Strategic Priorities

Priority 1: Community Engagement

Develop intentional and effective engagement across the community.

Building authentic and mutually reinforcing partnerships allows us to engage priority populations, include diverse perspectives and
experiences, and better use resources to improve health outcomes for all.

Success Measure: Increased number and type of engagement methods


1.1 - Implement external communication strategies to articulate, establish, and activate our role in community health efforts.
1.2 - Build a comprehensive engagement approach to assure authentic engagement and participation across the community.


1.1.1 – Assess current methods and practices for articulating and establishing our expertise

  • Establish reputation as local resource for data collection and analysis
  • Establish brand recognition

1.1.2 – Define role in advocacy efforts

  • Determine leadership opportunities
  • Establish key partnerships

1.2.1 – Identify new, strengthen existing

  • Identify gaps in current engagement
  • Build relationships where engagement can be strengthened (e.g. faith-based communities, rural partners)


Priority 2: Health Equity

Achieve health equity by eliminating health disparities and improving health for all.

In order for our entire community to thrive, everyone must have a fair and just opportunity to improve their health. Health disparities exist within the community, and we must work to identify where inequities exist and take action to reduce barriers through policy and practice.

Success Measure: Decreased gap in health outcomes for health disparate populations


2.1 - Integrate a health equity approach into our policy and program development.
2.2  - Build systems to ensure a workforce that can effectively connect to community members


2.1.1 – Assess all new and existing outreach, service delivery, and communication efforts for health equity impact
2.1.2 – Utilize data, including HealthyJoCo, to understand local health inequities and prioritize public policy and program efforts
2.2.1 – Build staff knowledge and understanding of health equity practice (e.g. intersectionality/compounded vulnerability)
2.2.2 – Incorporate health equity understanding and practice expectations into recruitment and evaluation methods


Priority 3: Organizational Culture

Build an organizational culture where all staff thrives and grows.

Our ability to achieve our Vision relies on our people. We intend to build a culture that supports engagement, innovation, and growth.
Success Measure: Percentage of employees willing to recommend JCPH as an employer, as measured by JCPH Employee Satisfaction Survey


3.1 - Focus efforts on employee retention in support of a positive organizational culture
3.2 - Improve organizational culture by developing management team’s leadership capacity


3.1.1 – Regular assessment of current culture and staff needs (e.g. individual staff discussions, focus groups, employee survey)
3.1.2 – Refine, implement, and fund Workforce Development Plan
3.2.1 – Utilize internal and external resources to develop leadership skills (e.g. trainings, skills assessments)


Priority 4: Operational Excellence

Evaluate and improve internal infrastructure and systems.

The quality and efficiency of our operations directly impacts our ability to serve our growing community and improve health outcomes for all. We must innovate, improve, and streamline our practice to achieve our Vision.

Success Measure: Number and type of efficiencies implemented


4.1 - Evaluate and improve internal operations for efficiency and effectiveness
4.2 - Build internal systems to identify and respond to the changing needs of the community


4.1.1 – Develop systematic review process to ensure regular review and improvement of internal policy and operations
4.1.2 – Strategic collaboration across divisions to increase program effectiveness

  • Capitalize on employee expertise
  • Identify cross-divisional priority projects

4.1.3 – Expand the use of technology for efficiency and data-sharing
4.1.4 – Build forward-thinking fiscal management processes
4.2.1 – Regular assessment and response to the state of community health needs

  • Utilization of HealthyJoCo tools (e.g. stakeholder groups, surveys, data visualization, website)
  • Data analysis and interpretation to inform decision-making
  • Expand use of technology

4.2.2 – Innovative use of resources for effective response to community changes

  • Review and adjust employee responsibilities as needed, in response to changes in community needs
  • Prioritize funding as needed, to address changes in community needs


Priority 5: Chronic Disease

Promote safe and healthy lifestyles by reducing barriers to achieving optimal health.

Though chronic disease is largely preventable, it continues to impact our community. We intend to use a data-driven approach to identify disease states impacting the community, populations disparately affected, and strategies to reduce barriers to positive health outcomes. Success Measure: Improvement in chronic disease-related health outcomes


5.1 - Utilize HealthyJoCo to identify and direct chronic disease efforts
5.2 - Define and promote our role within the community regarding policy, advocacy, education, and service provision


5.1.1 – Utilize HealthyJoCo findings

  • Identify populations disproportionately impacted
  • Prioritize input from community members

5.1.2 – Determine resource alignment for initiatives (e.g. funding, staffing)
5.2.1 – Implement innovative approach to community collaboration

  • Identify and secure funding
  • Promote JCPH as a resource for the community
  • Partner for service provision
  • Coordinate community-wide alignment for health messaging

5.2.2 – Develop guidance on JCPH role in public policy