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c. Community Partners
The CHIP process engages participants as active partners and works to
build commitment and buy-in. Therefore, HPHD aspired to include
participation from a broad set of community stakeholders to accurately
reflect the Peninsula community and public health system.
For both the Steering Committee and CHIP Workgroups, HPHD aimed
to include representation from across sectors. As this plan looks at the
district’s population, efforts were made to guide collaboration around
the identification of commonality across jurisdictions for the
development of strategic action. This process, and the partnerships
made, will serve as the basis for taking collective action and
facilitating future collaborations.
ii. Process Evaluation Survey
A survey was conducted to better understand and assess the
effectiveness of the CHIP Workgroup process. The ten-question survey
was sent to all CHIP Workgroup members and was comprised of Likert
Scale and open-ended questions.
13 responses were received and the average time to complete the survey
was 20:48.
A few of the key findings include:
• Respondents were very involved in the process
• Respondents felt their contribution to the process was meaningful
• Respondents are committed to participating in the implementation of
the action plan process
Some key takeaways include:
• More frequent meetings would be beneficial
• Increase community and stakeholder involvement
• Establish more concrete plans for implementation
A full summary report can be found in Appendix 2. The information provided
will help improve future HPHD community health improvement efforts.
Guide and Template for Comprehensive Health Improvement Planning Version 2.1 (2009), NACCHO, Retrieved from
https://www.naccho.org/uploads/downloadable-resources/Programs/Public-Health-Infrastructure/CHIP-Guide.pdf
g. CHIP Implementation Task Groups
HPHD recognized the challenge to move from broad action plans to effective and strategic
implementation. Therefore, HPHD recruited partners and formed Task Groups for CHIP
Implementation. These groups, comprised of former CHIP Workgroup members and
subject matter experts, identified SMART objectives, established timelines, and worked to
identify key partners to help lead the effort. CHIP Implementation Task Group work,
facilitated by CHS, took place from February through April 2024, and all work was
conducted through the online planning hub established during Phase I of the community
health improvement process.
The work was grounded by the University of Wisconsin’s implementation plan tool, which
helped guide HPHD’s efforts to be both focused and effective. The final product is a well-
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