PHF nphpsp webinar pm framework 12.20.11


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• Performance management overview and relevance to public health
• Turning Point Performance Management System Framework overview
• Turning Point Performance Management System Framework 2012 refresh
• Tools to help your organization assess performance management capacity
• Performance management resources

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  • Jennifer McKeever to introduce and give orientation to webinar raise hand and chat tool featuresRon will advance presentation slides
  • Performance managementuses a set of management and analytic processes supported by technology that enables an organization to define strategic goals and then measure and manage performance against those goals.
  • Ron – I created this slide to replace Jack’s data PIM Network presentation slide about Behavior  Attitudes that we discussed you wanting to exclude. I didn’t want to leave out the concept of Data  Information  Knowledge. I used a NPHPSP example since this webinar since I thought it would resonate well with CDC given that this webinar is part of the NPHPSP User Call series.
  • Turning data into information – useful for building some knowledge to see how results of the process or performance for the organization is doing as a wholeIdeal to use technology to collect data (quantitative or qualitative both important) on a regular basis, measure and then manage performance against those goalsGathering data on processes and collecting customer data (delivery of services) is as important as health status data
  • Ron – I came across this comic in my performance management background research and thought it could be something light-hearted to include in your presentation to kick-off the topic – your choice to leave in or out
  • NNPHI will replace this slide with a polling slide
  • Stress difference between QI and PM
  • More information available on PHF’s website: Public Health QI Handbook, Memory Jogger II, White Papers on QI tools, Encyclopedia of QI Tools (coming 2012)
  • Ten years since TP Framework and materials developed. Changing environment – QI has been defined and more accepted and more QI tools have been developed, translated from industry. New initiatives (e.g., NPHII initiative is encouraging health departments to move in direction of QI)Accreditation: Domain 9 required documentation (PHAB Accreditation Standards and Measures pg. 192-195): 9.1.1 A – Engage staff at all organizational levels in establishing or updating a performance management system9.1.2 A – Implement a performance management system“9.1.2.A  - The health department must provide a completed performance management self-assessment that reflects the extent to which performance management practices are being used. The health department may develop its own performance management assessment or use existing models, such as The Performance Management Self-Assessment Tool from the Turning Point Performance Management National Excellence Collaborative ( Self-assessment tools are also available through the Baldrige Performance Excellence Program (”
  • PHF will be gathering input from a “think tank” group and querying other public health groups (e.g., NPHII PIM Network) to make recommendations based on the refresh/revise objectivesPotential items to be refreshed include the following:Performance Management framework graphicPerformance Management Self-Assessment toolFrom Silos to Systems: Using Performance Management to Improve the Public’s Health
  • NNPHI will replace this slide with a polling slide
  • A radar chart is a scale that can be used to generate discussion around where your organization is around performance management? What do people think about performance management? Important to capture the range of responses in groups and consent to a group score and capture reasons why there were disagreements in scores.Reiterate: A performance management systemis the continuous use of all the practices (Performance Standards, Performance Measurement, Reporting of Progress, Quality Improvement)so that they are integrated into an agency’s core operations. A few other items have been added: questions around does your organization understand it and do you have support of your organization.
  • PHF nphpsp webinar pm framework 12.20.11

    1. 1. Performance Management: Improving Systems Systematically Margie Beaudry and Jack Moran Public Health FoundationPublic Health Agency & Systems Improvement Webinar Series December 20, 2011
    2. 2. Overview Performance management overview and relevance to public health Turning Point Performance Management System Framework overview Turning Point Performance Management System Framework 2012 refresh Tools to help your organization assess performance management capacity Performance management resources
    3. 3. “Performance management is the practice of actively using performance data to improve the publics health. This practice involves the strategic use of performance measures and standards to establish performance targets and goals.”Source: From Silos to Systems: Using Performance Management to Improve Public Health Systems – prepared by thePublic Health Foundation for the Performance Management National Excellence Collaborative, 2003
    4. 4. Performance Management A systematic process by which an organization involves its employees in improving the effectiveness of the organization and achieving the organization’s mission and strategic goals. By improving performance and quality, public health systems can save lives, cut costs, and get better results. Enables health departments to be more: Efficient Effective Transparent Accountable
    5. 5. Performance Management Core performance management practices and processes generally include:  goal setting  financial planning  operational planning  data collection  consolidation of data  data analysis  reporting of data  quality improvement  evaluation of results  monitoring of key performance indicators  others??? The focus of these performance management activities is to ensure that goals are consistently met in an effective and efficient manner by an organization, a department, or an employee.
    6. 6. The Importance of Performance Management Some of the ways performance management can positively influence a public health agency include: better return on dollars invested in health greater accountability for funding and increases in the public’s trust reduced duplication of efforts better understanding of public health accomplishments and priorities among employees, partners, and the public increased sense of cooperation and teamwork increased emphasis on quality, rather than quantity improved problem-solving
    7. 7. Performance ManagementFederal Government Perspective The Accountable Government Initiative - an Update on Our Performance Management Agenda states that performance management efforts for 2011 are focused on six strategies that have the highest potential for achieving meaningful performance improvement within and across Federal agencies: 1. Driving agency top priorities 2. Cutting waste 3. Reforming contracting 4. Closing the Information Technology gap 5. Promoting accountability and innovation through open government 6. Attracting and motivating top talentSource: Memorandum for the senior executive service; Jeffrey D. Zients, Federal ChiefPerformance Officer and Deputy Director for Management, Office of Management and Budget;9/14/2010
    8. 8. Why Collect Data Data: A set of discrete facts Example: NPHPSP Report of Results Information: What the data tells us Example: Where are public health systems optimally performing and where are opportunities for improvement related to the 10 Essential Services (ES) Knowledge: Synthesis of information Example: Performing lower in ES 8 may be connected to insufficient workforce training opportunities
    9. 9. How to Use Data Public Health Departments usually have lots of data on Health Status. Some limitations of these data are: Aggregate level Timeliness Reliability and Validity Process data Customer data
    10. 10. Why Care About Performance Management?
    11. 11. Turning Point Framework Performance management is the strategic use of performance standards, measures, progress reports, and ongoing quality improvement efforts to ensure an agency achieves desired results. In the case of public health, the ultimate purpose of these efforts is to improve the public’s health and make the community better to live in.
    12. 12. Source: From Silos to Systems: Using Performance Management to Improve Public HealthSystems – prepared by the Public Health Foundation for the Performance ManagementNational Excellence Collaborative, 2003
    13. 13. Polling QuestionAre you familiar with the Turning Point PMSFramework? Yes, it’s very useful and I apply it to every day practice Yes, I’m familiar with the framework but don’t apply it regularly No, it’s difficult to understand and apply No, I’ve never heard of this framework
    14. 14. TermsPerformance Standards are objective standards or guidelines that are used to assess an organization’s performance (e.g., one epidemiologist on staff per 100,000 people served, 80 percent of all clients who rate health department services as “good” or “excellent”). Standards may be set based on national, state, or scientific guidelines (e.g., National Public Health Performance Standards Program standards, Public Health Accreditation Board standards, etc.); by bench-marking against similar organizations; based on the public’s or leaders’ expectations (e.g., 100% access, zero disparities); or other methods.
    15. 15. TermsPerformance Measurement consists of quantitative measures of capacities, processes or outcomes relevant to the assessment of a performance indicator (e.g., the number of trained epidemiologists available to investigate; percentage of clients who rate health department services as “good” or “excellent”). To select specific performance measures, public health agencies may consult national tools containing tested measures, such as Healthy People 2020, as well as developing their own procedures to help them measure performance.
    16. 16. TermsReporting of Progress is how a public health agency tracks and reports progress depending upon the purpose of its performance management system and the intended users of performance data. A robust reporting system makes comparisons to national, state, or local standards or benchmarks to show where gaps may exist within the system.
    17. 17. Using Data for Improvement Quality improvement techniques Policy changeManagerial Action Resource allocation change Program change
    18. 18. TermsQuality Improvement is the establishment of a program or process to manage change and achieve quality improvement in public health policies, programs, or infrastructure based on performance standards, measures, and reports.
    19. 19. PDCA: A Quality Improvement Model Often Used In Public Health Act Plan Check Do • Model Often Used In Public Health • Uses Many Tools
    20. 20. Many QI Tools Most Commonly Used Other QI Tools Brainstorming Affinity Diagrams Flow Chart ID Graphs SIPOC+CM Tree Diagrams Cause and Effect Diagram Process Decision Charts Five Whys Radar Charts Solution and Effect Diagram Control and Influence Plots Checksheets Gantt Chart Pareto Charts Value Stream Mapping Pie Charts Lean Waste Run Charts Matrix Diagrams Control Chart Force Field Analysis Nominal Group Technique
    21. 21. Performance Management in Public Health Today QI Definition in Public Health Journal of Public Health Management Practice (JPHMP) January/February 2010 issue focused exclusively on QI in public health New initiatives: National Public Health Performance Standards Program (NPHPSP) Multi-state Learning Collaborative (MLC) CDC’s Winnable Battles National Public Health Improvement Initiative (NPHII) National Prevention Strategy (June 2011 launch) Public Health Accreditation Board (Sept. 2011 launch) Accreditation Domain 9 required documentation
    22. 22. Turning Point Framework 2012 Refresh Purpose Introduce updates that reflect current challenges and priorities in public health Refresh guidance and tools to make the framework more easily understood and implemented within public health Add contemporary examples Got refresh ideas? Send them to Performance Management Julia Gray at Self-Assessment Tool
    23. 23. Polling Questions Which quadrant of the Turning Point Performance Management model do you think your organization shows the most experience, strengths, or competency? Performance Standards, Performance Measurement, Reporting of Progress, Quality Improvement Process In which quadrant do you think your organization could improve its efforts? Performance Standards, Performance Measurement, Reporting of Progress, Quality Improvement Process
    24. 24. Performance Management Self-Assessment Tool
    25. 25. Radar Chart:Rate Your Current Performance Management Capability Performance Standards SA Performance Organization A Measurement Support D SD Organization Understanding Reporting of Progress Quality Improvement
    26. 26. What is the health department currently working on?
    27. 27. Every System is Perfectly Designed to Achieve Exactly the Results it GetsResults are properties of systems. Results do not occur by new goals or targets, but through systemic change. Improvement comes only with change; but change doesn’t always improve results.
    28. 28. Resources: Conduct a keyword search in the Public Health Improvement Resource Center - Type in “Turning Point” in the Quick Search menu on the home page and press search for Turning Point Performance Management System resources. Type in “performance management” for broader resources. Turning Point Performance Management resources - blications.aspx Performance Management Self-Assessment Tool - l.pdf CDC Performance Management and Quality Improvement resources -