Capital Improvements
• A number of building improvements were completed during the course of the 2021-22 fiscal year. These include:
- Remodeled old dental clinic into 9 offices. (CRHC)
- Repaved Shipping and receiving area. (JOGHC
- Removed old uneven bricks from JOGHC entrance and concreted near round flower beds.
- New Generator at CRHC.
- New AC unit at Collinsville.
- New furniture at Mingo WIC
- Outside fresh air Silos were repainted at JOGHC.
- New rubber treads were added to HR and 3rd floor area at JOGHC.
- Remodeled upstairs CRHC area with carpet, paint and furniture.
- Seal coated JOGHC main parking lot.
Information Technology
• The IT department deployed over 180 laptops to users within the last year. The laptops provided not only better systems which improves efficiency but also allowed our workforce the ability to be more mobile as opposed to desktop units. This proved invaluable during the COVID-19 response, as many staff were required to work remotely. Even after the pandemic operations ceased, it continues to allows a larger percentage of the workforce to work remotely/from home, increasing agency capacity for long term remote workers.
Quality Improvement
• Quality Improvement (QI) projects have been reinstituted following a long pause due to COVID-19 pandemic response efforts. On March 23, 2022, the Community Engagement team kicked off their initial QI project geared at increasing client referrals.
• This QI project is multifaceted and has been broken down into two focus areas (first - internal referrals & second - external referrals) to achieve the team’s overarching goal of having a robust internal and external client referral process. The goal of this project is to increase internal referrals by 30% in the coming months. Community Engagement wants to ensure clients are knowledgeable of all THD services and are focusing efforts on clients who are visiting THD for clinical health services.
Organizational Development
• Relaunched the New Hire Orientation (NHO) in April 2022. Approximately 110 new hires who had been onboarded during Covid went through a new hire orientation. NHO introduces new employees to the agency by bringing in programs such as EPRP, Finance, QI, Marketing, ERC, and Benefits. The day-long program sets new hires with a solid understanding of the THD Intranet, where to find information, and how the agency operates.
• Hosted four program Lunch and Learns. During the 45-minute Lunch and Learn, It’s All About Kids, EPRP, Healthy Living, and Epidemiology highlighted their program and how they fit into the Tulsa community. Participants were able to ask questions and were equipped with program knowledge to take back to their workgroups and their communities.
• Partnering with IT, Organizational Development was able to offer Microsoft Live Training available to all THD Employees. Employees have access to dozens of classes focused on Microsoft applications, such as Word, Outlook, Excel, SharePoint, PowerPoint, Cloud Storage, and more. These classes are taught by a certified Microsoft facilitator with the ability to ask questions and get real-time answers. These Live Sessions allow THD employees to train on their time and when it is convenient for their programs.
• Conducted 8 Emergenetics Meeting of the Mind classes made up of both leadership and individual contributors. Meeting of the Minds works to create an engaging, productive workplace culture! Without self-aware employees, high-performing teams, and a positive culture, THD would experience challenges in communication, collaboration, productivity, and employee retention. Through the Meeting of the Minds, leaders and employees are empowered to use their strengths to achieve their potential, and THD is given the tools to maximize performance and create a positive culture. After attending an Emergenetics Meeting of the Minds, positive change happens. A recent survey found: More than 80% of attendees gain enhanced self-awareness. Nearly 70% of attendees report improved working relationships. Over 60% of attendees experienced better collaboration.
Pathways to Health
• Pathways to Health partnered with the City of Tulsa, University of Oklahoma, and Tulsa Health Department to provide wastewater testing as part of a national cross-city collaboration. Pathogens like COVID and West Nile Virus were tested to try to identify disease outbreaks before populations may even be symptomatic. Testing was conducted at Tulsa International Airport, Expo Square, and water treatment plants throughout Tulsa County.
• The 33rd Annual Tour de Tulsa was held on May 7, 2022. The event was co-hosted by Tulsa Bicycle Club, Tulsa Health Department and Pathways to Health with over 600 cyclists riding routes of 25 – 100 miles, as well as a Family Fun Ride. The event raised over $60,000 for micro-grants administered through Pathways to Health.
• Each year Pathways to Health uses proceeds from the Tour de Tulsa to award micro-grants of $2,500 or less to amazing organizations working to improve health outcomes in our local community. Areas of focus for the funding are: 1) Built environment; 2) Education attainment; 3) Food environment; and/or 4) Health care. Read this year's grant winners here.
• During the COVID pandemic Pathways to Health, with support from The Rockefeller Foundation, helped Tulsa Public Schools reopen to in-person learning by providing rapid COVID testing to any student or staff in need of testing. The program gained national attention from the Centers for Disease Control & Prevention and the White House Coronavirus Task Force. The Oklahoma State Department of Education said the Tulsa Public Schools program was the model that all schools in our state.
Once the need for testing was met, it was clear that schools were still dealing with the effects of school closures from COVID. Pathways to Health identified a local expert, Cheryl Step, who consults at schools nationally to help them become trauma-informed. Pathways to Health produced a series of short videos with training from Cheryl to help teachers and support staff and also connected TPS and other schools across Tulsa County with training from Cheryl at no cost to the schools.
Maternal and Child Health Outreach
• The community engagement team, in partnership with the established MCH-Outreach team has continued to bring valuable information about THD programs at speaking engagements.
Child First
• Collaborated with Child Guidance program by referring clients and toddlers for evaluation and services. Received 145 incoming WIC referrals. Received 10 Family planning Program incoming referrals. Received 3 Healthy Start incoming referrals. Nurses also refer clients to Environmental Services who have issues with mold or lead exposure concerns.
Data and Technology
• The data team updated, transferred and rebuilt Health Status Report from LiveStories to Tableau. There are 10 sections to the Health Status Report, each with data over time (2011 to 2020) for various indicators. The 10 sections are:
1. Demographics, with 5 indicators breaking down populations by gender, race, ethnicity, minority populations, limited English-speaking populations and population change over time
2. Socioeconomic Status, with 6 indicators (educational attainment, median household income, unemployment status, population living below poverty level, households receiving SNAP benefits and female-headed households
3. Maternal & Child Health, with 10 indicators (crude birth rate, fertility rate, teen birth rates, maternal education, births to unmarried women, late or no prenatal care, tobacco use during pregnancy, low birth weight births, preterm births and infant mortality)
4. Built Environment (with 6 indicators, active transportation, housing-burdened, substandard housing, vacant houses, access to healthy food and healthy food affordability
5. Injury & Violence Prevention (with 8 indicators, violent crime rates, homicide mortality, aggravated assault, gun-related mortality, crimes and arrests, rates of child abuse, child victimization and data on foster care placements and unintentional injury mortality rates
6. Healthy Behaviors (with 14 indicators, weight status, physical activity, fruit and vegetable consumption, alcohol use, primary care physician access, oral health, cervical cancer and breast cancer screenings, high blood pressure, diabetes, cardiovascular disease asthma and cancer
7. Mental Health & Substance Abuse, with 6 indicators (mental health and substance abuse visits, depressive disorder, prescription opioid mortality, suicide mortality and homelessness
8. Infectious Disease, with indicators for enteric, respiratory, vectorborne, sexually transmitted and bloodborne illnesses
9. Access to Health Care with insurance coverage by race, sex, age group, race, employment, citizenship and disability status, medicaid enrollment, emergency department visits and hospital utilization
10. Mortality, with data for the top 10 causes of death and Life Expectancy.
Each and every subsection contains multiple data visualizations to help better illustrate the data and highlight key takeaways. The Tableau platform also allows the publicly available workbooks and data to be downloaded and leverages by community partners. This eliminates the need for community partners to submit data requests for these broad topics when they need data to support their outreach efforts, grant applications and other activates.
• Continued to update the COVID-19 data dashboard on a weekly basis. This dashboard included cases (including daily active case rate heat maps by zip codes), testing, hospitalization and vaccination data. The team also fulfilled numerous data requests related to COVID-19 data for community partners including: City of Tulsa's COVID-19 Latinx Outreach Committee, School Districts, Cities, OUHSC, Grant application(s)
Working 4 Balance
• Before employees can start their journey to practice healthy behaviors that align with their values, their emotional health should be given priority. Therefore, programs to support emotional health have been given priority. W4B recognized that THD employees were most likely emotionally impacted by the pandemic. Therefore, we encouraged employees to seek assistance that was best for them.
• W4B explored options to complement the current local employee assistance program (EAP) with a national EAP. With the addition of the national EAP, W4B is excited to be able to increase the therapy sessions from three to six visits per occurrence, available online resources, an expanded network to accommodate a diverse population and virtual visits for convenience.
• A series of classes dedicated to emotional health were offered to employees. The message throughout the classes focused on taking small steps for better emotional health.
• Several resources to support employee emotional health were offered including the addition of a national employee assistance program, a series of classes focused on emotional health, innovative activities for Wellness Day and other programs.
Community Health Improvement Plan
• 2022 Tulsa County Bridge Year (2020 -2022) consist of the community health improvement strategic planning phases that deliver two independent but connected deliverables: community health assessment (CHNA) and improvement plan (CHIP). Expected end date for the Bridge Year is in January 2023.
• Launched a Tulsa County CHIP SharePointCHIP so community stakeholders and partners can access knowledge, resources, data, and collaboration tools in order to facilitate teamwork, stay engaged, and connected in an effort to further the CHIP's mission and vision for a healthy Tulsa County.
• Launched a CHIP Core Team to work on the CHIP planning (development & implementation).
Data
Human Resources
• New hires: 61
• Regular full-time employees: 313
• Total employees: 336
• Average years of service: 7.9
• Average age of employee: 44
• Female: 265
• Male: 70
• African American: 55
• American Indian/Alaska Native: 16
• Asian: 12
• Caucasian: 171
• Hispanic: 78
• Two or more races: 3
Data Team
• COVID-19 dashboard viewed 665,341 times - averaging 1,827.86 views per day.
• COVID-19 Rate by Zip Code map viewed 567,541 times - averaging 1,559.18 views per day.
Information Technology
• 2,016 calls were received through the Helpdesk (an average of 168 per month) and 2,818 tickets were completed
Children First
• Received 145 incoming WIC referrals.
• Received 10 Family planning Program incoming referrals.
• Received 3 Healthy Start incoming referrals