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Performance Management: Measuring What Matters in Public
Health
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Learning Objectives
• Preview the contents of NACCHO’s new performance management guide• Discover various frameworks for implementing performance management in
your health department• Learn about the main components of a public health performance
management system• Gain clarity in how to get started with managing internal performance • Understand how performance management is linked to other aspects of
performance improvement
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Speakers
Pooja VermaNACCHO
Christina HayesLake County Health Department
Robert HinesHouston Health Department
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Overview of Performance Management
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The Public Health Dilemma
Photo Credit: https://public.health.oregon.gov/ProviderPartnerResources/HealthSystemTransformation/Pages/index.aspx
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Performance Management
Source: Turning Point Performance Management Refresh (http://www.phf.org/focusareas/performancemanagement/toolkit/Pages/Performance_Management_Toolkit.aspx)
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The Performance Improvement Framework
Assessing Planning Improving
• Community Health Assessment
• Workforce • Culture of
Quality• Performance
measures
• Address gaps• QI projects • Increase
efficiency/effectiveness
• Improve outcomes
• CHIP• Strategic plan• Workforce
development plan
• QI plan• Operational
plan
Performance Management System
Standards & TargetsPerformance measures Identify Improvements
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The Performance Improvement Framework: A Family of Measures
Performance Planning
Performance Measurement
Quality Improvement
Community health improvement plan
Agency Strategic Plan
Program Operational Plans
Employee Performance Plans/Workforce Development
Population Indicators/Long term outcomes
Long/intermediate term outcomes
Short term outcomes/Process measures
Process metrics/Inputs
CQI
CQI
CQI
“Big QI”
“Little QI”
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Shared Measurement Phase 1: Plan
Source: Live Well San Diego (https://www.sandiegocounty.gov/content/sdc/live_well_san_diego/indicators.html#
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Steps to Performance Management
Align programmatic purpose with agency strategy
Identify outcomes and objectives
Link activities to outcomes and objectives
Identify performance measures
Set targets and standards for the measures
Develop data collection and reporting protocols
Prioritize and implement improvements
STEP 1
STEP 2
STEP 3
STEP 4
STEP 5
STEP 6
STEP 7
• What impact on its customers does the program seek to achieve?
• How does the program’s purpose align with agency mission and strategy?
• What outcomes does the program have influence over?
• How will the program influence these outcomes?
• What work will we do to achieve our objectives?• How does our work align with our outcomes?
• How will we know if we are achieving our outcomes?
• How will we know if outcomes are impacted by our program?
• What level of performance are we seeking to achieve?
• How will we use data to make informed decisions?
• How will keep our stakeholders informed of our work?
• How will we continuously improve to better meet our community’s needs?
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NACCHO Guide to Performance Management
• Step-by-step guidance
• Facilitation questions and processes
• Worksheets and templates
• Stories from the field
• Coming in July!
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NACCHO Webinar June 26th, 2018
Quality Management System
Christina Hayes, MPH, ASQ-CQIAQuality Improvement Analyst
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Lake County, Illinois
703,000 residents• 64% White, non Hispanic• 7% Black, non Hispanic• 6% Asian/Pacific Islander• 20% Hispanic
Great Lakes Naval BaseLarge corporate presence
• Abbott Laboratories• Discover Card• Walgreens
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01
02
03
04
Lake County Health Department and Community Health Center
• Board of Health Governance• Approximately 1000
employees (650 FTEs)• Largest provider of human
services in county• Over 50 distinct programs
Traditional Public Health Programming• Environmental and community
health, Health Equity
FQHC• Primary care and dental
Behavioral Health• Counseling, drug treatment and
prevention, and residential group homes
Administrative Services• HR, MIS, Finance
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PHAB Accredited
March 11, 2016
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Milestones
2014 2016 2017 20182013
• Created first PM System
• New Executive Director
• Created measures for ~ 50 programs
• Launched QI Council
• Revise program-level KPIs
• Disband QI Council
• Centralize QI Program
• Received PHAB Accreditation
• Adopt new QMS Guide
• Launch Quality Academy
• Launch new Quality Management System
• New Executive Director
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Quality Management System
Oversee quality initiatives across
the agency
QI COMMITTEE
Provides a context and framework for
quality improvement
QMS GUIDE
Agency training focused on
improving quality across LCHD
AGENCY WIDE TRAINING
Quality
Financial
Operational
KEY PERFORMANCE INDICATORS
In-depth, hands-on training on and
quality improvement tools
and theory
QUALITY ACADEMY
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System AlignmentCHIP
QUALITY MANAGEMENT
SYSTEM
STRATEGIC PLAN
EMPLOYEE GOALS
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•Tracked KPIs to show we are meeting our organizational goals
KEY PERFORMANCE INDICATORS
•Program projects and action plans that secure results
PROGRAMMATIC STRATEGIC INITIATIVES
•Addresses specific programmatic goalsPROGRAMMATIC OBJECTIVES
•Goals for the program derived from the LCHD strategic plan
PROGRAMMATIC GOALS
•LCHD projects and action plans that secure resultsLCHD STRATEGIC INITIATIVES
•Addresses specific LCHD strategic plan goalsLCHD STRATEGIC
OBJECTIVES
•Overarching goals for LCHD as a public health organization derived from the LCHD strategic plan
LCHD STRATEGICGOALS
•Universally adopted inside LCHD LCHD MISSION & VISION
•Community wide strategic initiatives that LCHD adopts as its ownCHIP
STRATEGICINITIATIVE
•Community Health Improvement Plan (CHIP) is used, in collaboration with community partners, to set priorities and coordinate and target resourcesCHIP
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Quality Toolbox
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KPI Dashboards
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Identify Improvement Opportunities
• Colorectal Cancer Screening QI Effort
• Staff implemented a patient agreement form
• Resulted in an increase in return rate of FOBT kits
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3010 Grand Avenue, Waukegan, Illinois 60085(847) 377-8000
health.lakecountyil.gov
HealthDepartment @LakeCoHealth LakeCoHealth
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PERFORMANCE MANAGEMENT (PM) HOUSTON HEALTH DEPARTMENT (HHD)
June 2018
Robert A. Hines, MSPH, HHD Accreditation Coordinator
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ABOUT
HOUSTONPOPULATION1: 2,099,451
LAND AREA1: Approx. 600 sq. mi.
HARRIS COUNTY POP1: 4,092,459
POPULATION SERVED: 2.2 million
TOTAL EMPLOYEES: 1,200 +
PHAB ACCREDITED: December 12, 2014
1 DATA SOURCE: U.S. CENSUS BUREAU, 2010 CENSUS SUMMARY FILE
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PERFOMANCE MANAGEMENT EVOLUTION
Formalized structure encouraging employees to facilitate their own performance management and growth
Department as a whole to be aware and excited about PM
1
2
No formal structure, some programmatic methods of PM tracking (e.g. funding requirements)
Very little awareness of PMGenerally, perceived connection was employee evaluation
1
2
BASELINE GOAL
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ADDRESSING EMPLOYEEPERCEPTION
• Addressing employee perception – more often than not, it is perceived negatively
TRAINING
• Determine a baseline• Gain an understanding of employee knowledge, experience, and
awareness• Identify best approach for engaging
TURNING POINT ASSESSMENT
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SELF ASSESSMENT
Do you have a process(es) to improve quality or performance?
Is there a regular timetable for your QI process?
Does staff have the authority to make certain changes to improve performance?
2011 2012
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SELF ASSESSMENT
2011 2012Is there a process or mechanism to coordinate QI efforts among programs, divisions, or organizations that share the same performance targets?
Is QI training available to managers and staff?
Are personnel and financial resources allocated to your QI process?
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INITIAL
REACTIONS TO QIFEAR AND LOATHING CONFUSION DISINTEREST
Common reaction Fear: threat to job stability Fear: more work Fear: it will (or won’t)
change the status quo
Poor understanding of accreditation and QI
Lack of awareness of the need or purpose for accreditation or QI
Lack of understanding of relationship between accreditation and work
Expectation (real or perceived) that there isn’t enough high level support
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ADDRESSING
REACTIONS TO QIFEAR AND LOATHING CONFUSION DISINTEREST
Stress value of grass-roots ownership
Do not portray QI as a mandatory initiative
Addressed by Education (Training on what QI is and its value)
Provide examples of successful project
Addressed by Education (Training on what QI is and its value, 10 Essential PH services)
Stress Leadership role Provide examples of
successful projects
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HIGHLIGHTSRESOURCES THAT WORK
KLIPFOLIO
INTERNAL, CENTRAL TRACKING TOOL
COLLABORATIVE, EXTERNAL TRACKING TOOL
HEALTHY COMMUNITIES INSTITUTE (HCI) POWER BI
INTERNAL, CENTRAL TRACKING TOOL
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KLIPFOLIO Started with counts and measures Became more sophisticated with
developing measures and actual performance targets
Added STRAT and CHIP objectives later
“An online dashboard platform for building powerful real-time business dashboards for team or clients”
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UTILITY
User friendlyDoes not require much technical
expertise
COST
Affordable ($20/user/month)Doesn’t require much storage
space
ADMIN
FlexibleEasy to modify in-
house
KLIPFOLIO
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HEALTHY COMMUNITY INSTITUTEHCI
“Web-based platform which enables local public health departments, hospitals and community coalitions to measure community health, share best practices, identify new funding sources and drive community health improvement. “
• Accessible to the community
• Updated on a quarterly basis and has the ability to export data reports for specific analysis and comparisons
• Includes data on population and health indicators
– Educational factors, housing information, cancer data, transportation, housing info, health disparities, environmental health, etc.
• Will enhance community partnership
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LESSONS LEARNED
Understand staff perception
Need a strategy; not just steps
Use tools that make tracking and
reporting easy
Brand in a way that is appealing to your
staff
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QUESTIONS?
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CONTACT INFORMATIONRobert A. Hines, Jr. MSPH
Performance Improvement Manager & Accreditation Coordinator
Houston Health Department (HHD)
Director’s Office
Phone: 832.393.4606
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Panel Discussion
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Q&A
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Resources
Objective
• NACCHO Guide to Performance Management (Coming in July)
• Organizational Culture of Quality Self-Assessment Tool Version 2.0 (Coming in September)
• Roadmap to a Culture of Quality (www.qiroadmap.org)
• NACCHO Strategic Planning Guide
• Mobilizing for Action through Planning and Partnerships
• P.I. Compass Newsletter (subscribe at www.naccho.org/pi)
• Performance improvement questions? E-mail us at [email protected]
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Online Resources for Assessing Social Determinants of Health
Objective
https://www.naccho.org/programs/public-health-infrastructure/performance-improvement/community-health-assessment/hp2020-and-sdoh
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Thank You!