AGREEMENT RE HEALTH ASSESSMENT BUSINESS PLAN.PDF

Coordinated Maricopa County Community
Health Assessment and
Community Health Assessment Center
Business Plan
m Maricopa County
Public Health


Maricopa County Department of Public Health
Coordinated Maricopa County Community Health Assessment and
Community Health Assessment Center
Business Plan
Executive Summary
Beginning in the first taxable year after April 2012, the Internal Revenue Service (IRS) requires that non-
profit hospitals conduct community health needs assessments at least every three years. 1 Federally
Qualified Healthcare Centers (FQHCs) are under similar obligations whereby they are required to submit
a needs assessment prior to application for funding and to continually assure that they are addressing
the needs of the community where they are located. 2 Additionally, recently established Public Health
Accreditation Standards require state or local public health agencies seeking to establish or maintain
accreditation to conduct a community health assessment and resulting health improvement plan every
three to five years. 3 Based on these requirements, hospitals, public health agencies, and others have
traditionally conducted these assessments independent of one another, resulting in significant
duplication of effort and resources. Moreover, the utility of these assessments has been limited by the
lack of a common framework of health measures, data collection, analysis approaches, and community
engagement strategies.
Limited resources for comprehensive health assessment, the move toward new population health
models, and new incentives and requirements for public health accreditation and community benefit
reporting, create the need for a coordinated, collaborative public-private approach for conducting
comprehensive assessments on the health and health needs of Maricopa County residents and barriers
to health improvement.
In 2012, Maricopa County partners conducted a community health assessment (CHA) which is now
available on thejnternet at MaricopaHealthMatters.com . County-wide community health improvement
planning began shortly afterwards to address the top public health priorities resulting from the CHA.
Leveraging the success of this process and the momentum of the Health Improvement Partnership of
Maricopa County (HIPMC), this document outlines a framework and approach for a coordinated
community health needs assessment process for Maricopa County. This includes agreements on a core
set of health measures, a proposed methodology for engaging communities in the assessment process,
and a plan and draft timeline for creating the organizational and technical infrastructure needed to
implement the coordinated community health needs assessment process.
1 http://www.irs.gov/Charities-&-Non-Profits/Charitable-Organizations/New-Requirements-for-501(c)(3)-
Hospitals-Under-the-Affordable-Care-Act
2 http://bphc.hrsa.gov/policiesregulations/legislation/
3 http://www.phaboard.org/accreditation-process/public-health-department-standards-and-measures/
1


Table of Contents
Executive Summary 1
Background 5
Description of MCDPH 6
MCDPH Previous Experience 6
Data Expertise 8
Community Connections 9
Proposal 11
Advantages to Participation 13
Management 14
Financial Plan 15
Estimated Timetable 15
Annual Deliverables 17
Appendix A. Detailed Budget
Appendix B. Community Health Needs Assessment Checklist
Appendix C. Assessing & Addressing Community Health Needs
Appendix D. Data Indicators- Qualitative Questions, Quantitative Crosswalk, and Community Health
Assessment for Population Health (CDC Indicators)
Appendix E. NAACHO Issue Brief
3


Background
In 2010, Congress approved the Patient Protection and Affordable Care Act (PPACA or ACA) which
requires charitable hospitals to conduct community health needs assessments (CHNA) and adopt
implementation strategies to meet needs identified. It was then left to the Internal Revenue Service
(IRS) to propose and then implement rules regulating the CHNA requirement for tax-exempt hospitals.
Several versions of draft rules were published 2011-2013 for comment with the proposed regulations
published April 5, 2013. 4 Within these regulations, the IRS explicitly states several criteria for what is
considered an acceptable CHNA to meet this new requirement. A few selected criteria are highlighted
below; please see Appendix B. Community Health Needs Assessment Checklist for a list of additional
criteria adapted from the Catholic Health Association of the United States. 5
Provisions in the ACA and IRS rules include that the CHNA must:
• Be completed every three years
• Take into account input from the community; specifically, those that are medically underserved
• Take into account input from public health agencies
• Be made widely available
• Be followed by the development of an implementation plan
Additional highlights from the rules indicate that hospitals may submit one CHNA if the communities
they serve are the same, each facility is actively engaged in the joint needs assessment process, and
each facility's authorized body adopts the CHNA. This provision paves the way for a truly community-
based needs assessment process rather than competing assessments that only reach a small segment of
the population if each facility were to implement their own processes. Additionally, this allows for
consolidation of resources, reduced duplication of efforts, and more comprehensive implementation
plans.
Community health needs assessments are based on the science of public health: epidemiology. 6
Additionally, Local Health Departments (LHDs) are often privy to many data sources that are not
available to the public, or are not available in sufficient detail. Data sources include birth and death
records, special surveillance studies, outbreak and communicable disease reports, and community-wide
hospitalization information, among others. LHDs are also experienced with engaging community
members in policy/program development, assessments, and utilization projects. Because of these
factors, partnerships between LHDs and charitable (non-profit) hospitals have developed around the
country.'
4 httP:HWWW.irS.g0V/CharitieS-& -Non-PrOfitS/Charitable -OrganiZatiOnSiNeW-ReqUirernents-for-501(C)(3)-
Hospitals-Under-the-Affordable-Care-Act
5 httPl/WWW.ChaUSa.OradOCSidefaUlt -source/community-benefit/assessing-and-addressing-community-health-
needs.pdf?sfyrsn=2
6 NAACHO Issue Brief: Collaborating through Community Health Assessment to Improve the Public's Health
7 http://www.sfhip.org/index.php?module=htmlpages&func=display&pid=94
5

Description of MCDPH
The Maricopa County Department of Public Health (MCDPH) serves the third largest local public health
jurisdiction in the U.S., with more than 3.8 million residents according to the 2010 census. Maricopa
County encompasses over 9,200 square miles, roughly the size of the state of Massachusetts, composed
of a mix of urban, suburban, and rural areas including the whole or parts of five sovereign American
Indian Reservations. Home to the city of Phoenix, the nation's sixth largest city (population 1,445,632),
Maricopa County serves as the state's major geopolitical and economic center.
The mission of MCDPH is "to protect and promote the health and well-being of Maricopa County
residents and visitors." To achieve this mission, MCDPH has the capacity for 614 full-time employee
(FTE) positions, 420 of which are currently filled. The fiscal year 2013 operating budget is $55,803,560,
, of which 72% is grant funded ($40,041,018). The health department reports to a local Board of Health,
but is governed by the Maricopa County Board of Supervisors.
MCDPH is composed of five main divisions: Community Health Action (the service-oriented division
including the Women, Infants, and Children program [WIC], oral health, family health, and health
promotion and education); Community Transformation (including policy, systems, and environmental
strategies related to chronic disease prevention, nutrition [and SNAP-Ed], community empowerment,
and the HIV Planning Council); Clinical Services (including HIV/Sexually Transmitted Diseases, TB, foreign
travel, the public health laboratory, pharmacy, medical records, and HealthCare for the Homeless);
Disease Control (including epidemiology, community health nursing [immunizations and child care
health consultation], preparedness and response, and vital registration); and Administration (includes
grants and contracts, procurement, human resources, and finance office). The offices of Community
Engagement (including the Public Information Officer), Health Policy Consultant, and Performance
Improvement report independently to the Director.
MCDPH Previous Experience
In 2011, the Maricopa County Department of Public Health (MCDPH) partnered with the Arizona
Department of Health Services (ADHS) to facilitate Maricopa County's first-ever community health
assessment (CHA) and determine the community's greatest public health needs. The 18-month process
was a collaborative, community-driven effort that engaged more than 1,000 residents, health
professionals, and community partners. Under a shared vision, MCDPH and ADHS coordinated the
formation of different teams to lead, oversee, or advise the CHA process. The process relied on this
team infrastructure to carry out the various components of research and information gathering. Utilizing
the Mobilizing through Planning and Partnership (MAPP) framework, four comprehensive assessments
were conducted.
The four MAPP assessments included:
1. Community Themes and Strengths Assessment
2. Local Public Health System Assessment
3. Forces of Change Assessment
4. Community Health Status Assessment
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To implement this process, the four assessments employed community surveys, focus groups, and
health data professional review with the following objectives:
• To ensure racial and ethnic minority communities' needs and input were included.
• To ensure broad partner participation representing residents of underserved populations.
• To include epidemiological subject matter experts in analysis, interpretation, and prioritization
of health data.
To achieve these goals, MCDPH staff contracted with community providers to collect primary and
secondary data and facilitate professional review. The Community Themes and Strengths Assessment
was conducted using a survey of over one thousand community residents, health system partners, and
public health professionals. To gather primary data for the Forces of Change Assessment, 22 focus
groups were conducted within four racial/ethnic minority communities (African American, Asian
American, American Indian, and Hispanic/Latino) and three underserved communities experiencing
health disparities (older adults, Gay, Lesbian, Bisexual, Transgender, and low socioeconomic status): The
Local Public Health System Assessment was carried out using the Local Public Health Performance
Standards Program Assessment framework. Over 200 participants represented a diverse network of
organizations and systems that contribute to the public health system. The assessment was
administered calculating scores from participants from a series of four community meetings. The
Community Health Status Assessment began as an epidemiological review of over 100 health indicators
that were prioritized and are detailed in a community health profile. MCDPH convened a large
community action planning meeting, inviting over 1000 stakeholders, to formulate goals for the public
health strategic priorities. These strategic approaches formed the basis of the Maricopa County
Community Health Improvement plan (MCCHIP). The image below offers a graphic representation of
Maricopa County's CHA process:
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Maricop Process
• • I
REACH Achrkory Board
'Empowered communities working together to REACH optimal health and quality of life for air
Collaboration Diversity Access Health Equity Education
LI Health Needs Assessment
LOCIPilbli( Health Community Themes and
Systems Assessment Strengths and
Forces of Change Assessments
EpidernlogicatAtivisary Community ASSOC APT al s Community Corrin unity
Board P riot ill ration Repoli Meet inei. Focus Group
Finclip:sapsiftecommendations _
Epidemiological Analysis Eill=17111171fliiS
Data Expertise
The Maricopa County Department of Health (MCDPH) has a proven record for large data set analysis and
expertise. We routinely access all vital registration data for Maricopa County including birth and death
certificates, hospital discharge data including emergency department visits, communicable disease
reports, and many others. These data sets are analyzed routinely and published at least annually in the
Health Status Report for Maricopa County which is available on the Office of Epidemiology website. 8
Leading causes of death and hospitalizations have been useful tools in previous Community Health
Assessments and will likely continue to be in the future. Having full access to these data will poise
MCDPH to be responsive to partners for CHA and CHIP activities including setting priorities and
monitoring progress.
Specialized analysis supported by MCDPH includes GIS analysis of each of these data sets as well as
others which can include descriptive statistics of catchment areas, zip codes, census tracts/blocks;
hotspot analysis; spatial statistics including cluster analysis; among others. MCDPH also has experience
and capacity in providing return on investment (ROI) analysis for health programs including early cancer
detection, efficiency and utility of referrals to treatment, and efficacy of self-management programs for
chronic conditions, among others.
8 http://www.maricopa.gov/publichealth/Services/EPI/Reports/status.aspx
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Community Connections
Successful collaboration and community engagement are essential to the success of this proposal and a
community health assessment in general. MCDPH has a proven track record of engaging with
community stakeholders to identify community leaders, citizens of diverse backgrounds, and people
who are able to represent and communicate the needs of their specific communities. Below, we have
highlighted several of MCDPH's current partnerships which demonstrate MCDPH's success in this arena.
The Arizona Partnership for Immunizations (TAPI)
The Arizona Partnership for Immunization (TAPI) is a non-profit statewide coalition of over 400 members
who work to create a comprehensive, sustainable community program for immunizations across
Arizona. MCDPH is a guiding member organization in this coalition; other partners include the Arizona
Department of Health Services, AHCCCS, corporations, private foundations, professional organizations,
and children's advocacy groups. 9
• Demonstrates that MCDPH is actively engaging with both public and private sector partners to
impact public health.
• Demonstrates that MCDPH plays a role in setting strategic priorities for community partners.
The Health Improvement Partnership of Maricopa County (HIPMC)
The Health Improvement Partnership of Maricopa County (HIPMC) is a collaborative effort between
Maricopa County Department of Public Health and more than 55 public and private organizations
addressing the priority health areas identified in the 2012-2017 Community Health Improvement Plan.
The HIPMC brings together partner agencies and collaborative groups passionate about promoting
health and wellness within their respective communities and provides stable infrastructure to share
ideas and resources, identify gaps and barriers to existing services and engage in thoughtful planning to
achieve a shared vision. HIPMC meetings and communications provide forums for information and data
sharing, collaborative workgroup initiatives, networking and shared reporting.
• Demonstrates that MCDPH has a stable infrastructure for regularly engaging with a variety of
community partners.
• Demonstrates that MCDPH is actively engaging a variety of partner agencies to impact public
health priorities. (i.e. We are working with the broader public health system, not just traditional
public health agencies and entities.)
• Demonstrates that MCDPH has the capacity and infrastructure to sustain long-term partner
relationships on a variety of health topics.
• This collaboration enables us to build and strengthen the capacity of the public health system to
prevent chronic disease and promote wellness. 10
9 http://www.whvimmunize.org
io http://hipmc.org
9

Health in Policy & Practice Arizona (HIP2)
Health in Policy and Practice Arizona (HIP 2) is a catalyst for healthy communities throughout Arizona.
Through education, collaboration, information sharing, and partnership development, HIP2 empowers
organizations and communities to integrate healthy community design into decision making. MCDPH
staff and representatives from a multitude of non-profit organizations and government agencies
coordinate this work which is supported by a grant from the Health Impact Project, a collaboration of
the Robert Wood Johnson Foundation and The Pew Charitable Trusts. 11 Unique to this initiative is the
uniting of representatives from the housing, transportation, health, education, and social justice sectors.
Current projects include the Health Impact Assessment (HIA) of a proposed transit extension into South
Central Phoenix.
• Demonstrates that MCDPH successfully leads projects combining organizational buy-in as well as
community and stakeholder input.
• Demonstrates that MCDPH is a leader in assessment, analysis, and monitoring of health in our
cornmunity.
• Demonstrates that MCDPH can successfully engage appropriate community partners on issue-
based projects.
Healthy Arizona Worksite Program (HAWP)
Healthy Arizona Worksite Program (HAWP) builds collaboration among Arizona employers around
worksite wellness. The program will recognize participating Arizona employers for their leadership and
commitment to the health of their employees and the state's business community. The Arizona Small
Business Association (ASBA) is teaming up with the Arizona Department of Health Services and the
Maricopa County Department of Public Health to offer Arizona businesses the opportunity to participate
free of charge in this program. One exciting outcome is a partnership with the City of Phoenix to
promote HAWP through the city's Business Retention Division's outreach efforts through FitPHX, a
citywide initiative with the goal of improving health and wellness in the region and making Phoenix one
of the healthiest in the nation.
• Demonstrates ability to work with corporate structures.
• Demonstrates transferability of population health approaches within the private sector.
Population Data Infrastructure Workgroup, Maricopa County
As the first Maricopa County Community Health Needs Assessment was being conducted in 2012, it
became apparent to staff and stakeholders that Maricopa County lacks infrastructure to house,
interpret, and disseminate population health data to the broad community of professionals who rely on
this information for planning and decision making, to community members, and to policy and decision-
makers. MCDPH in partnership with St. Luke's Health Initiatives began the dialogue to create such an
infrastructure with members of the academic, governmental, non-profit, and health care communities.
http://www.azhip2.org/
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Members came to consensus that a repository for community and public health data was necessary as
well as identification and collaboration on community health data needs. As a result, MCDPH with the
consent of ADHS, invested in building out the MaricopaHealthMatters.org website and provided staff
time to collect and post relevant data reports including the Maricopa County CHA, CHIP, and HIPMC
materials. In addition to data reports, toolboxes have been created to inform evidence-based,
population health approaches and grant opportunities. The second significant result from this work was
the creation of workgroups including staff from hospitals and FQHCs to identify the important core
measures (quantitative and qualitative) for collaboration on future community health assessments.
• Demonstrates the expertise of MCDPH to advise healthcare systems on population-health
measures.
• Demonstrates the ability to identify needs of the community and bring consensus to solutions.
• Demonstrates the willingness of MCDPH to commit staff time and financial resources for
community-based improvements to support public health outcomes.
• Demonstrates the capability to provide expertise on the collection, measurement, analysis, and
interpretation of population health data, evidence-based, programs, and resources.
• Demonstrates the capacity to bring together community stakeholders from government,
academic, social service, education, healthcare, law enforcement and other sectors.
Proposal
Maricopa County Department of Public Health (MCDPH) is uniquely situated to offer comprehensive
services for CHNA planning, implementation, and assessment. 12 MCDPH has expertise in collecting and
analyzing public health data, leading strategic planning processes to improve community health, and
understanding the process of using data to develop priorities and action plans for community health
improvement. Additionally, through MCDPH community involvement, we are able to engage grass-
roots and non-traditional community partners, which may not be typical partners for hospitals, which is
essential to a successful CHA. This proposal is to leverage the expertise and community resources
available at MCDPH to form a partnership with non-profit hospitals and Federally Qualified Healthcare
Centers in Maricopa County in order to fund a single, comprehensive community health assessment.
The proposed Coordinated Maricopa County Community Health Assessment (MCCHA) will culminate in
the production of a report which meets IRS standards at least every three years. There will be
continuous activity in the interim related to data collection, focus groups, and website/report updates.
This will allow for more frequent assessment of the current health status of communities and
populations as well as provide accountability for MCDPH to funders and other stakeholders. A
description of the proposed protocol is included below.
The first stage of the MCCHA process will be to establish an advisory board made up of key stakeholders
and funders who would meet on a quarterly basis to receive updates on MCDPH activities related to the
MCCHA as well as provide consultation and feedback on planned or proposed activities. Ideal
12 NACCHO Issue Brief: Collaborating through Community Health Assessment to Improve the Public's Health
11

composition of this advisory board would be approximately 12 members with 50% being funders, 25%
being community members, and 25% being public health professionals (although not all from MCDPH).
Although not all funders would be on the advisory board, advisory board agendas would be distributed
to all funders prior to meetings for feedback and comment. Additionally, all advisory board meeting
minutes would be distributed to all funders within a week of the meeting conclusion. All parties would
have an opportunity to discuss and develop by laws and agreements prior to establishment of the
advisory board and designation of members.
The advisory board will review the common core measures developed from the above mentioned
Population Health Data Infrastructure workgroups to recommend inclusion/exclusion of these indicators
for the coordinated CHNA which will then be put to all participants for review and comment. Once
indicators are agreed upon, MCDPH will ensure access to these data through an electronic dashboard
that can be accessed by all partners. MCDPH staff will be available to partners to provide additional
expert analysis if needed for smaller scale analyses, providing community context and interpretation,
and GIS mapping on an on-demand basis.
In addition to data which is currently available, MCDPH is partnering with St. Luke's Health Initiatives
and ADHS to expand health behavioral surveillance in Maricopa County. Currently, data are available
from the CDC-sponsored Behavioral Risk Factor Surveillance System (BRFSS) at the County level only. As
CDC funding has decreased for BRFSS, the number of interviews conducted in Maricopa County has
decreased, and was likely to continue to do so over the coming years. This decrease in sample size
reduces the reliability of the data and does not allow for data to be displayed at a sub-County level (i.e.
zip code, city, or catchment area) or to be stratified by multiple demographic categories. The
partnership between MCDPH, St. Luke's Health Initiatives, and ADHS is currently planning to expand the
sample size for BRFSS in 2014 as a result of funding discussions with St. Luke's Health Initiatives.
Additionally, the partnership is exploring future survey methods and approaches that will supplement
the current BRFSS to allow for finer geographic detail and more comprehensive analysis. This process
will be incorporated into the MCCHA and allow for more specific analyses for catchment areas.
General guidelines for best practices for Community Health Needs Assessments recommend feedback
from community members regarding their experiences with the health care system and their priority
health issues. MCDPH utilized a methodology to accomplish both community surveys and focus groups
from diverse populations in their 2012 assessment. The data workgroups identified specific target
populations to include. With oversight from the advisory committee, the MCCHA will include at least 36
focus groups conducted over three years representing each of the workgroup identified priority groups:
adults with children under 18 (those with and without health insurance, and English and Spanish
speakers), adults without children under 18 (those with and without health insurance, and English and
Spanish speakers), older adults over 50 (English and Spanish speakers), African Americans, Native
Americans, Asian/Pacific Islanders, Lesbian, Gay, Bisexual, and Transgendered. Some of these groups
are very difficult to engage and it would be advantageous to funders to participate in a coordinated
approach so that efforts to identify and engage these individuals are efficient and not competing.
MCDPH has long-standing relationships with community organizations that work with and have access
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to these population groups. MCDPH also has a principal scientist on-board who will provide (as part of
the in-kind services) a review of the assessment methodologies to ensure its scientific validity.
A report detailing the MCCHA process, selected health indictors, focus group feedback, data
interpretation, and community engagement work will be produced at least every three years with
interim progress reports produced annually. Report drafts will be submitted to the advisory board for
review and comment prior to finalizations. The report will be available to funders in a formatted and
visually pleasing electronic format which will allow individual organizations to customize the report as
needed to include their company logos, titles, internal administrative descriptions, and other details
which would be locally relevant. Assistance with adding these details to the standard MCCHA report will
be available through MCDPH. The standard MCCHA report will be posted online to the MCDPH website
and available to the public after it is finalized.
Based on the outcomes of the MCCHA, a county-wide Community Health Improvement Plan (CHIP) will
be developed. The advisory board and other stakeholders will meet on a regular basis (monthly or
quarterly, as needed) in order to develop, review, and monitor the CHIP. This CHIP process will be rolled
into the currently existing framework established by MCDPH, the Health Improvement Partnership of
Maricopa County (HIPMC). The county-wide CHIP is meant to reflect the goals and priorities identified
in the MCCHA and each objective may or may not apply to each individual hospital or hospital system.
This is why this process, and MCDPH, will offer to assist facilities with adapting the county-wide CHIP to
their individual needs. MCDPH will also offer assistance to funders, if requested, with developing
facility-specific CHIPs which can be tied to, or used to support, community benefit plans and
implementation plans. However, this support is completely optional and facilities are still free to pursue
creating their own CHIP.
In addition to the specific projects and processes covered previously, MCDPH will also support on-
demand data requests and analysis support from partners. This will allow all those in this partnership
easy and ready access to the expanded behavioral surveillance data, geographic specific reports of
health indicators of interest (whether included as priority areas in the MCCHA or not), and access to
subject matter experts in interpreting and summarizing health data and designing/creating research
proposals. MCDPH will also provide in-kind support as needed for mapping, reviewing and
disseminating evidence-based practices, as well as studies suggesting Return-On-Investment (ROI) for
supporting population health approaches.
Advantages to Participation
MCDPH annually prepares health status reports (HSRs) for the community at large that are disseminated
through the Department's website. The department will continue the five-year cycle of completing a
county-wide community health assessment and maintain HIPMC as a broad, community-based
implementation to impact the most pressing public health priorities. Documents associated with HIPMC
and the HSR will always be posted for public dissemination. While the HSRs provide valuable health
data, they do not provide interpretation for community information and decision making, as the data
are presented in table format. Further, future MCDPH CHA and CHIP reports will have a copyright.
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Partners in this proposed coordinated health assessment and health improvement planning will have
access to these documents for use as the base for their own reports.
Advantages to participating in this proposed MCCHA include:
• Direct access to feedback on community health status and improvement from Dr. Bob England,
Director of MCDPH.
• Direct access to data analysts and epidemiologists for ad hoc data queries and report requests.
• Support in identifying and monitoring community health indicators with trusted community
partners that understand community needs and processes..
• Participation in a best-practice model for coordinated health action.
• Visually attractive and scientifically validated health assessment and health improvement report
formats with which to create individualized hospital reports.
• Access to MCDPH collaborative community health initiatives to impact population health
including ground-breaking work geared to the built environment and healthy worksites.
• Partnership in sustained community health coalitions which are critical to planning and
impacting complex health problems.
• Opportunities to apply for grants, pilot innovative approaches, and receive training.
Management
The Coordinated Maricopa County Community Health Assessment (MCCHA) will be managed within the
Maricopa County Department of Public Health (MCDPH) Office of Epidemiology under the Epidemiology
and Data Services Program Manager as the Community Health Assessment Center. It will be physically
located with the Office of Epidemiology at 4041 N Central Ave, Suite 600, Phoenix, AZ 85012. The
MCCHA will have two full-time staff devoted to the project, a Management Analyst and an
Epidemiologist, a half-time Health Communications Specialist, and a half-time Accounting Specialist.
The position descriptions would be shared with all participants. The Epidemiology and Data Services
Program Manager will provide general oversight for the project, provide expertise and advice on needs
assessment processes, data analysis best practices, and ensure the scope and timeline are met (as an in-
kind service).
The Management Analyst reports to the Program Manager and will be the primary contact for the
advisory board, establish and run all quarterly (or as needed) meetings, facilitate access to appropriate
staff within MCDPH for advisory board members and stakeholders, and ensure partner data needs are
met.
The Epidemiologist will be responsible for data analysis in support of the MCCHA. This will include
providing input on prioritizing health issues, providing data and statistics on selected health indicators,
disseminating that data to stakeholders/partners through reports, electronic files, and web updates.
Venues for updates include maintaining and updating the data indicator dashboard and monitoring and
updating CHIP, CHIP indicators, and Maricopa Health Matters. The Epidemiologist will also be available
for ad hoc data queries in response to partner needs or requests.
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The Health Communications Specialist will be responsible for graphic design management, completion
of written MCCHA and CHIP reports, developing and providing customizable report templates, and
publishing information to the internet (including Maricopa Health Matters).
The Program Manager, Management Analyst, Communication Health Specialist, and additional MCDPH
staff will also be available to partners for assistance with facility-specific Community Health
Improvement Plan (CHIP) development, review, or monitoring at the request of the partner.
Financial Plan
On an annual basis, it will cost a total of $497,180 to complete the Maricopa County Coordinated Health
Assessment process including focus groups, salaries, software, equipment, printing, and meeting
expenses. MCDPH will contribute a total of $175,411, 35% of the total budget, which includes staff time
associated with the Director, Program Manager, Epidemiology Supervisor, Public Health Scientist, Health
Economist, ROI Epidemiologist, GIS Epidemiologist, and HIPMC Coordinator. Additional in-kind
contributions include software licensing, computer equipment, server space, and access to a
programmer analyst. Participating facilities are asked to contribute the remaining two thirds. On a per
facility basis, the estimated annual fee would be $10,000 per hospital and Federally Qualified Healthcare
Center but would vary based on the number of facilities which choose to participate. A detailed
breakdown of the finances is included in Appendix A. Detailed Budget. A three year commitment would
be necessary to ensure adequate time to complete all focus groups, collect additional data, and prepare
the final report. Please see the Estimated Timetable for further details.
Estimated Timetable
Below is the estimated timetable for stages of the project in months for the first cycle of the project.
Future cycles will be on a three year basis; Stage I will not be repeated in following cycles of the MCCHA
process.
Stage Estimated Timetable
I. Administrative start-up Completed within 6 months of funding initiation
II. Data collection Initiated within 3 months of hiring completion
III. Reporting Completed within 24 months of funding initiation
Administrative start-up
This includes establishing Memorandum of Understanding/Contracts between funders and
MCDPH which detail the financial obligation tied to this proposal, establishing appropriate
financial pathways for billing and receiving funds for this service at MCDPH, hiring of the
Management Analyst and Epidemiologist positions detailed in the Management section of
this report, and establishing and recruiting members for the advisory board. This stage is
estimated to take approximately six months from the time commitments are received by
MCDPH.
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II. Data Collection
This stage includes conducting the 36 focus groups, expanded behavioral surveillance data
collection, and analysis of health indicators from already available data sources. Collection
of this focus group data and consolidation of analysis will begin within three months of
hiring the Management Analyst.
Ill. Reporting
In this initial cycle of the MCCHA process, the final report is estimated to take 24 months
from funding initiation in order to allow sufficient time for focus groups to be completed
and advisory board feedback. After that initial MCCHA report is completed, the recurring
cycles will be completed on a 36 month cycle.
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Annual Deliverables
• Hiring completed
• Expanded BRFSS data
Year 1 collection completed
• 12 focus groups completed
Deliverables • Establish indicators
'Establish indicator tracking
dashboard
'Sub-county analysis of
Year 2 BRFSS data completed
• 12 focus groups completed
Deliverables • Update indicator tracking
dashboard
'Expanded BRFSS data
collection completed
• 12 focus groups completed
• Update indicator tracking
dashboard
• CHNA report completed
and published
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Appendix A. Detailed Budget


Coordinated Maricopa County Community Health Assessment Budget
Hospital Costs MCDPH Costs
PERSONNEL I $ per hr I # of FTEs
Management Analyst $25.00 1 $52,200
Epidemiologist $28.32 0.5 $29,566
Health Communication Specialist $28.12 0.5 $29,357
Accounting Specialist $18.87 0.5 $19,700
GIS Epidemiologist $25.00 0.1 $5,220.00
Principal Scientist $40.72 0.1 $8,502.34
Health Economist/R01 Analyst $40.72 0.1 $8,502.34
Epidemiology and Data Services Program Manager $43.06 0.2 $17,981.86
Epidemiology Supervisor $34.33 0.2 $14,336.21
HIPMC Coordinator $23.01 0.2 $9,608.98
Department Director $55.00 0.1 $11,484.00
1—TOTAL PERSONNEL: $130,824 $75,635.71
Fringe Benfits I Rate # of FTEs
Fixed Benefit Rate @ $8,904 per FTE $8,904 4 $35,616 $62,328.00
Variable Benefit Rate © 19.26% of Salaries 0.1926 $25,197 $14,567.44
TOTAL FRINGE BENEFITS: $60,813 $76,895.44
TRAVEL Ilof staff
Mileage @ .565 per mile x person x 25 mi x 12 mos 1 169.50 $169.50
National Community Health Assessment Conference 1 3,000.00 $3,000.00
TOTAL TRAVEL: $3,169,501
EQUIPMENT 1
Tablet 2 1,799.00 $3,598.00
TOTAL EQUIPMENT: $3,598.001
SUPPLIES
Office Supplies ($50 mo x 12 mo x 3 FTE) 12 50 $1,800.00
Meeting expenses 5 50 $250.00
Tabulau Software $4,000.00
TOTAL SUPPLIES: $2,050.00
CONTRACTUAL II
Maricopa Health Matters/Data Dashboard subscription $33,000.00
Contractors for Community Surveys and Focus Groups $40,000.00
Grapic Design $2,500.00
TOTALCONTRACTUAL: $75,500.661
OTHER I I II
Cell Phone ($60 monthly x 12 months) 1 60 12 $720.00
Rent $2,500.00
Conference and Training Fees 2 250 $500.00
Membership- Assn for Community Health Improvement 1 125 $125.00
TOTAL OTHER: -48..410 $3,8
TOTAL DIRECT COST: $279,798.77 .1 $152,531.15
I TOTAL INDIRECT COST: Indirect 15% of Direct Cost $41,970.00 $22,880.00
TOTAL COST 321,768.77 $175,411.15
COMBINED COST $497,179.92