Wednesday, April 24, 2024
4/24/2024
Using a combination of Strategies A1 and A2, this flexible funding opportunity will enable MCDPH to build capacity and strengthen its infrastructure and systems related to workforce and foundational capabilities. At the end of the period of performance, MCDPH expects to achieve three major outcomes: (1) Increase its ability to prevent, prepare for, and respond to emerging public health threats; (2) Increase capacity for meeting the current and future health needs of Maricopa County residents, especially those who have been historically underserved; and (3) Increase the ability to demonstrate best practices for a public health Department, as documented by the PHAB Standards & Measures for Reaccreditation. Strategy A1. Workforce Hiring, retaining, sustaining, and training the public health workforce is the foundation of MCDPH. Without experienced and dedicated staff, it is impossible to effectively serve and support the community. Information collected from MCDPH employee satisfaction focus groups and national PH WINS data provided the evidence base for prioritizing work outlined in the Strategy A1 workplan. By the end of this project period, MCDPH accomplishments will include: • Creating and hiring 49 new positions and retaining 50 existing positions • Improved workforce practices and policies and formalized training programs in public health competencies such as health equity and quality improvement • A supportive culture that facilitates resiliency and connection for a diverse public health workforce Strategy A2. Foundational Capabilities In order for Public Health as a sector to provide equitable support to all residents, Health Departments must be committed to meeting high standards of excellence. As an accredited Health Department, MCDPH is accountable for improving its organizational systems and processes and following evidence-based best practices within the public health foundational capabilities. To maintain accreditation, MCDPH routinely monitors performance to standards set by PHAB, the Public Health Accreditation Board, to identify opportunities for strengthening performance. By cross-walking MCDPH’s foundational capabilities’ gaps to the accreditation measures, the Department has identified existing initiatives in which it will be able to improve and expand upon that are aligned with Strategy A2 outcomes. By the end of this project period, MCDPH accomplishments will include: • Strengthened and expanded relationships with community partners to maximize collaborative opportunities to achieve equitable health outcomes for residents • Increased workforce capabilities in using data to inform decision-making around public health programs, policies, and services • Meeting/exceeding the accreditation standards for ensuring financial sustainability by providing specialized grant knowledge and the ability to apply for funding and enhancing centralized financial systems and processes
HHS’ Tracking Accountability in Government Grants System (TAGGS) website provides access to detailed descriptions of grants, loans, aggregated direct payments and other types of financial assistance awarded by the HHS Operating Divisions (OPDIVs) and the Office of the Secretary Staff Divisions (STAFFDIVs).
