Strategic Plan 2024 - 2027
Canton City Public HealthStrategic Plan 2024 to 2027APPROVED BY THE BOARD OF HEALTH ON NOVEMBER 27, 2023 |
Planning Process
This departmental strategic plan covers the period January 1, 2024 to December 31, 2027.
This plan is intended to guide our programs and to align with the state and community health improvement plans. The operating divisions will use this strategic plan as they develop their own work plans. This plan is intended to meet the Public Health Accreditation Board Standards and Measures.
This plan was developed in a series of meetings with the Strategic Planning Committee of Canton City Public Health. Department staff, partners, stakeholders and the community were consulted during the process. Meeting minutes, additional planning information and notes are documented.
Progress will be reviewed quarterly by presentation to the Board of Health. During these reviews, goals and objectives may be changed depending on the needs of the department. Contact James M. Adams, RS, MPH, Health Commissioner at (330) 489-3231 for questions about this plan.
Mission, Vision and Values
The mission statement was based on input from our planning committee consisting of community members, stakeholders, partners and staff, as well as review with the Board of Health. The vision statement identifies the department’s role in advancing the community’s health to an ideal future state. It reflects the department’s goal of ensuring a future of improved and equitable health outcomes for everyone. The committee identified these values to help guide the department’s work in the community.
Mission |
Canton City Public Health is committed to preventing disease and promoting and protecting the health and well-being of the Canton community, and beyond, in all our services. |
Vision |
Canton City Public Health will be the agent of change to promote policy to ensure that all residents can actualize their greatest health potential, by addressing physical, mental, and environmental health. |
Values |
|
Risk Analysis
A Strengths, Weakness, Opportunities, and Threats (SWOT) analysis was completed by the planning committee on May 1, 2023. The results of that analysis are listed below.
Strengths
|
Weaknesses
|
Opportunities
|
Threats
|
Equity and Inclusion
Our approach to defining strategic priorities was an inclusive and equity-driven process, informed by data, community input, collaboration, and a commitment to measurable outcomes. We believe that this approach will enable us to address the health needs of our community comprehensively and with fairness, making tangible improvements in the lives of all our residents.
Strategic Priorities
Using information from 1) the State of Ohio Health Improvement Plan, the 2) Stark County Community Health Needs Assessment, the 3) Stark County Community Health Improvement Plan, as well as input from our community, partners and staff, the following strategic priorities were identified. Within each strategic priority, several goals and objectives were developed. Every attempt was to make the objectives specific, measurable, achievable, relevant, and time based. Where possible, benchmarks for performance were identified as well as performance measurement recommendations.
A detailed plan is included as Appendix A. The appendix further identifies specific actions (steps) and responsibilities for the implementation of this strategic plan.
Priorities and goals were selected for this plan based on survey responses from committee members, stakeholders, partners and the community.
Access to Care |
All people have access to the care they need – Affordable, Available, Accessible, Accommodating and Acceptable. |
Addiction and Recovery |
Prevent and reduce the harms to our community caused by substance use disorder. |
Food Security |
All people have access to consistent, healthy food options without the fear of hunger. |
Neighborhood and Built Environment |
All residents live in clean, safe and affordable neighborhoods. |
The strategic plan will be used to guide specific division work plans. Work plans will incorporate the specific objectives and goals as delineated in the Performance Management System (see Appendix A). Copies of the strategic plan will be posted on the department website and made available for staff, Board of Health members, and the public as requested.
The objectives and goals in this strategic plan will be incorporated into the department’s performance management system. The performance management system is described in policy 800-999. See that document for further information on tracking, reporting, and updating of the strategic plan and associated action plan.
Appendix A – Action Plan
The most recent draft action plan follows.
Appendix B – Strategic Planning Workgroup Members and Meeting Schedule
The following is a list of the Strategic Planning Workgroup Members.
|
|
The workgroup conducted meetings on 2/6/2023, 2/21/2023, 3/6/2023, 3/20/2023, 4/3/2023, 4/17/2023, 5/1/2023, 5/15/2023, 6/26/2023, 7/24/2023, 8/7/2023, 8/21/2023, 9/5/2023 and 9/18/2023. The meeting notes as well as additional planning background information are documented in the project folder.
Why Is This Important?
The United States Department of Health and Human Services, Office of Disease Prevention and Health Promotion's Healthy People 2030 initiative says that many people face barriers that prevent or limit access to needed health care services, which may increase the risk of poor health outcomes and health disparities. It also states that expanding access to health services is an important step toward reducing health disparities. Affordable health insurance is part of the solution, but factors like economic, social, cultural, and geographic barriers to health care must also be considered as must new strategies to increase the efficiency of health care delivery.(link)
Why Is This Important?
According to the United States Department of Agriculture, 870 million people around the world do not have access to a sufficient supply of nutritious and safe food. Establishing global food security is important not only to hundreds of millions of hungry people, but also to the sustainable economic growth of these nations and the long-term economic prosperity of the United States.(link)
Food insecurity and the lack of access to affordable nutritious food are associated with increased risk for multiple chronic health conditions such as diabetes, obesity, heart disease, mental health disorders and other chronic diseases.(link)
Why Is This Important?
According to the United States Department of Health of Human Services, direct consequences of substance misuse and substance use disorders include motor vehicle crashes, injuries, social and legal problems, impaired health, overdose, deaths, and babies born with neonatal abstinence syndrome or fetal alcohol spectrum disorders. Long-term consequences of alcohol and drug misuse and substance use disorders include higher health care costs, the spread of infectious disease, drug-related crime, interpersonal violence, unintended pregnancy, and stress within families.(link)
Why Is This Important?
According to the Minnesota Department of Health, features of neighborhoods have been linked to life expectancy and early death, overall health status, experience of violence, mental health, disability, birth outcomes, chronic diseases, health behaviors, injuries, and other important health indicators. A neighborhood’s built environment can have significant, measurable effects on both physical and mental health outcomes among vulnerable and disadvantaged communities. Children, particularly girls in low income households, raised in unsafe neighborhoods are at a higher risk for numerous negative outcomes such as teen pregnancy, sexual assault, poor mental health, and fewer educational opportunities.(link)
What We Do
Who We Serve
How We Impact
What We Do
Who We Serve
How We Impact
What We Do
Who We Serve
How We Impact
Clear Impact Suite is an easy-to-use, web-based software platform that helps your staff collaborate with external stakeholders and community partners by utilizing the combination of data collection, performance reporting, and program planning.