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- Strategic Goals
By February 2030 …
By the end of February 2030, SRHD aims to achieve the following goals:
- SRHD is visible and trusted in the community.
- SRHD is a model for evidence-based decision-making.
- SRHD is a workplace where everyone is valued.
- SRHD processes are transparent, efficient, and consistent.
Details on why these goals were chosen, the objectives required to achieve them, and the metrics that will be used to measure success are outlined in the following sections.
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Rationale
Building trust and visibility with the community is essential for achieving SRHD’s mission. Staff and partners identified community trust and community awareness of SRHD’s work as a key measure of success for the strategic plan. SRHD has a solid foundation to build upon. A strong community presence and robust partnerships came up frequently as one of SRHD’s strengths in surveys. There are also areas where SRHD can improve, including faster and more transparent communication with partners and greater trust and visibility with marginalized communities.
Objectives
SRHD is a trusted and accessible source of timely information especially for communities most impacted by health inequities.
Staff and the public understand SRHD’s roles and responsibilities to address health issues prioritized in the Community Health Improvement Plan.
SRHD has strong partnerships with philanthropic organizations and public-private entities to address public health issues.
SRHD maintains strong two-way communication with key community segments such as health care, K-12 education, housing service providers and government agencies.
SRHD staff understand health equity and apply it through co-creation with community organizations and leaders in developing and implementing projects, programs, communications, and budgets.
Metrics
In addition to tracking the completion of activities for each objective, metrics will be reviewed regularly to evaluate whether activities are having their intended impact.
Objective Metrics Trusted and reliable source of information - Increased number of engagements with website and social media
- Increased number of resources on the website in languages other than English
- Increased number of real-people stories in communication outlets
Clear role in Community Health Improvement Plan Priorities - Increased community understanding of SRHD role demonstrated in the Quality of Life Survey
- Increased staff understanding of SRHD role demonstrated in an annual staff survey (See Appendix A, Question 1)*
New and enhanced partnerships - Increased partnership strength according to a community partner survey
Consistent two-way communication - Increased number of external partners reading SRHD’s newsletters
- Results from an annual survey of participants on the impact of meetings with health care and education partners
Enhance health equity and co-creation - Increased “health equity” scores on the annual staff survey (See Appendix A, Question 2)*
*See full report for Appendix A.
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Rationale
Using data to assess and monitor the population's health, to investigate, diagnose and address health hazards, and to evaluate and improve programs are at the foundation of public health. In the partner and staff surveys, external partners highlighted SRHD’s ability to collect, analyze and share data to inform public health strategy as a key strength. Staff highlighted the importance of evidence-based decision-making to build community trust and ensure the effectiveness of programs. To build on this strength, SRHD will increase staff skills, create policies and infrastructure to support evidence-based and transparent decision-making, and ensure that community partners are aware of SRHD data resources.
Objectives
Staff are equipped with the necessary roles, responsibilities, and skills to enable program staff to use data effectively in their day-to-day work and enable Data Center staff to concentrate on the organization’s most critical data needs.
SRHD data infrastructure and policies facilitate collaboration, protect data integrity, and stay current with changes in technology and public health informatics.
SRHD has a model for evidence-based decision-making that is used across all divisions and programs.
Community partners are aware of and access SRHD data resources to support informed decision-making.
Metrics
Objective Metrics Roles, responsibilities, and skills - Increased program staff participation in the Data Science Community of Practice and Quality Council
Infrastructure and policies - Metrics to be determined in Year 2 after a gap analysis of current data infrastructure and data policies conducted
Model for evidence-based decision-making - Every program has clearly defined key performance metrics that are regularly reviewed
Partner awareness and access - Increased use of data by partners according to a community partner survey
- Increased number of views or downloads of online data
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Rationale
Demonstrating to employees that they are valued and that their well-being is a priority is essential for SRHD to recruit and retain highly qualified staff and create an effective and productive work environment. Staff surveys highlighted work-life balance and flexibility as key strengths of SRHD, along with areas for improvement including communication, trust, and transparency between staff, executive leadership, and managers, and enhancing staff morale. To further build a supportive and inclusive workplace, SRHD will build on these strengths while addressing areas for improvement.
Objectives
SRHD recruits and retains highly qualified staff.
Executive leadership and managers model open communication, trust, and inclusivity.
SRHD fosters an environment that supports mental health and well-being among employees.
Staff have access to the training and professional development opportunities they need to do their jobs and grow in their careers.
SRHD has a transparent succession strategy.
Metrics
Objective Metrics Recruit and retain staff - Reduction in staff turnover (disaggregated by division)
- Increased number of staff utilizing tuition reimbursement
- 100% of staff complete annual review
Open communication, trust, and inclusivity - Increase staff reporting “yes” to the question: “I am feeling welcome here.” on 90-day onboarding surveys
- Decrease in staff reporting that difficulty with management was “extremely” or “very” influential in their decision to resign
- Improved scores on the Augusta scale (See Appendix A)
Employee well-being - Improved scores on the Augusta scale (See Appendix A)
Training and professional development - 100% of staff have completed an introduction to public health training
- Improved scores on the Augusta scale (See Appendix A)
Career pathways and succession plans - % of management and executive leadership positions filled with qualified internal candidates
*See full report for Appendix A.
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Rationale
Transparent, efficient, and consistent policies are critical to ensuring fairness, fostering trust, and streamlining operations. The staff survey highlighted transparency, efficiency and consistency in policies and procedures as areas for improvement. SRHD is dedicated to implementing processes and procedures that enable efficient operations and promote program effectiveness.
Objectives
District-wide policies, procedures and administrative processes are transparent, efficient, and consistent.
District-wide policies and processes are clear, accessible, and searchable.
Program and division policies and procedures are aligned with SRHD goals and values, well understood, and communicated to relevant staff.
SRHD has an informed, positive culture around policies that focuses on the benefits of policies and procedures and how they align with the values and goals of the district.
Internal collaboration is transparent, efficient, and consistent.
Metrics
Objective Metrics Transparent, efficient, and consistent district-wide policies - % of district-wide policies and procedures updated on schedule
- % of district-wide policies that align with the Peabody Method
Clear, accessible, and searchable district-wide policies - # of district-wide policies stored in a centralized location
Well-understood program and division policies aligned with SRHD goals and values - Clearly documented approval process for all program and division changes
- New program and division policies and/or changes are shared with all relevant employees for awareness
- Electronic access for all communication and change plans
Informed, positive culture around policies and procedures - Improvement on policy related question(s) from annual staff survey (See Appendix A, Question 3)
- 100% of employees sign acknowledgment of policies and procedures
Internal collaboration is transparent, efficient, and consistent - Improved scores on the Augusta scale (See Appendix A, Question 10)
*See full report for Appendix A.