Three Standards Most in Need of Improvement - Local Public Health Assessment and Planning - Minnesota Dept. of Health

2010-2014: Three Standards
Most in Need of Improvement

While developed for the purpose of accreditation, the national public health standards developed by the Public Health Accreditation Board (version 1.5) allow local, state, and tribal health departments to assess themselves consistently, and identify strengths and areas for improvement.

In Spring 2015, Minnesota's 48 community health boards (CHBs) reported three standards most in need of improvement, taken from the national public health standards (version 1.5).

The three standards identified by Minnesota's CHBs can be used locally to inform quality improvement plans and strategic plans. At the state level, the standards are used to inform opportunities for improvement, as well as training and technical assistance needs.

At a Glance (PDF)

Minnesota's Public Health Standards Most in Need of Improvement

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Download: Summary: Minnesota's Public Health Standards Most in Need of Improvement (PDF)

Statewide Priorities

Public health standards most frequently identified as needing improvement by Minnesota's 48 CHBs.

CHBs
(n=48)
No. Standard
48% 9.1 Use a performance management system to monitor achievement of organizational objectives.
38% 8.2 Ensure a competent workforce through the assessment of staff competencies, the provision of individual training and professional development, and the provision of a supportive work environment.
29% 9.2 Develop and implement quality improvement processes integrated into organizational practice, programs, processes, and interventions.
27% 5.3 Develop and implement a health department organizational strategic plan.
21% 11.1 Develop and maintain an operational infrastructure to support the performance of public health functions.

Regional Priorities

Public health standards most frequently identified as needing improvement in each region.

Northwest (n=3)
(tied) In no particular order:
8.2 Ensure a competent workforce through the assessment of staff competencies, the provision of individual training and professional development, and the provision of a supportive work environment.
9.1 Use a performance management system to monitor achievement of organizational objectives.
11.2 Establish effective financial management system.
West Central (n=2)
(tied) In no particular order:
8.2 Ensure a competent workforce through the assessment of staff competencies, the provision of individual training and professional development, and the provision of a supportive work environment.
9.1 Use a performance management system to monitor achievement of organizational objectives.
Southwest (n=5)
9.1 Use a performance management system to monitor achievement of organizational objectives.
South Central (n=6)
(tied) In no particular order:
7.2 Identify and implement strategies to improve access to health care services.
9.1 Use a performance management system to monitor achievement of organizational objectives.
9.2 Develop and implement quality improvement processes integrated into organizational practice, programs, processes, and interventions.
Northeast (n=2)
1.1 Participate in or lead a collaborative process resulting in a comprehensive community health assessment.
Central (n=10)
(tied) In no particular order:
8.2 Ensure a competent workforce through the assessment of staff competencies, the provision of individual training and professional development, and the provision of a supportive work environment.
9.1 Use a performance management system to monitor achievement of organizational objectives.
9.2 Develop and implement quality improvement processes integrated into organizational practice, programs, processes, and interventions.
Metro (n=11)
5.3 Develop and implement a health department organizational strategic plan.
Southeast (n=9)
9.1 Use a performance management system to monitor achievement of organizational objectives.

See Also

Organizational Self-Assessment: Overview, How To, and More