Post on 03-Jun-2020
2016-2019
Robeson County Health Department Strategic Plan
Strategic Planning Team
Jason Allison
Animal Shelter Manager
Sharon Branch
Program Support Supervisor
Barbie Britt
Women’s Health Manager
Heidi Bruce
Billing Manager
Traci Bruce
Finance Director
Cindy Council
Environmental Health Director
Amanda Cummings
Licensed Clinical Social Worker
Darlene Gold
Nurse Family Partnership
Supervisor
Niakeya Jones
Health Education Director
Kim Leggett
Home Health Director
Whitney McFarland
Health Promotion Coordinator
Yulonda McLean
Personnel Director
Monica McVicker
Nutrition Director
Melissa Packer
Assistant Health Director
Anecia Proctor
Health Education Intern
Beth Rowell
Nursing Director
Michael Sampson
Computer Systems Administrator
Brenda Wilkerson
WIC Support Supervisor
Health Director
and
Robeson County Board of
Health
Our Mission:
Our mission is for all residents to
achieve the highest level of health
possible through:
Identifying and reducing health
risks;
Detecting, investigating and
preventing the spread of disease;
Promoting healthy lifestyles and a
safe and healthy environment;
Promoting the availability and
accessibility of health care
services through the private
sector; and
Providing quality health services
to those in need.
Our History:
First 4 health departments were
established in Jefferson County,
Kentucky (1908); Guilford County,
North Carolina (1911); Yakima
County, Washington (1911) and
Robeson County, North
Carolina (1912).
First 3 counties had cities with
populations > 2,500 in 1910, thus
qualifying them as urban by 1910
Census Bureau standards.
Robeson County, with Lumberton
as its largest town (2,230 pop. in
1910), was defined as rural. Thus,
the Robeson County Health
Department was the first rural
health department established
in NC.
The Oldest Rural Health Department in the
Nation and One of the Most Comprehensive
in North Carolina
Our Services
We offer many clinical services for those seeking care for infectious and communicable diseases; women’s health including
care related to pregnancy; child, adolescent and adult health; as well as home health and case management. We also offer a
wide array of targeted and universal evidence-based health education initiatives, as well as home visitation programs that
positively impact both children and families, such as Nurse Family Partnership (NFP).
Mission, History, Services
County Overview
Largest county in North Carolina (950 square miles)
10% smaller than the state of Rhode Island
Midpoint between Boston and Miami
134,760 residents
One of the nation’s most racially and culturally diverse rural counties
Over 70% of the total population is minority or of Hispanic Ethnicity:
39% Native American, 36% White, 24% Black, 9% Hispanic
Home of the Lumbee Tribe – Which is the largest tribe in North
Carolina, the largest tribe east of the Mississippi River, and the 9th
largest tribe in the nation.
Lumbee Homecoming, Established in 1968, is an Annual Celebration
of Tribal History, Culture, Survival, and Success.
County Health Snapshot
Ranked 100th out of North Carolina’s 100 counties in health outcomes
29% adult smokers
39% adults obese
34% physically inactive
2,170:1 – persons per primary care physician
4,650:1 – persons per dentist
510:1 – persons per mental health provider
25% uninsured
35% poverty – poorest county in N.C.
47% children in poverty
54% children in single parent households
Health Outcomes Obesity Diabetes Heart Disease Cancer Rate per 100,000
Region 31.27% 11.18% 6.27% 74.1
Robeson County 39% 14.8% 4.82% 72.1
North Carolina 28.91% 9.94% 4.61% 73.9
United States 27.29% 8.95% 4.33% 64.9
Strategic Planning Process
Our strategic planning process was facilitated by Health Education Director Niakeya Jones, along with Anecia Proctor,
Health Education Intern from UNC Pembroke. During our initial planning meeting, Ms. Jones and Ms. Proctor provided a
presentation to our agency’s Management Team, which defined “why” a strategic plan is essential for the agency to function
effectively and efficiently. Ms. Jones and Ms. Proctor also discussed the intent of the strategic plan – which is to bring focus
and direction to the work of our health department. Management Team members were reminded that the strategic plan is
directed at both the operations of the agency and its efforts to improve the health of our community. Team members were
also reminded that the strategic plan should be updated or revised on a regular basis – and at least annually. Following the
strategic planning overview, Ms. Jones and Ms. Proctor defined the SWOT analysis, and explained how this analytical tool is
used for the identification and categorization of internal and external factors which influence the health department’s efforts
to improve our community’s health. Management Team members then discussed what they felt were our agency’s
Strengths, Weaknesses, Opportunities and Threats. Our Health Education intern then compiled the team’s responses in
each of the four categories.
The same overview of strategic planning and the SWOT analysis was also conducted by the Health Education Director and
intern during a Board of Health meeting. Interestingly there were many similarities in the responses of the two groups;
however, many of the responses were categorized differently (i.e., there were areas where our Management Team felt we
were weak; and the Board of Health saw these areas as strengths.)
Following the Management Team and Board of Health meetings, the Health Education Director and intern compiled the input
collected from both groups as they related to each of the four SWOT categories. During a follow-up meeting of our
Management Team, the results of the two analyses were shared. Each team member was provided a summary sheet; and
then asked to rank what he/she felt were our agency's “top 3” Strengths, Weaknesses, Opportunities, and Threats. The
following instructions were provided to team members - “In each of the 4 categories (Strengths, Weaknesses, Opportunities,
and Threats), rank the top 3 priorities based upon the following: (1) Magnitude: How many persons does the problem
affect, either actually or potentially? (2) Seriousness of the Consequences: What degree of disability or premature death
occurs because of the problem? What are the potential burdens to the community, such as economic or social burdens? and
(3) Feasibility of Correcting: Is the problem amendable to interventions?”
The Health Ed. Director and intern then tallied the rankings, which allowed them to narrow the 3 selections in each
category down to the 1 most commonly selected Strength, Weakness, Opportunity and Threat; and during another follow-
up Management Team meeting, each member was given a sheet with the feedback now narrowed to 1 item in each
category. Team members were asked to provide in writing “3 strategies” pertaining to the selected Strength, Weakness,
Opportunity, and Threat.
A thorough analysis of feedback provided by both Management Team and Board of Health members indicated that our
intrinsic strategic plan goals, based upon the consensus of the groups, are as follows; (1) Improve marketing of our public
health agency and the services we provide (i.e. “People don’t know what we do; we don’t sell ourselves.”); (2) Improve
efforts to secure increased funding (i.e. “Convince the county to give us more $ money”; “Research and apply for more
grants.”); (3) Improve efforts to generate revenue (i.e. accounts receivable); and (4) Improve communication among staff,
as well as with our consumers (i.e. “If we provide services in a friendly manner; word of mouth will help us reach greater
numbers of persons in need of our services”).
Another Management/Strategic Planning Team meeting was conducted for the purpose of developing objectives and
activities relative to the aforementioned intrinsic goals. We agreed that our that our strategic plan should also encompass
the 2 priority areas (Obesity and Substance Misuse/Abuse) cited in the 2014 CHA. These 2 priorities are cited in our
strategic plan as impact goals.
Update: Our 2016-2019 strategic plan initially incorporated the 2014 CHA priorities (obesity and substance
misuse). Since then, we have incorporated the 2017 CHA, which resulted in the addition of a 3rd priority area
(Social Determinants of Health/Education).
Strategic Planning Process Continued
SWOT Analysis – Includes Management/Strategic Planning Team and Board of Health
Responses Strengths:
Latest technology
Electronic Medical Records
More patient education and technology
Marketing/contact in the community/visibility
Strong relationship with hospital and other health
care organizations
Relationship with UNCP Nursing Program
Grant writing
Outstanding Board, strong leadership
Diversity, energy (employees)
Variety of services/Available to everyone
Open to trying new things
Home health
ADA program
County cars and Child Health bus
Prescription medicine drop
Forms online
Weaknesses:
People don’t know “what we do…need to stress
more…market ourselves more”; “we don’t “sell ourselves”
Public awareness using social media
Website (access to public, as well as employees –
example: employees’ access to policies, other employee
updates)
Patient waiting times
Hard to get appointments
Funding and staffing
Communication without alienation
Opportunities:
LARCS
Grant funds
EBT cards for WIC
Walking trails
Policies (i.e. smoke free/tobacco free multi-unit
housing, municipalities)
Naloxone Initiative (education)
Bill re: needle exchange program
Alerts, via phone and text messages
Using computers to stay aware
Threats:
Lack of funding
Funding for Medicaid/Medicaid reform
Sliding fee schedule (difficult to generate revenue)
Less staff
Competitive salaries
Need for more marketing
People abusing or taking advantage of our services
Unrecognized potential health threats, such as Zika Virus
Primary care
Immunization Rates
Flu Shots offered at pharmacies, etc.
2014 Community Health Assessment
Every three years, Robeson County completes a comprehensive community health assessment (CHA). The assessment process is a collaborative effort involving the Robeson County Health Department, Southeastern Health and the Healthy Robeson Task Force; which is inclusive more than 40 non-profit, government, faith-based, education, media, and business organizations. Working with our partners, the assessment included collecting information from opinion surveys, listening tours, and other data that addresses community health needs an resources. When our strategic plan was initially drafted, findings of the 2014 CHA were incorporated into our goal setting. Since then, we have completed the 2017 CHA; thus resulting in both familiar and new priorities. Our 2016-2019 strategic plan now reflects focus areas/goals based upon both the 2014 and 2017 assessments and corresponding action plans.
Leading Causes of Death Heart Disease, Cancer, Alzheimer’s Disease,
Diabetes & Cerebrovascular Disease
Priority Health Issues Chronic Disease, Illegal Drug Use, Prescription
Drug Abuse, Obesity, Gangs/Violence
Priority Risk Factors Job Opportunities, Healthier Food Choices,
Additional Health Services, Wellness, Recreational
Facilities/Safe Places to Walk and Play
Leading Factors Affecting Families Seeking
Medical Treatment
Lack of Insurance, Wait Too Long at Doctor’s
Office, Transportation, Fear/Not Ready to Face the
Problem, No Appointments Available
Barriers Impacting Quality of Health Care Economic, Literacy, Age, Race, Language
2014 CHA Priorities: Focus: Chronic
Disease
Management &
Prevention
Priority 2: Substance Misuse
& Abuse
Priority 1: Obesity
Physical
Activity
Nutrition Tobacco Prescription
Drugs
Alcohol
Strategic Goals (2014 CHA)
Chronic Disease Prevention
Increase the percentage of Robeson
County residents who are physically active
Substance Misuse
Decrease prescription drug misuse among
Robeson County residents
Objective 1: Implement a community-wide campaign to promote physical activity.
Activities Lead Entity Partners Timeframe
October 2016-December 2019
Media, community
presentations,
worksites, churches,
schools
Robeson
Community
College Adult
Basic Education
Program,
Robeson Road
Runners,
Department of
Social Services,
Housing
Authority,
Robesonian
newspaper,
Robeson County
Health
Department and
Southeastern
Health Public
Information
Officers
2016
• Worksite Wellness Programs – Local
Industries (including Campbell Soup,
Mountaire Farms, Prestage Foods, Smithfield
Foods)
• Girls on the Run local middle schools
• Innovative Approaches Grant - Recreational
Activities for Children and Youth with Special
Health Care Needs
• FFESMM (Robeson County churches and
regional churches via Obesity, Diabetes Heart
Disease and Stroke Prevention (ODHDSP)
Grant
• Annual UNCP Wellness Fair for students and
community
2017 same as above
2018 same as above
2019
Goal 1: Chronic Disease Prevention/Increase the percentage of Robeson County
residents who are physically active (2014 CHA)
Objective 2: Enhance infrastructure that supports physical activity among adults and
children
Activities Lead Entity Partners Timeframe
October 2016-December 2019
Develop community trails
(walking and bicycling) and
promote use to increase
physical activity
Healthy Robeson Task Force Community residents,
community organizations
and citizen groups (i.e.,
walking groups; bicycling,
running and outdoor clubs),
Robeson Road Runners,
Public and Private land
owners, community leaders,
local businesses, local
media, health care
providers, Robeson County
Health Department, Parks
and Recreations Dept.,
Dept. of Transportation,
government agencies, law
enforcement agencies, trail
planning design and
construction experts, local
and state policy makers
2016
• International Walk and Bike
to School Day events in
Robeson and NC Region 8
counties
• ODHDSP NC Region 8 –
worksites, faith-based,
community – assistance
with trails (development
and signage)
2017 same as above
2018 same as above
2019
Goal 1: Chronic Disease Prevention/Increase the percentage of Robeson County
residents who are physically active (2014 CHA)
Objective 1: Educate residents regarding prescription and illicit drug overdose and the
associated risks
Activities Lead Agencies Partners Timeframe
October 2016-December
2019
Enhance knowledge, via youth
rallies, regarding prescription
and illicit drug use and the
associated risks
Southeastern Health and
Robeson County Health
Department
Robeson County Substance
Abuse Coalition, Robeson
County Sheriff’s Department,
Lumberton Police
Department, Safe Kids
Coalition, Public Schools of
Robeson County, Robeson
Health Care Corporation
Project Graduation – 2016,
2017, 2018
“Keys to Life” programs at
local high schools
Local “Stories of Recovery”
panel presentation conducted
during 2017 annual Board of
Health meeting
Youth Leadership Training
Middle and High Schools –
2018
2019
Goal 2: Decrease prescription substance misuse among Robeson County residents
(2014 CHA)
Objective 2: Enhance the communication skills of medical providers and pharmacists to
encourage discussions about prescription drug abuse with patients during
routine office visits
Activities Lead Agencies Partners Timeframe
Provide routine training
opportunities for medical
providers and pharmacists
Southeastern Health and
Robeson County Health
Department
Robeson County Substance
Abuse Coalition, Project
Lazarus
October 2016-December 2019
• 2016
• 2017
• “Call to Action” –
Roundtable Discussions
with providers,
pharmacists, law
enforcement, EMS,
community
• 2018 same as above
• 2019
Goal 2: Decrease the percentage of prescription substance misuse among Robeson
County residents (2014 CHA)
Objective 3: Focus on a campaign regarding proper storage and disposal of medications (prescription and
non-prescription)
Activities Lead Agencies Partners Timeframe
October 2016-December 2019
Track and report number of
requests for home medication
lock boxes
Southeastern Health and
Robeson County Health
Department
Robeson County Substance
Abuse Coalition, Robeson
County Safe Kids Coalition,
Lumberton Police Department,
Robeson County Sheriff’s
Department
Conduct take-back events (i.e.
Operation Medicine Drop) twice
annually (spring and fall)
Southeastern Health and
Robeson County Health
Department
Robeson County Substance
Abuse Coalition, Robeson
County Safe Kids Coalition,
Lumberton Police Department,
Robeson County Sheriff’s
Department
• 2016, 2017, 2018 – Operation
Medicine Drop conducted
• 2019
Track number of pills returned
at take-back events (i.e.
Operation Medicine Drop) and
disposed of at Robeson County
Sheriff’s Department
Southeastern Health and
Robeson County Health
Department
Robeson County Substance
Abuse Coalition, Robeson
County Safe Kids Coalition,
Lumberton Police Department,
Robeson County Sheriff’s
Department
• 2016 - 110,962 pills (no fall
take back event conducted
due to Hurricane Matthew)
• 2017 - 269,273 pills (2
events)
• 2018 – 46,387.5 pills (spring
event; fall event TBA)
• 2019
Update: Placement of
Medication Drop Boxes
• 2018 – 2 community
pharmacies (Brisson Drug in
St. Pauls and Lumberton
Drug; 2 Robeson Health Care
Pharmacy sites; 2 at
Robeson County Sheriff’s
Dept.; 1 at Red Springs
Police Department
Goal 2: Decrease the percentage of prescription substance misuse among Robeson
County residents (2014 CHA)
Objective 4: Require all Robeson County providers and pharmacists to utilize the
Controlled Substance Reporting System (CSRS) when requiring controlled
substances (schedule 2-5)
Activities Lead Agencies Partners Timeframe
Develop and implement a
policy enforcing utilization of
CSRS
Southeastern Health and
Robeson County Health
Department
Robeson County Substance
Abuse Coalition
October 2016-December 2019
• Ongoing promotion of NC
Controlled Substance
Reporting System
Goal 2: Decrease the percentage of prescription substance misuse among Robeson
County residents (2014 CHA)
2017 Community Health Assessment
Based on the responses received in the 2017 community health assessment, three priority areas were
identified: obesity, substance misuse, and social determinants of health (education). Efforts to address
chronic diseases and substance misuse are a continuation (and expansion) of efforts that began in 2014.
Leading Causes of Death Heart Disease, Cancer/Stroke/Cerebrovascular
Disease, Homicide/Violence, Diabetes
Priority Health Issues Chronic Disease, Prescription Drug Abuse, Illegal
Drug Abuse, Alcohol Abuse, Obesity
Priority Risk Factors Job Opportunities, Healthier Food Options, Mental
Health Services, Recreation Facilities, Safe Places
to Walk/Play
Leading Factors Affecting Families Seeking
Medical Treatment
Unable to Pay, Lack of Insurance, Fear, Lack of
Knowledge/Understanding of Need, No
Appointments Available
Barriers Impacting Quality of Health Care Economic, Literacy, Race, Sex/Gender, Language
Barrier
2017 CHA Priorities: Focus:
Chronic Disease
Management & Prevention
Priority 2:
Substance Misuse/
Mental Health
Priority 1:
Obesity
Physical
Activity
Nutrition Tobacco
Prescription
Drugs
Alcohol
Priority 3:
Social Determinants
Of Health
Education
Strategic Goals (2017 CHA)
Chronic Disease Prevention and
Management – Obesity Prevention
Substance Misuse/
Mental Health
Social Determinants of Health
County: Robeson Period Covered: 2017-2020 Partnership/Health Steering Committee, if applicable: Healthy Robeson Task Force Community Health Priority identified in the most recent CHA: yes(Chronic Disease number one priority) Local Community Objective: (Working description/name of community objective) Chronic Disease Prevention (check one): New x Ongoing (addressed in previous Action Plan)
Baseline Data: (State measure/numerical value. Include date and source of current information): 23.3- 24% of population reports having at least one chronic health condition(BRFSS Data, 2015) 24.2% dies from cardiovascular disease, 19% from cancer, 5.0% from diabetes and all of which have been linked to lifestyle behaviors such as physical inactivity and nutrition(North Carolina State Center for Health Statistics, 2015).
For continuing objective provide the updated information: (State measure/numerical value. Include date and source of current information): For Columbus residents, 24.2% died of cardiovascular disease in 2015 and 19% die from cancer (NC State Center for Health Statistics/not age adjusted)
Healthy NC 2020 Objective that most closely aligns with focus area chosen below: Reduce the cardiovascular disease mortality Population(s) Describe the local target population that will be impacted by this community objective: Chronic Disease and Obesity objectives will be focused on minority
populations in the county due to the following statistics provided by the CDC(2016):
Heart Disease rates among African Americans is 188.4, 190.5 among American Indians compared to 161.5 of Whites
A comparison of rates by race reveals that black women and men have much higher coronary heart disease (CHD) death rates in the 45–74 age group than women and men of the three other races.
• A higher percentage of black women (37.9%) than white women (19.4%) died before age 75 as a result of CHD, as did black men (61.5%) compared with white men (41.5%).
• The same black-white difference was seen among women and men who died of stroke: a higher percentage of black women (39%) died of stroke before age 75 compared with white women (17.3%) as did black men (60.7%) compared to white men (31.1%).
A. Total number of persons in the target population specific to this action plan: 63.3% of population; 25.11 % African American and 38.02% American Indian(approx. number= 83,000, 33,500 African Americans, 50920 American Indians)
B. Total number of persons in the target population to be reached by this action plan: 500 African American adults and American Indians
C. Calculate the impact of this action plan: 1% of minority populations in the county, including African Americans and American Indians
(Total # in B divided by total # in A) X 100% = of the target population reached by the action plan.)
Goal 1: Chronic Disease Prevention and Management/Obesity Prevention
(2017 CHA)
Strategy/Intervention(s) Strategy/Intervention Goal(s) Implementation
Venue(s)
Resources Utilized/Needed
for Implementation
Name of Intervention: Chronic Disease Self
Management (Stanford University)
Community Strengths/Assets: Many of these
workshops have been implemented in Robeson
County faith organizations, and 2 Master
Trainers are available to assist with workshops
S.M.A.R.T Goals: By May 31 2020 - 4 Chronic
Disease Self-Management workshops will take
place among African American and American
Indian (2 at each) local faith organizations.
Target
Population(s):
African
American adults
Venue: faith
organization
Resources Needed: Monies to
support Chronic Disease Self-
Management workshop
materials, including participant
books; staff time
Name of Intervention: Faithful Families
Diabetes Prevention Program
Community Strengths/Assets: 2 individuals have
been trained in the Faithful Families
Curriculum, and this program has also been
delivered at faith organizations
S.M.A.R.T Goals: By May 31 2020 Faithful
Families workshops will be held at 2 African
American and 2 American Indian faith
organization.
• September 2018 - Completed
Faithful Families 9 week program
at St. Joseph’s Miracle Revival
Center in Red Springs.
• East Lumberton Church of God
currently on waiting list.
• Additional churches in Robeson
seeking to implement Nutrition and
Beverage Standards.
Target
Population(s):
African
American
Adults
Venue: faith
organization
Resources Needed: monies
will be needed to support the
implementation of Faithful
Families to purchase
supplies/materials for the
classes; staff time
County: Robeson Period Covered: 2017-2020 Partnership/Health Steering Committee, if applicable: Healthy Robeson Task Force Community Health Priority identified in the most recent CHA: yes(Substance Abuse recognized as number 2 concern of residents) Local Community Objective: (Working description/name of community objective) Substance Abuse (check one): New x Ongoing (addressed in previous Action Plan)
Baseline Data: (State measure/numerical value. Include date and source of current information): Robeson County has an average of 113.3 opioids(pills) per resident and statewide average is 78.3; Robeson has 147.6 opioid prescriptions per resident with statewide average 1.06; Robeson had 11 overdose deaths in 2017 as of July 2017(all data North Carolina State Center for Health Statistics, 2017)
For continuing objective provide the updated information: (State measure/numerical value. Include date and source of current information):
Healthy NC 2020 Objective that most closely aligns with focus area chosen below: Reduce the unintentional poisoning mortality rate (per
100,000 population).
Describe the local target population that will be impacted by this community objective:
A. Total number of persons in the target population specific to this action plan: approx. 45% of Robeson residents are between the ages of 18 and 65=49,500
B. Total number of persons in the target population to be reached by this action plan: 4950
C. Calculate the impact of this action plan:
(Total # in B divided by total # in A) X 100% = of the target population reached by the action plan.) 10% Healthy North Carolina 2020 Focus Area Addressed: Each of the two CHA priorities selected for submission must have a corresponding Healthy NC 2020 focus area that aligns with your local community objectives.
Check below the applicable Healthy NC 2020 focus area(s) for this action plan. For more detailed information and explanation of each focus area, please visit the following websites: http://publichealth.nc.gov/hnc2020/foesummary.htm AND http://publichealth.nc.gov/hnc2020/
Goal 2: Substance Misuse/Mental Health (2017 CHA)
Strategy/Intervention(s) Strategy/Intervention Goal(s) Implementation
Venue(s)Resources Utilized/Needed
for Implementation
Name of Intervention: Family Drug Treatment
Court
Community Strengths/Assets: Work around
substance abuse prevention has occurred for the
past 5 years
S.M.A.R.T Goals: By May 31 2020, approx.
500 individuals will have been reached through
the family drug treatment court program in
Robeson county
Target
Population(s):
Robeson
residents over
the age of 18
Venue: judicial
Resources Needed: assistance
from Robeson Healthcare
Corporation, Robeson
Department of Social
Services, Robeson County
law enforcement, Healthy
Robeson Task Force
Name of Intervention: Increase the number of
drug takeback events
S.M.A.R.T Goals: By May 31, 2020 4
takeback events will have occurred
2018 Update – Spring “Operation
Medicine Drop” take-back event
resulted in 46387.5 (61.85 lbs.) pills
collected.
Fall “Operation Medicine Drop” event
conducted on October 25, 2018; and
final count of pills collected not yet
available.
Target
Population(s):
Community at
large
Venue:
Robeson Law
Enforcement
Resources Needed:
Resources from
Lockyourmeds.org; Robeson
County Safekids, Local Law
Enforcement,
Goal 3: Social Determinants of Health – Improving Education, Resources and
Collaboration (2017 CHA)
County: Robeson Period Covered: 2017-2020 Partnership/Health Steering Committee, if applicable: Healthy Robeson Community Health Priority identified in the most recent CHA: Determinants of Health (Education) Local Community Objective: (Working description/name of community objective) Improving Education, Resources and Collaboration (check one): x New Ongoing (addressed in previous Action Plan)
Baseline Data: (State measure/numerical value. Include date and source of current information): 2016 US Census Data indicates that 30.6% of Robeson residents live in poverty; 72.9 % are high school graduates; 2015 USDA data indicates that Robeson is persistently poor, for both adults and children
For continuing objective provide the updated information: (State measure/numerical value. Include date and source of current information):
Healthy NC 2020 Objective that most closely aligns with focus area chosen below: Increase the four-year high school graduation rate; Decrease the percentage of people living in poverty
Population(s)
Describe the local target population that will be impacted by this community objective: Middle and high school students enrolled in Robeson County Public Schools, School Administrators, Local Public Health Officials, Board of Education, Robeson Community College
A. Total number of persons in the target population specific to this action plan: 25% of the population are under the age of 18(approx.)
B. Total number of persons in the target population to be reached by this action plan: 420 middle school students; Purnell Swett High School 10th graders= estimated 425 students
C. Calculate the impact of this action plan:
(Total # in B divided by total # in A) X 100% =3% of the target population reached by the action plan.) Healthy North Carolina 2020 Focus Area Addressed: Each of the two CHA priorities selected for submission must have a corresponding Healthy NC 2020 focus area that aligns with your local community objectives.
Check below the applicable Healthy NC 2020 focus area(s) for this action plan. For more detailed information and explanation of each focus area, please visit the following websites: http://publichealth.nc.gov/hnc2020/foesummary.htm AND http://publichealth.nc.gov/hnc2020/
Strategy/Intervention(s) Strategy/Intervention Goal(s) Implementation
Venue(s)
Resources Utilized/Needed for
Implementation
Name of Intervention: WhyTry Resilience-
EVIDENCED BASED Strategy
Community Strengths/Assets: Communities in School of
Robeson County has Student Support Specialists in
schools already placed; grant funded program
S.M.A.R.T Goals: By May 31, 2018 420 middle
school students will have participated in the “WhyTry”
Resilience Program
12 sessions using the WhyTry EBS
concluded in May 2018, with 450
children impacted. Funding for
implementation via a GSK Ribbon of
Hope Grant. Grant funds should allow
for EBS implementation over next 2
years.
Target
Population(s):
Middle School
Students, Robeson
County
Venue: 7 Middle
Schools
Resources Needed: Why Try
Training completed by staff located
in the 7 middle schools and
adequate time to implement the
program; continued grant support;
parental and community
involvement
Name of Intervention: Jobs for America’s
Graduates(JAG)- EVIDENCED BASED Strategy
Community Strengths/Assets: A certified teacher will
be trained in the JAG program and will be supported by
Communities in Schools of Robeson County; grant
funded program
S.M.A.R.T Goals: By May 31, 2019 Rising 10th
graders at Purnell Swett High School will(estimated
400 students) will have completed the JAG program
Erica Freeman, JAG instructor at
Purnell Swett High, will mentor 25
students for support – post H.S.
graduation.
Target
Population(s):
rising 10th graders
Venue: Purnell
Swett High School,
Pembroke
Resources Needed: JAG Program
training for one certified teacher;
adequate time to implement the
program; continued grant support;
parental and community
involvement
Name of Intervention: Supplementary Strategy(not
evidenced based) Single Stop at Robeson Community
College
S.M.A.R.T Goals: By May 31, 2019 Robeson
Community College will implement a Single Stop
Program
Single Stop Resource Center At
Robeson Community College -
initiated September 2018 – RCHD
Health Education Staff present at RCC
bi-weekly (on Tuesdays and
Wednesdays)
Target
Population(s):
Robeson
Community
College Students,
Staff, Community
Members
Resources Needed: Single Stop
will serve as a resource center for
students, staff and community
members to provide information
regarding community support
services from non-profits,
community agencies/organizations,
etc.
Participation from various
organizations will be necessary to
provide the Robeson Community
College Community with accurate
and timely resources and support
services
Name of Intervention: Supplementary Strategy(not
evidenced based)Joint Partnership established with
Board of Education, Board of Health, Robeson
Community College
S.M.A.R.T Goals: By May 31, 2020 Robeson County
Board of Education, Board of Health, Robeson
Community College will hold a joint meeting and
establish a plan of action to collaborate
Target
Population(s):
Board members
representing 3
Resources Needed: Time and
dedication provided by all board
members; facilitator to guide
discussions for a common future
Strategic Goals (Intrinsic)
Improve marketing of our public health
agency and services provided
Secure increased funding for public health
programs
Improve efforts to generate increased revenue
from services provided
Improve communication among our staff, as
well as with our consumers
Objective 1: Update the health department’s website
Activities Lead Person(s) Partners Timeframe
Survey RCHD Management
Team and Staff regarding
existing website (to assess their
opinions regarding
format/design, content,
accuracy, timeliness of
information, ease of access, etc.)
Whitney McFarland, RCHD
Health Promotion Coordinator
Michael Sampson, RCHD
Computer Systems Administrator
RCHD Management Team,
Program Coordinators
October 2016- December 2016
• Completed 2016
Select a Consumer Review
Panel and survey panelists to
assess their opinions as to
whether or not RCHD’s current
website user-friendly.
Whitney McFarland, RCHD
Health Promotion Coordinator
Michael Sampson, RCHD
Computer Systems Administrator
RCHD Management Team,
Program Coordinators
January 2017-February 2017
• Health Education Staff with
assistance from Health
Career Connection summer
interns 2017
Evaluate feedback from
Management Team, Staff, and
Consumer Review Panel
Whitney McFarland, RCHD
Health Promotion Coordinator
Michael Sampson, RCHD
Computer Systems Administrator
RCHD Management Team,
Program Coordinators
March 2017
• Health Education Staff with
assistance from Health
Career Connection summer
interns 2017
Coordinate with qualified UNC-
Pembroke intern to update
RCHD website in accordance
with assessment findings
Whitney McFarland, RCHD
Health Promotion Coordinator
Michael Sampson, RCHD
Computer Systems Administrator
UNC-Pembroke Department of
Health Education/student
internship Coordinator
April 2017
• Health Ed. Staff,
Management Team, Beasley
Media Group collaborated
on design, development,
content
Maintain newly website to
include program updates,
changes in fee schedules,
special announcements, etc.
Whitney McFarland, RCHD
Health Promotion Coordinator
Michael Sampson, RCHD
Computer Systems Administrator
RCHD Management Team,
Program Coordinators
• Ongoing updates
Goal 1: Improve marketing of our public health agency and services provided
Objective 2: Utilize social media as a marketing tool
Activities Lead Person(s) Partners Timeframe
Review/seek clarification on
Robeson County Government’s
policy restricting the use of
social media in county
departments.
Michael Sampson, RCHD
Computer Systems
Administrator
Terry Buchanan, Robeson
County Director of Computer
Operations
January 2017
• Completed
Inquire/visit with other local
health departments/human
service agencies to gain insight
as to their use of social media
and its effectiveness in
community health education
and increased service
utilization
Niakeya Jones, RCHD Health
Education Director; Whitney
McFarland, RCHD Health
Promotion Coordinator; Melissa
Packer, RCHD Assistant
Health Director
Computer Systems Staff and
Health Education staff from
health department’s within our
region and state
January – March 2017
• Completed
Following county policy review
and inquiries with other
health/human service
agencies, begin using social
media as a public health
marketing tool, if applicable.
Niakeya Jones, RCHD Health
Education Director; Whitney
McFarland, RCHD Health
Promotion Coordinator; Melissa
Packer, RCHD Assistant
Health Director; RCHD
Program Directors
Michael Sampson, RCHD
Computer Systems
Administrator; Terry Buchanan,
Robeson County Director of
Computer Operations
June 2017-ongoing
• Agency’s
Media/Marketing/
Communications Policy
Updated in Spring 2018 to
include social media
• Health Department
Facebook Page
established in Spring 2018
• 2019 -
Goal 1: Improve marketing of our public health agency and services provided
Objective 3: Encourage our in-house providers to refer their patients to other
services located within our health department
Activities Lead Person(s) Partners Timeframe
Update and distribute
program referral form to
be used by all “in-house”
providers
Beth Rowell, RCHD
Patient Care Director;
Ann Hall, RCHD Patient
Care Program Assistant
RCHD Clinic and Non-
Clinic Staff; Contract
Clinical Staff (i.e.
Pediatric Primary Care
Providers from
Lumberton Children’s
Clinic; OB Providers from
Southeastern Health)
January 2017
• ongoing
Nurse Family Partnership
Program “pilot” central
intake form
Darlene Gold, NFP
Supervisor (Robeson
and Columbus counties)
All NFP staff January 2017 - ongoing
• 2018 – Development
of Home Visiting
Referral Decision
Tree in Progress
Ensure that every new
public health employee is
fully oriented to our
health department (i.e.,
“Public Health 101”
presentation that
includes mission, core
functions, essential
services, governance,
etc.)
Yulonda McLean, RCHD
Personnel Director;
Kimberly Maynor,
Personnel Assistant
RCHD Program
Managers
January 2017 - ongoing
Goal 1: Improve marketing of our public health agency and the services we provide
Objective 4: Better utilization of our agency’s electronic message board
Activities Lead Person(s) Partners Timeframe
Assess existing
equipment to
locate/correct any
existing “glitches”
resulting in poor
functionality. Correct
“equipment issues”; thus
allowing new messages
to be easily uploaded.
Michael Sampson,
RCHD Computer
Information Systems
Director
County IT staff, if
applicable
October 2016- ongoing
RCHD Management
Team will ensure that IT
and Health Ed. Staff are
provided updated
messaging, as well
provided desired
timeframe for message
“start” and “stop” dates.
RCHD Program
Managers
Michael Sampson,
RCHD Computer
Information Systems
Director; Whitney
McFarland, RCHD
Health Promotion
Coordinator
October 2016- ongoing
Goal 1: Improve marketing of our public health agency and the services we provide
Goal 1: Improve marketing of our public health agency and services provided
Objective 5: Promote public health programs through the use of
local/regional paid media campaigns, as well as “free”
public awareness opportunities
Activities Lead Person(s) Partners Timeframe
Develop/pilot/implement new Robeson
County Health Department logo
Niakeya Jones, RCHD
Health Education Director;
Melissa Packer, RCHD
Assistant Health Director;
RCHD Health Education
Staff
RCHD
Management
Team; Marketing
Professional;
Graphic
Designers
January 2017-
June 2017
• Incomplete
as of
summer
2018
Develop/pilot/implement Robeson
County Health Department marketing
“catch phrase”
Niakeya Jones, RCHD
Health Education Director;
Melissa Packer, RCHD
Assistant Health Director;
RCHD Health Education
Staff
RCHD
Management
Team; Marketing
Professional;
Graphic
Designers
January 2017-
June 2017
• Incomplete
as of
summer
2018
Regularly review, and update when
applicable, RCHD “Media, Marketing
and Communications Policy”
Niakeya Jones, RCHD
Health Education Director;
Melissa Packer, RCHD
Assistant Health Director;
RCHD Health Education
Staff
RCHD
Management
Team
October 2016-
ongoing
• Policy
revised
Spring 2018
Objective 5 Continued: Promote public health programs through the use of local/regional
paid media campaigns, as well as no-cost public awareness
opportunities
Activities Lead Person(s) Partners Timeframe
Utilize media funding available through Region 8
Obesity, Diabetes, Heart Disease, Stroke Prevention
Program (ODHDSP) to purchase/place diabetes and
hypertension awareness billboards throughout the
region; develop radio campaigns to educate
consumers region-wide regarding diabetes and
hypertension; maintain “Live It NC” website and
newsletters, etcetera.
Elisabeth Baynard, Community
Health Systems Coordinator,
ODHDSP Region 8; Travis Greer,
Worksite-Faith Coordinator,
ODHDSP Region 8
Regional health care
providers, worksites,
churches, and other
partners representing
Bladen, Brunswick,
Columbus, Duplin,
New Hanover Onslow,
Pender, Robeson and
Sampson Counties
October 2016-
December 2019
• Accomplished
• Billboards
• Radio
• Website
• Newsletters
• Years 2016,
2017, 2018
Work with NC DHHS Media Buyer to purchase radio
and TV ads, within our media market, focusing on
tobacco use and breastfeeding promotion
Beth Rowell, RCHD Patient Care
Director; Melissa Packer, RCHD
Assistant Health Director; Niakeya
Jones, RCHD Health Education
Director; Ernest Watts, Region 8
Tobacco Control Manager
NC DHHS/Improving
Community Outcomes
for Maternal and Child
Health Initiative
(ICO4MCH)
Accomplished• ICO4MCH
media
campaigns
(LARC, CEASE,
Breastfeeding
2016)
• LARC
billboards 2016,
2017, 2018
• Native
American youth
tobacco social
media
campaign 2018
• Ongoing media
coverage – NC
Region 8
Tobacco
Prevention
Goal 1: Improve marketing of our public health agency and services provided
Objective 5 Continued: Promote public health programs through the use of local/regional
paid media campaigns, as well as no-cost public awareness
opportunities
Activities Lead Person(s) Partners Timeframe
Collaborate with Southeastern Health to apply for
“Healthy People, Healthy Carolinians” funding through
The Duke Endowment. If awarded, funds will be used
to hire Healthy Robeson Task Force Coordinator and
Marketing Coordinator.
Niakeya Jones, RCHD Health
Education Director; Elizabeth Hunt,
Lekisha Hammonds, Phillip
Richardson – Southeastern Health
Healthy Robeson Task
Force
January 2017-
ongoing
• Funding
Awarded
• Evidence-
Based
Strategies
Selected
• Health
Department
serves on
HPHC Core
Team
Maintain biweekly public health column in local daily
newspaper
Bill Smith, RCHD Health Director RCHD Management
Team
October 2016-
ongoing
Dedicate greater attention to submitting award
nominations for public health staff/programs/partners
worthy of recognition.
Melissa Packer, Assistant Health
Director; Bill Smith, RCHD Health
Director
RCHD Management
Team
October 2016-
ongoing
• September
2017 Wolfe
Mini Grant
awarded for
“Project
PHOTO” –
obesity
simulation
software and
nutrition
education
campaign
Goal 1: Improve marketing of our public health agency and services provided
Objective 1: Establish an agency grant writing team and increase # of grant funding
opportunities pursued
Activities Lead Person(s) Partners Timeframe
Carefully review RFA’s/ RFP’s to
assess applicability and approach
(i.e. Identify strategies and
collaborations necessary to fulfill
funding stipulations)
Melissa Packer, RCHD Assistant
Health Director
RCHD Management Team October 2016-ongoing
Ensure that grant writing team
members are selected according to
their area of expertise as it relates
to specific grant(s) applied for
Melissa Packer, RCHD Assistant
Health Director
RCHD Management Team October 2016-ongoing
Make assignments and set firm
deadlines when collecting specific
information/data needed to meet
each component of the completed
funding proposal
Melissa Packer, RCHD Assistant
Health Director
RCHD Management Team October 2016-ongoing
• MAP grant awarded 2017
• Wolfe mini grant awarded
2017
• ICO4MCH expansion grant
awarded 2018
• Community Health Grant
awarded 2018
• REACH grant submitted July
2018; grantees to be notified
in September 2018
• Wolfe mini grant submitted
July 2018; grantees to be
notified in September 2018
• AP3 RFA to be released
August 2018
• Innovative Approaches RFA
to be released October 2018
2019
Goal 2: Secure increased funding for public health programs
Objective 2: Advocate for county administrators to increase annual funding allocation to public
health department
Activities Lead Person(s) Partners Timeframe
Develop a public health
consumer advocacy group;
encourage representatives from
the group to share their personal
stories/testimonies as to how
local public health department
services have positively
impacted the heath and
wellbeing of themselves, their
children and families, etc.
RCHD Health Education Team RCHD Management Team January 2017-ongoing
No Progress as of 2018
Provide assistance to consumer
advocates to ensure they are
included on county
administrators’ meeting
calendars/agendas
RCHD Management Team RCHD Management Team January 2017-ongoing
No Progress as of 2018
Provide assistance to consumer
advocates by proofing
notes/handouts, etc. that are
shared during presentations to
administrators/stakeholders
RCHD Management Team RCHD Management Team January 2017-ongoing
No Progress as of 2018
Goal 2: Secure increased funding for public health programs
Objective 3: Look at funding sources other than grants
Activities Lead Person Partners Timeframe
Establish a separate
Foundation
Management Team TBD July 2017-ongoing
No updates
Seek contributions from
charitable organizations
Management Team TBD July 2017-ongoing
No updates
Encourage businesses to
“buy in” to the mission and
vision of public health – and
donate funds annually
Management Team TBD July 2017-ongoing
No updates
Facilitate better business
negotiation skills for RCHD
Management Team staff
Management Team TBD July 2017-ongoing
No updates
Goal 2: Secure increased funding for existing and new programs
Objective 1: Increase fees for services provided
Activities Lead Person(s) Partners Timeframe
Annual
review/adjustments to
agency fee schedule(s)
Heidi Bruce, RCHD
Billing/Contracts
Manager
RCHD Management
Team; Robeson County
Board of Health
2016-2019 (Annually)
Comparison of fees to
neighboring counties of
similar socioeconomic
status
Heidi Bruce, RCHD
Billing/Contracts
Manager
RCHD Management
Team; Robeson County
Board of Health
2016-2019 (Annually)
Set fees based on our
costs for providing the
service(s)
Heidi Bruce, RCHD
Billing/Contracts
Manager
RCHD Management
Team; Robeson County
Board of Health
2016-2019 (Annually)
Goal 3: Improve efforts to generate increased revenue
Objective 2: Provide more reimbursable services
Activities Lead Person Partners Timeframe
Seek reimbursement
for patients served
via our ADA
recognized Diabetes
Education Program
Monica McVicker,
RCHD Nutrition Director
Traci Bruce, RCHD
Finance Director; Heidi
Bruce, RCHD Billing
Manager; and third
party pay source(s)
October 2016-December 2019
Ongoing
Seek reimbursement
for patients served
via our Medical
Nutrition Therapy
Program
Monica McVicker,
RCHD Nutrition Director
Traci Bruce, RCHD
Finance Director; Heidi
Bruce, RCHD Billing
Manager; and third
party pay source(s)
October 2016-December 2019
Ongoing
Seek reimbursement
for patients served
via our Maternity
ultrasounds –
contract with hospital
Barbie Britt, RCHD
Women’s Health
Supervisor
Traci Bruce, RCHD
Finance Director; Heidi
Bruce, RCHD Billing
Manager; and third
party pay source(s)
October 2016-December 2019
Ongoing
Goal 3: Improve efforts to generate increased revenue
Objective 3: Improve follow up regarding delinquent patient accounts
Activities Lead Person(s) Partners Timeframe
Use business
model/require payment
before service is
provided
Sharon Branch, RCHD
Program Support
Supervisor; Heidi Bruce,
RCHD Billing Manager
RCHD Management
Support Staff (Patient
Registration and
Eligibility)
October 2016-ongoing
Reiterate to patients their
outstanding balances
(Note: BOH approves
Bad-Debt write off
annually; however
patient’s outstanding
balance is reinstated
when patient again visits
health department for
services)
Sharon Branch, RCHD
Program Support
Supervisor; Heidi Bruce,
RCHD Billing Manager
RCHD Management
Support Staff (Patient
Registration and
Eligibility)
October 2016-ongoing
Contract with a collection
agency to seek payment on
delinquent accounts
Bill Smith, RCHD Health
Director; Traci Bruce,
RCHD Finance Director
Robeson County
Administrators
October 2016-ongoing
Enhance efforts to collect
fees for services such as
TB skin tests and
immunizations
Sharon Branch, RCHD
Program Support
Supervisor; Heidi Bruce,
RCHD Billing Manager
RCHD Management
Support Staff (Patient
Registration and
Eligibility)
October 2016-ongoing
Goal 3: Improve efforts to generate increased revenue
Objective 1: Customer satisfaction surveys
Activities Lead Person(s) Partners Timeframe
Suggestion box for
consumers
Sharon Branch; RCHD
Program Support
Supervisor
RCHD Management
Team
October 2016-ongoing
Ensure every public
health program will
complete patient
satisfaction surveys twice
each year
RCHD Program
Managers
RCHD Consumers October 2016-ongoing
Create link on website for
customer satisfaction
survey/comments section
Michael Sampson,
RCHD Computer
Systems Administrator
RCHD Management
Team; RCHD Consumers
October 2016-ongoing
On a regular basis,
review consumer input
and provide and share
feedback during agency
Management Team
meetings
Whitney McFarland;
RCHD Health Promotion
Coordinator
RCHD Management
Team
October 2016-ongoing
Utilize consumer input to
improve service delivery
and patients’ satisfaction
with services.
RCHD Management
Team
RCHD Consumers October 2016-ongoing
Goal 4: Improve communication among staff, as well as with our consumers
Objective 2: Improve communication among staff
Activities Lead Person(s) Partners Timeframe
Ensure all staff are up to
date on management team
meeting minutes
Yulonda McLean,
Personnel Director;
Kimberly Maynor,
Personnel Assistant
Program management ongoing
Include an Employee Page
on Website (drop box) and
maintain current
information, policies, etc.
Michael Sampson,
Computer Systems
Administrator
Yulonda McLean,
Personnel Director;
Kimberly Maynor,
Personnel Assistant
ongoing
Goal 4: Improve communication among staff, as well as with our consumers