What is Public Health Department Accreditation?
PHAB’s initial accreditation assesses a health department’s capacity to carry out the ten Essential Public Health Services; manage an effective health department; and, maintain strong and effective communications with the governing entity. Reaccreditation is necessary for a health department to continue to be designated as accredited. Reaccreditation focuses on assessment of an accredited health departments continued improvement and advancement thereby becoming increasingly effective at improving the health of the population they serve. PHAB is a 501(c)(3) organization.
- The measurement of health department performance against a set of nationally recognized, practice-focused and evidenced-based standards.
- The issuance of recognition of achievement of accreditation within a specified time frame by a nationally recognized entity.
- The continual development, revision, and distribution of public health standards.
PHAB’s initial accreditation assesses a health department’s capacity to carry out the ten Essential Public Health Services; manage an effective health department; and, maintain strong and effective communications with the governing entity. Reaccreditation is necessary for a health department to continue to be designated as accredited. Reaccreditation focuses on assessment of an accredited health departments continued improvement and advancement thereby becoming increasingly effective at improving the health of the population they serve. PHAB is a 501(c)(3) organization.
The Tuscarawas County Health Department became Nationally Accredited in Spring of 2019
Recognizing the benefits of PHAB accreditation, the 130th Ohio General Assembly in 2013 codified the authority for the Director of Health to require all local health districts to apply for accreditation by 2018 and to become accredited by 2020. PHAB accreditation is supported by national public health organizations, including the American Public Health Association, Association of State and Territorial Health Officials, Centers for Disease Control and Prevention, National Association of Local Boards of Health, and National Association of County and City Health Officials.
3701.13 Department of health - powers.
As a condition precedent to receiving funding from the department of health, the director of health may require general or city health districts to apply for accreditation by July 1, 2018, and be accredited by July 1, 2020, by an accreditation body approved by the director. The director of health, by July 1, 2016, shall conduct an evaluation of general and city health district preparation for accreditation, including an evaluation of each district's reported public health quality indicators as provided for in section 3701.98 of the Revised Code.
3701.13 Department of health - powers.
As a condition precedent to receiving funding from the department of health, the director of health may require general or city health districts to apply for accreditation by July 1, 2018, and be accredited by July 1, 2020, by an accreditation body approved by the director. The director of health, by July 1, 2016, shall conduct an evaluation of general and city health district preparation for accreditation, including an evaluation of each district's reported public health quality indicators as provided for in section 3701.98 of the Revised Code.
2018 Tuscarawas County Health Department Site Visit Report
Three Greatest Strengths:
TCHD has made a consensus effort to make sure their health department’s overarching plans such as the Community Health Assessment, Community Health Improvement Plan, and Strategic Plan all work together. This makes their plans one all-encompassing with interconnection of topics and themes. During discussions, it was evident that the health department is working on incorporating other plans such as their Emergency Operations Plan.
Quality Improvement is a part of the health department’s culture. Continuous quality improvement efforts have been made to improve the client experiences. The department has a strong QI plan and during domain discussions it was noted several times the use of quality improvement to improve upon already existing issues.
Use of Data – TCHD is continuously using evidenced based and promising practices to guide and support initiatives. TCHD uses this information to re-tool or adjust programs. The data generated is used by both the health department and partners to submit request for funding.
Three Serious Challenges or Opportunities for Improvement:
Resources in place for serving disabled clients. During the walk through of the health department it was noted that resources for serving disabled clients are lacking as there were no signs that included braille nor requests for sign language interpreter posted. Wheel chair accessibility was evident however it was noted that an over-sized wheelchair may not fit through the door.
Make it a priority to connect with the Hispanic and Amish communities. Much discussion was heard regarding the large population of both the Amish and Hispanic communities within TCHD, however it was continuously noted that there are difficulties in promoting services to these two populations.
Expansion of your partner groups. Partner groups do not appear to include representatives from sectors such as the religious or faith-based community, transportation, education, and community members. Adding input from these sectors on a regular basis can only help TCHD identify the needs/wants of the community and develop strategies to address those needs.
Overall Impression of the Department:
Strong leadership – TCHD has strong leadership in their administrative roles which allows for personal and professional growth. Administration is supportive to staff during their everyday job; provide trainings and continuing education for all staff; and offers job shadowing of employees so that all employees have a better understanding of all aspects of public health. There is a level of transparency on policies, changes to policies and other matters related to the health department. Communication is open between staff and administration and staff feel comfortable expressing concerns and bringing new ideas to administration.
Employee Morale and Enthusiasm - Staff, from administration to front-line personnel, demonstrated a level of enthusiasm, passion, and commitment to TCHD and the residents they serve. The Employee Morale Committee makes learning of the department plans such as the strategic plan, fun and exciting for employees. Employees showed a true dedication to wanting to “do the right thing” to better the health of the community.
Engagement with Community Partners – TCHD has strong relationships with their community partners. During the community partners meeting it was stated multiple times that the health department is “consistent, reliable, and caring.” Community partners also stated that the health department is always willing to collaborate with any sector on projects for the betterment of the community.
TCHD has made a consensus effort to make sure their health department’s overarching plans such as the Community Health Assessment, Community Health Improvement Plan, and Strategic Plan all work together. This makes their plans one all-encompassing with interconnection of topics and themes. During discussions, it was evident that the health department is working on incorporating other plans such as their Emergency Operations Plan.
Quality Improvement is a part of the health department’s culture. Continuous quality improvement efforts have been made to improve the client experiences. The department has a strong QI plan and during domain discussions it was noted several times the use of quality improvement to improve upon already existing issues.
Use of Data – TCHD is continuously using evidenced based and promising practices to guide and support initiatives. TCHD uses this information to re-tool or adjust programs. The data generated is used by both the health department and partners to submit request for funding.
Three Serious Challenges or Opportunities for Improvement:
Resources in place for serving disabled clients. During the walk through of the health department it was noted that resources for serving disabled clients are lacking as there were no signs that included braille nor requests for sign language interpreter posted. Wheel chair accessibility was evident however it was noted that an over-sized wheelchair may not fit through the door.
Make it a priority to connect with the Hispanic and Amish communities. Much discussion was heard regarding the large population of both the Amish and Hispanic communities within TCHD, however it was continuously noted that there are difficulties in promoting services to these two populations.
Expansion of your partner groups. Partner groups do not appear to include representatives from sectors such as the religious or faith-based community, transportation, education, and community members. Adding input from these sectors on a regular basis can only help TCHD identify the needs/wants of the community and develop strategies to address those needs.
Overall Impression of the Department:
Strong leadership – TCHD has strong leadership in their administrative roles which allows for personal and professional growth. Administration is supportive to staff during their everyday job; provide trainings and continuing education for all staff; and offers job shadowing of employees so that all employees have a better understanding of all aspects of public health. There is a level of transparency on policies, changes to policies and other matters related to the health department. Communication is open between staff and administration and staff feel comfortable expressing concerns and bringing new ideas to administration.
Employee Morale and Enthusiasm - Staff, from administration to front-line personnel, demonstrated a level of enthusiasm, passion, and commitment to TCHD and the residents they serve. The Employee Morale Committee makes learning of the department plans such as the strategic plan, fun and exciting for employees. Employees showed a true dedication to wanting to “do the right thing” to better the health of the community.
Engagement with Community Partners – TCHD has strong relationships with their community partners. During the community partners meeting it was stated multiple times that the health department is “consistent, reliable, and caring.” Community partners also stated that the health department is always willing to collaborate with any sector on projects for the betterment of the community.
Annual Report Feedback from PHAB
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2020 Annual Report
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"Tuscarawas County Health Department (TCHD) is to be commended for leadership’s support of performance management and quality improvement, and for the health department’s ongoing work to strengthen its culture of quality. Keep up the great work!"
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2021 Annual Report
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"In the past year, the Tuscarawas County Health Department has faced the challenge of responding to the COVID-19 pandemic. The health department describes many outstanding efforts throughout COVID-19 response and as well as the use of QI tools with projects focused on testing and vaccination. As a small health department, staff adapted quickly to provide support throughout their community and state – and maintained essential services. Great work.
Given the current COVID-19 pandemic, kudos to TCHD for their ongoing prevention, mitigation, and response efforts. The health department has been successful in providing public health services during the COVID-19 response. Thank you for all your hard work. " |
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2022 Annual Report
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"Thank you to the staff at Tuscarawas County Health Department for ongoing response efforts related to COVID-19."
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If you have questions about TCHD's Accreditation or the Accreditation process please contact:
Katie Seward MPH, CHES
Health Commissioner
director@tchdnow.org
Natasha Yonley MPH, CPH, CHES
Director of Prevention
Accreditation Coordinator
(330) 343-5555 x171
nyonley@tchdnow.org
Katie Seward MPH, CHES
Health Commissioner
director@tchdnow.org
Natasha Yonley MPH, CPH, CHES
Director of Prevention
Accreditation Coordinator
(330) 343-5555 x171
nyonley@tchdnow.org