Public Health

Strategic Theme

Support community health initiatives and services.

7
Total
Objectives
16
Total
Action Items
1
Completed
Action Items
19
Total
KPIs
0
Completed
KPIs

Vision Statement

The goal of public health is to preserve the physical and mental health of those who reside in the City and those who visit it. Eliminating or minimizing the risk of disease and injury, as well as responding to and providing care to those who need it, are primary objectives of municipal governments. The City works in partnership with an array of state and federal agencies along with not-for-profit entities to meet the objectives of the Ten Essential Public Health Services as determined by the NH Dept. of Health and Human Services:

  • Monitor Health
  • Diagnose and Investigate
  • Inform, Educate, and Empower
  • Mobilize Community Partnerships
  • Develop Policies
  • Enforce Laws
  • Link to Services
  • Assure Competent Workforce
  • Evaluate


Responsible Groups

City Departments

Finance Fire Human Services Planning and Development Police Public Works

Boards and Committees

City Council

Community Partners

Dartmouth Health Good Neighbor Health Clinic Public Health Council of UV Upper Valley Public Health Network West Central Behavioral Health

Strategic Objectives

Primary objectives under this strategic theme

10.1 Continue partnership with West Central Behavioral Health to enhance Mental Health Care and Response.
10.1.1 Lebanon Police Department will continue to include and co-respond with West Central Behavioral Health on mental health calls when appropriate.
Reduce frequent mental health calls by connecting them with the appropriate agency.
Ensure all Lebanon Police Officers are certified in the most up to date CIT Training.
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10.2 Provide effective Mobile Integrated Health Care.
10.2.1 Continue to provide the MIH paramedic service to Lebanon residents after the initial pilot project and expand service to other municipalities that we provide EMS to.
80% reduction in hospital readmissions within 30 days of discharge to MIH enrolled patients.
Decrease the rate of 911 calls to MIH enrolled patients by 80%
10.2.2 Expand available community nursing services.
Increase available community nurse hours to 60 hours per week
Expand community outreach efforts.
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10.3 Provide high quality Emergency Medical response capability.
10.3.1 Maintain a highly trained and ready workforce.
75% of staff will be certified at the Paramedic level.
10.3.2 Utilize a robust Quality Assurance/Quality Insurance program to ensure best practice patient care.
Achieve national standards in regards to patient care benchmarks 100% of the time
10.3.3 Develop a response model that meets the needs and expectations of the community.
100% of recertification and continuing education requirements provided to all staff members
10.3.4 Maintain a reliable, modern apparatus and ambulance fleet to meet response and personnel safety.
Sustain capital budget plan replace outdated equipment.
10.3.5 Meet emergency response requirements based on National Standards. Arrival of an ambulance to all EMS call within 6 minutes of 911 call
Meet emergency response requirements 90% of the time
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10.4 Maintain the partnership with the Upper Valley Public Health Network to respond to public health emergencies.
10.4.1 Work with the Upper Valley Public Health to increase response capabilities to public health emergencies.
MACE activation drill annually
Continue local partnerships to assist with vaccine and preventive health programs.
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10.5 Continue partnerships to provide Medical and Dental Care for those who cannot afford it.
10.5.1 Continue to provide supportive funding to the Good Neighbor Health Clinic and the Red Logan Dental Clinic to provide medical and dental care for those who cannot afford it.
Provide services to low income residents who are <250% of the federal poverty level.
10.5.2 Continue payment in lieu of taxes agreement for property taxes with DHMC.
Compliance with the present PILOT agreement in accordance with the provisions of state law relative to property taxes.
10.5.3 Maintain a payment in lieu of taxes agreement for property taxes with DH regarding the Alice Peck Day Hospital and related facilities to provide medical transport to the DHMC.
Negotiate and execute a payment in lieu of taxes agreement for property taxes with DH regarding the Alice Peck Day Hospital and related facilities by the end of 2023 for a 20 year period.
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10.6 Conduct a needs assessment and determine the feasibility for a more comprehensive Public Health Plan at the city or regional level.
10.6.1 Create a workgroup to conduct a needs assessment regarding the broad range of public health needs in the City. Determine the feasibility and criticality of creating/expanding service levels at the local/regional level.
Public Health Workgroup created by the end of the 1st Qtr 2024. Needs assessment completed NLT the end of 2024. Present results to the City Council NLT the end of the 1st Qtr of 2025.
10.6.2 Examine local and regional level models to determine the organizational structure and resources needed to meet the needs identified from 10.6.1. Develop cost estimates for delivery of those services.
Public Health Workgroup conducts examination of local level and regional level models to determine the organizational structure and resources needed to meet the needs identified from 10.6.1. Develop cost estimates for delivery of those services NLT July 30, 2025.
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10.7 Removal of Lead and Copper in the City's Water Distribution System
10.7.1 Comply with new EPA Lead and Copper Rule established in October 2024
Meet deadlines established in the Lead and Copper Rule.
10.7.2 Identify water lines and household connections that have lead or copper in them
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