Texas Department of Health

Survey of Organizational Excellence:

Marketing for Employee Participation

Wanda Thompson, Ph.D., Associate Commissioner for Operational Support

Robin L. ScottOrganizational Development Specialist

Our Marketing Story….

About TDH & Our Services About Our Staff Our Challenges and Issues Resulting Agency Culture & Climate TDH & The SOE Our Agency’s Needs Our Response: Marketing Strategies The Results What Matters Most

About TDH: Our Vision & Mission

Vision

Texas is healthy people and healthy communities.

Mission We partner with the people and communities of Texas to protect, promote and improve health.

Our Organization Under Texas Health & Human Services Under Texas Health & Human Services

CommissionCommission

Over 150 programs and organizational unitsOver 150 programs and organizational units

4800 employees4800 employees

$1.5 billion in annual expenditures$1.5 billion in annual expenditures

1 central office, 8 regional1 central office, 8 regional offices, 2 offices, 2 healthcare facilitieshealthcare facilities

Our Role in Public Health

At TDH, we register births and deaths…

provide vaccine for immunizations…

screen newborns for hearing deficits and abnormal metabolic conditions…

assure that foods are safe to eat…

and regulate drugs and medical devices.

Our Role in Public Health

We inspect items and entities from mattresses, meat and milk to restaurants, hospitals and tattoo parlors…

track diseases like dengue fever, meningitis, rabies…work to control diabetes, hepatitis C and cancer…

and plan for detection & action in cases of bioterrorism.

Our Role in Public Health

We license professionals such as emergency personnel, We license professionals such as emergency personnel, athletic trainers and midwives…athletic trainers and midwives…

treat people with tuberculosis, sexually transmitted diseases and HIV…

administer programs aimed at decreasing tobacco use, administer programs aimed at decreasing tobacco use, and offering services for children with special health and offering services for children with special health care needs…care needs…

and procure & provide care to people in need of medical and procure & provide care to people in need of medical services.services.

Current Priorities

Improve Immunization Rates

Promote Health & Fitness

Enhance Public Health Preparedness

Eliminate Health Disparities

Improve Business Efficiencies & Practices

TDH: Our Staff

Besides administrative staff, TDH employs:

Nurses SanitariansPhysicians Environmental SpecialistsEngineers Health PhysicistsVeterinarians Laboratory TechniciansEpidemiologists Research SpecialistsMicrobiologists Database

AdministratorsStatisticians Nutritionists

C E NT R A L OFFI C E

52% P HR 9/ 10 4%

P HR 8 4%

P HR 7 4%

P HR 6/ 5 6%

P HR 4/ 5 5%

P HR 2/ 3 6%

P HR 1 3%*OT HE R

1%

LOC A LS 1%

P HR 11 7%

T C I D 4%

ST HC S 3%

TEXAS DEPARTMENT

OF HEALTH

4794 EMPLOYEESAS OF 07/01/2002

*INCLUDES STAFF O N CENTRAL O FC BUDGETS

HEADQ UARTERED O UTSIDEAUSTIN

Staff and Location

TDH Staff Turnover

TDH -TURNOVER REPORT

10.2%

15.4% 15.4%

10.9%

32.1%

27.2%

11.1%13.5% 13.1%

0.0%5.0%

10.0%15.0%20.0%25.0%30.0%35.0%

FY02 FY01 FY00

Fiscal Years

Turn

over

P

erce

ntag

e

CENTRAL OFFICE HOSPITALS REGIONS

TDH: Challenges & IssuesChanges in Agency Leadership:

5 Commissioners in 7 yearsRetirement of Several High-Profile ManagersChanges in Board of Health

Challenging Legislative and Budgetary Issues:Business Process Improvement

Recommendations & PlanTransfer of Medicaid ProgramFederal Cuts

Challenges & Issues, cont.

Reorganizations, Consolidation & Shifts:Programs & ServicesResourcesAgency Priorities & Planning Strategies

Other Stressors for TDH Staff:Security IssuesMedia AttentionJob Security

Resulting Agency Climate, November 2001

New & Unknown Commissioner

Staff Disappointment, Frustration, Burnout

Business Constraints & Uncertainties

Heavy Workload

TDH: SOE History

Since 1994, TDH has offered SOE to all employees, with moderate response.

Participation rate has depended on climate, culture, and staff perception of agency leadership at any given time.

This info supported by focus group feedback following this year’s survey.

TDH: SOE History, cont.

Participation in the SOE seemed to correlate with formal Quality Initiatives at the agency.

Percent Participation - SOE

20

25

30

35

40

45

1994 - 33% 1996 - 40% 1998 - 35% 2000 - 34%

What Could We Do?

How would we get employees to participate in the

2001-2002 Survey of Organizational Excellence?

Market, Market, Market!

What Did We Need?

A way to reach a diverse staff of almost 5,000 statewide.

A way to introduce our new Commissioner to the staff.

A way to introduce the Agency and its issues to the Commissioner.

Some way to tell staff their opinions matter.

An OngoingMultimedia Strategy:

Get Out The Vote!

Marketing Strategy 1: Print

Letter from Dr. Sanchez to every employee

Internal newsletter article

4-color poster with picture of Dr. Sanchez

Posters Featuring New Commissioner

Marketing Strategy 2: Electronic

Employee Intranet Announcements

Series of emails from Dr. Sanchez to every employee

E-Broadcast announcements sponsored by Employee Advisory Committee

Electronic images -- everywhere we could

E-Bulletin from Employee Advisory Committee (excerpt)

“…It’s time for the TDH Survey of Excellence again.  Please participate.  This is important.  I know, we have been told this before, but it's a new day and a new administration....so let's give it another try….”

Dennis Finuf Chair, Employee Advisory Council

Marketing Strategy 3: Voices & Images

Dr. Sanchez Message on SOE website

Commissioner Video/PowerPoint Broadcasts - In TDH Lobby- Looped Video/Powerpoints

- Diverse Narrators & Images- Changed Weekly During Survey

“I took the survey” - Employee Video Testimonials

Survey ofSurvey of

OrganizationalOrganizational

ExcellenceExcellence

December 3 – 21, 2001December 3 – 21, 2001

Eduardo J. Sanchez, M.D., M.P.H.Eduardo J. Sanchez, M.D., M.P.H.

Commissioner of HealthCommissioner of Health

Our goal is 100% employee response, so

we can really evaluate TDH’s strengths

and areas that need improvement.

Complete your surveyComplete your survey

on paper or online betweenon paper or online between

December 3 December 3 – – 21, 200121, 2001

A packet with survey materials and instructions will be sent to

each TDH employee by December 3, 2001.

For More InformationFor More Information

ContactContact Robin ScottRobin Scott

(512) 458-7111, ext(512) 458-7111, ext 61146114Robin.Scott@tdh.state.tx.usRobin.Scott@tdh.state.tx.us

Survey ofSurvey of

OrganizationalOrganizational

ExcellenceExcellence

December 3 – 21, 2001December 3 – 21, 2001

Eduardo J. Sanchez, M.D., M.P.H.Eduardo J. Sanchez, M.D., M.P.H.

Commissioner of HealthCommissioner of Health

Survey ofSurvey of

Organizational ExcellenceOrganizational Excellence

Eduardo J. Sanchez, M.D., M.P.H.Eduardo J. Sanchez, M.D., M.P.H.

Commissioner of HealthCommissioner of Health

Marketing Strategy 4: Personal & Interactive

Commissioner’s statewide Town Hall meeting

EAC/Staff Reps paired in 17 statewide organizational units for area promotions

Heightened involvement of Employee Advisory Committee

Commissioner’s Town Hall Meeting

Dr. Eduardo Sanchez

December 3, 2001

Statewide Satellite

Would We Be Successful ? ? ? ?

Results! A response rate of

58%

A record for the agency!

17 Organizational Areas:

• Response ranged from 27% to 88%

• Midpoint = 48%

• 7 areas over 50%

SOE Participation Percent - Current

0

10

20

30

40

50

60

70

1994 -33%

1996 -40%

1998 -35%

2000 -34%

2002 -58%

What Matters Most?

The best marketing would be wasted if we dropped the ball now.

So, now what?

Post-Survey: Phase One

Results distribution & posting

Statewide Focus Groups 25 groups held statewide Groups of managers AND non-managers To elicit reaction to survey results – do

they make sense? To clarify concerns & generate

suggestions

Post-Survey: Phase Two

Participation Rewards to Top Region, Hospital & Associateship

Establish Steering & Implementation Committees To review survey & focus group

responses To formulate action plans and solicit staff

buy-in To address concerns on a topic basis,

with emphasis on quick wins

Post-Survey: Phase Three

Change -- and market the changes.

Evaluate -- and market the results.

Refine -- and market the improvements.

In Conclusion -- We Learned That:

Ongoing, multimedia marketing works.

Personal messages work.

Focus group involvement of employees works.

Our REAL challenge lies in meaningful changes, and marketing of those efforts..