2015-2019 ATCPHD Strategic Plan

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ABILENE-TAYLOR COUNTY PUBLIC HEALTH
DISTRICT
ORGANIZATIONAL STRATEGIC PLAN
JANUARY 2015

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TABLE OF CONTENTS
ACKNOWLEDGMENTS………………………………………………………………………………..………...3
MESSAGE FROM THE DIRECTOR………………………………………………………………………….…4
ATCPHD STRATEGIC PRIORITIES & GOALS ……………………………………………………………...5
INTRODUCTION………………………………………………………………………………….………….……6
STRATEGIC PLANNING PROCESS AND TIMELINES……………………………………….…….……….8
RE-EVALUATION OF MISSION, VISION AND VALUES………………………………….………...……....9
SITUATIONAL ANALYSIS…………………………………………………………………….….……………..10
• SWOT ANALYSIS: THE COMPREHENSIVE SWOT……………………...……………………10
ENVIRONMENTAL ANALYSIS…………………………………………………………..…………………….10-12
• EXTERNAL ENVIRONMENTAL ANALYSIS……………………………….………..………….10-13
o Analysis of opportunities and threats……………………………………………………………..11
o Ranking of opportunities and threats…………………………………………………...…….…..12
• INTERNAL ENVIRONMENTAL ANALYSIS……………………………………..…...………....13
o Ranking of strengths and weaknesses…………………………………………..…………….…...13
• FINAL (CONDENSED) SWOT…………………………………………………………...………....14
• STAKEHOLDER ANALYSIS………………………………………………...……………………..15
STRATEGY FORMULATION ………………………………………………………..………..………………..16
STRATEGIC GOALS SELECTION………………………………………………...……………..…………….16-19
• TOWS MATRIX…………………………………………………………………………..…...……..17
• STRATEGIC GOALS SELECTION CRITERIA…………………………..……..…...…………..18
• ORGANIZATIONAL STRATGEIES, OBJECTIVES AND MEASURES……………..………..19
o Self-assessment tool for capacity to implement strategies…………………………………….....19
FINAL GOALS, OBJECTIVES AND MEASURES...…………………………………………...……….…….20-23
STRATEGY IMPLEMENTATION………………………………………………………………………..…….23-27
• THE ATCPHD BALANCED SCORECARD………………………………………..……….…….23-27
CONCLUSION……………………………….…………………………………..………………….....………….27
RESOURCES …………………………………………………………….……………………..………….……..28
APPENDICES………………………………………………………………………………......…..……………..29-40
 WORKSHEET FOR MISSION, VISION AND VALUES…………………………………....………29-30
 THE COMPREHENSIVE SWOT WORKSHEET………………………….………………..……....31-33
 ATCPHD SWOT SURVEY…………………………………………………………………....……….33-36
 AGENDA FOR STRATEGIC PLANNING RETREAT I………………………...………………….37-38
 AGENDA FOR STRATEGIC PLANNING RETREAT II……………………………….………….39-40

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ACKNOWLEDGMENTS
The Abilene-Taylor County Public Health District (ATCPHD) would like to acknowledge the following
individuals for their contribution to the success of the strategic planning process and the development of the
ATCPHD Organizational Strategic Plan.
ATCPHD Internal Stakeholders Planning Team
Derrick L. Neal (Health Administrator)
Santos Navarrette (Assistant Health Administrator)
Dr. Peter Norton (Health Director/Authority)
Kay Durilla (Nursing Program Manager)
Jadyn Ashworth (Laboratory Manager)
Annette Lerma (WIC Director)
Dianne Tyler (Customer Service Rep III)
Nike Neuvenheim (Health Management Coordinator)
Jo Roberts (Health Admin Specialist)
Veronica Escalona (PHC/Health Admin Specialist)
Wayne Rose (Epidemiologist)
Charlotte Lambert (Health Planning Coordinator)
Thaddee Uwimana (Public Health Nurse III)
Mattie Pierre (Health Management Coordinator)
Derrick L. Neal, MPA
Health Administrator
Abilene-Taylor County Public Health District
Santos Navarrette, MBA
Assistant Health Administrator
Nike Neuvenheim, MPA
Health Management Coordinator
External Consultants/Facilitators Strategic Planning Analyst
Joanna Clark, MA
Employee Engagement and Development Manager,
City of Abilene
Julie St-John, DrPH, MA, CHWI
Assistant Professor, MPH Co-Director
Department of Public Health
Texas Tech University Health Sciences Center
Graduate School of Biomedical Sciences
Olufemi Popoola, MPH
Accreditation Fellow,
University of North Texas Health Science Center

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MESSAGE FROM THE DIRECTOR
Dear Friends and Colleagues,
I am pleased to present the Abilene-Taylor County Health District’s (ATCPHD) Organizational Strategic
Plan for 2015. The ATCPHD continues to work on strengthening our capacity to serve the community,
through quality public health services in a time of significant challenges, including fiscal constraints and a
limited workforce.
This specific Strategic Plan development was a process that engaged our staff in identifying “strategic
priorities” for the goals and objectives that will be accomplished during this inaugural strategic plan
period. The Health District is committed to continuing the journey, institutionalizing quality improvement,
improving workforce competency development and operating a cutting edge local health department,
while assuring sound use of fiscal resources.
To achieve our mission, the Health District must fulfill the fundamental role of preventing and/or
responding to imminent health threats such as disasters, hazardous materials exposure and preventable
illness. We must also engage long-term strategies to address chronic diseases, poor nutrition, oral health,
inadequate exercise, and tobacco use.
This plan will guide the Health District’s work in carrying out our responsibilities in the most effective
and efficient means possible. We must effectively collaborate with community based organizations,
university systems, cities, schools, our faith based community, and our existing health care providers to
establish comprehensive public health practices.
To be successful in our efforts we must have a strategic plan that points out goals and provides the
mapping needed for goal achievement.
We are confident that our staff is up to the challenge of carrying out this ambitious Strategic Plan and look
forward to the upcoming year of hard work on our path to achievement!
Warm Regards,
Derrick Leonard Neal M.P.A., PhD Candidate

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ATCPHD STRATEGIC PRIORITIES & STRATEGIC GOALS
Strategic Priority #1: Health promotion
Goal 1: Expand educational and outreach opportunities
Strategic Priority #2: Internal processes/operations and staff development
Goal 1: Utilize organizational space efficiently
Goal 2: Conduct a staff training needs assessment
Strategic Priority #3: Service to community
Goal 1: Initiate a community health assessment to gain a better understanding of the
community needs
Goal 2: Maintain an on-going community presence in an effort to achieve and maintain
visibility
Strategic Priority #4: Financial sustainability
Goal 1: Balance fiscal responsibility with innovative funding
Goal 2: Institute Electronic Health Records (EHR) system

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INTRODUCTION
The Abilene-Taylor County Public Health District (ATCPHD) is a division within the Community
Services Department of the City of Abilene. The City of Abilene, the Taylor County Commissioner’s
Court, and the ATCPHD Health Advisory Board provide general oversight of the department’s programs
and services. The ATCPHD provides public health care services to the residents within Abilene-Taylor
County and 18 surrounding counties, commonly known as “The Big Country” (Figure 1). The 19 county
service area has an estimated population of 428, 579 (U.S. Census Bureau, 2014). However, ATCPHD
primarily provides services to the residents of Abilene-Taylor County with an estimated population of
120,099 (U.S. Census Bureau, 2014).
The ATCPHD is located in downtown Abilene at 850 North 6th
Street, Abilene, Texas. In 2005, a
23,000 square foot facility was built to accommodate the expansion of the programs and services provided
by the health department. In January 2015, the ATCPHD will open the MERCY Health Care Center,
located on 1902 Shelton Street, Abilene, Texas. The MERCY Health Care Center is a satellite clinic
housing the Expanded Primary Health Care, Primary Health Care, STD and Family Programs. Currently,
ATCPHD offers the following programs: Children, Adolescent, and Adult Immunizations; Tuberculosis
Prevention and Control; Family Planning; Sexually Transmitted Disease Diagnosis and Treatment;
Refugee Services; Dental Program; Primary Health Care; Expanded Primary Health Care; WIC; Vital
Statistics; Public Health Emergency Preparedness; Epidemiology; Laboratory Services; and Texas Health
Steps. The agency’s 54 full-time and 6 part-time professional and support staff will operate during the
2014-2015 fiscal year under a budget of $4.2 million. Grant funding accounts for $3 million, or 71% of
the department’s budget.
As the ATCPHD continues to provide quality services for a growing population in the 21st
Century, a
priority is for the health department to establish strategies that facilitate positive health outcomes. The
Public Health Accreditation Board (PHAB), a non-profit organization which administers public health
department accreditation, requests that all health departments seeking accreditation submit a Strategic Plan
as part of the application process. As the ATCPHD progresses toward accreditation, leadership within the
organization recognizes both the importance of accreditation, and the establishment of a unified vision,
ensuring program sustainability and the ability to revolutionize the provision of public health care
services.
Since its inception, the ATCPHD adopted the following mission, “The Abilene-Taylor County Public
Health District as a division of the Community Services Department of the City of Abilene is dedicated to
providing quality preventative, educational and professional health services, which protect and improve
the health of the entire community.” As a part of the strategic planning process, the ATCPHD has re-
evaluated the existing mission, and updated its mission, vision, and values to reflect the current public
health, healthcare, economic, political, and geographic environments and to embrace the future. In
addition to this, the department has established four Strategic Priorities, consisting of multiple strategic
goals, objectives, and measures, which will be implemented over a specified time frame.

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FIGURE 1. THE 19 COUNTIES SERVED BY THE ATCPHD
“The Big Country” area includes the following counties: Taylor, Brown, Callahan,
Coleman, Eastland, Fisher, Haskell, Jones, Kent, Knox, Mitchell, Nolan, Shackelford,
Stephens, Stonewall, Throckmorton, Tom Green, Runnels, Scurry

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STRATEGIC PLANNING PROCESS AND TIME-LINE
The development of the strategic plan involved extensive and detailed input from the ATCPHD Internal
Stakeholders over the course of a ten-week period. The external consultants, strategic planning analyst, and
planning team met frequently in an effort to ensure adherence to a rigorous time-line and continued development of
an effective strategic plan.
The Planning Team engaged the support of External Stakeholders (Consultants, Facilitators, and Analysts), who
were very knowledgeable about the process in its entirety. The following External Stakeholders were involved in
the development of the strategic plan.
Joanna Clark, MA
Employee Development and
Engagement Manager
City of Abilene
Olufemi Popoola, MPH
Accreditation Fellow
University of North Texas Health
Science Center
Julie St-John, DrPH, MA, CHWI
Assistant Professor, Department of
Public Health
Texas Tech University Health
Sciences Center
The Planning Team designed a time-line for the strategic planning process.
Date Activity
09/20/2014 Initial meeting between the Planning Team and Strategic Planning Analyst to develop and design the
planning process and identify stakeholders.
09/30/2014 Meeting with External Stakeholders to discuss the strategic planning process.
10/01/2014 Design and formation of the SWOT Analysis; Mission, Vision, and Values worksheets.
10/02/2014 Planning Team, External and Internal Stakeholders meet to discuss and validate the worksheets.
10/10/2014 Distribution of the SWOT Analysis and Mission, Vision, and Values worksheets. Provision of
instructional support to Internal Stakeholders, with regard to the worksheets.
10/13/2014 Collation of all responses from worksheets.
10/20/2014 Design and distribution of SWOT surveys.
10/22/2014
Collation and analysis of responses from SWOT surveys.
10/30/2014 Strategic Planning Retreat, Part 1(Affinity Group Session): Review and discussion of the Strategic
Planning Process. Review of the existing Mission and adoption of a new Mission and Vision for the
ATCPHD.
11/20/2014 Strategic Planning Retreat, Part 2: Discussion and formation of Values/Value Statements and strategy
derivation.

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RE-EVALUATION OF MISSION, VISION AND VALUES
The existing Mission of the ATCPHD was re-evaluated, and a new Mission, Vision, and Values (MVV) were
derived for the ATCPHD. A comprehensive MVV worksheet was developed for this process (Appendix I). In
order to receive an all-inclusive response, all Internal Stakeholders were required to complete and submit this
worksheet. The responses obtained from this worksheet were discussed in detail during the Affinity Group Session,
in Part 1 of the Strategic Planning Retreat.
ATCPHD Mission, Vision and Values
MISSION
To provide preventative services to promote community health.
VISION
To be a premier, innovative health department, leading in the prevention of diseases.
VALUES
Professionalism: We exemplify professionalism through respect, excellence, and teamwork.
Quality: We provide exceptional, valuable services for our community.
Integrity: We serve with accountability and consistency to build community trust.
Innovation: We effectively use evidence-based strategies and best practices to advance public health.
Collaboration: We collaborate with internal and external stakeholders to promote community health and
prevent diseases.

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SITUATIONAL ANALYSIS
The planning team conducted a situational analysis to gain a current and comprehensive understanding of the
general state of the ATCPHD’s internal and external operations. The situational analysis provided detailed
information pertaining to the health department’s organizational infrastructure, enabling the establishment of long-
term strategies. The planning team conducted the situational analysis utilizing the SWOT Analysis Worksheet,
which allowed the internal stakeholders to evaluate fundamental internal and external processes within ATCPHD.
SWOT ANALYSIS: THE COMPREHENSIVE SWOT
A SWOT Analysis (strengths, weaknesses, opportunities, and threats) analysis was performed to identify the
internal strengths and weaknesses, as well as the external opportunities and threats of the ATCPHD. Thirteen of
fifteen internal stakeholders completed the SWOT Analysis Worksheet, a response rate of 93.3% (Appendix II). A
condensed SWOT table (Table 3) depicts the SWOT analysis responses.
ENVIRONMENTAL ANALYSIS
The planning team performed an environmental analysis to gain a better understanding of the operational
environment of the ATCPHD. For this purpose, the planning team compiled responses from the SWOT analysis
and generated a survey based on the SWOT responses (Appendix III). The survey consists of two sections:
1. Opportunities and Threats (representing the external environment)
2. Strengths and Weaknesses (representing the internal environment)
EXTERNAL ENVIRONMENTAL ANALYSIS
ANALYSIS OF OPPORTUNITIES AND THREATS
Impact and probability plot (Figure 2)
This plot was used to assess the relative importance of external opportunities and threats in relation to the
ATCPHD. Specifically, the plot depicts the impact and probability of the external factors, which are defined below.
Impact: The effect that this opportunity/threat might have on the ATCPHD.
Probability: The possibility that this opportunity/threat will continue to be existent in the next 5 years.

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FIGURE 2. IMPACT AND PROBABILITY PLOT
A frontier line was set to delineate the external opportunities and threats that generate a high impact and probability
of occurrence within the health department. Components that lie outside of the frontier line have a high impact and
probability of occurrence. These components were adopted and included in the condensed SWOT table (Table 3).
Components within the frontier line were ranked low regarding impact and probability of occurrence (Table 1, 3).

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RANKING OF OPPORTUNITIES AND THREATS
Based on the results of the impact and probabilities plot, the survey responses for opportunities and threats were
ranked as either high (H) or low (L).
TABLE 1: RANKING OF OPPORTUNITIES AND THREATS FOR THE ATCPHD
N0 OPPORTUNITY IMPACT PROBA-
BILITY
N0 THREAT IMPACT PROBA-
BILITY
1 Several potential funding opportunities in
Abilene-Taylor County and surrounding areas.
H H
11 Inadequate community-wide health
education directly affects organizational
workflow and impacts quality of work. H H
2 City of Abilene Information Technology (IT)
services are readily accessible to the
ATCPHD staff H H
12 The Health Advisory Board lacks an equal
representation of women and minority
groups H L
3 Waiver 1115 has a good potential for funding.
H L
13 Under-utilization of the Family Planning,
STD, and Expanded Primary Health Care
Programs by clients. H H
4 Establish effective client referral services, i.e.
FQHC, Hendrick Medical Center, Abilene
Regional Medical Center, etc. H H
14 Limited resources for public health
accreditation.
H H
5 Development of formal partnerships with
universities, trade schools, and other
academic Institutions. H H
15 Political environment limits potential for
collaboration/partnerships.
H H
6 Texas Tech University Health Sciences
Center's faculty members have expressed
interest in a collaborative process that would
support public health department accreditation
and a community health assessment. H H
16 Staff within programs/sections are
confronted with difficult/uncooperative
clients.
L L
7 Employee development and training: City of
Abilene (Employee Development and
Engagement Classes), University of Houston
360 degree project, DSHS training, etc. H H
17 External competition for funding
opportunities in a grant-dependent health
department.
H H
8 Intra-departmental communication has the
potential to improve. H H
18 Non-competitive pay threatens nursing staff
retention. H H
9 Mercy Health Care Center will accommodate
more programs and staff.
H H
19 Low wages and a relatively higher cost of
living in Abilene.
H H
10 Re-organization/clean-up of the dungeon will
provide more space for storage.
H H
20 Lack of formal inter-organizational
agreements such as an MOU, MOA and
affiliate agreements. L L
21 Staff might decide to leave after receiving
training. L L
Represents components that were adopted into the final SWOT.
This table was adopted from the impact and probabilities. It demonstrates components of the opportunities and
threats that are critical to the operational environment of the ATCPHD.

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INTERNAL ENVIRONMENTAL ANALYSIS
RANKING OF STRENGTHS AND WEAKNESSES
Internal strengths were ranked according to their importance and sustainability, while weaknesses were ranked
according to their importance and capacity for resolution. Components that were adopted into the Condensed
SWOT Table include: strengths that were ranked high in importance and sustainability, and weakness that were that
were ranked high in importance and low in capacity for resolution (Table 2, 3). Please reference Appendix III for
the definition of importance, capacity to sustain, and capacity for resolution, as used in this table.
TABLE 2: RANKING OF STRENGTHS AND WEAKNESSES FOR THE ATCPHD
N0 STRENGTH IMPOR-
TANCE
CAPACITY
TO
SUSTAIN
N0 WEAKNESS IMPOR-
TANCE
CAPACITY
TO
RESOLVE
22 Comprehensive preventive health
services are provided in a new and
modern building. H H
33 Insufficient room for program/staff
expansion in current building.
H L
23 Concerted efforts are being made toward
public health department accreditation, to
improve quality of service. H H
34 Unnecessary supplies in storage units
(dungeon) cause poor space utilization
and may be hazardous. H L
24 Diverse, culturally competent, dedicated
and loyal staff.
H H
35 Main health building and Mercy Health
Care Center are not in close proximity
to one another. L L
25 Leadership/Administration is forward
thinking and open to new ideas. H H
36 Services are not integrated: Epi, Vital
Statistics and Informatics. H L
26 Family Planning Program, Dental
Program, and Lab have the potential to
significantly increase revenue. H H
37 Important services are not located in
current building: Mental Health,
Environmental Health. L L
27 Good working relationship between the
ATCPHD and external stakeholders
(DSHS and City of Abilene). H H
38 Insufficient staff training: EHR,
Preparedness, staff communication
and development. H L
28 Leadership has a great capacity to
manage funds/budget.
H H
39 Public health department accreditation
suffers from lack of funds, guidance
and direction. H L
29 New EHR hardware with a dedicated IT
staff. H H
40 Inability to create an extension of
clinical services for clients. L L
30 Ready disease surveillance and
containment strategy.
H H
41 Grants: Over-dependence threatens
program continuity and reduces
valuable work time.
H L
31 Collaborations exist with: Hendrick
Medical Center, Abilene ISD, and United
Way, Meals on Wheels, Head start,
SNAP, TAMF, and ECI. H H
42 Understaffing-Nursing program,
Dental, Lab, Billing services,
Community Health Workers, etc.
H L
32 Several staff members with many years
of experience. H H
43 Lack of strong IT system for efficient
workflow. L L
44 Family Planning Program underutilized
(teenagers and men are excluded by
the program). H L
Represents components that were adopted into the final SWOT.

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FINAL (CONDENSED) SWOT TABLE
The Condensed SWOT Table (Table 3) was derived from the results of the survey rankings. This table possesses a
well-defined composition of strengths, weaknesses, opportunities and threats considered relevant by the ATCPHD
Internal Stakeholders. Results of the Condensed SWOT were entered into a TOWS Matrix, which was utilized by
Internal Stakeholders to generate multiple strategic goals.
TABLE 3. CONDENSED SWOT TABLE FOR THE ATCPHD
STRENGTH WEAKNESS
• Comprehensive preventive health services are provided in a new
and modern building.
• Concerted efforts are being made toward public health department
accreditation, to improve quality of service.
• Diverse, culturally competent, dedicated and loyal staff.
• Leadership/Administration is forward thinking and opens to new
ideas.
• Family Planning Program, Dental Program, and Lab have the
potential to significantly increase revenue.
• Good working relationship between the ATCPHD and external
stakeholders (DSHS and City of Abilene).
• Leadership has a great capacity to manage funds/budget.
• New EHR hardware with a dedicated IT staff.
• Ready disease surveillance and containment strategy.
• Collaborations exist with: Hendrick Medical Center, Abilene ISD,
and United Way, Meals on Wheels, Head start, SNAP, TAMF, and
ECI.
• Several staff members with many years of experience.
• Insufficient room for program/staff expansion in current building.
• Unnecessary supplies in storage units (dungeon) cause poor space
utilization and may be hazardous.
• Services are not integrated: Epi, Vital Statistics and Informatics
• Insufficient staff training: EHR, Preparedness, staff communication
and development.
• Public health department accreditation suffers from lack of funds,
guidance and direction.
• Grants: Over-dependence threatens program continuity and
reduces valuable work time.
• Understaffing-Nursing program, Dental, Lab, Billing services,
• Family Planning Program underutilized (teenagers and men are
excluded by the program).
OPPORTUNITY THREAT
• Several potential funding opportunities in Abilene-Taylor County
and surrounding areas.
• Establish effective client referral services, i.e. FQHC, Hendrick
Medical Center, Abilene Regional Medical Center, etc
• Employee development and training: City of Abilene (Employee
Development and Engagement Classes), University of Houston 360
degree project, DSHS training, etc.
• Intra-departmental communication has the potential to improve.
• Re-organization/clean-up of the dungeon will provide more space
for storage.
• Development of formal partnerships with universities, trade schools,
and other academic Institutions.
• Mercy Health Care Center will accommodate more programs and
staff.
• Texas Tech University Health Sciences Center's faculty members
have expressed interest in a collaborative process that would
support public health department accreditation and a community
health assessment.
• City of Abilene Information Technology (IT) services are readily
accessible to the ATCPHD staff
• Limited resources for public health accreditation.
• Political environment limits potential for collaboration/partnerships.
• External competition for funding opportunities in a grant-dependent
health department.
• Non-competitive pay threatens nursing staff retention.
• Low wages and a relatively higher cost of living in Abilene.
• Inadequate community-wide health education directly affects
organizational workflow and impacts quality of work.
• Under-utilization of the Family Planning, STD, and Expanded
Primary Health Care Programs by clients.

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STAKEHOLDER ANALYSIS
In preparation for strategy formulation, the planning team identified and prioritized internal and external
stakeholders through the use of a stakeholder analysis (Figure 3). The planning team identified stakeholders
through the critical examination of the SWOT analysis results (Table 1). The planning team identified four
categories of stakeholders
During strategy formulation, the stakeholder analysis served as an important strategic planning tool, enabling the
planning team to identify stakeholders who have a fundamental role in the ATCPHD strategic plan’s priorities,
goals, and objectives. The ATCPHD will rely upon the guidance and support of these stakeholders.
FIGURE 3. STAKEHOLDER ANALYSIS FOR THE ATCPHD
STAKEHOLDERS THAT MEET OUR NEEDS STAKEHOLDERS THAT ARE KEY PLAYERS
1. Department of State Health Services
2. City of Abilene
3. Hendrick Medical center
4. Universities, trade schools, and other
academic institutions in Abilene
5. University of Houston 360 degree project
6. Potential individual and corporate funders in
Abilene
7. Dyess Air force Base
1. Leadership of the ATCPHD
2. Staff
3. Texas Tech University Health Sciences
Center Faculty
LEAST IMPORTANT STAKEHOLDERS STAKEHOLDERS WE MIGHT CONSIDER IN OUR
STRATEGIES
1.City of Abilene IT services
1. Competitors for grants
2. Understaffed units: nursing, dental, lab,
billing, community health workers
3. Health advisory board
LOW
LOW
HIGH
HIGH

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STRATEGY FORMULATION
STRATEGIC PRIORITIES
The Planning Team identified the following four themes as critical across all areas of service, referred to as strategic
priorities These priorities or themes were identified based upon the results of the SWOT Analysis; ATCPHD’s
Mission, Vision and Values; and factors the Internal Stakeholders viewed as strong determinants of health
outcomes. After significant review, the Planning Team and Strategic Planning Analyst selected the following
priorities.
1. Financial sustainability
2. Internal processes/operations & staff training
3. Service to community
4. Health Promotion
STRATEGIC GOALS
The planning team compiled components of the final SWOT analysis into a TOWS Matrix in order to generate
strategic goals for the ATCPHD. The TOWS Matrix served as a framework, which allowed the internal
stakeholders to effectively analyze and associate all of the components of the condensed SWOT table, establishing
definitive goals. The TOWS Matrix was used to generate several strategic goals within the scope of the strategic
priorities (Figure 4).
STRATEGIC GOALS SELECTION
The planning team adopted strategy selection tools order to ensure that the most effective strategic goals were
identified from those listed within the TOWS Matrix.
The planning team designed a Strategic Goals Selection Criteria table to guarantee that the strategic goals selected
aligned with the newly established MVV. Every strategic alternative had to fulfill all the criteria within the table
(Table 4).

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FIGURE 4. TOWS MATRIX
STRENGTH WEAKNESS
INTERNAL
FACTORS
EXTERNAL
FACTORS
1. Comprehensive preventive health services are
provided in a new and modern building.
2 .Concerted efforts are being made toward public health
department accreditation, to improve quality of service.
3. Diverse, culturally competent, dedicated and loyal
staff.
4. Leadership/Administration is forward thinking and
open to new ideas.
5. Family Planning Program, Dental Program, and Lab
have the potential to significantly increase revenue.
6. Good working relationship between the ATCPHD and
external stakeholders (DSHS and City of Abilene).
7. Leadership has a great capacity to manage
funds/budget.
8. New EHR hardware with a dedicated IT staff.
9. Ready disease surveillance and containment strategy.
10.Collaborations exist with: Hendrick Medical Center,
Abilene ISD, United Way, Meals on Wheels, Head
start, SNAP, TAMF
1. Insufficient room for program/staff expansion in current building.
2. Unnecessary supplies in storage units (dungeon) cause poor space
3. Services are not integrated: Epi, Vital Statistics and Informatics
4. Insufficient staff training: EHR, Preparedness, staff communication
and development.
5. Public health department accreditation suffers from lack of funds,
guidance and direction.
6. Grants: Over-dependence threatens program continuity and reduces
valuable work time.
7. Understaffing-Nursing program, Dental, Lab, Billing services,
8. Family Planning Program underutilized (teenagers and men are
OPPORTUNITY SO (FUTURE) WO (INTERNAL FIX-IT)
1.Several potential funding opportunities in Abilene-Taylor County and
surrounding areas
2. Establish effective client referral services, i.e. FQHC, Hendrick Medical
Center, Abilene Regional Medical Center, etc.
3. Employee development and training: City of Abilene (Employee
Development and Engagement Classes), University of Houston 360
degree project, DSHS training, etc.
4. Intra-departmental communication has the potential to improve.
5. Re-organization/clean-up of the dungeon will provide more space for
storage.
6. Development of formal partnerships with universities, trade schools, and
other academic Institutions.
7. Mercy Health Care Center will accommodate more programs and staff.
8. Texas Tech University Health Sciences Center's faculty members have
expressed interest in a collaborative process that would support public
health department accreditation and a community health assessment.
9.City of Abilene Information Technology (IT) services are readily accessible
to the ATCPHD staff
• Expand Educational
and Outreach
Opportunities
• Institute Electronic
Health Records (EHR)
system
• Utilize space
efficiently
• Conduct training
needs assessment
THREAT ST (EXTERNAL FIX-IT) WT (SURVIVAL)
1 .Limited resources for public health accreditation.
2. Political environment limits potential for collaboration/partnerships.
3. External competition for funding opportunities in a grant-dependent health
department.
4. Non-competitive pay threatens nursing staff retention.
5. Low wages and a relatively higher cost of living in Abilene.
6. Inadequate community-wide health education directly affects organizational
workflow and impacts quality of work.
7. Under-utilization of the Family Planning, STD, and Expanded Primary
Health Care Programs by clients.
• Have on-going
community presence
in effort to achieve
and maintain visibility
• Balance fiscal
responsibility with
innovative funding

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TABLE 4: STRATEGIC GOALS SELECTION CRITERIA FOR THE ATCPHD
STRATEGIC GOALS Will this goal
help to promote
community
health in Abilene
and surrounding
counties?
Please indicate
Yes/No
Will this goal
position the
ATCPHD as a
leading Public
Health
Department?
Please indicate
Yes/No
Is this goal
directed toward
the provision of
preventive
services?
Please indicate
Yes/No
Does this goal
conform to all the
values of the
ATCPHD?
Please indicate
Yes/No
STRATEGIC PRIORITY 1: HEALTH PROMOTION
GOAL 1.1 Expand Educational and Outreach
Opportunities
YES YES YES YES
STRATEGIC PRIORITY 2: INTERNAL
PROCESSES/OPERATION & STAFF DEVELOPMENT
GOAL 2.1 Utilize space efficiently YES YES YES YES
GOAL 2.2 Conduct training needs assessment YES YES YES YES
STRATEGIC PRIORITY 3: SERVICE TO COMMUNITY
GOAL 3.1 Initiate a community health assessment
(CHA) to have a better understanding of community
needs
YES YES YES YES
GOAL 3.2 Have on-going community presence in effort
to achieve and maintain visibility
YES YES YES YES
STRATEGIC PRIORITY 4: FINANCIAL
SUSTAINABILITY
GOAL 4.1 Balance fiscal responsibility with innovative
funding
YES YES YES YES
GOAL 4.2 Institute Electronic Health Records (EHR)
system
YES YES YES YES
This table was utilized to confirm that our strategic goals fulfill all requirements of the selection criteria. All the
final strategic goals derived from the TOWS matrix fulfill the selection criteria.
Furthermore, we decided to critically examine the selected strategic goals, objectives and measures by assessing the
ATCPHD’s capacity to fulfill these within the established time frame. In order to achieve this, we utilized the Self-
Assessment Tool for Capacity to Implement Strategies (Table 5).

19
ORGANIZATIONAL STRATEGIES, OBJECTIVES AND MEASURES
The planning team further refined the final strategic goals into objectives and measures. The objectives define the
specific actions that need to be completed in order to actualize the goals, while the measures further define the
deliverables and timeline needed to ensure that the goals are effectively implemented. To confirm appropriate,
realistic and achievable goals, objective and measures, the planning team utilized a self-assessment tool (Table 5) to
evaluate them.
TABLE 5: SELF-ASSESSMENT TOOL FOR CAPACITY TO IMPLEMENT STRATEGIES
The planning team used the assessment tool as a guide for the strategic objectives and measures. We noted that on a
larger scale these factors may form part of the strategic needs of the ATCPHD; however, the inclusion of these
factors within the assessment tool allowed the team to adequately compare the department’s capacities against
strategic goals and measures.
1. Competency/skills/equipment
2. Time
3. Staff strength/manpower
4. Responsible staff
5. Funds
The strategic goals, measures and objectives selected satisfied all the criteria within the assessment tool.
Note: The actual description of each goal is provided in Table 4.
GOAL Do we have the
Basic
competency/skills/equipm
ent needed to implement
this goal?
Do we have
sufficient time to
implement this
goal?
Is there enough
manpower to
enforce this goal?
Can we assign a staff
member to oversee
the implementation of
this goal?
Do we have the
funds to implement
this goal?
1.1 YES YES YES YES YES

20
FINAL GOALS, OBJECTIVES AND MEASURES
The ATCPHD must select and implement strategies that support the mission, vision, and values of the health
department. The ATCPHD adopted the following final strategic goals, objectives and measures.
Table 6.1 Strategic Priority #1: Health promotion
Strategic Goal 1.1 Expand educational and outreach opportunities
Objective 1.1.1 Education: Develop partnerships with hospitals and academic institutions
Measure 1.1.1 Develop partnerships within 12 months
Objective 1.1.2 Education: Develop curriculum for hypertension, diabetes control/prevention, women’s
health, and healthy living
Measure 1.1.2 Develop curriculum within 12 months
Strategic Goal 1.2 Outreach: Each department must seek out two new community partnerships
Objective 1.2.1 Identify community organizations; legislative outreach opportunities
Measure 1.2.1 Identify community organizations within 2 months
Objective 1.2.2 Develop outreach policy (internal)
Measure1.2.2 Develop an outreach policy within 2 months

21
Table 6.2 Strategic Priority #2: Internal processes/operations and staff development
Strategic Goal 2.1 Utilize organizational space efficiently
Objective 2.1.1 Clean up dungeon
Measure 2.1.1 Clean up dungeon within 6 months
Objective 2.1.2 Open Mercy Clinic
Measure 2.1.2 Open Mercy Clinic in 2 months
Objective 2.1.3 Implement routine shredding
Measure 2.1.3 Implement routine shredding in 2 months
Strategic Goal 2.2 Conduct staff training needs assessment
Objective 2.2.1 Each program submits a training needs list within 2 months
Measure 2.2.1 Establish a committee of program representatives to develop and submit a list of at least six
training preferences within 2 months

22
Table 6.3 Strategic Priority #3: Service to Community
Strategic Goal 3.1 Initiate a community health assessment to gain a better understanding of community
needs
Objective 3.1.1 Establish partnerships with external organizations
Measure 3.1.1 Establish partnerships within 3 months
Objective 3.1.2 Research and apply for funding opportunities
Measure 3.1.2 Research and apply for funding opportunities within 6 months
Objective 3.1.3 Establish a project time table for goal 3.1
Measure 3.1.3 Establish time table within 1 month
Strategic Goal 3.2. Maintain an on-going community presence in effort to achieve and maintain
visibility
Objective 3.2.1 Establish partnerships with key community stakeholders, faith-based organizations,
and conduct stakeholder needs assessment
Measure 3.2.1 Within 6 months
Objective 3.2.2 Expand the scope of existing programs
Measure 3.2.2 Within 8 months

23
Table 6.4 Strategic Priority #4: Financial Sustainability
Strategic Goal 4.1. Balance fiscal responsibility with innovative funding
Objective 4.1.1 Set payment guidelines for services and follow through
Measure 4.1.1 Set guidelines within 12 months
Objective 4.1.2 Increase revenue from grants
Measure 4.1.2 Increase revenue from grants by 10% within 12 months
Strategic Goal 4.2 Institute Electronic Health Records system (EHR)
Objective 4.2.1 Identify funding sources for software and get funds
Measure 4.2.1 Identify funding sources for software and get funds within 12 months
Objective 4.2.2 Implement EHR in stages
Measure 4.2.2 Implement EHR in stages within 12 months

24
STRATEGY IMPLEMENTATION
THE BALANCED SCORECARD
The balanced scorecard was derived to ensure that the strategic goals are monitored, effectively implemented, and
fulfill high organizational performance standards. In addition to the strategies, objectives and measures, the
balanced scorecard contains the specific targets, as well as the personnel that will take ownership of these strategies
to guarantee that they are well implemented (Table 7).
The exact descriptions of goals are provided in pages 20-23.
THE ATCPHD BALANCED SCORECARD
TABLE 7.1 STRATEGIC PRIORITY 1: HEALTH PROMOTION
GOAL OBJECTIVES
(What we want to do)
TARGET
(How long it
will take us to
get there)
MEASURES
(How we want to get there)
WHO IS
RESPONSIBLE
Minimally
Successful
Fully
Successful
Exceeds Fully
Successful
1.1 1.1.1 Education:
Develop partnerships
with hospitals and
academic institutions.
1.1.2 Education:
Develop curriculum for
hypertension, diabetes
control/prevention,
women’s health, and
health living.
12 months
12 months
6 partners/
year
1 curriculum
/year
9 partners/ year
2 curricula/
year
12 partners/ year
4 curricula/year
Health
Management
Coordinator/
Nursing staff
Health
Management
coordinator/
Nursing staff
1.2
1.2.1 Identify
community
organizations:
legislative outreach
opportunities
1.2.2 Develop outreach
policy (internal)
6 months
4 months
6 months
4months
2 months
2 months
1 month
1 month
Health
Management
Coordinator/
Nursing staff
Please refer to table 6.1 for the complete description of goals, objectives and measures.

25
TABLE 7.2 STRATEGIC PRIORITY 2: INTERNAL PROCESSES/OPERATIONS AND STAFF
DEVELOPMENT
GOAL OBJECTIVES
TARGET
(How long it
will take us to
get there)
MEASURES
WHO IS
RESPONSIBLE
Minimally
Successful
Fully
Successful
Exceeds Fully
Successful
2.1 2.1.1 Clean up
dungeon
2.1.2 Open Mercy
Clinic
2.1.3 Implement
routine shredding
6 months
2 months
2 months
Remove
damaged
equipment &
move other
equipment to
Mercy Clinic
by March
2015.
>2 months
>2 months
Remove
damaged
equipment &
move other
equipment to
Mercy Clinic
by March
2015.
Send to
auction.
2 months
2 months
Remove damaged
equipment &
move other
equipment to
Mercy Clinic by
March 2015.
Send to auction
and develop
inventory list.
<2 months
<2 months
Assistant Health
Administrator
and volunteers
2.2 2.2.1 Each program
submits a training
needs list
2 months Establish a
committee of
program
representatives
to develop and
submit a list of
at least six
training
preferences
in >2months
Establish a
committee of
program
representatives
to develop and
submit a list of
at least six
training
preferences
in 2 months
Establish a
committee of
program
representatives to
develop and
submit a list of at
least six training
preferences
in <2 months
Health
Administrator

26
TABLE 7.3 STRATEGIC PRIORITY 3: SERVICE TO COMMUNITY
GOAL OBJECTIVES
(What we want to
do)
TARGET
(How long it
will take us to
get there)
MEASURES
WHO IS
RESPONSIBLE
Minimally
Successful
Fully
Successful
Exceeds Fully
Successful
3.1 3.1.1 Establish
partnerships with
external
organizations
3.1.2 Research and
apply for funding
opportunities
6 months
6 months
>6 months
>6 months
6 months
6 months
3 months
3 months
Assistant Health
Administrator and
Health
Management
Coordinator
3.2 3.2.1 Establish
partnerships with
key community
stakeholders, faith-
based organizations
and conduct
stakeholders needs
assessment
3.2.2 Expand the
scope of existing
programs
6 months
8 months
>6 months
>8 months
6 months
8 months
3 months
<8 months
Assistant Health
Administrator and
Health
Management
Coordinator

27
TABLE 7.4 STRATEGIC PRIORITY 4: FINANCIAL SUSTAINABILITY
GOAL OBJECTIVES
TARGET
(How long it
will take us to
get there)
MEASURES
WHO IS
RESPONSIBLE
Minimally
Successful
Fully
Successful
Exceeds Fully
Successful
4.1 4.1.1 Set payment
guidelines for services
and follow through
4.1.2 Increase revenue
from grants by 10%
Within 12
months
Within 12
months
>12 months
>12 months
12 months
12 months
6 months
6 months
Nursing Program
Manager
4.2 4.2.1 Identify funding
sources for software
and get funds
4.2.2 Implement EHR
in stages
Within 12
months
Within 12
months
>12 months
>12 months
6 months
6 months
3 months
3 months
Assistant Health
Administrator
CONCLUSION
The 21st
Century, the era of the Affordable Care Act, is a time for health care systems across the nation to focus on
population health outcomes, as well as the economic, social, political, and other environments within which these
outcomes occur. Consequently, it is vital that organizations must create a unified vision and establish a direct
lifeline to the communities and people they serve. Through the development of a mission, vision, and values and a
strategic plan, the Abilene-Taylor County Public Health District will remain at the precipice of change. As we
move forward as an organization and continue to facilitate positive health outcomes within the community, our
services and programs will be sustained by a solid foundation grounded in our core values: professionalism, quality,
integrity, innovation, and collaboration.

28
RESOURCES
1. National Association of City and County Health Officials. (2014). Accreditation Preparation:
Community Health Assessment and Community Health Improvement Plan Prerequisites.
Retrieved from: http://www.naccho.org/topics/infrastructure/chachip/
2. Public Health Accreditation Board. (2014). What are the Benefits of Public Health Department
Accreditation? Retrieved from:
http://www.phaboard.org/accreditation-overview/what-are-the-benefits/
3. National Association of City and County Health Officials. (2013). Branding Your Local Health
Department: The Process. Retrieved from:
http://www.naccho.org/advocacy/LHDcommunications/upload/BrandProcessGuide.pdf
4. National Association of City and County Health Officials. (2014). Developing an LHD Strategic
Plan. Retrieved from:
http://www.naccho.org/topics/infrastructure/accreditation/strategic-plan-how-to.cfm
5. National Association of City and County Health Officials. (2014). Local Health Department Self-
Assessment Tool. Retrieved from:
http://www.naccho.org/topics/infrastructure/accreditation/upload/Self-Assessment-Interactive.pdf
6. Association of State and Territorial Health Officials. (2014). Strategic Planning and Guidance and
Resources to Assist State and Territorial Health Agencies in Developing a Strategic Plan.
Retrieved from:
http://www.astho.org/Accreditation-and-Performance/Strategic-Planning-Guide/Home/
7. U.S. Census Bureau. (2014, July 8). State & County Quick Facts: Taylor County, T.X. Retrieved
December 01, 2014, from http:quickfacts.census.gov.
8. Texas Department of State Health Services. (2014). Texas Population, 2018 (Projections).
Retrieved from: https://www.dshs.state.tx.us/chs/popdat/st2018.shtm

29
APPENDIX
APPENDIX I
MISSION, VISION AND VALUES WORKSHET FOR THE ATCPHD
MISSION, VISION AND VALUES (MVV) WORKSHEET FOR ABILENE-TAYLOR COUNTY PUBLIC HEALTH DISTRICT.
As part of the strategic planning process, Abilene-Taylor County Public Health District will be developing its Mission, Vision and Values (MVV).
ATCPHD Mission: Our purpose.
ATCPHD Vision: Our view for the future.
ATCPHD Values: Our principles, beliefs and fundamental expectations.
The purpose of the MVV is to create a backbone for the ATCPHD strategic plan. This document will guide you with the development of your mission, vision,
and value statements for the ATCPHD.
VALUES:
What you are required to do:
1. Review the City-wide MVV for the city of Abilene (attached). This will give you an idea of what the MVV should look like.
2. Examine any mandates/performance measures in your programs/sections. This will ensure that your final statement is aligned with the goals of your
program/section.
3. Use the following value words to guide the development of a final statement: Ethics, Respect, Collaboration, Integrity, Teamwork, Excellence, and
Accountability, Learning, Community focus, Innovation, Continuous improvement.
4. Choose one/two value words that accurately depict the values of the ATCPHD. Be sure to consider these value words in your final statement
5. In the blank spaces provided below, write down one or two value statements for the ATCPHD.
An example of a value statement that includes the value words; ethics and integrity is “We value accountability and maintaining the trust of the
community”. Note: This is used only as an example.
1.
2.
MISSION:

30
2. Examine any mandates/performance measures in your programs/sections. This will ensure that your final mission statement is aligned with the goals of
your program/section.
3. Consider the following questions:
a) What are the basic social and political needs we are expected to fulfill or address?
b) What is our role in filling these needs or addressing these problems?
c) How will we recognize or anticipate, and respond to these needs or problems?
d) Who are our stakeholders?
e) How should we respond to our stakeholders?
f) What is our philosophy and what are our core values?
4. Think about one statement that accurately depicts the mission of the ATCPHD. This statement should attempt to answer the questions above.
5. In the blank spaces provided below, write down your own mission statement for the ATCPHD.
An example of a mission statement that answers the above questions is “To promote, protect, and assure conditions for optimal health for residents of
Madison County through leadership, partnership, prevention and response.” …. Madison County Health Department (Illinois). Note: This is used only
as an example.
1.
VISION:
2. Examine any mandates/performance measures in your programs/sections. This will help to ensure that your final statement is aligned with the goals of
your program/section.
3. Consider the following questions:
a) What critical issue(s) are we currently encountering, and how will the issue(s) progress within the next five years?
b) How will we resolve these issue(s) in the future?
c) How will Taylor county and surrounding areas benefit from these changes?
4. Think about one statement that accurately depicts the vision of the ATCPHD. This statement should answer the questions above.
5. In the blank spaces provided below, write down a vision for the ATCPHD.
An example of a vision that considers the above questions is: “The Northern Kentucky Health Department will be a nationally recognized leader in
advancing the health and safety of the community”. Note: that is used only as an example
1.

31
APPENDIX II
SWOT WORKSHEET FOR THE ATCPHD
SECTIONS S.W.O.T.
(Strengths, Weaknesses, Opportunities, Threats)
1. Existing and Additional Buildings/Facilities S: W:
O: T:
2. ATCPHD Administration S: W:
O: T:
3. Health Advisory Board S: W:
O: T:
4. Current Funding/Resources S: W:
O: T:
5. Financial Management/Stewardship of Fund S: W:
O: T:
6. Information Technology (IT) S: W:
O: T:
7. Equipment/Supplies S: W:
O: T:
8. Workforce (adequate number of staff, competency/skill-set, staff
turnover)
S: W:
O: T:
9. Intra-departmental Communication S: W:
O: T:
10. Quality of Public Health Services S: W:
O: T:
11. Assessment (Surveillance, Epidemiology, and Laboratory Capacity) S: W:
O: T:
12. Outreach and Involvement in Community S: W:
O: T:
13. Customer Service S: W:
O: T:
14. Accreditation S: W:
O: T:
15. Community Partnership Development (hospitals, Dyess Air-Force
Base, universities, businesses, Federally Qualified Health Centers,
non-profits, individuals, etc.)
S: W:
O: T:
16 Programs Please identify any program-
specific strengths, weaknesses,
opportunities or threats.
a) Administration S: W:

32
O: T:
b) Dental Program S: W:
O: T:
c) Emergency Preparedness S: W:
O: T:
d) Epidemiology S: W:
O: T:
e) EPHC S: W:
O: T:
f) Family Planning Program S: W:
O: T:
g) Laboratory S: W:
O: T:
h) PHC S: W:
O: T:
i) Refugee Program S: W:
O: T:
j) STD Program S: W:
O: T:
K) Texas Health Steps S: W:
O: T:
l) TB Control Program S: W:
O: T:
m) Vital Statistics S: W:
O: T:
n) WIC S: W:
O: T:
17 Additional Funding/ Resources S: W:
O: T:
18 Federal, state, and local policies and mandates S: W:
O: T:
19 Current/Future Healthcare Trends S: W:
O: T:
20 Intergovernmental relations between ATCPHD and Taylor County S: W:
O: T:
21 Relationship between City of Abilene, Community Services,
ATCPHD Leadership, and ATCPHD staff
S: W:
O: T:
22 Relationship between ATCPHD and Texas DSHS S: W:
O: T:

33
23 Fiscal Climate (Taylor County, City of Abilene, Federal, State and
Local government)
S: W:
O: T:
24 Access to and linkage with Clinical Care S: W:
O: T:
25 Quality of life in Taylor County and surrounding counties
S: W:
a) Transportation O: T:
b) Income S: W:
O: T:
c) Cost of living S: W:
O: T:
d) Other S: W:
O: T:
Additional Indicators S.W.O.T.
(Strengths, Weaknesses, Opportunities, Threats)
1 S: W:
O: T:
2 S: W:
O: T:
3 S: W:
O: T:
4 S: W:
O: T:
APPENDIX III
ATCPHD SWOT SURVEY
INSTRUCTIONS:
Please use the link below to complete the SWOT Survey for the ATCPHD. The survey should
take no longer than 7 minutes to complete. All items require a response. PLEASE SUBMIT ALL RESPONSES BY COB ON TUESDAY, OCTOBER 21st, 2014.
DO NOT SUBMIT MORE THAN ONE SURVEY.
Thank you in advance for taking the time to complete the survey.
This survey is made up of 4 types of statements: (1) OPPORTUNITIES (2) THREATS (3)
STRENGTHS, AND (4) WEAKNESSES. There are a total of 43 statements.
All statements within the survey have been derived from responses in the SWOT Analysis Worksheets.
I. OPPORTUNITIES AND THREATS: Please rank each statement based upon its IMPACT
and PROBABILITY.
Impact: The effect that this opportunity/threat might have on the ATCPHD.
Probability: The possibility that this opportunity/threat will continue to be existent in the next 5 years.
II. STRENGTHS : Please rank each statement based upon its importance and capacity to be
sustained
Importance: The significance of this strength to the ATCPHD.

34
Capacity to sustain: The ATCPHD’s ability to maintain this strength inthe next 5 years
Ill. WEAKNESSES: Please rank each statement based upon its importance and capacity for
resolution.
Importance: The significance of this weakness to the ATCPHD.
Capacity for resolution: The ATCPHD's ability to create a solution within the next 5 years.
1. Several potential funding opportunities in Abilene-Taylor
County and surrounding areas
2. City of Abilene Information Technology (IT) services are readily
accessible to the ATCPHD staff.
OPPORTUNITY OPPORTUNITY
5 4 3 2 1 5 4 3 2 1
Impact Impact
Probability Probability
3. Waiver 1115 has a good potential for funding. 4. Establish effective client referral services, i.e. FQHC, Hendrick Medical
Center, Abilene Regional Medical Center, etc.
5 4 3 2 1 5 4 3 2 1
Impact Impact
5. Development of formal partnerships with universities,
trade schools, and other
6. Texas Tech University Health Sciences Center's faculty members have
expressed
academic Institutions. interest in a collaborative process that would support public health
department accreditation and a community health assessment.
5 4 3 2 1 5 4 3 2 1
Impact Impact
7. Employee development and training: City of Abilene
(Employee Development and
8. Intra-departmental communication has the potential to improve.
Engagement Classes), University of Houston 360 degree
project, DSHS training, etc.
5 4 3 2 1 5 4 3 2 1
Impact Impact
9. Mercy Health Care Center will accommodate more
programs and staff.
10. Re-organization/clean-up of the dungeon will provide more space for
storage.
5 4 3 2 1 5 4 3 2 1
Impact Impact
11. Inadequate community-wide health education directly
affects organizational workflow and impacts quality of work.
12. The Health Advisory Board lacks an equal representation of women
and minority groups.
THREAT THREAT
5 4 3 2 1 5 4 3 2 1
Impact Impact
13. Under-utilization of the Family Planning, STD, and
Expanded Primary Health Care Programs by clients.
14. Limited resources for public health accreditation.
THREAT THREAT
5 4 3 2 1 5 4 3 2 1

35
Impact Impact
15. Political environment limits potential for
collaboration/partnerships.
16. Staff within programs/sections are confronted with
difficult/uncooperative clients.
THREAT THREAT
Mark only one oval per row. Mark only one oval per row.
5 4 3 2 1 5 4 3 2 1
Impact Impact
17. External competition for funding opportunities in a
grant-dependent health
18. Non-competitive pay threatens nursing staff retention.
department
THREAT THREAT
5 4 3 2 1 5 4 3 2 1
Impact Impact
19. Low wages and a relatively higher cost of living in
Abilene
20. Lack of formal inter-organizational agreements such as an MOU,
MOA and affiliate agreements.
THREAT THREAT
5 4 3 2 1 5 4 3 2 1
Impact Impact
21. Staff might decide to leave after receiving training. 22. Comprehensive preventive health services are provided in a new and
modern building.
THREAT STRENGTH
5 4 3 2 1 5 4 3 2 1
Impact Importance
Probability Capacity to sustain
23. Concerted efforts are being made toward public health
department accreditation, to improve quality of service.
24. Diverse, culturally competent, dedicated and loyal staff.
STRENGTH STRENGTH
5 4 3 2 1 5 4 3 2 1
Importance Importance
Capacity to sustain Capacity to sustain
25. Leadership/Administration is forward thinking and open
to new ideas.
26. Family Planning Program, Dental Program, and Lab have the
potential to significantly increase revenue.
STRENGTH STRENGTH
5 4 3 2 1 5 4 3 2 1
27. Good working relationship between the ATCPHD and
external stakeholders (DSHS and City of Abilene).
28. Leadership has a great capacity to manage funds/budget.
STRENGTH STRENGTH
5 4 3 2 1 5 4 3 2 1
29. New EHR hardware with a dedicated IT staff. 30. Ready disease surveillance and containment strategy.
STRENGTH STRENGTH
5 4 3 2 1 5 4 3 2 1

36
31. Collaborations exist with: Hendrick Medical Center,
Abilene lSD, United Way,
32. Several staff members with many years of experience.
Meals on Wheels, Head start, SNAP, TAMF, and ECI.
STRENGTH STRENGTH
5 4 3 2 1 5 4 3 2 1
33. Insufficient room for program/staff expansion in current
building.
34. Unnecessary supplies in storage units (dungeon) cause poor space
WEAKNESS WEAKNESS
Mark only one oval per row. Mark only one oval per row.
5 4 3 2 1 5 4 3 2 1
35. Main health building and Mercy Health Care Center are
not in close proximity to one another
36. Services are not integrated: Epi, Vital Statistics and Informatics.
WEAKNESS WEAKNESS
5 4 3 2 1 5 4 3 2 1
37. Important services are not located in current building:
Mental Health, Environmental Health.
38. Insufficient staff training: EHR, Preparedness, staff communication
and development.
WEAKNESS WEAKNESS
5 4 3 2 1 5 4 3 2 1
39. Public health department accreditation suffers from lack
of funds, guidance and direction.
40. Inability to create an extension of clinical services for clients.
WEAKNESS WEAKNESS
5 4 3 2 1 5 4 3 2 1
41. Grants: Over-dependence threatens program continuity
and reduces valuable work time.
42. Understaffing-Nursing program, Dental, Lab, Billing services,
WEAKNESS WEAKNESS
5 4 3 2 1 5 4 3 2 1
43. Lack of strong IT system for efficient workflow. 44. Family Planning Program underutilized (teenagers and men are
WEAKNESS WEAKNESS
5 4 3 2 1 5 4 3 2 1

37
APPENDIX IV
AGENDA FOR STRATEGIC PLANNING RETREAT I
Strategic Planning Retreat, Part 1
October 30, 2014, 8:30 a.m. – 11:30 a.m.
I. Session I, Strategic Planning, 8:30 a.m.–9:30 a.m.
A. Welcome & Introduction
• Joanna Clark, City of Abilene, Employee Development & Engagement Manager
• Femi Popoola, MPH, University of North Texas Health Science Center
Accreditation Fellow
B. Strategic Planning Process
• Importance of a Strategic Plan, Derrick Neal
• Importance of a Mission & Vision, Santos Navarrette
• Importance of Values, Nike Neuvenheim
C. Strategic Planning Analysis, Femi Popoola
• Comprehensive SWOT, Surveys, Values Table, Condensed SWOT, Stakeholder
Analysis, TOWS Matrix, Where do we go from here?

38
II. Session II, Mission, Vision, Values
A. Introduction
• MVV Process & Formation of Groups, Joanna Clark
B. Break 9:30 a.m.–9:40 a.m.
C. ATCPHD Mission Statement, Joanna Clark, 9:40 a.m.-10:40 a.m.
• Group Discussion
• Creation of Mission Statement
D. ATCPHD Vision Statement, Joanna Clark
• Creation of Vision Statement
E. Break 10:40 a.m.-10:50 a.m.
F. ATCPHD Values, Joanna Clark, 10:50 a.m.-11:30 a.m.
• Creation of Values
G. Conclusion, Nike Neuvenheim
• Part 2, to be continued shortly…
Thank you for your participation and contribution!
APPENDIX V
AGENDA FOR STRATEGIC
PLANNING RETREAT II

39
APPENDIX V
AGENDA FOR STRATEGIC PLANNING RETREAT II
Strategic Planning Retreat, Part 2
November 20, 2014, 8:30 a.m.-3:00 p.m.
I. Strategic Planning Process, Part 2, Femi Popoola, (8:30 a.m.-8:40 a.m.)
• Brief review of the October 30th
Strategic Planning Retreat, Where will we
go from here?
• Explanation of the TOWS Matrix, Strategic Goals Selection Criteria, Self-
Assessment Tool, and Balanced Scorecard (documents within the packet)
II. Values, Joanna Clark, (8:40 a.m.-9:30 a.m.)
• Brainstorming
• Development of Values & Value Statements
III. Break (9:30 a.m.–9:45 a.m.)
IV. TOWs Matrix, Joanna Clark, (9:45 a.m.-10:45 a.m.)
• Development of Strategic Goals
V. Break, (10:45 a.m.-11:00 a.m.)
VI. Strategic Goals Selection Criteria & Self-Assessment Tools, Joanna Clark, (11:00
a.m.-12:30 p.m.)
• Review, critique, and completion of Strategic Goals
• Discussion-Identifying and Refining Goals
VII. Lunch provided by Subway, (12:30 p.m.-1:00 p.m.)

40
VIII. Balance Scorecard, Joanna Clark, (1:00 p.m.-1:45 p.m.)
• Discussion of the development of Objectives and Measures
• Break, (1:45 p.m.-2:00 p.m.)
• Complete Balanced Scorecard, (2:00 p.m.-3:00 p.m.)
IX. Thank you for your participation!
Strategic
Priorities
Strategic Goals
Objectives,
Targets,
Measures,
Responsibility
Implementation

2015-2019 ATCPHD Strategic Plan

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