Project Recommendations: http://www.cdc.gov/nceh/ehs/corecomp/corecompetencies.htm

• Epidemiologists, Competencies for Applied Epidemiologists in Governmental Public Health Agencies (AECs): http://www.cdc.gov/appliedepicompetencies/index.html

http://www.cdc.gov/phpr/capabilities/DSLR_capabilities_July.pdf

https://www.thinkculturalhealth.hhs.gov/Content/clas.asp

http://www.phf.org/resourcestools/Pages/Public_Health_Nursing_Competencies.aspx

http://www.nchec.org/assets/2251/hespa_competencies.pdf

http://www.cdc.gov/nceh/ehs/corecomp/corecompetencies.htm

http://www.cdc.gov/appliedepicompetencies/index.html



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• Maternal and Child Health: https://www.nwcphp.org/training/opportunities/maternal-child-health-leadership-training/competencies

• Informatics, Competencies for Public Health Informaticians: http://www.cdc.gov/informaticscompetencies/pdfs/phi-competencies.pdf

• Administrative Support Professionals Competency

Framework: http://www.exec.gov.nl.ca/exec/hrs/learning_and_development/pdf/AdministrativeCompetencyFramework.pdf

3.2.3 Program-Specific Competencies are determined by CCCHD program management and are under

constant revision. For the purposes of this section, “program- specific competencies” will include skill sets which are monitored for quality assurance and competency through field observations or training updates at regular intervals, not just during orientation of a new employee.

Nursing/ Health Services Division:

• Vision and Hearing Screening, annual competencies through CCCHD based on Ohio Department of Health (ODH) School Vision and Hearing Training

• Bureau for Children with Medical Handicaps (BCMH), annual updates through ODH • Sudden Infant Death Syndrome (SIDS) Network Training, annual updates • Blood Glucose Screening, annual competencies through CCCHD • Pregnancy Testing, annual competencies through CCCHD • Skills utilized in Reproductive Health and Wellness Clinic • Skills utilized in Immunization Clinic

Environmental Health Division:

• Home Sewage Treatment Systems, surveyed by ODH • Campground Program, surveyed by ODH • Food Service Operations, surveyed by ODH • Private Water Systems Program, surveyed by ODH • Swimming Pool Program, surveyed by ODH • Motorcycle Ohio, surveyed by Ohio Department of Public Safety (ODPS) • Retail Food Establishments, surveyed by Ohio Department of Agriculture (ODA) • Solid and Infectious Waste Program, surveyed by Ohio EPA

3.2.4 The Core Competencies are incorporated into job descriptions for all CCCHD staff.

https://www.nwcphp.org/training/opportunities/maternal-child-health-leadership-training/competencies

https://www.nwcphp.org/training/opportunities/maternal-child-health-leadership-training/competencies

http://www.cdc.gov/informaticscompetencies/pdfs/phi-competencies.pdf

http://www.exec.gov.nl.ca/exec/hrs/learning_and_development/pdf/AdministrativeCompetencyFramework.pdf

http://www.exec.gov.nl.ca/exec/hrs/learning_and_development/pdf/AdministrativeCompetencyFramework.pdf



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4.0 Continuing Education (CE) Required by Discipline/Certifications Multiple public health-related disciplines require continuing education for ongoing licensing/practice. Licensures and certifications held by staff, and their associated CE requirements and recertification frequencies, are shown in the table below.

International Board Certified Lactation Consultant

Re-certify by examination—Must take place a minimum of every 10 years. IBCLC may re-certify with 75 CERPs in the first 5-year period following examination, of which a minimum of 50 must be lactation specific and 5 must pertain to professional ethics and the remaining 20 may be any combination of the two.

International Board of Lactation Consultant Examiners (IBLCE)

Discipline/Certification CE Requirement/Recertification Frequency Governing Authority Registered Nurse 24 CEUs every 2 years with 1 CEU relating to

Nurse Practice Act / Ohio Board of Nursing Laws

State of Ohio Board of Nursing

Licensed Practical Nurse (LPN) 24 CEUs every 2 years with 1 CEU relating to Nurse Practice Act / Ohio Board of Nursing Laws


Dietitian (RD, LD) 75 CPEUs every 5 years by the Commission on Dietetic Registration (CDR), on odd years, must report 1 CPEU in jurisprudence to the Ohio Board of Dietetics when applying for license renewal

Commission on Dietetic Registration (CDR) and Ohio Board of Dietetics

Dietetic Technician Registered (DTR) 50 CPEUs every 5 years by the Commission on Dietetic Registration (CDR)

Commission on Dietetic Registration (CDR)

Social Worker (LSW, LISW, MSW, etc.) 30 Hours every 2 years, 3 in ethics State of Ohio Counselor and Social Worker, Marriage and Family Therapist Board

Registered Sanitarian/SIT 18 CEUs per year State Board of Sanitarian Registration Certified Plumbing Inspector/Examiner Must have 7 years’ experience in trade; take a

test thru State of Ohio; 10 CEUs annually (4 from State of Ohio)

State of Ohio

Home Visitor 20 contact hours every 2 years Ohio Help Me Grow Certified Lactation Counselor (CLC) 18 CEUs every 3 years of continuing evidence-

based breastfeeding education information by The Academy of Lactation Policy and Practice (TALPP)

The Academy of Lactation Policy and Practice (TALPP)

Certified Lactation Specialist (CLS) 25 Lactation or Ethics CERPs (or a combination of both) every 5 years OR retake the exam OR become an IBCLC

International Board of Lactation Consultant Examiners (IBLCE)



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Discipline/Certification CE Requirement/Recertification Frequency Governing Authority HIV Counselor Take course; pass test; demonstrate skills

required in counseling by role-playing various scenarios in front of instructors. When completed, a certificate and counselor number is issued

Ohio Department of Health (with guidelines directly from the CDC)

Community Health Worker 15 CEUs every two years after completing certification process which must be obtained within the first year of employment at CCCHD


Public Information Officer Must complete at least 8 hours of public information professional development annually. Attendance at conferences, workshops, exercises, coaching a spokesperson, distance learning, or other related activity, and self-instruction may be included. (Source: Public Health Emergency Preparedness FY 2016 RFP)

Ohio Department of Health Public Information Office (if Public Health Related); FEMA (if Emergency Response Related)

Certified Health Education Specialist (CHES) 75 Continuing Education Contact Hours (CECH) every 5 years

National Commission for Health Education Credentialing (NCHEC)

Lead Case Manager Attend an annual Case Manager training; submit and pass lead proficiency sampling three times yearly thru approved proficiency company; and, submit annual registration and fee to the Ohio Department of Health

Ohio Department of Health Lead Prevention Program

Healthy Homes Specialist Annually National Environmental Health Association Radon Tester License Every 2 years Ohio Department of Health Certified Pool Operator Every 5 years National Swimming Pool Foundation Licensed Pest Control Operator Every 3 years Ohio Department of Agriculture Licensed Pesticide Applicator 5 CEUs every 3 years; at least 1 hour must

cover core studies and at least ½ hour must cover each category of licensure

Ohio Department of Agriculture

ServSafe Level II (Manager) Certification Every 5 years Ohio State University Extension Office Registered Environmental Health Specialist (REHS)/Registered Sanitarian (RS) and Sanitarian-In-Training (SIT)

Annually by July 31 National Environmental Health Association (NEHA)/State Sanitarian Registration Board



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5.0 Training Needs Assessment The Core Competency Assessment tools by the Public Health Foundation (website) were used to obtain a baseline measure of familiarity and competence with the Core Competencies for Public Health Professionals. Analysis of the assessment was based on guidance from the Public Health Foundation, http://www.phf.org/resourcestools/Documents/3-Step_Competency_Prioritization_Sequence.pdf. A new competency based assessment will be conducted every two (2) years from the date of the plan approval. 5.1 Step 1: Competency Assessment The participation and response rate for the assessments completed in June 2016 are as follows:

Tier Audiences Targeted # completed surveys / # of

target audience

Modality Other Notes

Tier 3 Core Management Team 6/6

Offered PDF attachment in email

(one vacant position at time of survey)

Tier 2 Administrative Team Epidemiologist Nurse 3 Sanitarian 3 Health Educators

15 / 16 Survey Monkey and offered as PDF attachment in email

Tier 1 All full-time and permanent part-time staff other than mentioned in Tiers 2 and 3

48/ 56 Survey Monkey and offered as PDF attachment in email

The aggregated results from the Competency Assessment are as follows (Ranking is from 1 to 8, 1= strongest competency, 8= weakest competency): Tier 1 Ranking Tier 2 Ranking Tier 3 Ranking Assessment/ Analytical

1.99 5 2.72 5 2.55 7

Policy/Program

1.96 6 2.59 6 2.67 3

Communication

2.04 4 2.96 3 2.61 6

Cultural Competency

2.15 2 3.19 1 2.73 2

Community Dimensions of Practice

1.87 7 2.97 2 2.63 4

Public Health Sciences

1.81 8 2.46 7 2.30 8

Financial Planning/Management

2.13 3 2.44 8 2.61 6

Leadership/Systems 2.38 1 2.83 4 2.73 2

http://www.phf.org/resourcestools/Documents/3-Step_Competency_Prioritization_Sequence.pdf

http://www.phf.org/resourcestools/Documents/3-Step_Competency_Prioritization_Sequence.pdf



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5.2 Step 2: Prioritize Core Competency Domains Taking into consideration the Mission, Vision and Strategic Priorities of the agency, as well as the statement of purpose of Workforce Development, the Workforce Development Team prioritized the Core Competency Domains as follows: Core Competency Domains 1 2 3 4 5 6 7 8 Score Rank 1 Analytical/Assessment 1 1/5 1/5 0 1 5 1/5 7.6 7 2 Policy Development / Program Plan 1 1/5 1 5 1 1 1/5 9.4 6 3 Communication 5 5 1 1 1/5 1/5 1 13.4 4

4 Cultural Competency 5 1 1 1 1 1/5 1 10.2 5 5 Community Dimensions of Practice 0 1/5 1 1 1/5 1/5 1 3.6 8 6 Public Health Sciences 1 1 5 1 5 1 1 15 3 7 Financial Planning and Management 1/5 1 5 5 5 1 1 18.2 1 8 Leadership / Systems Thinking 5 5 1 1 1 1 1 15 3

0.00

0.50

1.00

1.50

2.00

2.50

3.00

3.50Analytical/Assess

Policy Dev/Program Plan

Communication

Cult Comp

Comm Dimensions


Financial Plan/Manage

Leadership/ SystemsThink

Tier 1

Tier 2

Tier 3



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5.3 Step 3: Consider competency and prioritization together For the purposes of this analysis, the Tier 1 competency ranking was utilized.

Prio

rity

Develop


Leverage

Communication Financial / Management

Leadership

De-emphasize

Analytical / Assessment Policy Development / Program Planning

Community Dimensions of Practice

Maintain

Cultural Competency

Competency

5.4 Additional Information Gathering In August 2015, a “lite” survey was gathered by Survey Monkey with a few questions about training methods and content. Here are some summary highlights:

• 56 employees responded to the survey

• When asked about retirement, 67.86% of respondents indicated they do not plan to retire within the next five (5) years.

• When asked, “What METHODS do you prefer for training, please place in order from 1 (most

preferred) to 6 (least preferred)”, the methods were ranked as follows:

Face-to-Face at CCCHD facility 4.76 Online-Self Study 4.36 Face-to-Face at another location 3.63 Blended (online and face-to-face) 3.53 Audio/Podcast or Live Satellite Broadcast 2.98 Telephone 1.72

• When asked, “What training topics would you like to have offered to you and how would the

suggested training(s) impact your personal or professional development?”—34 respondents replied.

The Workforce Development Team attempted to group the responses to this open-ended question. The following list is ordered by the number of times the topic area was mentioned. 1. Public Health Sciences: many requests for further training in program-specific skills and the

basis for interventions



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2. Financial Planning/Management, Leadership and Systems Thinking, Policy Development/Program Planning: responses often included aspects of these 3 Core Competencies as interrelated

3. Communication Skills, Community Dimensions of Practice Skills, Cultural Competency Skills:

responses often included aspects of these 3 Core Competencies as interrelated

4. Safety on the job emerged as a request in at least five (5) responses 5. Technology Skills (with Microsoft programs, etc.) emerged as a request in at least four (4)

responses 6. Two (2) responses mentioned a priority for trainings with continuing education credit

attached 7. One (1) requested an opportunity to take Basic Life Support (CPR) 8. One (1) requested more training on accreditation

• Recommendations: If this type of “lite” survey is to be repeated in the future,

recommendations include the need to formalize and standardize response options, as well as request information about the job descriptions of the respondents. These changes would make the information more useable.

5.5 Discussion The Workforce Development Team considered the Competency Based Survey and Analysis, the results of the “lite” survey, as well as feedback from cross-divisional trainings, staff strategic planning sessions, and anecdotal feedback received through WFD Team representatives. Areas of concentration for Workforce Development at CCCHD will include:

1. Public Health Sciences 2. Policy Development and Program Planning 3. Communication, including interdivisional information sharing 4. A focus on Workforce Development among Tier 1 staff 5. Using opportunities for in-person training 6. Evaluation of impact of trainings



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6.0 Addressing Barriers Barriers/inhibitors to addressing gaps in capacity and capabilities are listed here with suggested actions for addressing barriers. Cost • Leverage Medicaid Administrative Claiming (MAC)

opportunity; • investigate low cost options for effective training

Time: Competing Priorities and Job Duties

• Promote aligning Workforce Development with job duties to improve outcomes and increase job satisfaction of employees

• Reduce the number of required Skillsoft courses for employees by 50%

Perception of neutral or less support for training

• Engage Administrative Team prior to plan approval • Require Administrative Team to sign off on approved

plan Identifying effective and relevant courses with quality instruction

• With the formation of the Workforce Development Team, intentional effort will be made to identify relevant educational opportunities



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7.0 Workforce Planning Goals: This section presents workforce development goals for our agency. Goals will be evaluated and revised annually by the Workforce Development

Team. Goal #1 Measure Timeframe Responsible Parties All employees have Individual Professional Development/Training Plans. Action Steps:

1) Employee will develop a plan which will include a statement of relationship between their professional development plan and one of the following: CCCHD Vision and Mission, Strategic Plan, Community Health Assessment, Community Health Improvement Plan, Workforce Development Plan, Quality Improvement Plan, grant, or other CCCHD plan.

2) Supervisor will approve the plan, acknowledging

support and assisting employee in determining the specific measure by which the plan will be deemed completed.

3) Compliance: The employee’s division management is responsible to assure completion of the Individual Professional Development/Training Plan.

4) Timeline: Plan will be determined and approved at employee’s annual evaluation and will be in place for 12 months.

5) Record Keeping: Signed Individual Professional Development/Training Plans will be scanned to Workforce Development

Completed Individual development/training plans for all full-time and permanent part-time staff

12/2017- INCORPORATED INTO EMPLOYEE’S ANNUAL EVALUATION

Employee and Supervisor Workforce Development Team



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Tracking system which is available on copiers in each division or can be emailed to [email protected].

6) Evaluate: Employee to set Microsoft Outlook calendar reminder to revisit to evaluate progress no less than 6 and 12 months.

See Appendix D for Plan template. Goal #2 Measure Timeframe Responsible Parties Facilitate more interactive, in-person training using two strategies:

1) Explore outside resources a. Review training needs

b. Research academic institutions,

professional organizations and community partners

c. Evaluate cost and feasibility and make

recommendations to Administrative Team

2) Employee Teach Forward Model: employee

attends training with intent to instruct co-workers on information received

a. Employee attends training, receives certificate of completion

b. Certificate of completion along with the CCCHD proof of training form are submitted to [email protected];

1) Workforce Development Team to make one (1) recommendation for in-person training to Administrative Team for approval prior to May 2018.

2a) Workforce Development Team will alter the CCCHD proof of training form and will alter the procedure for using the form prior to August 30, 2016. 2b) Workforce Development Team will evaluate Teach Forward: how many Teach Forward experiences occurred, level of staff satisfaction and make a recommendation to continue

May 2018 August 2016- COMPLETED June 2017

Workforce Development Team Workforce Development Team





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indicate on proof of training form if attendee has adequate information to Teach Forward this information

c. Employee demonstrates knowledge through practice as demonstrated to management

d. Employee teaches co-workers using

copies of original resources

e. Co-workers submit proof of training form indicating if this was a teach forward experience and the amount of time spent receiving the teach forward information

or revise concept prior to plan revision in 2017.

Goal #3 Measure Timeframe Responsible Parties Promote a learning culture through empowerment of employees, promoting individual self-worth, self-esteem.

1) Consult Employee Assistance Program, Mental Health Services for best practices on workplace interventions to address this goal

2) Work with Administrative Team to employ at least one recommendation

Employ one best practice recommendation prior to June 2017

June 2017- COMPLETED 03/07 & 03/10/2017 THRU CROSS- DIVISIONAL TRAINING

Workforce Development Team

Goal #4 Measure Timeframe Responsible Parties Promote interdivisional awareness of services through Fall 2016 cross-divisional.

1) Plan program 2) Evaluate employee satisfaction of program

Plan program

Fall 2016- COMPLETED 11/15 & 11/18/2016




22

Goal #5 Measure Timeframe Responsible Parties Research opportunities to develop/increase Public Health Sciences competency.

1) Consult with OSU or other Schools of Public Health

2) Select Strategies and propose to Administrative Team for implementation

One proposal to Administrative Team by March 2018

March 2018 Workforce Development Team

Goal #6 Measure Timeframe Responsible Parties Research and develop protocol for evaluation of trainings done in-house for workforce development.

1) Investigate Kirkpatrick Model for effectiveness

2) Create evaluation tool

3) Implement evaluation tool

4) Evaluate effectiveness of evaluation tool

One Protocol developed January 31, 2018


Goal #7 Measure Timeframe Responsible Parties Expand and formalize a training and education protocol for members of management at CCCHD

1) Review findings from Competency Based assessment from Tier 2 respondents who indicate they supervise people and from Tier 3 respondents

2) Use facilitated discussion to identify existing managerial needs and strengths as a collective management group

Inclusion of an expanded leadership orientation process or plan for CCCHD managers into the Workforce Development Plan

April 2018 Administrative Team and Workforce Development Team



23

3) Collect Best Practices from other agencies 4) Research education opportunities which will

address needs 5) Plan, Do, Check, Adjust to employ leadership

and managerial-focused education



24

8.0 Training Schedules Appendices to this plan indicate training schedules and describe the material and topics to be addressed in the training curricula. Many of these scheduled trainings address gaps in staff competencies or respond to the changing environment of public health in regards to technology, emerging issues and field advancements. The following training schedules are included: 1) Mandatory Trainings as part of the Orientation of All New CCCHD Employees 2) Mandatory Annual, Semi-Annual, Rotational, or Other Trainings for all CCCHD Employees 3) Leadership Training Opportunity for Administrative Team Members 4) Clark County Combined Health District Training: Required for Public Health Emergency Preparedness



25

9.0 Implementation and Monitoring of Revised Workforce Development Plan

9.1 Communication of Plan: The revised Workforce Development Plan will be introduced through the following steps:

• June 13, 2017: Present revised plan to the Administrative Team; request support • June 14, 2017: Place approved revised plan on Common Shared Folders; alert staff to approval

and placement by email • June 15, 2017: Present Workforce Development Team’s accomplishments thru-out the year to

Board of Health • December 2017: Use Cross-Divisional opportunity to summarize revised plan, answer staff

questions • Introduction of revised plan to newly-hired staff will be included in Orientation

9.2 Tracking and evaluation: Tracking Plan Progress: The Workforce Development Team meets no less than 10 times a year and will reference plan during these meetings to assure progress on plan goals and activities. Tracking Completed Trainings: Completion of trainings is tracked through Administration clerical support, utilizing an Access database available on Common Shared Folders. Divisions are requested to assure submission of employees’ certificates of completion to [email protected]. This may be completed by either of these methods:

1) Employees submit their certificates of completion to a designated clerical staff within the Division; the clerical staff forwards copies to [email protected].

2) Employees directly submit their certificates of completion to [email protected]. Tracking Training Opportunities: The Workforce Development Team will track trainings offered to all CCCHD staff, as well as trainings required for CCCHD staff to complete. See Appendix E. Evaluating Impact: Training evaluation is an area of concentration to be addressed by the Workforce Development Team. See goals noted in this plan. 9.3 Roles and Responsibilities: Workforce Development Team • Develop Plan

• Maintain plan with annual review and revisions • Plan, Do, Check, Adjust to accomplish work plan goals • Be a liaison and resource to staff with regards to activities

occurring for Workforce Development • Report division-specific trainings back to the Team for

consideration of tracking

Health Commissioner and the Administrative Team

• Support plan implementation through consideration of training requests

• Process training requests • Facilitate trainings through technology support • Support staff in development of Individual Professional

Development/Training Plans






26

• Plan, Do, Check, Adjust to accomplish Goal #7 in this work plan

Board of Health • Approve Plan

• Consider Out-of-State Requests for Approval • Consider any necessary changes to travel and training

policies

CCCHD Staff • Plan, Do, Check, Adjust to develop and implement their Individual Professional Development/Training Plans

• Deliver Teach Forward sessions to co-workers as opportunity allows

• Utilize Division protocol to submit certificates or proof of training form to [email protected]

Administration Division • Maintain Access database for tracking trainings completed

Accreditation Coordinator • Advocate for and monitor the work of the Workforce Development Team, being vigilant to identify areas of synergy or duplication between agency plans, initiatives and workgroups

9.4 Plan Maintenance This plan will be reviewed and updated annually by the Workforce Development Team. Plan, along with all revised plans, will be available on the shared drive, “Common Shared Folders”. 9.5 Board of Health Approval Resolution: R 83-16 A resolution approving the Clark County Combined Health District Workforce

Development Plan as submitted at the June 16, 2016 Board of Health meeting. Furthermore, the Plan will be updated as necessary to remain current and will be available for review at any time by the Board of Health.




27

Appendices to the Workforce Development Plan

• Appendix A: Signatures of Workforce Development Team of Revised Plan • Appendix B: Signatures of the Administrative Team of Revised Plan • Appendix C: Table of Organization • Appendix D: Individual Professional Development Plan /Training & Education Goal

Template • Appendix E: All Staff Training Completed by CCCHD Employees • Appendix F: Mandatory Trainings as part of the Orientation of All New CCCHD

Employees • Appendix G: Mandatory Annual, Semi-Annual, Rotational, or Other Trainings for all

CCCHD Employees • Appendix H: Leadership Training Opportunity for Administrative Team Members • Appendix I: Clark County Combined Health District Training: Required for Public

Health Emergency Preparedness • Appendix J: List of CCCHD Orientation Checklists • Appendix K: Student/Intern Orientation Checklist • Appendix L: Procedure for Maintaining Records of CCCHD Staff Trainings,

Certifications and/or Re-Certifications • Appendix M: Record of Training • Appendix N: Ongoing Verification of Required Licensures and Certifications • Appendix O: Employee Recognition Procedure • Appendix P: Reimbursement for Professional Organization Fees Procedure • Appendix Q: Demonstration of Employee – Board of Health Collaboration • Appendix R: Record of Activity



30

Appendix C



31

Appendix D

Part 3: Individual Professional Development Plan / Training & Education Goal

1 Employee Name

2 Date (Plan Developed)

3 Write a Training or Education Goal that you will complete in the next year:

(Remember to make goal: Specific, Measureable, Achievable, Relevant, Time-bound)

4 State how goal is related to one of the following: the agency Mission and Vision, the Community Health Assessment, the Community Health Improvement Plan, the CCCHD Strategic Plan, the Workforce Development Plan, the Quality Improvement Plan, grant, or other CCCHD plan.

5 Which domain (s) of the Core Competencies for Public Health Professionals is addressed in this

professional development plan?

Link: http://www.phf.org/resourcestools/Pages/Core_Public_Health_Competencies.aspx

6 Progress Update:

Date of Update:

http://www.phf.org/resourcestools/Pages/Core_Public_Health_Competencies.aspx



32

All Staff Training Completed by CCCHD Employees (updated 04/21/2017)

http://www.phf.org/resourcestools/Pages/Core_Public_Health_Competencies.aspx or http://www.cdc.gov/phpr/capabilities/ Training Name Time

Completed or Due

Type of Training

Venues/ Forums for

Training

Tracking Core Competencies for PH Professionals

*** Public Health Preparedness

Capabilities

Core Competency or PHP Area

Cut-Throat Kitchen 2015 Exercise Group project

N/A 2A2, 3A7, 4A7, 7A9-7A11

Policy Development/Program Planning Skills Communication Skills Cultural Competency Skills Financial Planning and Mgmt. Skills

Automated External Defibrillator (AED)

01/06/2015 & 01/09/2015

Presentation with Demo

Cross-Divisional

Workforce Dev. Database

PHP Capability 14 Responder Safety and Health

CLAS Training: Health Inequities 01/06/2015 & 01/09/2015

View Videos about Health

Inequity/Group Discussion

Cross-Divisional


2A1, 2A5, 4A1-4A6 Policy Development/Program Planning Skills; Cultural Competency Skills

Customer Service Exercise 01/06/2015 & 01/09/2015

Exercise Cross-Divisional


5A4-5A6 Community Dimensions of Practice Skills

Public Health Emergency Preparedness

01/06/2015 & 01/09/2015



PHP Capability 2, 3, 6, 8, 11, 13, 14, 15

Multiple: see PHP Capabilities

Workplace Violence 01/06/2015 & 01/09/2015

Presentation Cross-Divisional



Continuous Quality Improvement (CQI)

05/12/2015 PowerPoint Presentation

Cross-Divisional


2A10, 2A11, 2A12 Policy Development/Program Planning Skills

Core Competency Exercise 05/08/2015 & 05/12/2015



Core Competency Domains (8)

Multiple: See all 8 Core Competency Domains

Harassment 05/08/2015 & 05/12/2015

DVD and Discussion

Cross-Divisional Workforce Dev. Database

3A7, 4A1-4A5

Communication Skills Cultural Competency Skills

Quality Improvement Plan 05/08/2015 & 05/12/2015

Presentation Cross-Divisional Workforce Dev. Database

2A9 – 2A12 Policy Development/Program Planning Skills

Safety Data Sheets (PERRP) 05/08/2015 & 05/12/2015



Customer Service in the Field 06/30/2015 Online Skillsoft Skillsoft 3A6 Communication Skills Handling Difficult Conversations Effectively

06/30/2015 Online Skillsoft Skillsoft 3A6, 3A7 Communication Skills

Appendix E

http://www.phf.org/resourcestools/Pages/Core_Public_Health_Competencies.aspx

http://www.cdc.gov/phpr/capabilities/



33

Improving Communication in Cross-Cultural Relationships

06/30/2015 Online Skillsoft Skillsoft 4A1- 4A5 Cultural Competency Skills

Professionalism, Business Etiquette, Personal Accountability

06/30/2015 Online Skillsoft Skillsoft 2A2, 2A11 Policy Development/Program Planning Skills

Desktop (1) Classes of choice 07/31/2015 Online Skillsoft Skillsoft According to content of course:

1A4, 3A3-3A5 Analytical/Assessment Skills Communication Skills

Blame Backfires – Conquer Negative Thinking

12/31/2015 Online Skillsoft Skillsoft 3A7, 8A9 Communication Skills Leadership & Systems Thinking Skills

Building Better Relationships through Understanding

12/31/2015 Online Skillsoft Skillsoft 4A3 – 4A5 Cultural Competency Skills

Desktop (1) Classes of choice 12/31/2015 Online Skillsoft Skillsoft Varied Varied Developing Organizational Agility 12/31/2015 Online Skillsoft Skillsoft Pending Analytical/Assessment Skills

Policy Development/Program Planning Skills Communication Skills Financial Planning and Mgmt. Skills Leadership and Systems Thinking Skills

Improving Your Emotional Intelligence Skills: Self-Awareness and Self-Management

12/31/2015 Online Skillsoft Skillsoft 4A3-4A5 Cultural Competency Skills

Reframing Negative Situations 12/31/2015 Online Skillsoft Skillsoft 3A7, 4A3, 8A9 Communication Skills Cultural Competency Skills Leadership and Systems Thinking Skills

Name Your Team Exercise/ Card Game Team Builder Exercise

02/23/3016 & 02/26/2016

Exercise Cross-Divisional Workforce Dev. Database

Domains 3, 4 Communication Skills Cultural Competency Skills

Community Health Assessment (CHA)/ Community Health Improvement Plan (CHIP)

02/23/2016 & 02/26/2016


Domain 1 Analytical/Assessment Skills

HIPAA- Encryption/ Risk Assessment 02/23/2016 & 02/26/2016

Presentation with Activity


Domain 8 Leadership and Systems Thinking Skills

Core Competencies Wheel of Fortune

02/23/2016 & 02/26/2016



Core Competency Domains (8)

Multiple: See all 8 Core Competency Domains



34

Teach Back 02/23/2016 & 02/26/2016



Domain 3 Communication Skills

Basics of Health Literacy Video June 2016 Video Presentation

Online https://youtu.be/_8w9kdcRgsl


Domain 4 Cultural Competency Skills

Listening Essentials: The Basics of Listening

06/30/2016 Online Skillsoft Skillsoft

Domains 3, 4 Communication Skills Cultural Competency Skills

Customer Service Confrontation 06/30/2016 Online Skillsoft Skillsoft Domains 3, 4 Communication Skills Cultural Competency Skills

Time Management: Planning and Prioritizing Your Time

06/30/2016 Online Skillsoft Skillsoft 8A9 Leadership and Systems Thinking Skills

Effective Team Communication 06/30/2016 Online Skillsoft Skillsoft Domains 3, 4

Communication Skills Cultural Competency Skills

Aligning Employee Goals 11/15/2016 & 11.18/2016


PHAB Domain 9 Performance Management Skills

Reporting Child Neglect/Abuse 11/15/2016 & 11/18/2016


Domains 1, 3, 4 Analytical/Assessment Skills Communication Skills Cultural Competency Skills

CCCHD Bridges Between Divisions 11/15/2016 & 11/18/2016

Presentation with Staff

Participation


Domains 1, 3, 4 Analytical/Assessment Skills Communication Skills Cultural Competency Skills

Continuous Quality Improvement 11/15/2016 & 11/18/2016



Domain 1 PHAB Domain 9

Analytical/Assessment Skills Performance Management Skills

Interpersonal Communication 12/31/2016— All Staff

Online Skillsoft Skillsoft 3A7 Communication Skills

Listening Essentials: Improving Your Listening Skills

12/31/2016— Tier 1 Emp. Only

Online Skillsoft Skillsoft 8A6, 8A9 Leadership and Systems Thinking Skills

Setting and Managing Priorities within the Organization: Motivation

12/21/2016— Tier 2 & 3 Emp. Only

Online Skillsoft Skillsoft Domain 8 Leadership and Systems Thinking Skills

Cross-Divisional Pre-Survey 03/07/2017 & 03/10/2017

Activity Cross-Divisional Workforce Dev. Database

2A9 Policy Development/Program Planning Skills

Public Health Ethics 03/07/2017 & 03/10/2017


8A1 Leadership and Systems Thinking Skills

Safe Food Handling 03/07/2017 & 03/10/2017

Presentation With Activity


6A1 Public Health Sciences

https://youtu.be/_8w9kdcRgsl

https://youtu.be/_8w9kdcRgsl



35

QPR – Question, Persuade, Refer 03/07/2017 & 03/10/2017


3A6, 5A5 Communication Skills Community Dimensions of Practice Skills

Staff Recognition/Certificates 03/07/2017 & 03/10/2017


8B9 Leadership and Systems Thinking Skills

Cross-Divisional Post-Survey 03/07/2017 & 03/10/2017

Activity Cross-Divisional Workforce Dev. Database

2A10 Policy Development/Program Planning Skills

Communication Challenges: Navigating Choppy Waters

06/30/2017 Online Skillsoft Skillsoft Domains 3, 4 Communication Skills Cultural Competency Skills

Preventing Unhealthy Workplace Conflict

06/30/2017 Online Skillsoft Skillsoft 8A9 Leadership and Systems Thinking Skills

Diversity on the Job: The Importance of Diversity and the Changing Workplace

06/30/2017 Online Skillsoft Skillsoft Domain 4 Cultural Competency Skills



36

Mandatory Trainings as part of the Orientation of All New CCCHD Employees (updated 04/21/2017)

Required Training

Who Provides Information on Training?

Time Frame (if specified) from Date

of Hire

Tracking of Completion Method of Training Connections to Other

Documents/ Plans

Core Competencies

for PH Professionals

*** Public Health Preparedness Capabilities

Continuous Quality Improvement (CQI)

• Admin Assistant provides info

6 months & 12 months, Respectively

• Scanned to & Tracked in: [email protected]

• CQI for Public Health: The Fundamentals:

http://www.cphplearn.org/Course.asp?m=f&cr=r&cid=46 • CQI for Public Health:

Tool Time: http://www.cphplearn.org/coursse.asp?m=f&cr=r&pid=10000022&cid=142

CQI Plan 2A10; 2A11; 2A12

Introduction to All Staff Level Infectious Disease Investigation/ Reporting

• Admin Assistant provides postcard prompt

• Postcard directs to Nursing Supervisor

• Nursing Supervisor provides Survey Monkey Link

1 month • Employee prints out sheet at the end of Survey Monkey questions


• Also tracked in Orientation Spreadsheet

• Also tracked by Nursing Supervisor

• Survey Monkey links out to Section 2 of Ohio’s Infectious Disease Control Manual for review and then 6-7 questions re: content

Epidemiology Plan

6A3

Bloodborne Pathogens - Initial



• Nursing Supervisor provides Power Point which contains a Survey Monkey Link

1 month • Employee prints out sheet at the end of Survey Monkey questions



• Also tracked by Nursing Supervisor

• Power Point which contains link to pre-test and post-test

Bloodborne Pathogens Procedure/ Personnel Policy

6A3

Appendix F


http://www.cphplearn.org/Course.asp?m=f&cr=r&cid=46

http://www.cphplearn.org/Course.asp?m=f&cr=r&cid=46

http://www.cphplearn.org/coursse.asp?m=f&cr=r&pid=10000022&cid=142







37

Immunization Record Review



• Nursing Supervisor confers with employee about Immunization history and needs

1 week N/A N/A Mentioned in Personnel Policy

6A3

Cultural and Linguistically Appropriate Services (CLAS)

• Admin Assistant provides crossword puzzle for employee to complete

2 weeks • Employee’s completed crossword puzzle goes to file with Admin Assistant


• Crossword Puzzle CLAS Plan 4A1 – 4A7

HIPAA- First Day • Admin Assistant completes introduction on first day of employment

1 day • Completed signature sheet to file with Admin Assistant

• Signature sheet • Verbal Instruction

HIPAA Policy 6A7

HIPAA- Second Stage

• Admin Assistant directs to HIPAA Officer for DVD, Post-Test and Annual signature sheet

1 month • Scanned to & Tracked in: [email protected]

• DVD • Post-Test • Signature Sheet • PPT handouts while

viewing DVD

HIPAA Policy 6A7

Public Health 101

• Admin Assistant gives employee procedure

1 month • Scanned to & Tracked in: [email protected]


• Procedure directing to OSU’s Center for Public Health Practice

• Online course with completion certificate

CCCHD Procedure

6A1- 6A9

Safety Data Sheets – First Day

• Admin Assistant completes introduction on first day of employment

1 day N/A • Verbal Instruction N/A 6A3

Safety Data Sheets/HazCom

Pending Pending Pending Pending Pending 6A3

Public Health Ethics

• Admin Assistant provides info 1 week • Scanned to & Tracked in: [email protected]

• Choose 1 Topic at https://nciph.sph.unc.edu/tws/training_list/?mode=view_series&subcat_id=521&subcat_title=Public+Health+Ethics

Personnel Policy

8A1





https://nciph.sph.unc.edu/tws/training_list/?mode=view_series&subcat_id=521&subcat_title=Public+Health+Ethics







38

FEMA Independent Study Courses 100, 200, 700, 800

• Admin Assistant provides instruction on obtaining courses

6 months • Completion Certificates to file with Admin Assistant

• Tracked in ICS Spreadsheet

• FEMA online courses produce completion certificate

Public Health Emergency Preparedness Multi-Year Training Plan

6A3

Orientation to CCCHD Divisions

• Admin Assistant provides info • Video at: Common Shared Folders/CCCHD Overview Videos

5A1 – 5A96A3

Accreditation • Admin Assistant provides info 2 weeks • Tracked in Orientation Spreadsheet

• View “Embracing Quality in Public Health: PHAB Fundamentals for Public Health Practitioners at https://youtu.be/L2tVRbav2Po

https://youtu.be/L2tVRbav2Po

https://youtu.be/L2tVRbav2Po



39

Mandatory Annual, Semi-Annual, Rotational, or Other Trainings for All CCCHD Employees (updated 04/21/2017)

Training Name What prompts the training at CCCHD? Connections to Other Documents/Plans

Venues/Forums for Training Tracking Core Competencies



Continuous Quality Improvement (CQI)— Per Plan

• CQI Team • As per CQI Plan • Cross-Divisional • Workforce Dev. Database 2A10; 2A11; 2A12

Bloodborne Pathogens— Annual

• Infectious Disease Staff within Nursing Division

• Public Employees/OSHA

• Bloodborne Procedure

• Power Point • Workforce Dev. Signature Sheet (Pre-Test/Post-Test)

• Workforce Dev. Database

6A3

Cultural and Linguistically Appropriate Services (CLAS—Annual

• Coordinator • CLAS plan • Cross-Divisional • Online Skillsoft

• Workforce Dev. Database • Skillsoft Results

4A1 – 4A7

HIPAA— Annual

• Coordinator • HIPAA Policy • Cross-Divisional, or • Online

• Signature Sheet • Workforce Dev. Database

6A7

Cross-Divisional— Semi-Annual

• Administrative Team and Workforce Development Team

• Personnel Policy • In-House Training • Workforce Dev. Database Multi

Customer Service— Semi-Annual

• Administrative Assistant and Coordinator

• Strategic Plan • Cross-Divisional • Online Skillsoft

• Workforce Dev. Database • Skillsoft Results

Domain 3

Soft Skills— Semi-Annual

• Administrative Assistant and Workforce Development Team

• Personnel Policy • Online Skillsoft • Skillsoft Results Multi

Social Services 101— Rotational (All Staff thru every 5 Yrs.)

• Administrative Assistant and Coordinator

• Division Directors

• Strategic Plan 2013-2014

• Off-Site Training Session with Community Partners

• Workforce Dev. Database 5A1-5A10

Public Health Ethics— Every 2 Years

• Workforce Development Team • Personnel Policy • https://nciph.sph.unc.edu/tws/training_list/?mode=view_series&subcat_id=521&subcat_title=Public+Health+Ethics

• Workforce Dev. Database Domain 8

Appendix G







40

Leadership Training Opportunity for Administrative Team Members (updated 04/21/2017)

Training Name What prompts the training at CCCHD? Connections to Other Documents/Plans

Venues/Forums for Training Tracking Core Competencies



Clark County Leadership Academy

Health Commissioner invitation N/A Clark County: various locations Workforce Dev. Database Domain 8

Leadership Moment

N/A N/A Monthly Administrative Team Meeting

Minutes of Administrative Team Meeting

Domain 8

Appendix H



41

Appendix I



42

Appendix J Clark County Combined Health District Orientation Checklists Include: Checklist Notes Orientation Checklist- All New Employees Maintained by

Administrative Assistant to the Health Commissioner Orientation Checklist- Nursing/ Health Services Division

Maintained by Division Director

Orientation Checklist- Environmental Health Division


Orientation Checklist – Early Childhood Division


Orientation Checklist – WIC


Orientation Checklist for Students/Interns

Maintained by Nursing Supervisor/Workforce Dev. Team Attached as Appendix K



43

Appendix K

Clark County Combined Health District

Student/Intern Orientation Checklist

Orientation list for Students/Interns Completed

1 Greet student/intern 2 Sign in and list respective division 3 Line of authority (chain of command) 4 Location of work area 5 Location of supplies, other equipment 6 Location of restrooms, lunch room, etc. 7 CCCHD Organizational table 8 Review of CCCHD brochure and other services 9 Proper attire - must wear school ID or CCCHD "Volunteer" ID

10 Parking 11 HIPAA training - see attachment 12 Introduction to staff 13 CCCHD Overview Videos - Located on shared drive (as time allows) 14 Safety Overview - Accident prevention, reporting, fire, tornado - see attachment 15 Who to call in case of illness, tardiness, etc., if scheduled multiple days 16 Places to eat, information about the area 17 Who in the respective division performs which tasks (include secretarial) 18 Review of expectations on the part of the student/intern, the school and CCCHD 19 Discussion of projects if applicable 20 Sign out 21 22 23 24

Student Name ______________________________________

Supervisor Name _________________________________ Date _________________



44

Appendix L

Clark County Combined Health District (CCCHD)

529 East Home Road Divisions: All Divisions of CCCHD Procedure for Maintaining Records of CCCHD Staff Trainings, Certifications and/or Re-Certifications

Purpose: To ensure that required trainings, certifications and/or re-certifications by all CCCHD Staff are recorded and properly stored for verification purposes.

Scope: This procedure applies to all employees of CCCHD. Responsibility: All employees of CCCHD.

References/Related: CCCHD Workforce Development Plan. Board Resolution: N/A

BOH Approval Date: N/A Procedure:

1) An Access Database has been created to log all records of training, certifications and/or re-certifications by CCCHD Staff. 2) Each CCCHD staff member in the Early Childhood, Environmental, Nursing and WIC Divisions shall provide to their

assigned Division clerical staff representative (Mary Kopp-Early Childhood; Charlene Culp-Environmental; Jan Walker-Nursing; and, Rhonda Goodpaster-WIC) copies of any and all certificates, Record of Training forms, and/or other documentation pertaining to trainings attended, required certifications and/or re-certifications. The assigned Division clerical staff representatives will then submit all certificates, Record of Training forms, and/or other documentation, either by scanning from their Division copier directly to the “Workforce Dev” mailbox, or by emailing the scanned documents to [email protected]. Each CCCHD staff member in the Administration Division shall be responsible for submitting their own documentation, either by scanning from their Division copier directly to the “Workforce Dev” mailbox, or by emailing the scanned documents to [email protected].

3) An Administration clerical staff member, designated by the Core Management Team to maintain the database and storage file(s), shall have access to the database, along with the assigned Division clerical staff representatives noted above, for purposes of logging each record of training and storing all documentation in designated file(s). Proper training of the database and storage of documentation shall be provided to the Division clerical staff representatives by the designated Administration clerical staff member.

4) The designated Administration clerical staff member, as well as the Division clerical staff representatives, shall be responsible for generating reports of training, certifications and/or re-certifications, as needed.

Procedure Approval and Maintenance: This Procedure shall be approved by the CCCHD Core Management Team and shall be reviewed annually by the Workforce Development Team for any revisions, etc.

Date Description of Review or Change Section or Pages Affected

Reviewed or

Changed by

08/10/2016 Created All C. Culp

08/10/2016 Email to Workforce Development Team for Review All C. Culp

08/16/2016 Approved by Workforce Development Team to forward to Core Management Team All C. Culp

08/17/2016 Forwarded to Ms. Thornburg to present to Core Management Team at 09/02/16 Meeting All C. Culp

09/02/2016 Reviewed by Core Management Team with Revision Recommendations All C. Culp

09/06/2016 Revisions made per recommendations of Core Management Team All C. Culp

04/21/2017 Procedure revisions made All C. Culp





45

Appendix M

Record of Training Clark County Combined Health District * 529 E. Home Road, Springfield, OH 45503

Directions for Use: This record is intended to document the participation of a CCCHD employee in a training that does not produce a certificate of attendance or continuing education. If participation in training includes the receipt of a certificate, employee should submit that certificate to [email protected] and this record is not needed. Employee Name

Training Attended

Date of Training

Approximate Length of Training

_____1) Did the training address any of these areas or competencies? Check all that apply. Core Competencies for Public Health Professionals: Additional: ___ Analytical/Assessment Skills ____ Community Dimensions of Practice Skills ____ Information Technology ___ Policy Development/Program Planning Skills ____ Public Health Sciences Skills ____ Workplace Safety ___ Communication Skills ____ Financial Planning and Management Skills ___ Cultural Competency Skills ____ Leadership and Systems Thinking Skills Other:

____2) If there is an agenda or short description of the training content please include with this form. If not, describe:

____ 3) Teach-Forward: Do you plan to take the knowledge/information gained and formally share it with CCCHD colleagues in an education session or meeting? If yes, provide date: ________________ . ____4) Submit this Record of Training to the Workforce Development Tracking by one of the following methods:

a. If you are from the following divisions, your division has a training collection person. Submit the record to this person: • Early Childhood: Mary Kopp • Environmental: Charlene Culp • Nursing and Health Services: Jan Walker • WIC: Rhonda Goodpaster

b. If you are from Administration, scan from copier to the mailbox, “Workforce Dev” or email to [email protected]

Brief Description (1-2 Sentences):

Competencies/Capabilities:





46

Appendix N


529 East Home Road Divisions: All CCCHD Divisions Ongoing Verification of Required Licensures and Certifications

Purpose: The agency must ensure a competent and qualified workforce through the ongoing verification of staff competencies, licensures, and certifications.

Scope: Licensures and certifications required for CCCHD positions Responsibility: • CCCHD Staff are responsible to maintain their certification and licensure, including

necessary Continuing Education requirements. • CCCHD Division Directors are responsible to assure verification of certifications and

licensures for employees within their divisions. References/Related: Public Heath Accreditation Board (PHAB) Standard/Measure 8.2.2A-5.1

CCCHD Personnel Policy Attachment A to this procedure

Procedure: 1) See hiring procedure for initial verification of certification, licensures or other competencies required for the position.

2) Each employee is required to maintain their licensure or certification with the appropriate board of registration or oversight.

a. Each employee is required to obtain, track and report Continuing Education as required by their licensure and

certification.

3) Division Director or his/her designee will verify licensures and certifications no less than once a year.

a. Verification must include tracking of this information: i. employee name,

ii. certification or licensure name, iii. agency or board with oversight for the certification or licensure, iv. dates of current licensure or certification

b. In addition to the 4 information points above, divisions are strongly encouraged to maintain historical records

reflecting licensure and certificate verification for previous periods. These records may be requested during an external audit.

c. Attachment A to this procedure is recommended as a tracking tool. Attachment A is also found in Common Shared Folders/ _CCCHD Dept Wide P&P / Workforce Dev folder.

4) Tracking must be kept up to date and available for review upon request. Procedure Approval and Maintenance: This procedure will be maintained by the Workforce Development Team and will be reviewed annually along with review of the Workforce Development Plan.


Reviewed or

Changed by

02/22/2017 Created All C. Conover

05/15/2017 Removed the specific time of year or verification Section #3 C. Conover



47

Name of Employee Licensure ID or # Agency or Board Responsible Date Span of Current Licensure

Attachment A

Division

Date Updated



48

Appendix O


529 East Home Road Divisions: All Divisions of CCCHD Employee Recognition Procedure

Purpose: To recognize employees, on an ongoing basis, for their outstanding accomplishments.

Scope: All eligible employees of CCCHD

Effective Date: January 1, 2017 The Employee Recognition Program allows recognition of employees, on an ongoing basis, for their outstanding achievements. This program has five (5) goals:

1. To recognize outstanding employees. 2. To communicate their accomplishments. 3. To promote continued excellence. 4. To foster healthy competition. 5. To retain top employees.

Things to Consider

• Eligibility. All employees are eligible for any award. • Factors. Contributing factors may be subjective and/or objective. • Frequency. Refer to each award description. • Nominations. Managers, other staff members, the employee, community partners, clients/customers. • Decision makers. Core Management • Goal. To improve morale, improve employee retention, and to promote employee workplace satisfaction.

Levels of Recognition

Accomplishments come in all sizes; some are on a larger scale or have a broader impact than others, but every accomplishment is important. For this reason, our program is multi-tiered, allowing recognition for various types of accomplishments. The levels of recognition are for significant individual and team accomplishments in the course of normal work; value-added performance that contributes to success at the project or assignment level; outstanding contributions to the company's overall visibility; and reputation recognition of those top individuals in the entire company on an annual basis.

The Clark County Combined Health District has four (4) distinct recognition awards:

Job Well Done Award

This is designed to provide recognition for employees who have completed SMART evaluation goals in the course of their day-to-day duties. This award encourages continuation of superior effort. Nominations are evaluated on the demonstration of the following traits:

• Willingness to complete their SMART goal(s) on schedule. • Persistence in problem identification and solving or policy/procedure development.

Recipients will receive a Certificate of Achievement for Exceeding Expectations from the Health Commissioner, their Director or their Supervisor at a prescribed division meeting.



49

Outstanding Performance Award

This award is designed to recognize employees whose value-added performance has contributed significantly to the success of an assignment or project as a whole rather than being limited to their specific area of responsibility. Evaluation is based upon demonstration of the following traits in the work environment:

• Initiative • Great customer service • Facilitates positive peer relationships • Teamwork • Interpersonal and communication skills • Promotes a healthy work environment

Recipients will be presented their Outstanding Performance Award certificate by the Health Commissioner, their Director, or their Supervisor at the next group function, at a pre-determined group event, or at the earliest “in-person” opportunity. Public Health Excellence Award This award is designed to recognize individuals who display the highest level of ability, professionalism, and contribution on a consistent, ongoing basis. The recipients of this award are those individuals who go beyond individual accomplishment and demonstrate an awareness and understanding of the public health environment in which we operate. Recipients of this award contribute significantly to the growth and success of the health district at high level. Each nominee will be evaluated on demonstrated self-motivation, creativity, leadership, and professionalism.

Recipients will be presented a Public Health Excellence Award by the Health Commissioner at the annual Christmas Luncheon.

Years of Service Award This recognition is given annually to employees who have worked continually for the health district in increments of 5, 10, 15, 20, and 25 years. Recipients will be presented their Years of Service Award by the Health Commissioner at the annual Christmas Luncheon. A list of all employees receiving Awards for a specific year will be presented to the Board of Health at their January meeting and be displayed on the company bulletin board in each building.

Eligibility for Award All employees are eligible for all levels of awards. Employees can be nominated for recognition by customers/clients, management or any employee, or by themselves. Employees wishing to recognize a co-worker or themselves, should submit an Employee Recognition Form to the Administrative Assistant to the Health Commissioner. Make sure that a complete description of the nominee's achievement is included and that the form is signed. Nominations received without a signature and a complete description will not be accepted.

Customers/clients often point out accomplishments by employees to supervisors during reviews or casual conversations. In some cases, customers call or send letters to the office praising our employees. In these cases, the supervisor should submit a Nomination for Recognition Form noting that the nomination originated with the customer/client.



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Determination of Award All awards will be reviewed by the core management team, according to the guidelines in the award descriptions above. Decisions are based on the compatibility of the achievement, as described on the nomination form, with the award profiles. Additional information may be requested from the nominator or others familiar with the nominee's work. Recipients of any award will be announced to all staff via use of the email system by the Health Commissioner or his designee.

*End*


Reviewed or

Changed by

10/3/16 Created All J Thornburg

1/6/17 Review for Approval (approved effective 1/1/17) All Core Team

2/22/17 To Staff All n/a

4/19/17 Added staff notified when an award is given Page 3 Core Team/ J Thornburg



51

Nomination Form for Employee Recognition Awards Nominee: _____________________________________________________________________

Name (please print name) Customer Initiated: Yes ____ No ____ Summary of Achievements: _______________________________________________________________________________ _______________________________________________________________________________ _______________________________________________________________________________ _______________________________________________________________________________ _______________________________________________________________________________ Nominated by: _______________________________________________________________________________ Name (please print) Date

_______________________________________________________________________________ Approved by (please print) Date Please submit this form to the Administrative Assistant to the Health Commissioner for consideration by the Core Management Team. All nominations shall be signed. Thank you.



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Appendix P


529 East Home Road Divisions: All Divisions of CCCHD Reimbursement for Professional Organization Fees Procedure

Purpose: To encourage employees to participate in a career appropriate professional organization.

Scope: All eligible employees of CCCHD Effective Date: May 10, 2017

Things to Consider: Employees of CCCHD are skilled and trained in many areas: nursing, environmental health sciences, social work, IT, secretarial, and general public health. Management of CCCHD encourages their employees to join career-appropriate professional organizations as one avenue to remain current in their field. These professional organizations provide mentoring, professional development, and networking opportunities, as well as information regarding industry standards, codes of ethics, updates on pertinent policies, and civic leadership. All staff is eligible to be reimbursed for up to $75.00 per year to join the career-appropriate professional organization of their choice.

1. The employee completes and submits all paperwork to join a career-appropriate organization, such as the Ohio Environmental Health Association or the Ohio Public Health Association, and pays the enrollment fee.

2. The employee completes the attached form and submits it to their supervisor/director for approval. Proof of

payment of the professional organization fees must be attached to the form.

3. The form shall be signed by the supervisor/director and forwarded to the Finance Department.

4. The employee will be notified once final approval is made and a request for a check to be issued will be sent to the Auditor’s office.

*End*


Reviewed or

Changed by

03/2717 Created All J Thornburg

051017 Updated/Approved All Core Team/ JT



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Appendix Q


529 East Home Road Divisions: All Divisions Demonstration of Employee – Board of Health Collaboration

Purpose: Provides opportunity to demonstrate the roles of Employees and Board of Health Scope: CCCHD Board of Health meetings

Responsibility: All Employees References/Related: N/A The Board of Health members and the CCCHD Employees have vital roles in the implementation of public health work. Collaboration between these roles will be synergistic and will produce greater outcomes. This document describes expectations which will create opportunity for this collaboration.

1) All CCCHD employees are invited to attend the public Clark County Board of Health (BOH) meetings which are held every month. The date, time and location are typically: The third (3rd) Thursday of each month at 6:00 PM in the Main Conference Room of the Clark County Combined Health District, 529 East Home Road, Springfield.

2) Upon hire, each full time or part-time permanent employee will be introduced to the BOH at the next BOH meeting that does not conflict with the new employee’s pre-existing commitments. The employee is invited to stay for the entire meeting. The employee will be considered on paid time/paid status for any time spent at this initial introductory meeting.

3) Any full time or permanent part-time employee is invited to attend one BOH meeting per calendar year while on paid time. While employees are welcome to attend and participate in any and all of the meetings of the Board of Health, including the special planning sessions, only one meeting per year per employee will be on paid time.

4) The BOH Agenda will be made available to the CCCHD employees the Wednesday before the board meeting. The Administrative Assistant may email the Agenda to the staff as a means to communicate the agenda items.

Procedure Approval and Maintenance: This procedure will be reviewed annually and revised as needed by the CCCHD Workforce Development Team. The procedure is currently stored on the shared folder: \\FS1\Common Shared Folders\_CCCHD Dept Wide P&P.


Reviewed or

Changed by

11/07/2016 Draft All

05/15/2017 Integrated into the Workforce dev. plan

All C. Culp



54

Appendix R Record of Activity

Date Description of Change or Activity Pages Affected

Reviewed or Changed by

06/14/2016 Draft Plan presented to Administrative Team; subsequent revisions made

All C. Conover

06/15/2016 Grammar/Punctuation corrections Throughout C. Conover 06/16/2016 Draft Plan presented to Board of Health for review and

approval; R 83-16 passed approving Plan All CCCHD Board of Health

06/20/2016 Final Grammar/Punctuation corrections; removed “Draft” from Header

Throughout C. Culp

06/20-06/22/16

Obtained Signatures of Workforce Development Team Members and Administrative Team Members

Page 28 & Page 29

C. Culp

06/22/2016 Approved Plan placed on Common Shared Folders All C. Culp 02/01/2017 Annual review for revisions/updates All Workforce Development Team 04/21/2017 Revisions/updates made per review All C. Culp 05/12/2017 Draft of revised Plan reviewed; additional

revisions/updates made All C. Conover, C. Culp, J.

Thornburg, C. Williams 05/17/2017 Final revisions/updates made; presented at Workforce

Development Team meeting for approval All C. Culp/

Workforce Development Team 05/17/2017 Obtained Signatures of Workforce Development Team

Members Page 28 & Page 29

C. Culp