1. Health Assessment, Improvement Planning and Strategic Planning 101
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Health Assessment, Improvement Planning and Strategic Planning 101
Jessica Solomon Fisher, NACCHO
Jim Pearsol, ASTHO
May 8, 2012

2. Objectives
Discuss the current landscape of health improvement planning
Detail key components of accreditation prerequisites (health assessment, health improvement plan, agency strategic plan)
Describe Community Benefit requirements and opportunities to partner

3. Current Landscape Demands are increasing while funds are decreasing
Economic recession means increased need in population
Categorical funding
Fragile and underfunded infrastructure
Aging workforce in need of training
Sustainable funding
Efforts to repeal ACA = uncertainty
Federal budgets = uncertainty + cuts
State and local budgets = cuts
The state of public health

4. Challenges in Public Health
Over 15,000 state health agency (SHA) and 39,000 local health agency (LHA) jobs lost
~20% of the workforce
Over a third of SHAs have imposed furloughs
Almost 120,000 furlough days
Equivalent to another 500 workers
Over 18,000 Jobs in LHAs affected by hours reduced or mandatory furlough
Like most other sectors, public health is having to do more with less. Regardless of which partner you are representing today, current economy affects the work you and your organziation is doing.
Both state and local HDs facing record budget cuts…cuts to workforce.
DATA
The uncertainty of Sustainable funding looms on top of all of this
We know of efforts to repeal ACA = uncertainty
Federal budgets = uncertainty + cuts
State and local budgets = cuts
Additional challenges : Categorical funding
Social determinants of health
Fragile and underfunded infrastructure
Aging workforce in need of training

5. Opportunities Accreditation Community Benefit
Foundation and federal investments
NPHII
COPPHI
Natl partner TA
The first 2 will be discussed in detail; the others, you’ll be hearing about a bit during this presentation, but largely in other venues during the meeting.

6. Health Improvement Plan
PHAB Prerequisites
Health Assessment
Health Improvement Plan
Strategic Plan
Let’s begin by looking at how a strategic plan is related to preparing for national public health accreditation through the Public Health Accreditation Board.
First, PHAB has 3 pre-requisites for applying:
A community health assessment
A community health improvement plan; and
A strategic plan

7. Why are the prerequisites, prerequisites?
Stop here to discuss with participants.

8. Accreditation Why Prerequisites?
Identifies community and health department needs and assets
Good measure of capacity to address identified health needs
Foundation for other documentation
Springboard to the future
Let’s start with accreditation.
The prerequisites are key to the successful performance of a local health department because they can drive all or most other activities, support strategic decision-making, undergird performance measurement and performance improvement, engage the support of the community served by the health department, and help to organize the efforts of the entire public health system, not just the health department. The CHIP, which defines the broader system’s improvement priorities, must be derived from the results of the CHA, whether the focus is strictly on health outcomes, or more broadly focused on public health strategic issues as in MAPP. Similarly, the agency-focused strategic plan should articulate the health department’s role in achieving the goals of the CHIP, as well as provide a framework for measuring and improving the performance of the health department.
However, if you have one, but not another, you need not be married to this order. Simply, they must reinforce one another, but start from where you are now.
emphasize that development/completion of the pre-reqs are not an end, but are means to an end (improved public health) and that taking and sustaining action should be the focus throughout all CHA and (especially) CHIP efforts (also applies to the strategic plan as well).

9. Definition: Community/State/Tribal Health Assessment
What does this mean in your community?
Discuss and compare key words to those in the definitions

10. Definition: Community Health Assessment
A community health assessment is a process that uses quantitative and qualitative methods to systematically collect and analyze health status data within a specific community. The process should involve active community engagement.
Health status data include information on risk factors, quality of life, mortality, morbidity, community assets, and other information that illustrates why health issues exist in a community.
Community health assessment data inform community decision-making, the prioritization of health problems, and the development and implementation of community health improvement plans.
(Issel 2004, Cibula et al 2003, Dever 1997)
Collaborative process
Mobilize the community
Develop priorities
Gather resources
Plan to improve health
Ideally: A community health assessment is a process that uses quantitative and qualitative methods to systematically collect and analyze data to understand health within a specific community.
An ideal assessment includes information on risk factors, quality of life, mortality, morbidity, community assets, forces of change, social determinants of health and health inequity, and information on how well the public health system provides essential services.
Community health assessment data inform community decision-making, the prioritization of health problems, and the development, implementation, and evaluation of community health improvement plans.

11. State Health Assessment
Common, core function of state health agencies
Review existing assessment
Connect SHA and CHA where possible
Collect new data, as appropriate
SHA is a common, core function of state health agencies (examples, MCH community assessment, chronic and infectious disease annual reports, America’s Health Rankings, nursing home survey results, vital statistics reports, hospital data, preparedness reports, etc)
PHAB is expecting states to review their assessments (not necessarily conduct something new) and make some summative conclusions based on available data from multiple sources.
Efforts should be made to connect SHA and CHA where possible. 
Areas for collecting new data might include customer satisfaction, operational performance metrics, and quality improvement performance.
SHA serves as a foundation for SHIP

12. Common Community Health Improvement Process Models/Frameworks
PRECEDE-PROCEED (1970s)
Planned Approach to Community Health (PATCH) (1983)
Healthy Communities (1980s)
Assessment Protocol for Excellence in Public Health (APEX PH) (1991)
Protocol for Assessing Community Excellence in Environmental Health (PACE EH) (2000)
Mobilizing for Action through Planning and Partnerships (MAPP) (2001)
Association for Community Health Improvement (ACHI) Toolkit
State-specific models/frameworks
Many models/frameworks for community health improvement have been developed and used over time. Some of these listed on this slide are not in wide-use anymore. However, several are. NACCHO considers the MAPP process to be the gold standard of community health improvement process frameworks, although not every community is ready to take on MAPP.
**PHAB does not require a specific model or framework be used. For example, a community does not need to use MAPP to develop their CHA and CHIP. However, it is important to ensure that the model/framework you use will support your efforts to conduct a comprehensive CHA that emphasizes community engagement in the manner PHAB requires.
The newer frameworks listed here are more likely to meet your needs in preparing to conduct a comprehensive community health improvement process that yields a CHA and CHIP that are positioned to fulfill the PHAB standards and measures.

13. Common Elements in Health Improvement Process Models
Prepare and plan
Engage the community
Develop a goal or vision*
Conduct community health assessment(s)
Prioritize health issues
Develop community health improvement plan
Implement community health improvement plan
Evaluate and monitor outcomes
*Not a PHAB requirement
Regardless of which community health improvement process model or framework you chose, you’ll see that most have several common elements shown here and that these include conduct of a CHA and development of a CHIP.

14. Common Steps in Conducting a Health Assessment
Develop an assessment plan
Engage the community and local public health system partners
Define the population
Identify community health indicators that align with your Community’s vision* or goals for the assessment
Collect data on identified indicators
Analyze data
Summarize key findings
Report results back to community and partners
*not a PHAB requirement and in some cases visioning may come before the CHA
conduct
*What I’m presenting today are common elements in conduct of a CHA and development and implementation of a CHIP for the purposes of PHAB accreditation. We know in some cases, health departments and communities may seek to go above and beyond these standards and measures and in the spirit of quality improvement NACCHO supports these efforts and does have resources for LHDs looking to do this. However, for these purposes of today’s presentation please note that I am focused on presenting you with the common elements of these items specific to what PHAB ultimately is looking to see.
Community health assessments build upon the strengths of existing assessment models including organizational, marketing, and needs assessments; as a result, community health assessments can identify the full magnitude of a health problem.1 A comprehensive community health assessment process utilizes broad networks of data, mobilizes community members, and garners resources to comprehensively approach public health issues.3,4 Data on health status, health needs, community assets, resources, and other determinants of health status are collected through a community health assessment process.4
Community representatives are an integral part of a community health assessment because they know community habits, customs, attitudes, social groups, and where things happen. Successful community health assessments build trust and community ownership of the process through active engagement of organizations and residents. Meaningful engagement involves community in the development of assessment protocols, identification of priorities, and implementation and monitoring of community improvement efforts.3 Moreover, community members help promote and bring visibility to community health assessment and improvement initiatives.5
Most community health assessment processes include some variation of the following steps:
Develop an assessment plan
Engage the community
Define the population
Identify community health indicators
Collect data
Analyze data
Identify health priorities
Report results
Institute of Medicine of the National Academies. (2003) The Future of the Public’s Health in the 21st Century. Washington, DC: The National Academies Press.
Edberg, M. (2007). Essentials of Health Behavior: Social and Behavioral Theory in Public Health. Sudbury, Mass.: Jones and Bartlett Publishers.

15. PHAB CHA Standards and Measures Version 1.0
Standard 1.1: PARTICIPATE IN OR CONDUCT A COLLABORATIVE PROCESS RESULTING IN A
COMPREHENSIVE COMMUNITY HEALTH ASSESSMENT.
Measure S: Participate in or conduct a state partnership that develops a comprehensive community health assessment of the population of the state
Measure S: Complete a state level community health assessment
Measure: 1.1.1T/L: Participate in or conduct a local partnership for the development of a
comprehensive community health assessment
Measure 1.1.2T/L: Complete a local community health assessment
Measure A: Ensure that the community health assessment is accessible to agencies,
organizations and the general public
Verbatim from PHAB S/M doc: The purpose of the community health assessment is to learn about the health status of the population. Community health assessments describe the health status of the population, identify areas for health improvement, determine factors that contribute to health issues, and identify assets and resources that can be mobilized to address population health improvement. Community health assessments are developed at the Tribal, state, and local levels to address the health of the population in the jurisdiction served by the health department.
A community health assessment is a collaborative process of collecting and analyzing data and information for use in educating and mobilizing communities, developing priorities, garnering resources, and planning actions to improve the populationʼs health. The development of a population health assessment involves the systematic collection and analysis of data and information to provide the health department and the population it serves with a sound basis for decision-making and action. Community health assessments are conducted in partnership with other organizations and include data and information on demographics; socioeconomic characteristics; quality of life; behavioral factors; the environment (including the built environment); morbidity and mortality; and other social, Tribal, community, or state determinants of health status. The Tribal, state, or local community health assessment will be the basis for development of the Tribal, state, or local community health improvement plan.
reviewing them comprehensively in the context of the other standards and measures will help position you for greater success in accreditation preparation.
Note the standard talks about the CHA/IP PROCESS. It’s not just about the document you produce, it’s about the process you undertake. PHAB is flexible in that the process must work for the agency. They are intentionally not prescriptive, though do describe particular factors that must be inplace, such as multiple data sets must be used, it must be comprehensive,
Consider what existing data and assessments you already have. Often, LHDs are not starting from scratch even if they don’t have a comprehensive CHA done. To note, when you read the guidance associated with the S/M, these cannot simply be an assessment of one program area. It must be comprehensive.

16. PHAB CHA Process (Standard 1.1 Measure 1.1.1 T/L)
Participation of representatives of various sectors of local community
The collaboration could include hospitals and healthcare providers, academic institutions, local schools, other departments of government, community non-profits, and the state health department.
Regular Meetings
Description of the process used to identify health issues and assets
Provide documentation of the collaborative process to identify and collect data and information, identify health issues, and identify existing state assets and resources to address health issues.
The process used may be an accepted state or national model; a model from the public, private, or business sector; or other participatory process model.

17. PHAB SHA Components (Standard 1.1 Measure 1.1.1 S)
Participation of representatives of various state-level sectors
The collaboration could include hospitals and healthcare associations, provider associations, academic institutions, other departments of state government, state-wide non-profits, and local health department representation.
Regular Meetings
Description of the process used to identify health issues and assets
Provide documentation of the collaborative process to identify and collect data and information, identify health issues, and identify existing state assets and resources to address health issues.
The process used may be an accepted state or national model; a model from the public, private, or business sector; or other participatory process model.

18. PHAB CHA Components (Standard 1.1 Measure 1.1.2 T/L)
Dated within the last five years
Documentation that data and information from various sources contributed to the CHA and how data were obtained
Must include primary and secondary data
Description of the demographics of the population of the jurisdiction served
General description of health issues and specific descriptions of population groups with particular health issues
Narrative description of health issues and distribution of health issues
Should include health issues of the uninsured/low income and minority populations
Description of contributing causes of community health issues
Including behavioral risk factors, environmental, socio-economic factors, morbidity/mortality, injury, maternal and child health, communicable and chronic disease, and other unique characteristics
Must include health status disparities, health equity and high health-risk populations
Description of existing community assets or resources to address health issues
Documentation that the local community at large has had an opportunity to review and contribute to the assessment

19. PHAB SHA Components (Standard 1.1 Measure 1.1.2 S)
Dated within the last five years
Documentation that data and information from various sources contributed to the SHA and how data were obtained
Must include primary and secondary data
Description of the demographics of the population of the jurisdiction served
General description of health issues and specific descriptions of population groups with particular health issues
Narrative description of health issues and distribution of health issues
Should include health issues of the uninsured/low income and minority populations
Description of contributing causes of health issues
Including behavioral risk factors, environmental, socio-economic factors, morbidity/mortality, injury, maternal and child health, communicable and chronic disease, and other unique characteristics
Must include health status disparities, health equity and high health-risk populations
Description of existing state assets or resources to address health issues
Documentation that the public at large has had an opportunity to review and contribute to the assessment

20. PHAB CHA Components (Standard 1.1 Measure 1.1.3A)
Documentation that the community health assessment has been distributed to partner organizations
Must provide two examples
Documentation that the community health assessment and/or its findings have been made available to the population of the jurisdiction served by the health department

21. Definition: Health Improvement Plan
What does this mean in your community?

22. Definition: Health Improvement Plan
A long-term systematic effort to address issues identified by the assessment and community health improvement process
Is broader than the health department and should include partners
Considered current by PHAB if developed or updated within a 5 year time period prior to application
Based on community health assessment
Relates directly to Domain 5

23. PHAB HIP Standards and Measures Version 1.0
Standard 5.2: CONDUCT A COMPREHENSIVE PLANNING PROCESS RESULTING IN A TRIBAL/STATE/COMMUNITY HEALTH IMPROVEMENT PLAN
Measure S: Conduct a process to develop a state health improvement plan
Measure S: Produce a state health improvement plan as a result of the health improvement planning process
Measure: L: Conduct a process to develop a community health improvement plan
Measure L: Produce a community health improvement plan as a result of the community health improvement process
Measure T: Conduct a process to develop a Tribal community health improvement plan
Measure T: Produce a Tribal community health improvement plan as a result of the health improvement process
Measure A: Implement elements and strategies of the health improvement plan, in partnership with others
Measure A: Monitor progress on implementation of strategies in the community health improvement plan in collaboration with broad participation from stakeholders and partners

24. PHAB HIP Process (Standard 5.2 Measure 5.2.1 S, L, T)
Broad participation of public health system/community partners
Information from the SHA/CHAs
Issues and themes identified by stakeholders
Identification of state/local/Tribal assets and resources
A process to set state/local/Tribal health priorities

25. PHAB HIP Components (Standard 5.2 Measure 5.2.2 S, L, T)
Dated within last five years
Health priorities, measurable objectives, improvement strategies, and performance measures with measurable and time-framed targets
Policy changes needed to accomplish health objectives
Individuals and organizations that have accepted responsibility for implementing strategies
Measurable health outcomes or indicators to monitor progress
Alignment between state/local/national/Tribal priorities

26. The health department must provide:
5.2.3A Implement elements and strategies of the health improvement plan, in partnership with others
The health department must provide:
Reports of actions taken related to implementing strategies to improve health
Examples of how the plan was implemented

27. Evaluation reports on progress made in
5.2.4A Monitor progress on implementation of strategies in the HIP collaboration with broad participation from stakeholders and partners
Evaluation reports on progress made in
implementing SHIP strategies must show:
Monitoring of performance measures
Progress related to health improvement indicators
The health department must show that the health improvement plan has been revised based on the evaluation

28. Common Steps in Developing a HIP
Ongoing engagement of community and public health system partners
Review findings of HA
Determine health priorities based on HA findings and community and partner input and how these were chosen
HIP implementation plan/ work plan: develop goals, measurable objectives, strategies, timeline, and organization/persons responsible* to address each identified health priority [*not limited to HD responsibility-refer to PHAB CHIP standard/measure language].
Devise process for monitoring progress on work plan implementation and meeting goals and objectives
Distribute HIP throughout the community/state
Action and monitoring action

29. Affordable Care Act: Community Benefit Requirements
CHNA every three years
Community engagement
Incorporation of public health expertise
Implementation strategy
Accessible to the community

30. Opportunity: IRS Community Benefit Requirement
Community Need
Program or activities that provide treatment or promote health as a response to community needs and meet at least one community benefit objective:
Improve access to health services
Enhance public health
Advance knowledge
Relieve government burden
Community need can be demonstrated through:
Community health needs assessments
Request from public agency or community group
Partnership with government or other tax-exempt organizations
Source: PPACA, Sec and AHA’s April 19, 2010 “Detailed Summary” of the legislation.

31. Reasons to Consider Partnering with Hospitals
By and large, they serve the population you serve
They are/will be conducting CHNAs in any case
Lots of valuable data (and knowledge) complementary to public health’s own
Potential economies of scale on assessment costs & effort
Potential voluntary coordination on priority-setting
Potential voluntary coordination on plans and actions
Also, regardless of prior assessment activity and in terms of the broader community health improvement process…. Your hospital(s) probably have some community-focused health improvement efforts underway.

32. Opportunities to Partner: Points in the Process
Discussion of opportunities to engage with hospitals at each step along the way. Tailor your approach to meet each party’s needs in your case.
[Use this slide as the visual anchor/reference point to discuss and solicit audience ideas on specific partner engagement opportunities throughout the process.]
The core and most obvious partnering opportunity is around “Collecting and Analyzing Data” – and that is a major undertaking in itself. But, there may be greater opportunity for value for all partners if the partnering begins before data collection and extends beyond it. How far in either direction is subject to local circumstances and the wishes of the partners. Some examples:
Establishing Assessment Infrastructure
-- coordinated or shared staffing (or consultants)
-- advisory committee
-- budget and money
Defining Purpose and Scope
-- what must each party obtain for their purposes at the end of the process?
-- use this to define the minimum specs for the assessment, and then discuss anything beyond that
Collecting and Analyzing Data
-- health care services utilization data (admissions, discharges, ED use, ambulatory care-sensitive conditions, geographic distribution, demographics, etc.)
-- program data from prevention, access, screening and other “outreach” initiatives
-- sharing public health data
Selecting Priorities
Documenting and Communicating Results
Planning for Action and Monitoring Progress
-- discuss and define what may meet everyone’s needs, and then allow flexibility for individual approaches
-- for all of these, there is likely to be some organization-specific output in addition to any collaboratively-produced or joint activity
-- be sure to understand various requirements, audiences, strategic goals, capacities, etc. And, how these may differ among p.h. and hospital organizations
-- Example: “Community priorities” may be broader, while still allowing for organization-specific priorities based on own mission/strategic plan.
-- Example: P.H. and hospital may have different communications approaches to boards (elected and appointed), staff, patients, general population, donors, etc.
Note: Six step process is from ACHI Community Health Assessment Toolkit.

33. Definition: Strategic Plan
What does this mean in your agency?

34. Department Strategic Plan
A strategic plan results from a deliberate decision-making process and defines where an organization is going. The plan sets the direction for the organization and, through a common understanding of the mission, vision, goals and objectives, provides a template for all employees and stakeholders to make decisions that move the organization forward.
Internal to the health department
Sets what the health department plans to achieve and how it will do that
Guide to:
Making decisions
Allocating resources
Taking action
PHAB definition

35. Agency Strategic Plan
Domain 5: Develop public health policies and plans
Standard 5.3: Develop and implement a health department organizational strategic plan.
Measure A: Conduct a department strategic planning process
Measure A: Adopt a department strategic plan
Measure A: Implement the department strategic plan

36. PHAB Required Components for a Strategic Plan
Mission, vision and guiding principles/values for the health department
Strategic priorities
Goals and objectives with measurable and time-framed targets
Identification of external trends, events, or other factors that may impact community health or the health department
Analysis of the HD’s weaknesses and strengths
Linkages with the HIP and QI plan
Members of the Governing Body involved in the process
Measure provides guidance that the adopted plan must include the components listed here on the slide.

37. What is the difference?
Community Health Assessment
Strategic Plan
Community Health Improvement Plan
What’s the difference between a strategic plan and a community health plan?
Both plans are strategic in nature and consider the data in the community health assessment (thus the overlap).
Both plans should be strategic in nature and may have similar components such as a vision, priorities, strategies, goals and objectives and are even based on data.
However, a community health plan is a plan focused on the defined community. The plan relies heavily on the comprehensive CHA to be developed. The plan may have many various organizations with various responsibilities outlined in the implementation plan. The audience for a community health plan is the community and all the local public health system stakeholders.
Whereas the strategic plan is the organizational plan for the health department. It is solely focused on the one agency although many departments within the organization may contribute to the plan or have department plans linked into the one overarching organizational strategic plan. The plan is developed based both on the CHA results as well as an internal look at the organizations strengths and weaknesses and the external threats and opportunities. The strategic plan outlines the direction for the organization and guides its decision making. It also is clearly linked to the community health plan by defining how the local health department will address any of the priorities in the community health plan. The audience for a strategic plan is the LHD staff and Board.
So while all 3 documents have relationships, they are 3 different processes and end products.

38. Putting it all Together
Health Assessment
MarMason Consulting

39. Prerequisites CHA SP CHIP Domains 1, 2, 3, 4, 5, 6, 7, 8, 9, 10
Essential Service
1, 2, 3, 4, 5, 6, 7, 8, 9 10
Essential service system performance measured using the NPHPSP instrument can inform health department PHAB domain performance. MAPP and NPHPSP can be deliberately designed to meet standards in domains 1, 3, 4, 5, 7, and 10.

40. NACCHO Resources Strategic Planning CHA/CHIP and MAPP Accreditation/QI
Strategic Planning Resources
NACCHO Resources
Strategic Planning
CHA/CHIP and MAPP
Accreditation/QI
Example strategic plans and guidance materials
Strategic planning webinar, May 16th, 3 – 4:30 PM ET
Developing a LHD Strategic Plan: a How-To Guide
Pre-conference training at NACCHO Annual, July 11, 2012
Virtual TA
Example CHA/CHIPs
CHA/CHIP Resource Center
MAPP Clearinghouse
Virtual TA
MAPP Network
Accred Coordinators Learning Community
QI Roadmap
Webinar series
Documentation repository and staff review
Virtual TA
accreditNATION e-newsletter
NACCHO is offering a variety of resource to support local health departments with strategic planning including
Sample LHD strategic plans and other resources on the NACCHO Public Health Infrastructure and Systems Accreditation and QI Webpage. The webpage is on the bottom of this slide for your reference.
A 90 minute Webinar which will provide a high level overview of the strategic planning process
A full-day interactive classroom training at the NACCHO annual meeting in July. The training will include opportunities to work with some of the tools and suggested methods in the strategic planning process. AND
A newly developed how-to guide which will be available online for download.
The guidebook provides clear guidance with flexibility and options to meet the needs of your health department. The PHAB requirements are also clearly highlighted throughout the guidebook to ensure that users are fully aware of the requirements even if they are not planning to apply for PHAB accreditation in the near future. And finally, the guidebook provides worksheets and templates for completing many of the steps or processes in the guidebook. All worksheets are included in the guidebook and available electronically so you can type directly in the form if you so choose.

41. NACCHO Websites Strategic Planning CHA/CHIP MAPP Accreditation/QI
CHA/CHIP
MAPP
Accreditation/QI

42. Example strategic plans, SHAs and SHIPs and guidance materials
Strategic Planning Resources
ASTHO Resources
Strategic Planning, SHA, and SHIP
Example strategic plans, SHAs and SHIPs and guidance materials
Accreditation and Performance Improvement Guide
Onsite and Virtual TA
PHAB prerequisites
SHA Accreditation Coordinators’ Network
SHIP guidance and resources
NACCHO is offering a variety of resource to support local health departments with strategic planning including
Sample LHD strategic plans and other resources on the NACCHO Public Health Infrastructure and Systems Accreditation and QI Webpage. The webpage is on the bottom of this slide for your reference.
A 90 minute Webinar which will provide a high level overview of the strategic planning process
A full-day interactive classroom training at the NACCHO annual meeting in July. The training will include opportunities to work with some of the tools and suggested methods in the strategic planning process. AND
A newly developed how-to guide which will be available online for download.
The guidebook provides clear guidance with flexibility and options to meet the needs of your health department. The PHAB requirements are also clearly highlighted throughout the guidebook to ensure that users are fully aware of the requirements even if they are not planning to apply for PHAB accreditation in the near future. And finally, the guidebook provides worksheets and templates for completing many of the steps or processes in the guidebook. All worksheets are included in the guidebook and available electronically so you can type directly in the form if you so choose.

43. ASTHO Resources Custom-designed, “hands on” technical assistance
Staff, Peer to Peer connections, SME expertise, funding partners
On-site, teleconference, webinar, and/or
State health agency workgroups, planning resources, templates, tools , slide presentations, state examples
ASTHO Accreditation & Performance Website, Webinars (archived webinars)
ASTHO Quality Connection newsletter
ASTHO, CDC, RWJF, and partner web pages and newsletters
Readiness assessment for PHAB prerequisites and across domains (gap analysis and self-assessment)
Road mapping to accreditation
Quality Improvement Tools, Techniques and Strategies

44. For more information Jessica Solomon Fisher Jim Pearsol
For more information