Objective | Strategy | Status |
|---|---|---|
| Transform systems, structures, and policies that create health inequities and structural racism. | Develop a racial health equity workplan to highlight the root causes of unequal health outcomes and promote the value of racial equity. |
|
| Collaborate with partners to identify and address racially unfair conditions. |
| |
| Guide Departmental operations to proactively consider race and health impacts across policies, programs and services. |
| |
| Collaborate with partners to strengthen community engagement practices that promote racial equity, justice, and fairness in mutually beneficial ways. | With community partners, codevelop guiding principles that prepare Public Health employees to conduct meaningful community engagement. |
|
| Expand the number of Department programs that implement community engagement guiding principles. |
| |
| Uplift community voices in all decision-making that directly impacts them. |
| |
| Enhance Departmental capacity and practice to advance racial and health equity. | Improve data quality, collection, analysis, publication, and communication to inform Department priorities on health equity. |
|
| Organize Department operations to address race and health impacts across policies, programs, and services. |
| |
| Build capacity among Department staff to apply racial and health equity principles into their work. |
| |
| Embed cultural humility principles and healing-centered practices into our work. |
|
Objective | Strategy | Status |
|---|---|---|
| Develop and implement a public policy agenda that prioritizes policies at the local, state, and federal levels that positively impact health, protect the environment, and promote racial and health equity. | Identify policy priority areas and the role of the Department in advancing each area. |
|
| Develop and execute an operational plan with internal and external partners to implement the policy agenda. |
| |
| Monitor, guide, and respond to local, state, and federal policy to advance public and environmental health priorities. | Develop a coordinated tracking system to monitor and/or respond to local, state, and federal policy, including associated criteria and timelines. |
|
| Determine specific roles in advancing key laws, rules, budgets, and regulations in line with policy priorities with internal and external partners. |
| |
| Align and coordinate strategies for advancing laws, rules, budgets, and regulations with other jurisdictions, advocacy groups, and organizations with similar goals. |
| |
| Develop Departmental infrastructure for coordination and communication of policy efforts. | Clearly communicate policy priorities, emerging issues, and opportunities for learning and engagement to the workforce. |
|
| Institute a Departmental working group to prioritize and coordinate policy efforts and build Department infrastructure. |
| |
| Develop skills, knowledge, and willingness across the Department to actively engage in activities to support the policy agenda and priorities. |
| |
| Expand capacity for policy promotion through recruitment of personnel, funding, partnership development, and allocation of existing resources. |
|
Objective | Strategy | Status |
|---|---|---|
| Build cross-sector partnerships to improve health outcomes. | Build Departmental infrastructure to facilitate and coordinate meaningful community engagement. |
|
| Strengthen existing and new partnerships to leverage resources, decision making, and expertise that advance public health priorities. |
| |
| Establish new partnerships for robust and meaningful engagement to advance Public Health priorities. |
| |
| Improve strategic collaboration between Public Health and health care delivery systems to advance racial and health equity | Build, improve, and expand the coordination of County of Santa Clara Health System and Public Health services and resources. |
|
| Build and strengthen partnerships with County agencies for robust cross-system engagement. |
|
Objectives | Strategy | Status |
|---|---|---|
| Enhance the breadth, timeliness, accuracy, accessibility, and transparency of data to better understand current health status and shape County public health strategy and policy. | Improve data collection and management; increase capacity for systems integration, data quality, data privacy and security; and expand reporting capabilities. |
|
| Enable electronic data exchange with other County departments and between regional and state agencies to improve population and environmental health. |
| |
| Develop staff capacity to use data to make decisions, enhance performance and quality, communicate progress, improve population health, and achieve racial health equity. | Assess staff competencies around using technology and data for decision-making; improving data performance and quality; and communicating progress. |
|
| Ensure that staff have the training, tools, and technology needed to use data to make decisions, improve data performance and quality, and communicate progress. |
| |
| Align job specifications, recruitment, and hiring processes with the skills necessary to access, use, and analyze data for program planning and performance management. |
| |
| Improve financial tracking to advance fiscal efficiency and accountability for allocation of public funds. |
| |
| Increase the use of public health and environmental health recommendations by external county partners and policymakers. | Identify strategic partners and key audiences and assess how they will use public and environmental health data and recommendations. |
|
| Analyze data to assess the health status of those who live and work in the county to provide recommendations for lowering disease rates and reducing health inequities. |
|
Objective | Strategy | Status |
|---|---|---|
| Using an equity lens, recruit well-qualified candidates to ensure the Public Health Department workforce includes and reflects the diverse communities the County serves. | Apply an equity lens to assess the effectiveness of Department hiring processes and implement improvements to achieve hiring goals. |
|
| Collaborate with traditional and non-traditional partners to strengthen and diversify the Public Health pipeline, including ensuring students from communities most impacted by structural inequities are equitably recruited and considered. |
| |
| Strengthen partnership with the County’s Employee Services Agency to enhance recruitment outcomes, hiring, and referral processes. |
| |
| Establish a comprehensive media recruitment strategy to attract a diverse pool of candidates, including ensuring candidates from communities most impacted by structural inequities are equitably recruited and considered. |
| |
| Retain and develop staff by providing tools and opportunities to grow and advance personally and professionally. | Conduct a retention analysis to identify opportunities and systems improvement. |
|
| Communicate Departmental guidelines, tools, and staff support for equitable promotional opportunities. |
| |
| Update and expand onboarding and employee orientation procedures. |
| |
| Adopt practices that support work/ life balance for all employees. |
| |
| Create a development and support system for leaders and managers that promotes inspirational and compassionate leadership, staff engagement, and capacity for change. |
| |
| Develop a comprehensive system of professional development for staff that will promote continuous learning through trainings, leadership, and promotional opportunities. |
| |
| Transform the work environment to enhance equitable opportunities for staff satisfaction, engagement, and wellness practices. | Create equitable opportunities where staff are acknowledged, empowered, and engaged. |
|
| Prioritize equity by ensuring psychological and other forms of safety, wellness, and well-being are achieved in the workplace. |
|