Revised project plan based at time of project turnover to the client. Includes revised timelines, and indicates changes made, activities/deliverables completed, results of the evaluation, and recommended change management plan

1. Performance Improvement Plan – PT Project Option
Ohio Department of Health
Thomas Muldrow
Instructional Design Department, Franklin University
IDPT 670: Capstone
Professor Nicole Hyatt
July 17, 2022

2. Performance Improvement Project Summary
Project Information- identifiesthe projectsponsorand/oradvisoryteam, includingrole,contact
information,andrelationtotargetaudience.
 Project Sponsor– Tamara McBride, Bureauof HealthPreparedness,Chief-
tamara.mcbride@odh.ohio.gov,(614) 381-2037 responsible forthe successof aprojectand
provide necessaryguidance andresourcestothe projectteam
 Project Manager – Renee Dickman,PMPU,Manager- renee.dickman@odh.ohio.gov,(614) 929-
4633 ensure thatthe project’sobjectivessolveexistingperformance problems,enhance
performance,andaddvalue tothe organization.SubjectMatterExpert,andchange
managementlead
 SubjectMatter Expert(SME) – Carlie Baughman,OPU,Manager-
carlie.baughman@odh.ohio.gov,(614) 558-7894 – trainingandexercise supervisor,primary
contributorto the PHEP 101 training
 SubjectMatter Expert(SME) – Thomas Muldrow,ERU, Manager-
thomas.muldrow@odh.ohio.gov,(614) 460-0751 – planningandresponse supervisor,primary
contributorto the PHEP 101 training.Supportwith implementationof the change management
plan.
 Team Assistants – Sarah Montgomery,PublicHealthConsultant-
sarah.montgomery@odh.ohio.gov,(614) 530-4735
 Team Assistant – Frankie Bell-Griffin,PublicHealthConsultant-frankie.bell-
griffin@odh.ohio.gov,(614) 329-6182
 Consultant- Thomas Muldrow- muldro06@email.franklin.edu,(614) 202-0875 - primary
responsibilityforthe successful completionof aproject
 BT – Advisorygroupof healthcommissioners
Stakeholders/Team- describesanddocumentsthe keystakeholders.
 Ohio Departmentof Health – regulates,coordinates,andoverseesfoodanddrugsafety,
immunizationservices,control of epidemicdiseases,maternal andchildcare,substance abuse
services,eldercare,healthstatistics,andawarenessof healthimprovementstrategies
 Local Health Commissioners –the local healthcommissionershave overallresponsibilityto
protectthe healthof the entire community.Local HealthDepartments(LHDs) mustalwaysbe
preparedtodeal withthe unknown,theyprotectpeoplefromdiseaseandharmbefore,during
and afteremergencies
 Residentswithin thecounty/state - Individualsandcommunitieswithinthe state of Ohio(88
counties,with approximately11,727,377 people asof 2022). Recipientsof publichealth
assistance inresponse toa natural or manmade disaster
 Othercountypublic partners - groupsof local/regional government responderorganizationsthat
worktogetheronchallengesandfindsolutionsthatimprove the healthandsafetyof their
communities
 Local healthcaresystem - a groupof healthcare organizations (hospitals,nursinghomes,
specialtycenters, private/volunteerEMS) ina specifiedgeographicareathatagree to work
togethertoenhance theirresponse toemergenciesordisasters

3. Purpose,Goals,and Objectives - describesand documentsthe projectpurpose,goals,andobjectives
 Purpose:The purpose of thisprojectisto figure out the effectivenessof the online seminarfor
local healthdepartmentEmergencyResponse Coordinators(ERCs) conductedbythe Bureauof
HealthPreparedness(BHP).Thisisextremelyimportanttothe OhioDepartmentof Health
because the ERCs are the mainindividualswithinthe LHD(Local HealthDepartment) taskedwith
publichealthemergencypreparedness.Thisisalsoimportantbecause itwill helpraise the
overall level of preparednessforthe state of Ohioand will serve asalaunchingpointfor
additional specializedtraininginthe future.
 Goals:
o Improve overall ERCcapacityand capabilityinthe position
o Provide clarificationof ODHexpectationsandimprove coordinationamongthe
departmentanditssubrecipients
o Increase emergencypreparednesscapabilitiesinthe local healthdepartments
o Mitigate the impactsof publichealthemergencieswiththe state of Ohio
 Objectives:
o Assessthe qualityof the online seminar
o Ensure the seminarmeetsthe objectivesof the training
o Developprocessforevaluationof future iterationsof emergencypreparednesstraining
Target Audience - describesanddocumentsthe targetaudience.
 NewEmergency ResponseCoordinators(ERCs)–new hires,orpersonnel thathave transitioned
to the positionwithinthe local healthdepartmentoverthe lastyear(since the lastPHEP101
training)
 Tenured ERCs – individualsthathave beenwiththeirrespectivelocal healthdepartmentsfor
more than one budgetperiodandshouldbe familiarwiththe policiesandprocedures
establishedforsubrecipientsbythe ODHBureauof HealthPreparedness
 Otherhealth departmentpersonnel–any otherindividualswithinthe local healthdepartment
that will be involvedinemergencyresponseand/orpreparednessactivities.Those individuals
that wishto learnmore aboutpublichealthemergencypreparednessinOhio
Scope ofPerformance Analysis - describesanddocumentsthe scope of the performance analysistobe
performedaspart of the project
The scope of the projectincludesaddressingthe humanperformanceneedsof the OhioDepartmentof
Healthbydevelopinganevaluationplanfortheirrecentlycreatedonlineseminar.The performance gap
has beenidentifiedandthe Bureauof HealthPreparedness(BHP) hasdevelopedatrainingprogramto
addressthe problem.Thisprojecthasbeencontractedtoevaluate the trainingprogramanditsimpact
on the capabilityof the EmergencyResponseCoordinators(ERCs) once theyarrive attheirrespective
healthdepartments.

4. The evaluationwillfocusprimarilyonthe increase inknowledgeandunderstandingof the main
responsibilitiesof the job(includinginteractionswithODH).The evaluationwill use Kirkpatrick’smodel
to:
 Measure howparticipantsreactto the training
 Analyze if the ERCsunderstandthe training(if there isanincrease inknowledgeand
understanding),and
 If the ERCs are utilizingwhattheylearnedinthe executionof theirdutiesatthe Local Health
Department
Key DeliverablesandMilestones - describesanddocumentsthe keydeliverables,resource needs,and
majormilestonesforthe project
 Needsanalysis –WorkedwithProjectManagerto determinethe performancegapstobe
addressed. COMPLETED
 ProjectPlan - overviewof the projectdiscussedwithsponsor.Developedthe scope of the
projectbasedon recommendedinterventions,workalreadybeingcompletedbythe sponsor,
and timelines.Decisionwasmade toevaluate apilotof the PHEP 101 online seminarusingODH
personnel. COMPLETED
 EvaluationPlan – Outlinesthe evaluationplanforthe PHEP101 online seminar.The focuswas
on improvingthe individual presentations,developingavalidquestionbank,andfinalizinga
post-trainingquestionnaire forattendeestoassessthe overall impactof the course.
COMPLETED
 EvaluationInstruments –Level IthroughIIIinstrumentsdevelopedtoassesstrainingusing
Kirkpatrick'smodel of evaluation. COMPLETED
o Level 1 – a course evaluationsurvey(presentation/presenter)
o Level 2 – a pre/post-testusedtoassessknowledgeincrease.alsousedtoimprove the
qualityof questionstoaccuratelyreflectthe informationpresented
o Level 3 – a post-trainingquestionnaire tobe providedtolearners30days(about4 and a
half weeks) aftercourse completion
 Analyze andinterpretthe resultsandmake recommendationstosubjectmatter
experts/supervisorstoinformthe revisionof presentationsorimprove presentationbystaff.
COMPLETED
o Data was gatheredfromthe course evaluationsandpre/posttests.Recommendations
providedtoeachmanagerbasedon the feedbackfromrespondents.Emailssentto
SME, projectmanager,and projectsponsorforreview
 ProjectTurnover– includingchange managementplan. INPROGRESS(SEE Performance
ImprovementProjectTurnover below)
o Provide the lastversion of the 30-dayquestionnaire tothe ProjectManagerfor
implementationandwill gatherdata.Iwill helpwithanalyzingdataandinterpreting
resultstomake additional recommendationsforimprovement.
o Will provide achange managementplanwithkeychange managementactions.Itis
recommendedthatthe ProjectManagerbe the change leadfor the bureau.

5. Assumptionsand Dependencies - describesanddocumentsassumptionsanddependenciesforthe
project
 There will be sufficienttime tobetatestinstrumentspriortothe online seminar
 The projectwill notexpandbeyondthe initial projectscope
 There will be enoughparticipantsinthe trainingtoprovide avalidassessment
 There are nospecificsoftware programsrequiredtoimplementthe proposedworkforce
developmentplan.Everythingcanbe accomplishedusingoff-the-shelfsoftware
 The SMEs are receptive tothe recommendationsmade bythe consultant

6. Major Activities- identifiesanddocumentsall majoractivitiestobe accomplished. Completedactivities
are greyedoutforreadability.
Legend:CT – consultant;PS – ProjectSponsor;PM – ProjectManager; BT – HealthCommissioner
Advisorygroup
Activity Description People Duration Completion
Date
Complete Project
Plan
Overall scope of the projectandassociated
deliverables
CT 29 May
Needs
Assessment
Evaluationplanspecificsandclient
requirementsincludingevaluationgoals
CT/PS
/PM
1 week 5 June
Complete
EvaluationPlan
Outlinesdetailsof evaluation(Instruments,
timeline,clientrequirements,expectations
(ANALYSISDOCUMENT DUE-5 JUNE)
CT/PS
/PM
1 week 5 June
Draft Level 1
instrument
Determine specificareasof focus.Provide
draft to PMfor review.
CT 1 week 12 June
Draft Level 2
Instruments
Create testsbasedonlearningobjectives;
revise knowledgetestsbasedonSME
feedback
CT 2 weeks 19 June
Conductvalidity
and reliability
tests
Testsurveytool;pilotsurveywithPMPU
staff;conductreview w/PM.Refine and
finalize level 1instrument
CT/PM 1 week 19 June
Conductvalidity
and reliability
tests
Conducttestreview w/stakeholdersand
PM. Uploadinstrumentinto SurveyMonkey;
pilottestwithPMPU staff;finalizelevel 2
instruments
(LEARNING DESIGN DOC DUE – 26 JUN)
CT/PM
/PS/BT
3 weeks 26 June
Draft level 3
instrument
Developself-evaluationforclientreview CT 2 days 26 June
Gather level 2
data
Email participantstrainingprerequisite (pre-
test) andgather data forlevel 2pre-test
before training
CT 1 week 26 June
Online seminar
completed
Trainingwill be overaseriesof days
(Assume conductedbetween28 JUN – 5
JUL)
Gather level 1and
level 2data
Upon completionof training:gatherlevel1
data viaSurveyMonkeyandlevel2via
SurveyMonkey
CT 1 week 11 July
Analyze and
interpret
Conductstatistical analysisof results;create
visuals;provide email recommendationsto
improve the trainingbasedonthe results
fromthe PHEP101 trainingpilot
CT 5 days 11 July
Conductvalidity
and reliability
tests
Conductlevel 3instrumentreview with
PM/SME; pilotself-evaluationw/BHPfor
feedbackandrefinement.
CT/PM 3 days 14 July

7. Finalize level3
instrument
Analyze existingperformancecriteria.Revise
and developself-evaluationbasedon
feedbackfromclient
(ROLLOUT TO ERCS – 11 JULY)
CT 3 weeks 19 July
Analyze and
interpret
Conductstatistical analysisof results;make
recommendationsfordocumentrevision
CT 5 days 19 July
Reportand make
recommendations
Create evaluationreportsanddocuments;
presentevaluationreportstostakeholders
(CAPSTONEPROJECT DUE – 6 AUG)
CT/PS
/PM
1 week 9 September

8. Performance Improvement Project Turnover
A final meetingwiththe clientwasconductedon8July2022 to review final deliverables,steps
remaininginthe evaluationplan,andthe needforachange managementplan.The meetingwasheld
withthe ProjectManager whowill alsobe the change managementleadforthe organization. The
meetingstartedwithabrief summaryof the completedactivities,the deliverablescreated,andthe
results. Thisincluded:
- Needsassessment –analysisof ODHmissionandgoals, review of currentanddesiredstate of
performance withinthe PHEPprogram. Identified the mainperformancegaps ateach level
- Analysisdocument –narrowed downthe focusof the projectto focuson the PHEP training(one
of the fouridentifiedinterventionsrecommendedtoaddress all performance gaps
- Evaluationplan – usingKirkpatrick’s evaluation model(levels1-3) toassessthe PHEP101
training. Thisprovidedthe scope of the evaluationand outlinedthe instrumentstobe used.
Thiswas laterrevisedtoconductthe evaluationbasedonapilotof the trainingusingBHP staff
as the learners
- Evaluationinstruments - usedtogatherdata resultinginchangestoeachof the four training
presentations. EmailsprovidedtoeachSME managerwithanalysisandrecommendations. The
pre/posttestwasusedto adjustquestionsandverifythatthe presentationscoveredthe
requiredinformation
Progresstowardsaccomplishingthe majorachievementmilestoneswasreviewedbybothparties.A
summaryof the itemsremainingalongwiththe responsible persons/functionsisbelow:
(Consultant) ThomasMuldrow
- Provide finalizedquestionbanktothe ProjectManagerfor implementation
- Share 30-day course evaluationwithProjectManagerforuse afterthe completionof the PHEP
101 online seminarNLT22 July2022
- Complete IDPT670 Final ProjectPresentationforclasson26 July2022
- Provide recommendedchange managementplanto ProjectSponsor/ProjectManagerfor
implementationNLT29 July2022
- Analyze andinterpret30-daycourse assessmentandcreate evaluationreports(with
recommendations) forProjectManagerNLT9 September2022
(ProjectManage) Renee Dickman
- Facilitate the PHEP101 online seminar(4sessionsoverfourweeks)viaMSTeams.Estimated
completiondate:25July2022
- Email ERCs the 30-day course assessmentuponcompletionof the PHEP101 training.Tobe sent
out 29 August– 2 September2022. Gather data fromassessments.
- Provide datacollectedfromcourse assessmenttoconsultantforanalysis.Approximately6
September2022.
- As Change Manager,execute change managementplan
o Reviewrecommendationsfrom30-daycourse assessmentanalysisandmake changesas
required
o Socialize resultsof trainingwithB-team;attempttogarnermore support from team

9. o Work withotherunitsinBHP to establishbaseline forERCand LHD capability. Then
buildsubsequentdeliverablesbasedon the needandabilityof the county. More
developedLHDswithmore challengingjurisdictionsshouldhave more complex
response plansandlargercoalitions
o Continue tofostera relationshipwithERCs thatincludestimelyfeedback, clear
guidance,andprocessto revise currentpracticestoreflectthe changingpublichealth
environment
o Provide opportunitiesforERCsto receive additional clarityand directionthatwill assist
withcompletingrequireddeliverables(directand/orindirect technical assistance)
o Establishmore refinedERCtrackingsystemtomeasure individual readinessandprovide
SMEs withthe ability totailorproductsbasedonindividual healthdepartment capability
Issuesorconcerns
 The biggestconcernisthe abilitytoimprove the trainingwithoutvalidatedfeedbackfromthe
participants. Thiscoincideswiththe inabilitytoofficially“test”ERCsthat attendtraining due to
the recipient/subrecipientrelationshipbetweenODHandthe LHDs
 The current processisfor ODH to developthe public healthemergencypreparedness
deliverablesforthe LHDs andallow the B-teamto approve thempriortorelease. The B-team
staysinvolved inthe process,servingasa “voice of the LHDs” whenthere are significant
concerns. WithoutB-teamsupportthere are several elementsof the planthatare at risk
because of theirrelationshipandlevel of influence overODH BHP.
 Anotherconcerniswhetherornot continuededucationandinteraction fromODHwill resultin
a change inqualityof deliverablesbeingcompleted. EachLHD has its ownhealth commissioner
whomakesfinal decisionsonpreparedness activities,sothere willalwaysbe lackof
standardization
 Anotherissue is the relationshipbetweenthe PHEP101 trainingandthe otherinterventions
that have beenimplementedsince the needsanalysiswas created. Itshadto determine which
interventionsare improvingperformance, andequallyhardtomeasure improvementyearover
yeardue to the overlapacrossthe actionstaken. Thiscouldleadto counterproductiveactions,
maskedchangesin performance,andwastedfundingopportunities.
 Whenlookingatthe overall performance improvementplan there isaconcernif the change
managerwere to depart. Renee iswell suitedforthe role basedonher positioninthe
organizationandherprofessional/educational background. She wasthe primarycontributorto
the needsassessmentandhasalreadybeguntoimplementmanyof the recommendedactions
identified. If she were toleave orshiftprioritythe overall successof the planisatrisk.