Change Management Principles for Public Health Modernization

Transcription

1 Change Management Principles for Public Health Modernization Dawn Emerick, Ed. D Director of Public Health Clackamas County, OR

2 Getting Started

3 Polling Question #1 How long have you been in your position in your agency?

4 Clackamas County Portland Oregon Clackamas County

5 Context: Modernization

6 Approaches to Change Why? Institute change Create a sense of urgency How? Sustain acceleration Build a guiding coalition What? The Big Opportunity Generate shortterm wins Form a strategic vision and initiatives Enable action by removing barriers Enlist a volunteer army x 2 = + Value The sum of what we do The Value Equation TM Our Foundation The impact of what we do 2.5% 13.5% Innovators Early adopters 34% Early majority 34% Late majority 16% Laggards

7 Watkins: The First 90 Days Watkins: The First 90 Days: Proven Strategies for Getting Up to Speed Faster and Smarter

8 Emerick: ValueMapping TM Impact is the currency of value. x 2 = + Value The sum of what we do The impact of what we do The Value Equation TM Our Foundation

9 Sinek: The Golden Circle Why? How? What?

10 Kotter: Model of Change Institute change Create a sense of urgency Sustain acceleration Generate shortterm wins The Big Opportunity Build a guiding coalition Form a strategic vision and initiatives Enable action by removing barriers Enlist a volunteer army

11 Rogers: Diffusion of Innovations 2.5% 13.5% Innovators Early adopters 34% Early majority 34% Late majority 16% Laggards

12 First 90 days Mid July First 30 days Seek understanding (on-going) Assess Late July Mid August By 60 days Assess Late August Mid Sept By 90 days Implement in phases Late Sept

13 First 30 Days: Seek Understanding Introductions Meetings with staff Go-sees Learning about expectations

14 First 60 Days: Assess Are we reactive? Strategic? Who would miss us? Are we data driven? Are we thought leaders? SWOT & ValueMapping What s our value? Are we customer centered?

15 First 60 Days: Assess STARS S tartup T urnaround A ccelerated growth R ealignment S ustaining success

16 Areas for Assessment Innovation Communications Organi-zational culture Knowledge of organizational reform/ modernization Workforce development/ capacity Morale Fiscal accountability/processes

17 Assessment Themes Overview Strengths Accredited Local Public Health Division Good fiscal controls Talented, passionate staff Quality improvement culture Needs Inefficient mechanisms for increasing revenue (grants) Poor understanding of purpose/value of Public Health Absent succession plan for impending wave of retirements Poor internal communication Dysfunctional rescuing Inconsistent performance evaluations; supervisions; staff meetings

18 Month 3: Communicate and Implement Create Urgency Why? Generate Quick Wins Ignite Momentum Build Trust Prove You Mean What You Say Kotter

19 Example of Quick Wins: Communicating Change Overview of the change Why? Where? Who? When? How will staff roles change? Who can staff speak with to further understand this change?

20 Example of Quick Wins: Professional Development

21 Example of Quick Wins: Improve Supervision and Employee Development Supervisor/manager one-on-ones with staff Innovation-based all employee meeting One-on-one reports sent to director Leadership meetings: strategy review & solutions Director/manager One-on-ones Monthly reports created via one-on-one reports

22 Example of Quick Wins (this wasn t so quick): Increase Public Health s Presence

23 Timeline for Restructure Phase 1: November 2016 Meetings between director and program areas to share vision and answer questions Phase 2: December 1, 2016 Staffing shifts and job position updates Phase 3: February 1, 2017 Change communication and restructuring transition kick-off Phase 4: April- September 2017 Recruitment to fill vacancies and new positions

24 Foundational Programs Access to Care Environmental Health Vital Statistics Healthy, Clean, and Safe Places Infectious Disease Control and Prevention

25 Foundational Capabilities The Center for Public Health Advancement Public Health Assessment & Innovation Public Health Assurance Public Health Policy Public Health Emergency Planning and Response Emergency Medical Services (Ambulance) Public Health Outreach, Education and Evaluation

26 Public Health Division Board of County Commissioners County Administrator Deputy Director Health, Housing, and Human Services Director Tri-County Health Officer Team 3 Policy and Data 2 Public Health Division Director 1 Immunizations 4 Administrative Services 5 6 Environmental Health and Communicable Disease 7 8 Public Health Nursing and HIV Prevention/Education Public Health Prevention, Education, and WIC Services Public Health Program Support and Vital Records Fiscal Contracts, Grants, and HR Support Communicable Disease Environmental Health Public Health Nursing Health Promotion Team WIC Program

27 Public Health Division Board of County Commissioners County Administrator Deputy Director Health, Housing, and Human Services Director Public Health Grants Writing 10 Tri-County Health Officer Team 2 Public Health Division Director 1 Center for Public Health Advancement 8 Public Health Assistant Director 9 Access to Care 7 Administrative Services Management Infectious Disease Environmental Health Healthy, Clean, and Safe Maternal Child Health WIC Program Administrative Services Vital Statistics

28 Major Outcomes: External Health equity zones Modernization ambassadors Roadshows

29 Major Outcomes: External Community Health Improvement Plan Access to care and human services Culture of health Healthy behaviors

30 Programs and Innovation Culture of Health Framework Overhauled Programs Redefined Positions Expanded Programs Academic Health Department

31 Communications and Outreach Internal External

32 Major Outcomes: Culture: Ambassadors Thank You s; Appreciations Strategic-Focused Meetings Professional Development Innovation

33 Major Outcomes: Internal Fiscal Stewardship: Fiscal Recovery Staff focused on grants Positioned to receive Public Health Modernization funding Public Private Partnerships

34 Major Outcomes: Internal Spontaneous Earthquake Drill Team Building Silo-Busting Collaboration Position Value Trust Roles and Responsibility

35 Strategic Plan- Internal Strategic Imperatives Evidence-based programming Diversify funding Training & workforce development Public health informatics savvy Effective thought leadership Policy Partnerships Equity

36 Polling Question #2 What is the urgency to motivate organizational change within your organization? Please type your answer in the chat box.

37 Measuring Change, Trust and Morale What is your perception of the Division s current state of change? Why? What is your biggest fear of the Division s current state of change? Why? What is your greatest excitement of the Division s current state of change? Why? Do you trust leadership during the Division s current state of change? Explain why or why not On a scale of 1 to 10 circle your level of confidence that the Public Health Division is heading in the right direction.

38 Measuring Trust and Morale On a scale of 1 to 10 circle your level of confidence that the Public Health Division is heading in the right direction? Pre-Test Kick-off 3 months 6 months 6 months, not directly impacted

39 Continue the Conversation Dawn Emerick

40 Questions?