The WSLH Board is continually
refining the State Lab's strategic plan and would appreciate your
comments and opinions on the goals and strategies listed below.
Please Talk to Us
and let us know your opinions, suggestions and thoughts about the
WSLH Strategic Plan.
Strategy 1:8 By June 30, 2006 all CDD programs will integrate outreach, communication, education & data-sharing activities involving WI Labs Response Network Labs (WLRN)
Strategy 1:9 By July 2007 plan and implement the full integration of newly acquired labor statistics and OSHA consultation and safety programs into one or more WSLH Program in a manner that supports the development of the WSLH PHEPLS within the larger state public health system.
Strategy 1:10 By December 1, 2007 create a network of Local Public Health labs.
Goal #2: As a Center
of Excellence the WSLH will integrate new state of the art and
emerging technologies across the lab and share knowledge in order
to advance the state’s public and environmental health priorities.
Strategy 2:1 By July 1, 2005, fully assess Luminex technology
(PCR) as a second tier testing methodology for the detection of
cystic fibrosis mutations in the WI newborn population to provide
a state of the art Newborn Screening program in WI.
Strategy 2:2 By July 1, 2005, the WSLH will fully develop the
capability for isolate typing by gene sequencing and routinely
apply to isolates from outbreaks involving influenza, enteroviruses
and norovirus.
Strategy 2:3 By July 1, 2005, WSLH will develop capabilities,
taking advantage of new high performance liquid chromatography-tandem
mass spectrometry techniques, to analyze certain pharmaceuticals,
chemicals from household products, algal toxins and other substances
that are emerging as threats to the public health through drinking
water and other routes of exposure.
Strategy 2:4 In accord with the Wisconsin 2003-08 Biomonitoring
plan, the WSLH will, by July 1, 2005, have in place routine Biomonitoring
capabilities for PCB, PBDE, general high sensitivity metals speciation
and mercury in hair to support basic research requirements of
staff collaborators and customers.
Strategy 2:5 By July 1, 2005, the WSLH will develop metals analysis
capabilities, implement radioisotope measurement techniques, utilizing
new high resolution plasma spectrometry-mass spectrometry capabilities,
for a variety of applications in biomonitoring, environmental
testing, food analysis and emergency response.
Strategy 2:6 By September 30, 2005, WSLH's Drinking Water Program
will have a strong molecular biotechnology component in order
to stay on the current edge of technology for analyzing the microbiological
safety of drinking water supplies.
Strategy 2:7 By July 2006, the WSLH will develop proficiency testing
programs for new testing technologies in health, environmental
and terrorism response.
Strategy 2:8 By July 2006, determine additional applications of
molecular test methods to NBS and Genetics and apply these technologies
to cancer detection and inherited diseases. (Myeloma, Lymphomas)
Strategy 2:9 By July 2006 the WSLH will transform chemical terrorism
laboratory capacity and capability to offer Biomonitoring services.
(Biomonitoring=analyzing for environmental contaminants and markers
in humans)
Strategy 2:10 By July 1, 2006, fully assess the application of
Microarray testing to compliment standard Cytogenetics testing,
and apply the technology to standard clinical genetics test specimens.
Strategy 2:11 By July, 2007, evaluate the application of automated
screening technologies to the GYN cytology practice and apply
this technology in a cost effective manner to GYN cytology specimens.
Strategy 2:12 By July 2006 position the WSLH as a full service air toxic lab in order to establish WSLH as a center of ecellence in this area.
Strategy 2:13 By July 1, 2006 Program Statement & Program Planning appropriation to Building Commission
Strategy 2:14 By March 1, 2006 begin process of requesting a new building.
Strategy 2:15 By August 1, 2007 progrssion/addition of NBS tests.
Strategy 2:16 By October 1, 2006 begin work on official new building program statement.
Goal #3: The WSLH will
have an effective workforce development and education program
that targets critical, projected, workforce shortages within and
outside the WSLH.
Strategy 3:1 By January, 2005, the WSLH will assure that the WSLH
workforce is able to perform the minimum competencies and skills
needed for response to terrorism as defined by established national
standards.
Strategy 3:2 By July 2005, the WSLH will have completed dialogues
with interested environmental testing laboratories, including
municipalities’ lab’s concerning the state’s
emergency response plan and their role in Chemical and Bioterrorism.
Strategy 3:3 By September 2005, 95% of all Level A Clinical Labs
and local public health department laboratories will have received
basic training in the area of emergency response.
Strategy 3:4 By December 2005, the WSLH will have completed a
feasibility study to determine the extent to which the WSLH should
redirect its resources to enhance its education, critical position
replacements and training mission that is compatible with task
force findings.
Strategy 3:5 By January, 2006, the WSLH will define the minimum
competencies and skills needed and train the WSLH workforce to
fulfill our core functions.
Strategy 3:6 By July 2006, the WSLH will identify external public
and environmental laboratory training needs and work with non-WSLH
training entities to fulfill as many laboratory training needs
as possible.
Strategy 3:7 By July 2007, the WSLH will have an infrastructure
able to support and sustain an internal workforce development
and training program to ensure the WSLH’s capabilities meet
public and environmental health needs.
Strategy 3:8 By May 2009, the WSLH will have completed an evaluation
of the overall impact of its training program on workforce competency
and shortages that is compatible with task force findings.
Strategy 3:9 By July 1, 2006 develop "COOP-COG" arrangments with Iowa and Minnesota.
Goal #4: The WSLH will
generate, collect, expeditiously analyze and distribute public
and environmental health laboratory information to improve health
outcomes, inform policy makers, promote research and facilitate
decision-making.
Strategy 4:1 By July 2004, WSLH will have defined and implemented
the management, organizational, staffing and fiscal structure
for a Division of Public Health Informatics and Surveillance (DPHIS)
that will provide the information infrastructure for the attainment
of WSLH strategic goals and have a business plan to insure prudent
investment in technology.
Strategy 4:2 By July, 2005, DPHIS will have created the processes
of data transfers and infrastructure for a state laboratory information
repository to support and provide the data surveillance capacity
for the coordinated response to health emergencies by a network
of WI laboratories.
Strategy 4:3 By, July, 2006 DPHIS will have created the processes
and infrastructure for the information support of a dynamically
changing complement of laboratory technologies, proficiency testing
technology and biomonitoring capacity required by WSLH and its
partners as nationally recognized centers of laboratory excellence.
(In support of Goal 2)
Strategy 4:4 By July 2007 DPHIS will have created or accessed
the educational information technology and infrastructure to support
the distance learning and training needs for both internal WSLH
and external public health workforce
development in the area of core public and environmental health
laboratory functions. (In support of Goal 3)
Strategy 4:5 By July 2008 DPHIS will have become a fully functioning
partner in an integrated public health information network (PHIN)
to provide health information to improve Wisconsin health outcomes,
assist state policy leaders in informed decision making and promote
research in the areas of epidemiology and core laboratory sciences.
Strategy 4:6 By June 1, 2007 develop a realistic goal and strategy for Loyola collaboration.
