The document discusses how public health agencies can implement enterprise performance management (EPM) to strengthen their infrastructure and improve health outcomes. EPM involves using integrated processes, tools, and technology to define an organization's mission, values, vision, and strategy, and then linking objectives and key performance indicators to improve decision-making and manage performance. The CDC has provided funding to help public health departments implement EPM. EPM requires establishing foundational elements like mission and values, and then using tools like the balanced scorecard to cascade objectives and measures throughout an organization. The document outlines EPM frameworks and provides an example of how the CDC implemented EPM in its COTPER division with success.
Escalating healthcare costs, heightened awareness of medical errors, and a higher-than-ever number of insured Americans have drawn attention to the need for quality improvement in US healthcare. Today, many efforts around patient outcomes and safety, care coordination, efficiency, and cost-cutting are underway and care redesign initiatives are being evaluated to guide future healthcare quality improvements. The following tips may aid you in your healthcare improvement efforts.
Beyond Reporting: Monitoring and Evaluation as a Health Systems Strengthening...MEASURE Evaluation
This document discusses monitoring and evaluation (M&E) as a health systems strengthening intervention. It presents the World Health Organization's health systems framework, which depicts six building blocks of a health system: service delivery, health workforce, information, medical products and technologies, financing, and leadership and governance. The document argues that strengthening M&E systems can improve all six building blocks by increasing accountability, management, and use of data to strengthen programs. It acknowledges challenges like transitioning to more robust M&E systems and maintaining momentum for improvement.
This document discusses health system evaluation and monitoring. It defines evaluation as the systematic gathering, analysis, and reporting of data to assist with decision making. Monitoring is defined as the constant collection and examination of selected program information over the life of the program. The document discusses different types of evaluations, such as prospective vs retrospective, formative vs summative, internal vs external, and descriptive vs analytical. It also discusses important indicators for evaluating health systems, including indicators for access, equity, quality, and efficiency.
REPORT: How healthcare systems are optimizing their workforceMichele Ertl-Rosner
Healthcare industry survey and research showcase the most effective workforce management initiatives and key success factors. Features customer success stories focused on patient centered care and staffing.
This is a short presentation to accompany a collection of case studies and evaluations I did while pursuing my MBA.It covers a VERY brief description and comparison of the management aspect of healthcare and healthcare sciences.
The Healthy County Health Department convened organizations to develop a community health improvement plan. A council was established to improve population health through prevention and health promotion. The council used the MAPP process to conduct four assessments to identify health issues: community health status, forces of change, local public health system, and community themes/strengths. A subcommittee prioritized health problems using assessment data. The result was a plan identifying priority issues and goals. Performance management could be enhanced by developing standards, regular reporting, and quality improvement processes for addressing priority health issues.
Sustainability and Health Systems Strengthening: What Have We Learned?MEASURE Evaluation
Presented by Xavier Alterescu as part of the Brown Bag Series given at USAID on MEASURE Evaluation's contribution to the Global Health Initiative Principles
Accountability, Health Governance, and Health Systems: Uncovering the LinkagesHFG Project
This document summarizes evidence from literature and key informant interviews on different types of accountability mechanisms and their links to health governance and systems. It finds that accountability interventions can impact health governance, but their effects depend greatly on how they are designed and implemented based on context. Specifically, it discusses evidence around vertical and horizontal democratic, performance, and financial accountability mechanisms. Across studies, context and how interventions interact with context are consistently found to influence outcomes. The evidence points to effectively integrating contextual considerations into accountability efforts through multiple coordinated approaches, understanding change as systemic, expecting to iterate based on learning, and leveraging local meanings of accountability.
Escalating healthcare costs, heightened awareness of medical errors, and a higher-than-ever number of insured Americans have drawn attention to the need for quality improvement in US healthcare. Today, many efforts around patient outcomes and safety, care coordination, efficiency, and cost-cutting are underway and care redesign initiatives are being evaluated to guide future healthcare quality improvements. The following tips may aid you in your healthcare improvement efforts.
Beyond Reporting: Monitoring and Evaluation as a Health Systems Strengthening...MEASURE Evaluation
This document discusses monitoring and evaluation (M&E) as a health systems strengthening intervention. It presents the World Health Organization's health systems framework, which depicts six building blocks of a health system: service delivery, health workforce, information, medical products and technologies, financing, and leadership and governance. The document argues that strengthening M&E systems can improve all six building blocks by increasing accountability, management, and use of data to strengthen programs. It acknowledges challenges like transitioning to more robust M&E systems and maintaining momentum for improvement.
This document discusses health system evaluation and monitoring. It defines evaluation as the systematic gathering, analysis, and reporting of data to assist with decision making. Monitoring is defined as the constant collection and examination of selected program information over the life of the program. The document discusses different types of evaluations, such as prospective vs retrospective, formative vs summative, internal vs external, and descriptive vs analytical. It also discusses important indicators for evaluating health systems, including indicators for access, equity, quality, and efficiency.
REPORT: How healthcare systems are optimizing their workforceMichele Ertl-Rosner
Healthcare industry survey and research showcase the most effective workforce management initiatives and key success factors. Features customer success stories focused on patient centered care and staffing.
This is a short presentation to accompany a collection of case studies and evaluations I did while pursuing my MBA.It covers a VERY brief description and comparison of the management aspect of healthcare and healthcare sciences.
The Healthy County Health Department convened organizations to develop a community health improvement plan. A council was established to improve population health through prevention and health promotion. The council used the MAPP process to conduct four assessments to identify health issues: community health status, forces of change, local public health system, and community themes/strengths. A subcommittee prioritized health problems using assessment data. The result was a plan identifying priority issues and goals. Performance management could be enhanced by developing standards, regular reporting, and quality improvement processes for addressing priority health issues.
Sustainability and Health Systems Strengthening: What Have We Learned?MEASURE Evaluation
Presented by Xavier Alterescu as part of the Brown Bag Series given at USAID on MEASURE Evaluation's contribution to the Global Health Initiative Principles
Accountability, Health Governance, and Health Systems: Uncovering the LinkagesHFG Project
This document summarizes evidence from literature and key informant interviews on different types of accountability mechanisms and their links to health governance and systems. It finds that accountability interventions can impact health governance, but their effects depend greatly on how they are designed and implemented based on context. Specifically, it discusses evidence around vertical and horizontal democratic, performance, and financial accountability mechanisms. Across studies, context and how interventions interact with context are consistently found to influence outcomes. The evidence points to effectively integrating contextual considerations into accountability efforts through multiple coordinated approaches, understanding change as systemic, expecting to iterate based on learning, and leveraging local meanings of accountability.
APHA2011 How to Focus Your Training and Professional Development Efforts to I...PublicHealthFoundation
"How to Focus Your Training and Professional Development Efforts to Improve the Skills of Your Public Health Organization" presentation from the American Public Health Association's Annual Meeting.
This white paper was written for Meritain Health, an AETNA company. It describes the value of an employee wellness program on an employer's bottom line and provides steps to successfully implementing a wellness program.
Wellsource designs a revamped and improved Medicaid health assessment that streamlines the process and increases end user communication by up to 50%. For more information visit: http://www.wellsource.com/company-news/Wellsource-Designs-Medicaid-Health-Risk-Assessment.html
Maureen Charlebois, Chief Nursing Executive and Group Director, Canada Health...Investnet
This document discusses Canada Health Infoway's efforts to digitally transform healthcare across Canada through three waves of innovation: building foundational digital health infrastructure, providing digital tools for clinicians, and empowering patients. It outlines Infoway's strategic investment model, clinical engagement strategy including peer leader networks, and goals for the next year including expanding e-prescribing and telehomecare services. The presentation emphasizes that digital health technologies can help improve care but also require leadership, change management, and integrating new competencies and ways of working into clinical practice.
Achieving Asset Optimization: A Strategic Approach To Aligning Assets With Mi...Huron Consulting Group
This document provides an overview of a presentation on achieving asset optimization for healthcare organizations. The presentation aims to help participants strategically align program and facility assets with their mission and market needs. It defines asset optimization and rationalization and outlines a four-step process for planning and executing asset optimization. The steps include understanding the changing market, how current assets meet market needs, identifying gaps, and overcoming obstacles. The presentation also discusses governance imperatives and provides examples of successful and unsuccessful asset optimization efforts.
Maureen Charlebois , Canada Health InfowayInvestnet
Canada Health Infoway is transforming healthcare across Canada through innovative digital health solutions. They have invested $2.1 billion in 387 projects involving various digital health technologies. This includes building foundational systems in the first wave, providing digital tools for clinicians in the second wave, and empowering patients in the third wave. Change management is important to support adoption of new technologies and realize benefits. Clinical leadership and peer networks help facilitate learning and technology use. Two ambitious goals for 2016-2017 are establishing e-prescribing across jurisdictions and expanding telehomecare and patient online services.
The University of Kansas, in an effort to find efficiencies and free up money to invest in academic programs, is undertaking 11 different change initiatives simultaneously. See a summary.
Bertus Van Niekerk: Unlocking the True Potential of Integrated Occupational H...SAMTRAC International
This presentation argues that the value of occupational health and safety, and corporate wellness programmes, can be increased exponentially through an integrated information system. This is accomplished by integrating data collected from a host of standalone safety technologies with an electronic health record, corporate wellness and ERP systems.
This is a summary of all of the QI projects reported by KDHE staff in 2019. For questions about projects, please contact the team leader or other team members listed for the project.
The document is a dissertation proposal by Ikwu Oku that aims to study how linking strategy and operations can improve healthcare delivery in Nigeria. The proposal discusses challenges in healthcare systems today and the need to consider strategy, environment, and implementation capacities to improve organizational performance. While businesses have applied operations management concepts, similar effects have not been seen in healthcare due to lack of understanding between healthcare professionals and operations experts. The dissertation will study how operational strategies interact within the healthcare framework and conduct empirical research to determine if superior performance and quality healthcare can be achieved without increased costs when linking operations and strategies in hospitals, especially at the primary level.
HFG Health Governance Presentation at 2015 USAID Global Health Mini-UniversityHFG Project
Presentation titled "Governance in the Third Dimension: Science Fiction or Science Fact," given by HFG at 2015 USAID Global Health Mini-University on March 2, 2015.
Session Description: Strengthening health governance can significantly improve the effectiveness and sustainability of reforms and, in turn, achieve better health system performance. Yet despite its importance, health governance investments are often overlooked. Health governance is frequently misunderstood by governments and the global health community, because governance in practice (vs. theory) is poorly defined and difficult to operationalize.
In this session, participants will learn how Haiti has defined and is addressing dimensions of governance for health financing and human resource reforms. Participants will apply these dimensions of health governance to work/activities that they are involved in, and consider how addressing these dimensions can strengthen health governance in their countries and enhance the impact of health financing, human resource, and service delivery reforms.
Clinical Transformation: Fundamentally Changing Clinical Processes to Achieve...Huron Consulting Group
The document discusses clinical transformation at Maine Medical Center through reducing variability in care for patients requiring mechanical ventilation and tracheostomies. A team was formed to standardize processes and reduce length of stay and costs for these patients. The team identified over 70 action items and set goals around reducing length of stay, increasing standardization and palliative care screening, improving patient satisfaction, and generating savings. Metrics were established and showed progress towards the goals over 12 months, including reduced length of stay, increased compliance with best practices, and over $1 million in savings.
The document outlines key concepts in quality management systems for health care organizations. It discusses that quality goals should include excellent care, strong coordination, high consumer satisfaction and good health outcomes. It also summarizes the components of quality management systems which include adopting medical standards, establishing a quality committee, utilization review, and more. Additionally, it discusses the various drivers that influence health care quality including federal/state regulations, contracts, accreditation standards, and health organization missions.
Electronic Media Branch (EMB)Division of News and Electronic Media (DNEM)Office of the Associate Director for Communications (OADC)Centers for Disease Control and Prevention (CDC)
February 27, 2013
This document provides information about the culture and education system of Somalia. It discusses the geography and population of Somalia, noting it has a population of 10 million and borders Ethiopia and Kenya. It describes the current situation in Somalia, with little infrastructure since the civil war and a new government struggling to improve conditions. The document also summarizes the family structure, general school information about attendance, curriculum, and differences from schools in the US. It provides details about Somali students in MNPS and cultural differences to be aware of.
APHA2011 How to Focus Your Training and Professional Development Efforts to I...PublicHealthFoundation
"How to Focus Your Training and Professional Development Efforts to Improve the Skills of Your Public Health Organization" presentation from the American Public Health Association's Annual Meeting.
This white paper was written for Meritain Health, an AETNA company. It describes the value of an employee wellness program on an employer's bottom line and provides steps to successfully implementing a wellness program.
Wellsource designs a revamped and improved Medicaid health assessment that streamlines the process and increases end user communication by up to 50%. For more information visit: http://www.wellsource.com/company-news/Wellsource-Designs-Medicaid-Health-Risk-Assessment.html
Maureen Charlebois, Chief Nursing Executive and Group Director, Canada Health...Investnet
This document discusses Canada Health Infoway's efforts to digitally transform healthcare across Canada through three waves of innovation: building foundational digital health infrastructure, providing digital tools for clinicians, and empowering patients. It outlines Infoway's strategic investment model, clinical engagement strategy including peer leader networks, and goals for the next year including expanding e-prescribing and telehomecare services. The presentation emphasizes that digital health technologies can help improve care but also require leadership, change management, and integrating new competencies and ways of working into clinical practice.
Achieving Asset Optimization: A Strategic Approach To Aligning Assets With Mi...Huron Consulting Group
This document provides an overview of a presentation on achieving asset optimization for healthcare organizations. The presentation aims to help participants strategically align program and facility assets with their mission and market needs. It defines asset optimization and rationalization and outlines a four-step process for planning and executing asset optimization. The steps include understanding the changing market, how current assets meet market needs, identifying gaps, and overcoming obstacles. The presentation also discusses governance imperatives and provides examples of successful and unsuccessful asset optimization efforts.
Maureen Charlebois , Canada Health InfowayInvestnet
Canada Health Infoway is transforming healthcare across Canada through innovative digital health solutions. They have invested $2.1 billion in 387 projects involving various digital health technologies. This includes building foundational systems in the first wave, providing digital tools for clinicians in the second wave, and empowering patients in the third wave. Change management is important to support adoption of new technologies and realize benefits. Clinical leadership and peer networks help facilitate learning and technology use. Two ambitious goals for 2016-2017 are establishing e-prescribing across jurisdictions and expanding telehomecare and patient online services.
The University of Kansas, in an effort to find efficiencies and free up money to invest in academic programs, is undertaking 11 different change initiatives simultaneously. See a summary.
Bertus Van Niekerk: Unlocking the True Potential of Integrated Occupational H...SAMTRAC International
This presentation argues that the value of occupational health and safety, and corporate wellness programmes, can be increased exponentially through an integrated information system. This is accomplished by integrating data collected from a host of standalone safety technologies with an electronic health record, corporate wellness and ERP systems.
This is a summary of all of the QI projects reported by KDHE staff in 2019. For questions about projects, please contact the team leader or other team members listed for the project.
The document is a dissertation proposal by Ikwu Oku that aims to study how linking strategy and operations can improve healthcare delivery in Nigeria. The proposal discusses challenges in healthcare systems today and the need to consider strategy, environment, and implementation capacities to improve organizational performance. While businesses have applied operations management concepts, similar effects have not been seen in healthcare due to lack of understanding between healthcare professionals and operations experts. The dissertation will study how operational strategies interact within the healthcare framework and conduct empirical research to determine if superior performance and quality healthcare can be achieved without increased costs when linking operations and strategies in hospitals, especially at the primary level.
HFG Health Governance Presentation at 2015 USAID Global Health Mini-UniversityHFG Project
Presentation titled "Governance in the Third Dimension: Science Fiction or Science Fact," given by HFG at 2015 USAID Global Health Mini-University on March 2, 2015.
Session Description: Strengthening health governance can significantly improve the effectiveness and sustainability of reforms and, in turn, achieve better health system performance. Yet despite its importance, health governance investments are often overlooked. Health governance is frequently misunderstood by governments and the global health community, because governance in practice (vs. theory) is poorly defined and difficult to operationalize.
In this session, participants will learn how Haiti has defined and is addressing dimensions of governance for health financing and human resource reforms. Participants will apply these dimensions of health governance to work/activities that they are involved in, and consider how addressing these dimensions can strengthen health governance in their countries and enhance the impact of health financing, human resource, and service delivery reforms.
Clinical Transformation: Fundamentally Changing Clinical Processes to Achieve...Huron Consulting Group
The document discusses clinical transformation at Maine Medical Center through reducing variability in care for patients requiring mechanical ventilation and tracheostomies. A team was formed to standardize processes and reduce length of stay and costs for these patients. The team identified over 70 action items and set goals around reducing length of stay, increasing standardization and palliative care screening, improving patient satisfaction, and generating savings. Metrics were established and showed progress towards the goals over 12 months, including reduced length of stay, increased compliance with best practices, and over $1 million in savings.
The document outlines key concepts in quality management systems for health care organizations. It discusses that quality goals should include excellent care, strong coordination, high consumer satisfaction and good health outcomes. It also summarizes the components of quality management systems which include adopting medical standards, establishing a quality committee, utilization review, and more. Additionally, it discusses the various drivers that influence health care quality including federal/state regulations, contracts, accreditation standards, and health organization missions.
Electronic Media Branch (EMB)Division of News and Electronic Media (DNEM)Office of the Associate Director for Communications (OADC)Centers for Disease Control and Prevention (CDC)
February 27, 2013
This document provides information about the culture and education system of Somalia. It discusses the geography and population of Somalia, noting it has a population of 10 million and borders Ethiopia and Kenya. It describes the current situation in Somalia, with little infrastructure since the civil war and a new government struggling to improve conditions. The document also summarizes the family structure, general school information about attendance, curriculum, and differences from schools in the US. It provides details about Somali students in MNPS and cultural differences to be aware of.
The 1988 IOM report led to efforts to measure public health services and impacts through tools like the 10 Essential Public Health Services and National Public Health Performance Standards Program. Environmental health professionals later felt these tools did not adequately capture the full scope of environmental health services. They developed the 10 Essential Environmental Health Services and an associated measurement tool. A study then used this tool, along with capacity and health data, to examine relationships between environmental health capacity, performance, and community health outcomes. Preliminary findings identified some relationships between capacity factors like staffing levels and performance. The tool may also help public health agencies meet accreditation standards by supplying needed data.
The document discusses Somalia's Public Financial Management (PFM) Reform Programme. It provides context on Somalia's emergence from civil war and establishment of a new government. It then summarizes Somalia's PFM reform plan, which aims to improve efficiency, transparency and accountability. A key part of the reform is the PFM Education and Training Programme, which establishes PFM academies within universities to train government staff. It discusses challenges faced and improvements made. Another key reform is the Somalia Financial Management Information System (SFMIS), which replaced manual systems with an integrated web-based system to improve PFM processes.
Don Nutbeam | The evolving concept of health literacySax Institute
Professor Don Nutbeam, Vice Chancellor of the University of Southampton in the UK, spoke to the HARC network in April 2010 to help us consider how to improve healthcare delivery for people with low health literacy.
HARC stands for the Hospital Alliance for Research Collaboration. HARC is a collaborative network of researchers, health managers, clinicians and policy makers based in NSW, Australia managed by the Sax Institute.
HARC Forums bring members of the HARC network together to discuss the latest research and analysis about important issues facing our hospitals.
For more information visit saxinstitute.org.au.
This document provides an introduction to evidence-based practice (EBP) for nurses. It defines EBP as incorporating the best available scientific evidence, clinical expertise, and patient preferences. The document notes that while EBP is crucial for improving quality of care, only 15% of current nursing practice is scientifically validated. Barriers to EBP include limited time and lack of skills/confidence to implement it. The document recommends regular education programs to teach nurses how to find, evaluate, and apply research evidence through the five steps of EBP. Implementing EBP can empower nurses and improve patient outcomes, clinical excellence, and job satisfaction.
Evidence Based Practice - Strategies to Nursing Practice anand l
This document discusses evidence-based practice (EBP) in nursing. It defines EBP as integrating the best research evidence, clinical expertise, and patient values in clinical decision making. The document outlines several models of EBP and describes the 5-step EBP process developed by Johns Hopkins which involves: formulating an answerable clinical question using PICO, searching for evidence, critically appraising the evidence, integrating the evidence with clinical expertise and patient preferences, and evaluating outcomes. The full 18-step EBP process developed by MacIntyre is also summarized.
At the end of this presentation you will be able to:
Define evidence-based practice
Describe process & outline steps of EBP
Understand PICO elements & search strategy
Identify resources to support EBP
The focus of this presentation is nursing practice, although it is still of value to physicians and other health care professionals.
Evidence based practice & future nursingNursing Path
This document discusses evidence-based practice and its importance for nursing. It begins by defining evidence-based practice and describing its evolution since the early 1990s. Key organizations that have supported the development of EBP are discussed, including the Cochrane Collaboration, AHRQ, and various nursing organizations. The document outlines the steps of the EBP process, including developing questions, finding the best evidence, evaluating the evidence, applying it to practice, and evaluating outcomes. It emphasizes asking questions and looking at multiple sources and levels of evidence. Integrating patient values and preferences is also highlighted as an important part of EBP.
This document discusses using a performance management system to help health departments maintain accreditation through the Public Health Accreditation Board (PHAB). It outlines three keys to an effective performance management system for reaccreditation: 1) Driving and capturing continuous improvement at every level, 2) Aggregating, engaging, and sharing data and learning across stakeholders, and 3) Linking various plans and assessments like the community health assessment, improvement plan, and department strategic plan. The document provides examples and explanations of how a performance management system can help health departments demonstrate accountability, continuous quality improvement, and advancing population health as required for PHAB reaccreditation.
How to Improve Healthcare Reporting Management System.pptxFlutter Agency
Here in this article, you will see the tips about the healthcare reporting management system. Read these top 8 tips to improve the Healthcare Reporting Management System.
The Massachusetts League of Community Health Centers partnered with GE Healthcare to launch the IMPACT initiative, which provides performance improvement training to community health center staff. The training includes modules on leadership, process improvement techniques, and implementing changes. Participating health centers have reported reductions in call wait times, patient discharge times, and improvements to appointment availability. The training aims to help health centers enhance the quality and affordability of care they provide.
• 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
1) The document discusses strengthening health systems through leadership, management, and governance (L+M+G) approaches over 40 years by Management Sciences for Health (MSH).
2) It provides an overview of MSH's six-step model for achieving greater health impact and conceptual frameworks for health systems.
3) Case studies from Nigeria demonstrate how MSH projects have strengthened health management information systems and increased prevention of mother-to-child transmission of HIV through a leadership development program.
QI PLAN PART 32QI PLAN PART 310QI Plan Part 3.docxamrit47
This document provides a summary of a quality improvement (QI) plan for a healthcare organization. It discusses the authority structure and roles involved in implementing the plan, including the board of directors, executive leadership, quality improvement committee, medical staff, and middle management. It also describes how performance will be communicated, how staff will be educated, how the plan will be evaluated annually, and how external entities can influence the organization. Some challenges to implementation are identified, such as staff not understanding the demands or data collection being time consuming. The conclusion states that QI aims to improve safety, quality and efficiency, while performance measurement assesses progress towards those goals.
Running head: QUALITY IMPROVEMENT
Quality improvement 1
Introduction
Health care system consists of various areas that have different functions, and these areas need improvement from time to time to improve the quality of services offered. One of these areas is health care literacy of patients especially the least served; it is defined as the ability of people to access, process and understand basic health information (Lie et al., 2012). An elaborate quality improvement is needed to ensure the provision of quality services. Therefore in a quality improvement plan, each and everyone has a role to play. From the board of directors, middle to department staff in data collection and reporting, reporting implementation progress, orientation and education of staff about the plan and finally evaluation of the plan. Comment by Earl: ok
Roles
Board of directors need to review the quality improvement plan, once approved oversee its implementation by CEO, directors, managers and the staff. Executive leadership oversees the implementation of the plan by the staff. The quality improvement committee analyzes the performance data, evaluates the data and determines the effectiveness of the plan, and makes recommendations on the progress. Medical staffs implement the quality improvement plan. Middle management manages staff and ensures implementation of the plan and is answerable to the executive leadership. The departmental staff handles ensuring that they play their specific role required of them in the implementation of the plan that involves their department (Barrera Jr et al., 2013). Comment by Earl: Discuss roles specific to your project in depth – this is too generic
Data collection and data reporting
Quality improvement committee handles data collection and reporting. The committee should collect data, evaluate and analyzes it and make the necessary recommendations. If the plan is adopted, they determine the functionality of the plan and what changes need to be made to ensure its effectiveness. Comment by Earl: Be specific; explore in more depth
The board of management responsible for reviewing the recommendations and decides whether to adopt them or not. Once they approve they give a go-ahead for its implementation. The management team will take the responsibility of overseeing its implementation.
Changes implemented
There are various changes that need to be implemented to improve health literacy among patients, especially in the underserved population. Firstly is to promote universal access to health information. There needs to be readily accessible health either through their Internet or read materials such as brochures to every patient and should be presented in the simplest manner for the patients to understand..
The document discusses the lack of management in primary healthcare in India. It notes that most primary health centers lack managers for sound decision making. It also lists some characteristics of poor management in Indian primary healthcare including less opportunities for healthcare managers, negligence in budgeting, poor staffing patterns, and inadequate management of drugs and equipment. The document then discusses some strategies for strengthening management, including ensuring adequate numbers of managers, ensuring managers have appropriate competencies, creating better support systems, and creating an enabling work environment. Overall, the document analyzes issues with management in Indian primary healthcare and provides recommendations for improving it.
NTTAP Webinar Series - April 13, 2023: Quality Improvement Strategies in a Te...CHC Connecticut
Join us for a webinar on quality improvement in team-based care!
Building a quality improvement (QI) infrastructure within team-based care is an organizational strategy that will establish a culture of continuous improvement across departments and improve quality in all domains of performance.
Participants will learn about:
• QI infrastructure
• Facilitating QI committees
• Coach training within health centers
Faculty will also provide an example of how trained coaches use QI tools to test and implement changes within an organization.
Summary Various industries, including health care, have adop.docxpicklesvalery
Summary
Various industries, including health care, have adopted quality
improvement (QI) to enhance practices and outcomes. As
demands on the U.S. public health system continue to increase,
QI strategies may play a vital role in supporting the system and
improving outcomes. Therefore, public health practitioners, like
leaders in other industries, are developing QI approaches for
application in public health settings.
Quality improvement in public health involves systematically
evaluating public health programs, practices, and policies and
addressing areas that need to be improved to increase healthy
outcomes. Although QI methods and techniques have only
recently been applied to public health, public health systems offer
a wide range of opportunities for implementing, managing, and
evaluating QI efforts.
The growing field of Public Health Systems and Services Research
(PHSSR) offers the potential to contribute to and support QI efforts
in public health. PHSSR examines the delivery of public health
services within communities as well as the outcomes that result from
dynamic interactions within the public health system. By examining
the public health system, stakeholder interactions, delivery of services,
and outcomes, PHSSR can inform and support the implementation
of QI initiatives.
Most recently, national, state, and local levels have made notable
progress in quality improvement in public health.1, 2 One initia-
tive credited with achieving progress is the Multi-State Learning
Collaborative (MLC). The MLC aims to inform the national accredi-
tation program, incorporate quality improvement practice into pub-
lic health systems, promote collaborative learning across states and
partners, and expand the knowledge base in public health.
Bringing together state and local practitioners and other stakeholders
in a community of practice to achieve MLC goals has yielded several
best practices and lessons for public health stakeholders. However,
more work is needed if QI is to become standard practice in public
health—particularly in understanding health departments’ readiness
for change, building the evidence base for effective public health QI
practices in the context of the public health system, and examining the
sustainability of successful projects, and identifying the determinants
of transformational change.
ÆResearchInsights
Quality Improvement in Public Health: Lessons Learned
from the Multi-State Learning Collaborative
Background: AcademyHealth’s 2009 Annual Research Meeting
At the 2009 Annual Research Meeting (ARM), June 28–30, in Chicago, AcademyHealth convened a panel of three experts, members of the
Multi-State Learning Collaborative (MLC), to discuss their experiences in implementing quality improvement collaboratives in public health.
Leslie Beitsch, M.D., J.D., associate dean for health affairs and professor of family medicine and rural health at the College of Medicine, Florida
State ...
M Heenan_PhD Dissertation Lecture_eHealth Lecture_Engaging Leaders in KPI Sel...Mike Heenan
Presentation of the proliferation of measurement in health care and how organizations should redesign indicator selection processes to engage and motivate managers to improve performance. Presentation to eHealth students based on 2023 PhD dissertation.
Rozelyn D. Fields-Jackson is a highly motivated healthcare management professional seeking a challenging career opportunity to leverage her education and experience in healthcare quality improvement. She has over 8 years of experience in quality improvement, project management, healthcare operations, and auditing/compliance. Her background includes managing quality programs, developing workflows, overseeing teams, and conducting data analysis to improve efficiency and reduce costs. She holds a Bachelor's degree in Healthcare Administration and a graduate certificate in Healthcare Administration.
QUALITY IMPROVEMENT PROGRAM
PAGE 1
QUALITY IMPROVEMENT PROGRAM PAGE 21
Quality Improvement Program
Colorado Technical university
Phase 1 IP
8/21/2017
When it comes to healthcare organizations wanting to increase their profitability there are many different things that they do. One of the most effective ways and most organizations introduce would be the quality improvement program. Organizations around the world have improved performance by utilizing an effective quality improvement program. With this program being used organizations can see clinical and service quality improve. Having a quality improvement program that is set in place allows organizations to obtain their goal, like increasing their probability and reducing costs. For the quality improvement program to work it has t have the basic elements that work properly in assisting the organization with their goals. Here is the list of the basic quality improvements that are in the program:
· Description of the goals of the organization, mission, and their objectives.
· Explanations and definitions of major terms and concepts.
· How the quality program is selected, monitored, and managed within the organization
· How the training will work and how the support will be for people that are taking part in the quality improvement process.
· Explanations on the quality techniques that will be used and the methodology.
· Communication plans that will be utilized and how things will be updated and communicated throughout the organization.
· The measurement will be explained along with the analysis and how it will assist with future quality improvements.
Quality Improvement Program
Literature Review
Unit 1 IP
The quality improvement program is a very important part to an organization, this is because quality improvement programs must do with the costs, trust, speed, quality, and even the value of the organization. This program has not actually spread throughout many medical center and hospitals because not many organizations in healthcare are aware of how it can be beneficial to the organization on their finical status and go beyond that to the needs of their patients and society. This makes it so that there are not many medical facilities and hospitals that have embraced the concept and idea of this quality improvement program. Within the management of healthcare facilities, they have not yet realized that there is a relation between their business management strategy, improved patient outcomes, and the achievement of optimal quality (NAVEX, 2017).
One of the major sources of financial benefits or even returns that are seen by an organization would come from them being disciplined enough to remove waste with techniques like engineering techniques. When it comes to the waste in a health care there are three major types. These types would be known as inefficienci ...
Health informatics course unit 1.0a introduction and overview_final_vf (4)Healthinformatics01
This document provides an introduction to health informatics. It begins by defining key related terms like information management, information systems, and informatics. Informatics is described as "the science of information, where information is defined as data with meaning." The document then explains the fundamental theorem of informatics proposed by Dr. Friedman. It states that "A person working in partnership with an information resource is 'better' than that same person unassisted." Finally, the document describes the various categories of health informatics like clinical informatics, biomedical informatics, and nursing informatics and provides examples of domains where informatics is applied, with a focus on health care.
Data Analysis and Quality Improvement Initiative Proposal .docxwhittemorelucilla
Data Analysis and Quality Improvement Initiative Proposal
Details
Attempt 1Evaluated
Attempt 2Evaluated
Attempt 3Available
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Overview
Prepare an 8–10-page data analysis and quality improvement initiative proposal based on a health issue of professional interest to you. The audience for your analysis and proposal is the nursing staff and the interprofessional team who will implement the initiative.
"A basic principle of quality measurement is: If you can't measure it, you can't improve it" (Agency for Healthcare Research and Quality, 2013).
Health care providers are on an endless quest to improve both care quality and patient safety. This unwavering commitment requires hospitals and care givers to increase their attention and adherence to treatment protocols to improve patient outcomes. Health informatics, along with new and improved technologies and procedures, are at the core of virtually all quality improvement initiatives. The data gathered by providers, along with process improvement models and recognized quality benchmarks, are all part of a collaborative, continuing effort. As such, it is essential that professional nurses are able to correctly interpret, and effectively communicate information revealed on dashboards that display critical care metrics.
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Questions to Consider
As you prepare to complete this assessment, you may want to think about other related issues to deepen your understanding or broaden your viewpoint. You are encouraged to consider the questions below and discuss them with a fellow learner, a work associate, an interested friend, or a member of your professional community. Note that these questions are for your own development and exploration and do not need to be completed or submitted as part of your assessment.
Reflect on QI initiatives focused on measuring and improving patient outcomes with which you are familiar.
How important is the role of nurses in QI initiatives?
What quality improvement initiatives have made the biggest difference? Why?
When a QI initiative does not succeed as planned, what steps are taken to improve or revise the effort?
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Resources
Required Resources
MSN Program Journey
Please review this guide for your degree program. It can help you stay on track for your practicum experience, so you may wish to bookmark it for later reference.
MSN Program Journey
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Transcript
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Assessment Instructions
Preparation
In this assessment, you will propose a quality improvement (QI) initiative proposal based on a health issue of professional interest to you. The QI initiative proposal will be based on an analysis of dashboard metrics from a health care facility. You have one of two options:
Option 1
If you
have access
to dashboard metrics related to a QI initiative proposal of interest to you:
Analyze data from the health care facility to identify.
Emerging Public Health Issues Health Equity (Page 3) Public Health Accreditat...CookCountyPLACEMATTERS
"This tip sheet is provided to accredited health departments to use as they prepare their annual reports." "Health equity is noted as an emerging public health issue because best and promising practices are moving the science and practice of public health beyond the traditional considerations of minority health and health disparities to more comprehensive concepts associated with ensuring deliberate consideration of the multiple determinants of health."
The purpose of this MPH course unit is to build the capacity (knowledge, skills, and attitudes) of the MPH trainees as future, policy makers, Health Services researchers , planners and health managers at
International, National, regional, district and sub-district levels) who can implement and strengthen health systems in their respective countries
The document discusses management information and evaluation systems, information education and communication, and their relevance to family welfare programs. It defines management information systems and describes their objectives, importance, advantages, limitations and implementation methods. It also discusses nursing management information systems, evaluation systems, information, education, communication, and how they relate to family welfare services and management information, education and evaluation systems.
Assessment 2
Quality Improvement Proposal
Overview:
Write a quality improvement proposal, 5–7 pages in length, that provides your recommendations for expanding a hospital's HIT to include quality metrics that will help the organization qualify as an accountable care organization.
Health care has undergone a transformation since the release of the Institute of Medicine's 2000 report
To Err Is Human: Building a Safer Health System.
The report highlighted medical errors as a contributing factor leading to poor patient outcomes. The Institute of Medicine challenged organizations to implement evidence-based performance improvement strategies in order to improve patient quality and safety. Multiple governmental and regulatory agencies, such as the Centers for Medicare and Medicaid Services (CMS) and the Agency for Healthcare Quality and Research (AHRQ), vowed to strengthen and improve incentives for participation, safety, quality, and efficiency in accountable care organizations (ACOs).
Health information technology (HIT) performs an essential role in improving health outcomes of individuals, the community, and populations. Health organizations, consumer advocacy groups, and regulatory committees have made a commitment to explore current and future opportunities that HIT offers to continue momentum to meet the Institute of Medicine's goal of improving safety and quality.
Understanding HIT is important to improving individual, community, and population access to health care and health information. HIT enables quick and easy access to information for both patients and providers. Accessible information has been shown to improve the patient care experience and reduce redundancies, thereby reducing health care costs.
This assessment provides an opportunity for you to make recommendations for expanding a hospital's HIT in ways that will help the hospital qualify as an ACO.
By successfully completing this assessment, you will demonstrate your proficiency in the following course competencies and assessment criteria:
Competency 2: Explain the relationship between care coordination and evidence-based data.
Recommend ways to expand an organization's HIT to include quality metrics.
Identify potential problems that can arise with data gathering systems and outputs.
Competency 3: Use health information technology to guide care coordination and organizational practice.
Describe the main focus of information gathering in health care and how it contributes to guiding the development of organizational practice.
Competency 4: Communicate effectively with diverse audiences, in an appropriate form and style, consistent with applicable organizational, professional, and scholarly standards.
Write clearly and concisely, using correct grammar and mechanics.
Support main points, claims, and conclusions with relevant and credible evidence, correctly formatting citations and references using APA style.
Reference
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Delivering Precision Medicine: How Data Drives Individualized HealthcareHealth Catalyst
Delivering precision medicine requires healthcare to transition from a one-size-fits-all methodology to an individualized approach. This means healthcare professionals tailor treatment and prevention strategies according to each patient’s personal characteristics—their genomic makeup, environment, and lifestyle. To realize these precision care goals, researchers and clinicians must leverage vast and varied amounts of real-world data.
Data access and interoperability barriers have often impeded the precision medicine transformation. However, current healthcare industry trends increase opportunities for researchers and clinicians to more comprehensively understand medical conditions and the patients in their care. These insights establish the foundation for precision medicine and support actionable pathways towards more efficient development of targeted treatments.
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Here is the updated list of Top Best Ayurvedic medicine for Gas and Indigestion and those are Gas-O-Go Syp for Dyspepsia | Lavizyme Syrup for Acidity | Yumzyme Hepatoprotective Capsules etc
Cell Therapy Expansion and Challenges in Autoimmune DiseaseHealth Advances
There is increasing confidence that cell therapies will soon play a role in the treatment of autoimmune disorders, but the extent of this impact remains to be seen. Early readouts on autologous CAR-Ts in lupus are encouraging, but manufacturing and cost limitations are likely to restrict access to highly refractory patients. Allogeneic CAR-Ts have the potential to broaden access to earlier lines of treatment due to their inherent cost benefits, however they will need to demonstrate comparable or improved efficacy to established modalities.
In addition to infrastructure and capacity constraints, CAR-Ts face a very different risk-benefit dynamic in autoimmune compared to oncology, highlighting the need for tolerable therapies with low adverse event risk. CAR-NK and Treg-based therapies are also being developed in certain autoimmune disorders and may demonstrate favorable safety profiles. Several novel non-cell therapies such as bispecific antibodies, nanobodies, and RNAi drugs, may also offer future alternative competitive solutions with variable value propositions.
Widespread adoption of cell therapies will not only require strong efficacy and safety data, but also adapted pricing and access strategies. At oncology-based price points, CAR-Ts are unlikely to achieve broad market access in autoimmune disorders, with eligible patient populations that are potentially orders of magnitude greater than the number of currently addressable cancer patients. Developers have made strides towards reducing cell therapy COGS while improving manufacturing efficiency, but payors will inevitably restrict access until more sustainable pricing is achieved.
Despite these headwinds, industry leaders and investors remain confident that cell therapies are poised to address significant unmet need in patients suffering from autoimmune disorders. However, the extent of this impact on the treatment landscape remains to be seen, as the industry rapidly approaches an inflection point.
Adhd Medication Shortage Uk - trinexpharmacy.comreignlana06
The UK is currently facing a Adhd Medication Shortage Uk, which has left many patients and their families grappling with uncertainty and frustration. ADHD, or Attention Deficit Hyperactivity Disorder, is a chronic condition that requires consistent medication to manage effectively. This shortage has highlighted the critical role these medications play in the daily lives of those affected by ADHD. Contact : +1 (747) 209 – 3649 E-mail : sales@trinexpharmacy.com
Osteoporosis - Definition , Evaluation and Management .pdfJim Jacob Roy
Osteoporosis is an increasing cause of morbidity among the elderly.
In this document , a brief outline of osteoporosis is given , including the risk factors of osteoporosis fractures , the indications for testing bone mineral density and the management of osteoporosis
Does Over-Masturbation Contribute to Chronic Prostatitis.pptxwalterHu5
In some case, your chronic prostatitis may be related to over-masturbation. Generally, natural medicine Diuretic and Anti-inflammatory Pill can help mee get a cure.
NVBDCP.pptx Nation vector borne disease control programSapna Thakur
NVBDCP was launched in 2003-2004 . Vector-Borne Disease: Disease that results from an infection transmitted to humans and other animals by blood-feeding arthropods, such as mosquitoes, ticks, and fleas. Examples of vector-borne diseases include Dengue fever, West Nile Virus, Lyme disease, and malaria.
Histololgy of Female Reproductive System.pptxAyeshaZaid1
Dive into an in-depth exploration of the histological structure of female reproductive system with this comprehensive lecture. Presented by Dr. Ayesha Irfan, Assistant Professor of Anatomy, this presentation covers the Gross anatomy and functional histology of the female reproductive organs. Ideal for students, educators, and anyone interested in medical science, this lecture provides clear explanations, detailed diagrams, and valuable insights into female reproductive system. Enhance your knowledge and understanding of this essential aspect of human biology.
1. Paul Niven
PACE Performance | Senalosa Group
Contributions | Galen P. Carver & Reid A. Block
Strengthening Public Health Infrastructure
for Improved Health Outcomes with
Enterprise Performance
Management
2. Executive Summary | The Challenge 2
Whitepaper Highlights 3
Key Areas for Public Health Infrastructure Investment 4
Enterprise Performance Management Definition and Framework 5
The Building Blocks of Enterprise Performance Management 6-7
Enterprise Performance Management Design, Execution, and
Overcoming Common Barriers 8
CDC—COTPER Success Story 9
The Benefits to Organizations when Enterprise Performance
Management is Implemented and Common Tools 10
The Balanced Scorecard 11-12
The Mississippi State Department of Health Journey to
Enterprise Performance Management 13
Summation 14
The PACE Performance | SENALOSA Group Public Health
Enterprise Performance Management Leadership Team 15
Table of Contents
3. 2
The Challenge
Public Health Agencies have been primed by the CDC to Strengthen
Public Health Infrastructure for Improved Health Outcomes by becoming
Enterprise Performance Management focused organizations.
The question many Public Health Officials are asking:
“So...how do we do it?”
executive summary:
ASTHO’s recent Profile of State Public
Health Agencies (volume one) states that close
to 40 percent of State Health Agencies identified
“Implementing quality improvement/performance
management” as a top five priority.
Public Health Agencies are fortunate to have
staff experts in such vital areas of Public Health
as: disease analysis, preparedness, monitoring the
health of the state’s population, and health care
reform, but often— experienced business acumen is
missing from the Public Health Agency.
The ASTHO survey illuminates that less than
10 percent of state health officials possesses an
MBA. Of course, in many respects such a skewed
balance is appropriate; Public Health agencies
should be primarily equipped with experts in Public
Health. But in order to fulfill the requirements of
the CDC’s Enterprise Performance Management
and Infrastructure improvement program Public
Health Agencies will need additional performance
management assistance focused on the business and
information technology departments.
Questions to consider while
reading this paper:
• What are the timeless principles that guide
the Agency?
• What is the Agency’s core purpose?
• Does everyone in the organization have a shared
vision of the ideal future?
• Have broad priorities been created that’ll be used to
make important decisions?
• Has strategy been communicated to all
stakeholders and staff?
• Are there strategic metrics that measure the
achievement of the Agency strategic objectives?
• Are all Agency staff aligned with Agency goals?
• Is strategy at the center of everything the
Agency does?
“The goal of the Strengthening Public
Health Infrastructure for Improved Health
Outcomes program is to systematically
increase the performance management
capacity of public health departments in
order to ensure that public health goals
are effectively and efficiently met.” – CDC
4. 3 Strengthening Public Health Infrastructure For Improved Health Outcomes With Enterprise Performance Management
Highlights
Sebelius announces $42.5 million for public health improvement programs through the Affordable Care Act
“These funds will help health departments around the country to improve the quality and effectiveness of the
critical health services that millions of Americans rely on every day,” said Secretary Sebelius. “Strengthening our
public health system through better coordination and collaboration will help to deliver higher quality health care
more efficiently.”
Questions answered
in this paper:
• What is Enterprise Performance
Management (EPM)?
• How is EPM achieved?
• What are the building blocks of EPM?
• How is EPM measured | reported?
• How is EPM sustained?
Paper Highlights:
• Performance management tools can be applied
simply and seamlessly, providing a positive
impact on Public Health outcomes.
• The Mississippi Department of Health recognized
the power of performance management tools and
is using them to re-invigorate their operations.
• In a recent ASTHO survey, close to 40 percent of
State Health Agencies identified “implementing
quality improvement/performance management”
as a top five priority.
• Many agencies lack the business skills necessary
to implement quality improvement and perfor-
mance management.
• “Mission, values, vision and strategy may be
considered the building blocks of organizat-
ional success.”
• “The PACE Team is a workforce multiplier
that allows my staff to bypass time. Pace’s
understanding of our business and technology
objectives, and our all- consuming technical hurdles
accelerates the implementation of automated pro-
cesses and provides meaningful insight into
our reams of data.” — Marc Wilson | CIO—
Mississippi State Department of Health (MSDH)
• The barriers of strategy execution can be overcome
with the use of simple, yet powerful, communica-
tion and measurement systems.
• These tools allow organizations to fully articulate
their building blocks of success to an employee
audience hungry for such information. As well,
they provide measurements used for accountability,
improved decision-making, and generating align-
ment from top to bottom.
• Seventy-five percent of an organization’s value
is created from intangible assets, thus it’s impera-
tive we identify and track these key enablers of
strategy execution.
5. 4
KeyAreas Infrastructure Investment
“These funds are a down payment on improving public health services across the na-
tion,” said Dr. Judith A. Monroe, CDC’s deputy director for state, tribal, local
and territorial support. “With these funds, we will help our nation’s public health
departments work more effectively and efficiently to detect and respond to public
health problems. This program will strengthen the nation’s public health system and
our ability to improve the health and well being of all Americans.”
In public health, a strong infrastructure provides the
capacity to prepare for and respond to both acute and
chronic threats to the Nation’s health, whether they are
bioterrorism attacks, emerging infections, disparities in
health status, or high rates of chronic disease and injury.
Core public health infrastructure includes continu-
ous performance measurement and quality improvement
capacity to assure that the systems supporting public
health services and programs are; Robust and efficient,
Increasing Workforce capacity and competency,
Improving Laboratory systems, and Maximizing Health
Informatics.
KEY AREAS
• Performance Management
• Policy and Workforce Development
• Public Health System Development/
Redevelopment
• Best Practice Implementation
Health Promotion and
Disease Prevention
• Food- and water-borne disease identification
and prevention
• Prevention of healthcare-associated infections
• Leading causes of death and, once available, National
Prevention and Health Promotion Strategy priorities
Public Health Policy and
Public Health Law
• Capacity to support structural and environmental
changes in the community to promote health
• Capacity to assist in changing or enforcing policies,
laws, ordinances, regulations or national standards
that provide for more effective public health practice,
including increased linkage to the health care system
Health IT and Communications
Infrastructure
• Vital statistics system (e.g., electronic birth and death
registration and certificates) to describe the health of
populations as well as individuals
• Electronic health record/IT systems to improve quality,
safety, decision-making and population-based care
• Communications systems and processes (e.g.,
information syndication and social media capacity)
to make populations aware of health promoting
behaviors and clinical interventions
Workforce and Systems
Development
• Broad-based public health workforce training to
support health reform (e.g., e-learning and other
training, fellowship programs)
• Laboratory and epidemiologic capacity to enhance
the behavioral, clinical and environmental changes
brought about by health reform
• Public health program and public health system
transformation (e.g., changes to how the health
department is organized and functioning to provide
for more effective and efficient use of resources
and more effective public health practice, including
increased linkage to the health care system).
6. 5 Strengthening Public Health Infrastructure For Improved Health Outcomes With Enterprise Performance Management
EPM Defined
Framework
Enterprise Performance Management (EPM) excellence consists of integrated management and analytical
processes | tools that are supported by technology. Enabling organizations to optimize performance by
defining their Mission, Values, and Strategy; linking strategic initiatives | objectives with information to
improve dynamic decision making, and manage performance against predetermined goals.
The rubber hits the road when
EPM is used to determine,
prioritize, measure and ad-
dress significant initiatives for
improvement by everyone in the
organization
The following pages will act as a guide for a Public Health Agency
to implement and maintain Enterprise Performance Management
methodology Management Processes
enterprise performance
management
information systems
Tried and tested
tools, templates, and
processes used to
develop and maintain
EPM Best Practice
The DNA of
a well oiled
enterprise
Systematic and
sustainable proce-
dures for improving
decision making
and performance
Data and Key Performance Indica-
tors focused on providing dynamic
decision making
Solution infrastructure that supports
enterprise monitoring, reporting
and analysis designed to track and
manage information
7. 6
Building Blocks
of EPM
Let’s use the diagram as a guide to some of our
proven tools in Enterprise Performance Management.
The top four items – Mission, Values, Vision, and
Strategy – may be considered the building blocks of
organizational success. Without these foundational
items in place it’s difficult to derive the maximum
Public Health benefits from the tools that follow them
in the pyramid. In the paragraphs below we outline
each of these critical enablers.
The mission describes the core purpose of the
Agency; why it exists, and reflects employees’
motivation for engaging in the organization’s work.
Unlike strategies and goals, which may be achieved
over time, agencies never truly fulfill the mission. It
acts as a beacon for the work, constantly pursued but
never quite reached.
A key theme to consider when discussing
Performance Management is translation – as
we travel down each layer in the pyramid we’re
translating what lies above, making it more granular
and amenable to daily action through measurement,
monitoring, and ongoing feedback. Thus, the Mission
may be the most vital piece of the puzzle, as all other
components of the system should reflect a linkage to
the organization’s ultimate purpose.
Values are the timeless principles that guide the
Agency. They represent the deeply held beliefs within
the organization and are demonstrated through the
day-to-day behaviors of all employees.
An organization’s values make an open proclama-
tion about how it expects everyone to behave. No
universal set of right or wrong values exist, instead
each organization must determine or discover the core
values which comprise its essence and hold importance
to those within it. As with the mission statement before
it, we will find values translated into action in the tools
that trail it in the Performance Management pyramid.
Mission
Core purpose of
the organization
values
Timeless guiding principles
vision
World picture of the ideal future
strategy
Your “game plan” for success
strategy map
Graphical presentation of key objectives
balanced scorecard
Performance measures, targets and initiatives
cascading measures
Performance measures for all departments/individuals that align with overall goals
strategic management system
Linking the Balanced Scorecard to processes such as budgeting, reporting and compensation
What is the Agency’s
core purpose?
What are the timeless
principles that guide
the Agency?
“The 5-year cooperative agreement program entitled, Strengthening
Public Health Infrastructure for Improved Health Outcomes, will pro-
vide health departments with needed resources to make fundamental
changes in their organizations and practices, so that they can improve
the delivery of public health services” -Secretary Katherine Sebelius
8. 7 Strengthening Public Health Infrastructure For Improved Health Outcomes With Enterprise Performance Management
The EPM
Foundation
The Mississippi Department of Health recognized the power
of performance management tools and is using them to re-
invigorate their operations.
Moving down the pyramid, next we find Vision.
A vision statement provides a word picture of what
the Agency intends ultimately to become – which
may be five, ten, or fifteen years in the future. This
statement should not be abstract – it should contain as
concrete a picture of the desired state as possible, and
also provide the basis for formulating strategies and
objectives. A powerful vision provides everyone in
the organization with a shared mental framework that
helps give form to the often abstract future that lies
before us.
As mentioned above, when we descend the
pyramid we become more granular and specific. The
Vision is a good example of this principle, as it states
in verifiable fashion the measurable goals of the
organization in the medium and long-term.
The final building block to organizational success
is strategy – a concept that has only been with us in
any formal way for about fifty years but in that time
has spawned a dizzying array of books, articles, and
schools of schools, that frequently result in trips to
the nearest container of Tylenol. For strategy to be
effective it must be de-mystified, and the first order of
business is finding a simple and easy to communicate
definition of the term.
We define Strategy as the broad priorities adopted
by an organization in recognition of its operating
environment and in pursuit of its mission. When these
broad priorities are adopted and shared widely it
allows all employees to make more informed decisions
relating to scarce resources, and align themselves in a
common purpose towards the mission. And as Sun Tzu
reminds us in The Art of War, seemingly a prerequisite
for any student of strategy, “He whose ranks are united
in purpose will be victorious.”
Mission
Core purpose of
the organization
values
Timeless guiding principles
vision
World picture of the ideal future
strategy
Your “game plan” for success
strategy map
Graphical presentation of key objectives
balanced scorecard
Performance measures, targets and initiatives
cascading measures
Performance measures for all departments/individuals that align with overall goals
strategic management system
Linking the Balanced Scorecard to processes such as budgeting, reporting and compensation
Does everyone in the
organization have a
shared vision of the
ideal future?
Have broad priorities
been created that’ll
be used to make
important decisions?
Has strategy been com-
municated to all
stakeholders and staff?
Are there metrics that measure
the outcomes of strategic
objectives-Actual vs. Target?
Are all agency staff
aligned with Agency goals?
Is strategy at the
center of everything
the Agency does?
9. 8
EPM
Design
Execution
For these efforts, Dr. Gerberding recognized our leaps towards
achieving our objectives of becoming an enterprise performance
managed agency and showcased our accomplishments to all of HHS.
-Galen P. Carver
Overcoming Barriers
The remaining levels in the pyramid represent
a shift from planning and design to execution.
This is a vital transition, as research suggests the
vast majority of organizations fail to execute their
strategies, and therefore fall short in their efforts
of realizing their visions, living their values, and
pursuing their mission.
Some estimates peg the execution failure rate
as high as ninety percent, and blame this dismal
figure on a number of barriers organizations have
great difficulty surmounting, including: effectively
communicating the mission, values, vision, and
strategy; measuring progress with discipline and
rigor, assessing feedback to learn about strategy,
and allocating resources in a way that reflects
strategic priorities.
Barriers can be overcome with the use of simple,
yet powerful, communication and measurement
systems. This allows organizations to fully articulate
their building blocks of success to an employee
audience hungry for such information. As well,
they provide measurements used for accountability,
improved decision-making, and generating align-
ment from top to bottom.
Once MISSION, VALUES,
VISION, and STRATEGY
have been defined the
heavy lifting begins.
In order to achieve Enterprise
Performance Management excellence;
Management Processes | Technology Tools |
Infrastructure must be in place to support
the ongoing and ever-iterating EPM
initiatives, and provide meaningful
information for dynamic decision making.
Like the gears of a well oiled machine
when these components are working
together the enterprise will have greater
success achieving operational excellence.
• EPM initiatives must deliver value to
management teams in order to survive.
• It is more important to deliver value than
it is to implement every facet of EPM.
• Senior Executive commitment is as
important to sustain the program as it is
to build the program. The support has to
come from the entire executive team.
• Information Technology (IT) must be
structured and funded sufficiently to
maintain & evolve the Business
Decision infrastructure.
10. 9 Strengthening Public Health Infrastructure For Improved Health Outcomes With Enterprise Performance Management
CDC Implementation
Success Story
CDC | COTPER
Having used the Balanced Scorecards for some
years with Department Of Navy, I had experience
in the group dynamics and effort required to make it
a success. Dr. Gerberding, (then the CDC Director)
asked me to take the lead on establishing Balanced
Scorecards for CDC. I established an overall team
for the CDC enterprise effort and started with a pilot
in my own organization (COTPER).
By working backwards from a year out on my
time line, we phased the training, development,
cascading, etc., layer by layer to ensure the
process was well communicated and visible across
COTPER. Using this as the model, we briefed the
CDC Executive Board as we progressed during
significant milestones.
Dr. Gerberding used this model and pilot to
establish CDC’s Balanced Scorecard which she
named the CDC Organizational Excellence Assess-
ment. We engaged Paul Niven early in the process
of the COTPER pilot and used his benchmarking
and tutelage to ensure we were in line with the
EPM concept, approach and process. For these
efforts, Dr. Gerberding recognized our leaps towards
achieving our objectives of becoming an enterprise
performance managed agency and showcased our
accomplishments to all of HHS.
-Galen P. Carver
Chief Management Official
CDC – COTPER (Ret.)
Performance management tools can be applied simply
and seamlessly, providing a positive impact on Public
Health outcomes.
11. 10
EPM
Benefits
Senior Executive commitment is as important to sustain the
program as it is to build the program. The support has to
come from the entire executive team.
EPM will empower an
Agency with:
• Defined, Aligned & Communicated
• Mission
• Values
• Vision
• Strategy
• Alignment of operations, projects and processes to
strategic objectives
• Focused and aligned key performance indicators
• Ability to monitor and analyze performance
to plan
• Better Structured management meetings
• Increased Team Collaboration
COMMON EPM tools:
• Balanced Scorecards | Strategy Maps
• Operational Scorecards | Dashboards
• Automated Monitoring and Analytics
• Collaboration Portals
With an operational EPM
system an agency can expect
the following benefits:
• Focus • Stewardship
• Alignment • Prioritization
• Visibility
With EPM—meaningful
information will flow:
UP: Performance results flow up from the
“field” to senior management.
Down: Business objectives flow down
from senior management to guide
employee activities.
Informatics:
Objectives: What does the Agency want
to achieve?
Priorities: Which objectives (or tasks)
are the most important to achieve?
Expectations: What activities should
be performing and what are the perfor-
mance target?
Performance: How has the agency
performed | Actuals vs. Plan?
Status: What is the current condition of
the task or objective?
Measurement: KPI’s that measure the
achievement of strategic objectives.
Constant Improvement: Improved
measurement and feedback loops to enable
constant improvement.
Communication: Increased Collabora-
tion and communication channels.
12. 11 Strengthening Public Health Infrastructure For Improved Health Outcomes With Enterprise Performance Management
The barriers of strategy execution can be overcome with the use of simple, yet powerful, communication
and measurement systems.
This allows organizations to fully articulate their building blocks of success to an employee audience
hungry for such information. As well, they provide measurements used for accountability, improved
decision-making, and generating alignment from top to bottom.
EPM Tools
Balanced Scorecard
The Balanced Scorecard, a framework that chal-
lenges an organization to translate its foundational
elements of mission, values, vision, and strategy
into objectives and measures scattered across four
balanced perspectives of performance: Customer,
Internal Processes, Employee Learning and Growth,
and Financial.
The Balanced Scorecard may be considered a
‘system’ and a critical component of that system is
the Strategy Map - a one page graphical representa-
tion of what the organization must do well in order to
execute its strategy. The power of the Map lies in its
ability to banish confusion around strategic priorities
by communicating the essence of the organization’s
strategy in a vivid and compelling fashion.
Of course the Balanced Scorecard is not alone,
there are any number of Dashboards and Scorecards
an organization may employ in its pursuit of distinc-
tion. What all of these tools share as a common
denominator is the necessity of translating high-level
goals into measures that can be used to track strategy
execution, learn what works and what doesn’t, and
ultimately demonstrate to stakeholders how the
organization is in fact moving forward on a path of
performance improvement and enhanced public
health outcomes.
Public Health Informatics Strategy Map
Financial
Provide Information to
Various Stakeholders
4 Support Agency
Operating Efficiency
12
Support Health Officer’s
Pro-Active Decisions to
Improve State Health
8
Facilitate
Data Analysis
9 Constantly Improve the
IT Infrastructure
10
Provide a Robust
Infrastructure to Support
Agency Strategy
13
Develop an Enterprise
Data Environment
6 Standardize &
Consolidate IT Infrastructure
3
Leverage Our
People’s Skills
Participate
in Agency
Governance
2
Leverage ITS
Infrastructure
Anticipate &
Validate
Customer Needs
Develop a
Reliable, Relevant
Responsive Culture
7 11 5 1
Manage Within
Our Budget
15 Develop a Financial
Plan For Inventory Refresh
14
Stakeholders
Internal
Learning &
Growth
13. 12
Balanced Scorecard
Perspectives
The Balanced Scorecard, a framework that challenges an organization
to translate its foundational elements of mission, values, vision, and
strategy into objectives and measures scattered across four balanced
perspectives of performance: Customer, Internal Processes, Employee
Learning and Growth, and Financial.
Customer
“What do our customers expect or demand from
us?” is a question a public health agency can use to
help populate the Customer perspective, as it forces
the consideration of operations from the customer’s
point of view.
internal
In the Internal Process perspective an agency
must determine critical processes at which they
must excel in order to drive value for their custom-
ers. This journey into the inner-workings of the
organizational machine will undoubtedly yield
insights that lead to both quick wins and longer-
term strategic victories.
learning & growth
The Employee Learning and Growth perspective
provides an opportunity to identify the intangible
assets (human capital, Information technology)
used to produce tangible benefits for customers and
other stakeholders.
The Brookings Institution estimates that
seventy-five percent of an organization’s value
is created from intangible assets, thus it’s impera-
tive we identify and track these key enablers of
strategy execution.
financial
Finally, no Scorecard is complete without a
Financial perspective documenting attempts to bal-
ance effectiveness with efficient fiscal stewardship.
14. 13 Strengthening Public Health Infrastructure For Improved Health Outcomes With Enterprise Performance Management
In order to achieve Enterprise Performance Management excellence;
Management Processes | Technology Tools | Infrastructure must be in
place to support the ongoing and ever-iterating EPM initiatives, and
provide meaningful information for dynamic decision making.
MSDH
Success Story
“The PACE Team is a workforce multi-
plier that allows my staff to bypass time.
Pace’s understanding of our business and
technology objectives, and our all-con-
suming technical hurdles accelerates the
implementation of automated processes
and provides meaningful insight into our
reams of data.”
-Marc Wilson | CIO—Mississippi State
Department of Health (MSDH)
the mississippi department
of health journey
The Mississippi Department of Health (MSDH)
had become burdened with an aged environment,
outdated systems and processes, and poor measure-
ment systems that provided little visibility into
performance across the organization. This was the
sobering reality faced by a new management team
challenged with reinvigorating MSDH and trans-
forming the agency into a Performance Manage-
ment focused and automated department of health.
Their goal: “To become the standard by which other
health departments are measured.”
With our team at their side, the MSDH Health
Informatics Team, began this daunting task by
focusing on capturing the strategic objectives in a
Balanced Scorecard then the communication of the
strategy – ensuring everyone was on the same page
regarding the road ahead.
To communicate the new direction a Strategy
Map of objectives was created and acted as the
roadmap for the transformation. In the months that
followed processes and projects were mapped to
the new objectives, identifying strategic alignment
and eliminating redundancies, measurements
were established, and the industry-leading ZEUS
Enterprise Performance Management system was
implemented to provide a technology platform that
will enable automation and provide meaningful
insight into the health of all objectives.
Using ZEUS MSDH HR is implementing an
Employee Lifecycle Management solution that will
provide automation and insight into employee status
| learning & Growth from intake to exit. This will
also support the agencies investment in policy and
workforce development.
Results have been steady and beneficial.
Redundancy of data is being reduced, objectives are
regularly reviewed allowing for feedback and learn-
ing about the agency’s strategy, and automation is
allowing a workforce once drowning in paper to
quickly and easily spot trends and focus on what
really matters: improving public health in the state.
-Marc Wilson
CIO MSDH
15. 14
Summing Up
“Investing in public health builds a foundation for a strong and
healthy society and contributes to lowering the cost of health
care. Investing in proven preventive services and strong policies
helps us to avoid unnecessary costs later,” said CDC Director
Thomas R. Frieden, M.D., M.P.H.
Over 150 years ago William Thompson
(Lord Kelvin) presciently noted: “When you can
measure what you are speaking about, and express
it in numbers, you know something about it; but
when you cannot measure it, when you cannot
express it in numbers, your knowledge is of a
meager and unsatisfactory kind.”
In public health, a strong infrastructure
provides the capacity to prepare for and respond
to both acute and chronic threats to the Nation’s
health, whether they are bioterrorism attacks,
emerging infections, disparities in health status, or
high rates of chronic disease and injury.
Core public health infrastructure includes
continuous performance measurement and quality
improvement capacity to assure that the systems
supporting public health services and programs
are ; Robust and efficient, Increasing Workforce
capacity and competency, Improving Laboratory
systems, and Maximizing Health Informatics.
In order to strengthen public health infrastruc-
ture for improved health outcomes; whether an
Agency is focusing primarily on Performance
Management, Policy and Workforce Development,
Public Health System Development | Redevelop-
ment, or Best Practice Implementation, there
needs to be a robust performance management and
measurement system to gauge the progress and
quantify the fact that Agencies are indeed improv-
ing Public Health outcomes.
EPM initiatives must deliver value to
management teams and field staff in
order to survive.
It is more important to deliver value than
it is to implement every facet of EPM.
Senior Executive commitment is as
important to sustain the program as it is
to build the program. The support has to
come from the entire executive team.
Information Technology (IT) must be
structured and funded sufficiently to
maintain & evolve the Business Decision
infrastructure.
16. 15 Strengthening Public Health Infrastructure For Improved Health Outcomes With Enterprise Performance Management
“Dr. Gerberding, (then the CDC Director) asked me to take the lead on establishing Balanced Scorecards
for CDC.I established an overall team for the CDC enterprise effort and started with a pilot in my own
organization (COTPER).” -Galen P. Carver
Public Health
Leadership Team
Working with clients throughout the public sector,
including a nationally recognized implementation
at CDC’s COTPER organization, our team has
developed a step-by-step program that will guide you
through the entire spectrum of Performance Manage-
ment activities. The tools and techniques we employ
have been honed from over a decade of consulting,
research, and writing experience in the field.
Paul Niven, Strategy and Enterprise Performance
Management Thought Leader, author of this paper,
his books to the right have now been translated in
over fifteen languages.
You’ll also benefit from the experience and
wisdom of Galen P. Carver, former Chief Manage-
ment Official with COTPER | Director of HR CDC,
and a veteran of over 28 years of federal service.
The third member of our leadership team is Reid
Block, CEO of the PACE Performance Group. Reid is
a seasoned Business Intelligence/Enterprise Perfor-
mance Management Professional, specializing in
leading Global Enterprise Performance Management
and Business Intelligence implementations.
Please contact us for a complimentary Second
Edition of Paul Niven’s book, “Balanced Scorecard |
Step by Step:for Government and Nonprofit Agencies”,
and to review your work plan strategy, share best
practices, and address the agencies questions on how
to Implement an Enterprise Performance Management
solution that will strengthen the public health
infrastructure for improved health outcomes.
Contact:
Reid A Block
rablock@pacepg.com
503.764.1544
PACE Performance | Senalosa Group