Assessing Your Performance Management System Workshop Session Notes 2012 CDC NPHII Grantee Meeting

Transcription

1 Overview The Public Health Foundation (PHF) facilitated a workshop on Assessing Your Performance Management System on May 11 from 9:00-11:00am at the CDC NPHII Grantee Meeting. Highlights of this session included the following: Participants became familiar with how the Turning Point Performance Management System Framework is a tool to achieve healthy communities Participants learned how to assess strengths and weaknesses of a performance management system through two interactive exercises Participants gathered information on QI tools (radar chart and control and influence matrix) that could be helpful with assessing and building a performance management system Exercise Notes Exercise 1 What is a Performance Management System? In a large group exercise, PHF captured what participants felt each performance management system component meant to them or to their health department that they represented. What is a Performance Management System? (Exercise 1 Output) Performance Standards Performance Measurement Healthy People CHIP Strategic Planning Reporting of Progress Sharepoint database Monthly reporting Process Measures Aligning Measures Quality Improvement Process Steering committee to codify employee ideas Map standards and processes QI in all work with accreditation alignment Leadership & QI Culture Alignment of work with strategic plan Weekly PM meeting

2 Exercise 2 - Where is your health department strongest in performance management? Participants were given one vote to place on a flip chart for each of the performance management system components (performance standards, performance measurement, reporting of progress, quality improvement process, and leadership and culture). Performance standards received four votes, performance measurement received 10 votes, reporting of progress received three votes, quality improvement process received seven votes, and leadership and culture received 11 votes. Participants broke into five break-out groups based on how they voted and used the following discussion questions to determine what were the success factors for their selected performance management component: What systems and expectations make this work? What training has occurred? What does leadership do to make this work effectively? Performance Standards Choose standards by themes to be cross-cutting Training Scrutinize regularly Use QI tools/methods to align and prioritize Strategic plan alignment Performance Management Results focus MissionData Required Leadership interest Experience teaches Training internally SMART measures developed through collaborating and listing Reporting of Progress IT Infrastructure Standardized reporting Training on data interpretation Leadership investmentit University partnerships Transparency and access to the data Posted useable data

3 Quality Improvement Process Mandate Formal QI Office providing TA Visibility of successes HC partners Leadership devoting time for sharing Trainings Open team for PM Visible Leadership Messaging Prioritizing Executive Mandate Put it in writing Surveys PM/PI Teams (open) Expectations/orientation Performance reviews reflect priorities Exercise 3 - Where is your health department weakest in performance management? Participants were given one vote to place on a flip chart for each of the performance management system components (performance standards, performance measurement, reporting of progress, quality improvement process, and leadership and culture). Performance standards received four votes, performance measurement received six votes, reporting of progress received eight votes, quality improvement process received six votes, and leadership and culture received eight votes. Participants broke into five break-out groups based on how they voted to share barriers and ideas for improvement for each of the performance management component areas they voted their health department to be weakest in. Performance Standards Hard to develop standards Lack of clarity of vision Lack of program goals Tension between goals vs. program focus

4 Training tools on how to link standards Getting leaders focused on it Advocates to teach internally Performance Measurement Lack of training/clarity Overload-too much data gathering without prioritizing Capturing in one place Champions to train/teach beyond 1:1 Measuring for improvement Focus on successes Reporting of Progress Systems siloed Community-level not integrated Data outdated Bias in favor of $ needs Internal reports too long External reports too brief Limited investment in time/people IT systems Leadership support Ownership Framework streamlined Agreement to centralize data Show cost effectiveness

5 Quality Improvement Process No experience QI vs. QA No ability to devote resources Silos/lack of collaboration Fear of consequences Don t add work Identify champions Small successes shared Position as a resources Visible Leadership Lack of clarity about what QI culture is and requires Poor communication Use of data to penalize Risk adverse Not asking tough questions Status quo Culture takes time to change Political considerations Learn from successes Reward success Looking for small wins Educate leaders