Strategic Plan

View the plan as an enhanced PDF: Strategic Plan 2010-2014

VISION
Optimal health and quality of life for our communities.

MISSION
The Naugatuck Valley Health District is the official local public health entity for its participating communities. It is committed to improving the quality of life for all it serves through the promotion of health, prevention of disease and by assuring a safe and clean environment.

ABOUT NAUGATUCK VALLEY HEALTH DISTRICT

The Naugatuck Valley Health District (NVHD) was founded in 1972 as a collaborative effort to provide public health functions to the towns of Ansonia, Derby, Seymour and Shelton. Beacon Falls and Naugatuck were included in this voluntary effort in 1980 and 1985, respectively. The NVHD is an independent governmental entity formed under the CT General Statutes. One of twenty health districts in the state of Connecticut, it was the third district to be formed. The NVHD serves a population of approximately 125,000 residents. The district is governed by a Board of Directors, comprised of representatives appointed by the towns served by the district.

REFINE THE DELIVERY OF QUALITY PUBLIC HEALTH PROGRAMS

Local public health programs are focused on the delivery of NVHD’s mission to improve the quality of life for all our residents through the promotion of health, prevention of disease and by assuring a safe and clean environment. While building on its successful delivery of mandated services, the district will continue to assess local public health needs and foster the delivery of fully relevant programs and cost-effective services which address target health issues. In keeping with the movement toward development of national public health standards for local health departments, the district will begin preparation for public health accreditation so that the highest quality programs will benefit our residents.

ACTION ITEMS

  1. Commence preparation to meet the newly developed national standards leading to accreditation for local public health departments.
  2. Comply with mandates set in Connecticut General Statutes and Public Health Code, local ordinances and in all contracts with third party funders.
  3. Maintain, evaluate and adjust current programs and implement new programs which are fully funded.
  4. Periodically collect, analyze for health priorities, translate and disseminate pertinent data related to the district and the health of the community.
  5. Implement two new strategies that contribute to the Healthy People 2020 goals of increasing the quality and years of healthy life and elimination of health disparities.

ATTRACT, TRAIN AND RETAIN LEADERSHIP, MANAGEMENT AND A WORKFORCE OF THE HIGHEST CALIBER

The district is only as strong as its workforce. A highly trained, diverse and dedicated staff of skilled professionals is essential to the district’s ability to successfully achieve its mission and navigate the challenges facing the delivery of public health services. Continued movement toward collaborative and adaptive leadership practices that value teamwork, training and shared responsibilities will prepare the next generation for the future.

ACTION ITEMS

  1. Design and support individual professional development goals.
  2. Establish staffing levels by analyzing program needs, cross-train staff and provide opportunities to expose students to public health.
  3. Assure that all members of the Board of Directors become well-versed in public health, in the work of the district, the needs of the citizens served by the district and are cognizant of their responsibilities as community leaders and advocates for public health.
  4. Develop and maintain involvement in national and state public health associations relative to the mission of the district.
  5. Evaluate total compensation packages that are cost-effective and competitive.

EMBRACE, INCORPORATE AND ENHANCE TECHNOLOGIES, COMMUNICATION TOOLS AND MESSAGES

A thoughtful and flexible communication strategy can be the anchor of an interconnected health district. Staff and board members of all ages must be engaged to generate a common understanding of the technology that is available, the messages that are generated and the impact that they have. The strategy is to wisely harness technology in a dynamic environment and to communicate public health messages that advance the mission of the district.

ACTION ITEMS

  1. Develop an integrated work and communications plan using both traditional forms and emerging technologies.
  2. Revise, enhance and maintain the NVHD website to attract consumers of services and provide additional information to those we serve.
  3. Promote the district by sharpening the NVHD brand and its unique attributes, and effectively and consistently communicate the experience of NVHD’s staff and board of directors.
  4. Provide professional partners, municipal officials and the public with relevant information about routine and emerging public health issues, and communicate the role of NVHD as a provider of essential services in our communities.

STRENGTHEN RELATIONSHIPS WITH PARTNERS AND COMMUNITY

Creating meaningful connections with our public and private partners is critical to the success of the district. Being able to recognize when to collaborate requires knowledge of what the district brings to the table and an understanding of when that relationship furthers the mission of the district. The capacity to identify where to provide a service, where to partner with others, and where to strategically cede to others is an effective approach to achieving our goals.

ACTION ITEMS

  1. Support public/private partnerships that target effective strategies to improve the public health outcome of NVHD residents and increase awareness of the district.
  2. Evaluate ongoing collaborative relationships to assure relevancy to the mission of the district and/or extension of available services, coordination of parallel endeavors without duplication and economies of scale.
  3. Work with town government officials to more clearly define roles, responsibilities and expectations.

EXPLORE AND ADDRESS ORGANIZATIONAL STRUCTURE AND RESOURCES

The seeking and leveraging of resources will play a critical role in the evolution of the health district and its ability to successfully attain its mission. Innovation, flexible structuring and creative partnering can influence program development positively when applied strategically.

ACTION ITEMS

  1. Seek resources to support agency infrastructure and processes, programs and interventions.
  2. Utilize and extend resources equitably for the maximum benefit to our communities and to assure equitable access to services.
  3. Increase the effectiveness of NVHD’s internal administrative functions as defined by service-specific standards.
  4. Maintain facilities that are clean, safe, accessible and secure.

Adopted by the NVHD Board of Directors on October 12, 2010.