THE WEBCAST WILL BEGIN SHORTLY

Transcription

1 THE WEBCAST WILL BEGIN SHORTLY If you need technical assistance please The primary means of listening to this webcast is via streaming audio through your computer speakers. If you are unable to access streaming audio through your computer, please dial , and when prompted, enter the code #.

2 Speaker Introductions Pamela Russo: Kerry Gateley: Gary Mayes: M.D., MPH, Senior Program Officer, The Robert Wood Johnson Foundation M.D., MPH, CPE, Executive Director/Health Officer Kanawha Charleston Health Department, Charleston, WV Regional Director, Sullivan County Health Department Roland Martinez: Performance Excellence Coordinator, Office of Organizational Development, Miami Dade County Health Department

3 Webcast Agenda Pamela Russo: Overview of Baldrige Criteria Local Health Department Experiences with Baldrige Criteria: Kerry Gateley: Kanawha Charleston Health Department, Charleston, WV Gary Mayes: Sullivan County Health Department, TN Roland Martinez: Miami Dade County Health Department, FL Pamela Russo: Role of Quality Improvement Efforts as Part of a National Accreditation Program Questions and Answers Evaluation

4 Using Baldrige Criteria in Local Health Departments: Brief Overview Pamela Russo, M.D., MPH Senior Program Officer The Robert Wood Johnson Foundation What are the Baldrige Criteria for Performance Excellence? How do the Baldrige Criteria relate to accreditation?

5 History of Malcolm Baldrige Criteria for Performance Excellence Impetus US business and industry losing leadership status in product and process quality Losing competitive edge in global market Productivity growth slowing down

6 History of Malcolm Baldrige Criteria for Performance Excellence Created in 1987 by an act of Congress, Public law Named posthumously for former Secretary of Commerce, Malcolm Baldrige 20 years of experience Public private partnership. Annual government investment ~ $7 million, > $100 million from private sector and state and local organizations Established national Baldrige recognition award program only 4 6 awards/year 41 states have their own award programs based on Baldrige Many state programs offer different levels of awards State programs offer resources trainings, consultants, materials

7 Baldrige Basics T Baldrige focuses on two goals: Delivering ever improving value to customers Improving overall organizational performance Systems approach to organization wide goal alignment All aspects of the organization are considered and fit into one of the following 7 categories: leadership strategic planning customer and market focus measurement, analysis, and knowledge management workforce focus process management results

8 Baldrige and Public Health Agencies In 2004, national program expanded to add non profit and government organizations to previous categories of manufacturing, service, small business, education and health care Closest templates available on the web are two fictitious applications: Arroyo Fresco community health clinic and health system Flagstaff District of the U.S. Water Resource Agency Adapted language to some degree

9 Using Baldrige For Strategic Planning in a Local Public Health Agency Kerry W. Gateley, M.D., MPH, CPE Executive Director/Health Officer Kanawha Charleston Health Department Charleston, WV

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14 Sullivan County Regional Health Department Gary Mayes Regional Director Sullivan County Health Department

15 Sullivan County Regional Health Department (SCRHD) Sullivan County is located in Northeast Tennessee Principal Cities: Kingsport (HQ Eastman Chemical) Bristol (Bristol Motor Speedway) SCRHD is a Metro Health Department (operated by local governing body) Other Tennessee Metro Health Departments In Tennessee: Nashville Memphis Knoxville Chattanooga Jackson Remaining Health Department in Tennessee are Operated by the State

16 Department Demographics Continued Total Population 153,000 Provide Services in Three Locations 64,101 patient/clients visits $6,746,710 Budget 129 Employees

17 Budget Revenue 10% 11% 19% Local Taxes Charges for Service Other Revenue 15% State of Tennessee Federal 27% 0% School Department Fund Balance 18%

18 Have you ever gotten bad directions?

19 I always wanted to be someone but now I realize that I should have been more specific. Lily Tomlin

20 Why are we doing this? Our Mission Our Vision Customer Expectation (Valuable Service) Clarify public health role Future funding will have results based formulae Increase visibility and public awareness of our department Increase credibility and ultimately stronger constituency

21 Why Continued Distinguish our services provided Improve recruitment and retention of our skilled staff Facilitate interoperability between departments Reduce variation of services Ensure our department stability

22 Key Strategies Understand health status of Sullivan County Meet customer expectations Maintain qualified workforce Develop plan for data collection and data driven process Maintain and/or secure funds supporting Strategic Plan Develop performance measures for each service delivered

23 Criteria Sections Preface: Organizational Profile 1 Leadership 2 Strategic Planning 3 Customer and Market Focus 4 Measurement, Analysis and Knowledge Management 5 Workforce Focus 6 Process Management 7 Results

24 TNCPE Stair Steps to Excellence Malcolm Baldrige Award Local programs Interest Recognition Level 1 Commitment Award Level 2 Achievement Award Level 3 Excellence Award Level 4

25 Category Point Values 1 Leadership Strategic Planning 85 3 Customer & Market Focus 85 4 Measurement, Analysis 90 5 Workforce Focus 85 6 Process Management 85 7 Results 450

26 The Criteria for Performance: Excellence Provides... The foundation for a systems approach A guide for strategic planning Framework for continuous improvement Common language to improve internal communication & external benchmarking AND can be used effectively by diverse types of organizations

27 Tennessee Baldrige Winners

28 The Essential Public Health Services Monitor health status Diagnose and investigate health problems Inform and educate Mobilize communities to address health problems Develop policies and plans Enforce laws and regulations Link people to needed health services Assure a competent health services workforce Evaluate health services Conduct research for new innovations

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31 A D L I Evaluation Factors Approach methods used by an organization to address the Criteria Item requirements in Categories 1 6 Deployment extent to which an approach is applied in addressing the requirements of a Criteria Item Learning new knowledge or skills acquired through evaluation, study, experience and innovation Integration harmonization of plans, processes, information, resources decisions, actions, results and analyses to support key organization wide goals.

32 If you can t measure it, you can t manage it. Peter Drucker

33 STRATEGIC PLANNING PROCESS DRIVES PERFORMANCE RESULTS

34 % WIC Served 91% 90% Better Goal = above 90% 89% 88% 87% 86% 85% 84% 83% 82% 81%

35 Immunization Rate Immunization Rates: 2 yr old children Sullivan County by Year SCRHD historical SCRHD projected State best Region TN Goal

36 Dental Exams Performed Children: TennderCare

37 Per Capital Spending $50 $40 $30 $20 $10 $ Sullivan County, TN Best in Class (US Rural)

38 We are fully committed to this!! Perfection is unattainable, but if we chase it, we can catch Excellence. Vince Lombardi

39 The Road to Performance Excellence Transforming a Public Health System Roland Martinez, Performance Excellence Coordinator Office of Organizational Development Miami Dade County Health Department, FL

40 Miami Dade County Health Department (MDCHD) Profile Eighth Largest County in the US Population 2.5 million Non Hispanic White 9% Other 11% Non Hispanic Black 20% Hispanic 60% Source: CATCH Study 2004/ ESRI Business Information Solutions MDCHD Budget $67 Million MDCHD Employees 900 Number of Services Provided Annually estimated 1,928,000

41 Why we embarked on this journey... At a Crossroads in 1997 Needed a drastic organizational culture change Transition from HRS Low staff satisfaction and morale Reactive vs. proactive culture Budget shortfall Data rich information poor Lack of systematic processes for evaluating organizational effectiveness/performance, and communication/feedback from internal and external customers

42 Getting Started...First Steps Top leadership commitment Established an entity to drive quality Adopted an organizational performance excellence model Identified quality mentors Initiated leadership development Conducted an organizational self assessment

43 What did we get from Self Assessment Identification of strengths and opportunities for improvement Jump Starts the improvement initiative Focused the organization on common goals and direction Assessed performance against self and benchmarks Aligned resources with strategy

44 Systems Integration and Improvements Over the Years Strategic Planning Process Enhanced environmental scan (internal and external) SWOT, MAPP, Stakeholder Involvement Focus on the critical few Documentation and Standardization of Key Processes Customer/Stakeholder listening points Data driven decision making Continuous improvement orientation (PDCA)

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46 Challenges Criteria Language Changes in leadership Silos (Individual vs. Organizational approaches) Approach vs. deployment Quality seen as separate entity Slow rate of improvement

47 Overall Return on Investment Measurable Value Improved organizational effectiveness outcomes Improved fiscal/human resource accountability Improved employee/customer satisfaction Improved Product and Service outcomes Births to Teens, Infant Mortality, Vaccine Preventable Diseases, Unintended Pregnancy, NIR, Children Under 2 Fully Immunized, TB Patients Completing Therapy, STD Field Record Closure, Percent of WIC Infants Breastfed Intangible Value Priceless

48 Lessons Learned Top leadership commitment and support is critical for success! Keep it simple! Have a plan and dedicated resources Have fun and celebrate! Be persistent and persevere Recognize that even the smallest improvements are milestones it s about progress not perfection

49 Exploring Accreditation Steering Committee The goal of the national accreditation program is to improve and protect the health of the public by advancing the quality and performance of state and local public health departments.

50 Final Recommendations for a Voluntary National Accreditation Program It should: Promote high performance and continuous quality improvement Recognize high performers that meet nationally accepted standards of quality Standards should be developed to promote the pursuit of excellence among public health departments, continuous quality improvement, and accountability for the public s health.

51 Specific Examples of Commonality: Baldrige and Accreditation Results Identify strengths and weaknesses through self assessment External assessment valuable feedback and recognition Strategic planning Workforce Improving organizational performance

52 Question and Answer Section Press *1 on your touch tone phone to ask a live question OR Type your question in the questions box located on the lower left side of your screen

53 Thank you for joining today s s webcast! Please complete a brief evaluation by clicking on Evaluation in the LINKS box. If you have additional questions, ojovanovic@naccho.org