This document was used during the needs assessment portion of the project to: - Determine technology-level disconnects, causes, impact, and solutions - Determine job-level disconnects, causes, impact, and solutions - Determine process-level disconnects, causes, impact, and solutions and, - Determine organization-level disconnects, causes, impact, and solutions

1. Analysis Document - PT Project Option
Ohio Department of Health
Thomas Muldrow
Instructional Design Department, Franklin University
IDPT 670: Capstone
Professor Nicole Hyatt
June 5, 2022

2. Analyze Document – Ohio Department of Health
Organization Analysis
Mission: Advancing the health and well-being of all Ohioans
The Ohio Department of Health (ODH) mission is to protect and improve the health of all
Ohioans by preventing disease, promoting good health and assuring access to quality care.
Values: I CARE ~ Innovation, Courage, Accountability, Responsiveness, Equity
Purpose: A modern, vibrant public health system that creates the conditions where all Ohioans
flourish
Goals:
 Prevent and control the spread of infectious diseases
 Provide direction, support and coordination in preventing, preparing for and responding
to events that threaten the public’s health
 Build strong communities to enable Ohioans of all ages and abilities live disease and
injury-free
 Address health inequities and disparities, and support access to comprehensive,
integrated healthcare for all to achieve the best possible outcomes
 Assess and monitor environmental factors that potentially impact public health
including air, water, soil, food and physical and social features of our surroundings
 Assure quality in health care facilities, health care services, and environmental health
through smart regulation to protect the health and safety of Ohioans
Strategies: The Strategic Plan 2020-2022 is a three-year plan that serves as a roadmap to guide
ODH toward achievement of its vision by way of four strategic priorities:
 Strategic Partnerships. System partners from both the public and private sectors engage
in collective action that creates the conditions where all Ohioans can flourish.
 Flexible & Sustainable Funding - Increasing the availability of resources for public health
through greater access to new funding streams and improved efficiency; and
establishing sustainable funding for the delivery of high quality, core public health
services
 Organizational Capacity & Infrastructure. Foster and reward innovation and exhibit
commitment to quality and customers through status as a nationally accredited public
health agency.
 Community Conditions/Social Determinants. Ensure the delivery of public health
services with an equity lens, advocate for health in all policy, coordinate authentic
community engagement and leverage strategic partnership to create conditions for all
communities, especially those that are marginalized, to flourish.

3. Critical issues: According to the most recent State Health Assessment (SHA) findings from 2019
emphasize that improvement must build upon:
 A comprehensive framework with clear priorities and measurable objectives
 Shared priorities across rural, urban and Appalachian regions of the state
 Cross-sector partnerships to address the many factors that shape our health
 State and local efforts to achieve health equity
Operational Analysis
Workplace level
 Gap #1: A gap at the workplace level noted in the SHA is cross-sector partnerships to
address the many factors that shape our health.
 Desired state and current state: The desired state of performance can be determined
using the National Health Security Preparedness Index. The Index combines measures
from multiple sources and perspectives to offer a broad view of the health protections
in place for the nation as a whole and for each U.S. state. The desired state is above the
national average of 6.8 out of 10. The desired state for the Community Planning &
Engagement Coordination domain is 5.4 out of 10.
The current state of performance for Ohio is an overall score of 6.4 which is below the
national average, and significantly lower than that of Pennsylvania (6.9). Additionally,
Ohio has an index score of 5.2 for Community Planning & Engagement Coordination
domain which is below the national average of 5.4 and lower than Pennsylvania (5.6).
 Importance of gap: This is an important gap because it includes actions to develop and
maintain supportive relationships among government agencies, community
organizations, and individual households; and to develop shared plans for responding to
disasters and emergencies.
 Describe and categorize the cause: The primary cause for this performance gap is
environmental. There is a deficiency in the information provided. There is a lack of clear
and relevant guides to performance being provided to the local health departments.
ODH need to ensure that the workplans identified for each budget period not only
address federal requirements but also what is needed to advance emergency
preparedness in Ohio. That includes performance descriptions as well as a method for
frequent and relevant feedback. Additionally, there is a motivation cause for this gap at
the local health department (LHD) level. Emergency Preparedness is only a fraction of
LHD responsibilities. The focus on other areas of public health means that the
recruitment of the right people is an issue as well as the motives of the individuals
putting into the positions due to the lack of qualified candidates.
 Opportunity: ODH can improve cross-sector partnerships at the local level by providing
a framework for engagement. Additionally, writing guidance that highlights the gaps
and the need to partner with local/regional organizations to mitigate those gaps should
advance preparedness efforts through education and providing clear expectations.
Process Analysis

4. Work level
 Gap #2: A performance gap identified by ODH is the inability to increase the complexity
of preparedness planning in LHDs due to increased turnover and a lack of continuity in
the Emergency Response Coordinator (ERC) position.
 Desired state and current state: The desired state of performance can be determined
by looking at the total funding being reallocated at the end of the budget period. The
desired level of performance is 100% of the jurisdictions receiving all the allocated
Public Health Emergency Preparedness (PHEP) funding.
The current state of performance is that there is $1,338,618 (12% of the total allotment)
in PHEP funding still outstanding for the budget period due to LHD denials. Notably,
$935,390 is still outstanding due to no initial approval or resubmission meaning it will
most likely go unclaimed.
 Importance of gap: This is an important gap because it impacts the well-being of the
Ohioans that live in the jurisdiction. The loss of institutional knowledge at the local level
inhibits the health department’s ability to respond effectively to a public health
emergency.
 Describe and categorize the cause: The primary cause for this performance gap is
rooted in the individual worker. There is a lack of knowledge at the local level to
properly address the more complex requirements of advanced planning. Most of the
individuals have a general public health or emergency management background and
therefore they require specifically designed training to be able to meet expectations.
There is also a lack of capacity due to the nature of the job. Most individuals wear
multiple hats and therefore cannot commit to focusing on some of the more complex
deliverables assigned.
 Opportunity: ODH can minimize the loss of institutional knowledge through the
development of more robust PHEP 101 training for the incoming ERCs. Additionally, the
ability to baseline new emergency response staff in the fundamentals should position
them for success. Lastly, building a relationship with new ERCs should help the
transition with open dialogue and technical assistance earlier in the deliverable
submission process.
Job Analysis
Worker level
 Gap #3: A performance gap identified by ODH is the timely completion of deliverables
by the Emergency Response Coordinators.
 Desired state and current state: The desired state of performance can be determined
by looking at the number of denials for the jurisdiction. The desired state would be no
denials thereby demonstrating their ability to take on more challenging problems.
Realistically most high-performing jurisdictions have one (1) or fewer denials over a
budget period.
The current state of performance demonstrated by low-performing jurisdictions with an
average of 6-10 denials over the current budget period. Additionally, another gap is

5. that many of the denials among low-performing jurisdictions are due to no submission
by the due date or not meeting the threshold for approval.
 Importance of gap: This is an important gap because it corresponds directly to a loss of
funding for the respective heath department. It also shows that there are fundamentals
that are not being covered in the initial onboarding process at the local health
department level.
 Describe and categorize the cause: The primary cause for this performance gap is
environmental. The percentage of a local health department’s budget that is based on
emergency preparedness funding is only around 10%, meaning the loss due to a denial
is relatively insignificant compared to the savings in manhours. Additionally, federal
requirements dictate that the funds earmarked for LHDs are reallocated back to the
departments if there is carryover funding from denials.
 Opportunity: Providing more relevant deliverables to the LHDs should decrease the
denial rate. The lack of motivation due to incentives can be overcome by non-monetary
incentives like tasks that align with local priorities. If ODH incorporates the concerns of
local public health into the deliverables through a more wholistic interpretation of the
federal requirements or can articulate the linkages between ASPR/HHS and CDC goals
and local objectives, then the denials should decrease.
Technology Analysis
There were no technology issues directly related to the performance gaps above. In discussion
with the Program Manager/Sponsor the current deliverable process compensates for any
potential issues related to technology through the public health consultants. The issue has
more to do with the implementation of the training. The previous iteration of the training was
provided using a short PDF document consisting of written text with some PowerPoint slides for
illustrations. There was some information presented by the PMPU consultant team however it
was primarily focused on compliance requirements and administrative procedures.
The technology needed for this project focuses on a more interactive way to provide the best
learner experience for the new ERCs. The sponsor has decided to develop an online seminar
with various presentations given by units within the Bureau of Health Preparedness. It will be
presented using Microsoft Teams; with the information being recorded for those that were not
able to attend. Due to the sensitivity of the information being collected in the evaluation, and
to maintain anonymity the sponsor has directed the use of Mentimeter for the instruments
being developed at all three levels. Mentimeter has the functionality to not only be used as a
survey tool but also to be leveraged in lieu of an LMS (Learning Management System) to
conduct the pre and post-tests. While not as comprehensive as a typical LMS the platform will
be able to be used to analyze and evaluate the results of the tests.
SurveyMonkey will be used for the learner self-assessment 30 days after the training. This will
not be conducted in conjunction with the presentation of the material and therefore
Mentimeter is not required.