ASTHO Project Update Administrative Process Mapping

Transcription

1 ASTHO Project Update Administrative Process Mapping Approaches to Supporting Effective Strategic Planning 59 th Pacific Island Health Officers Association Executive Board Meeting Karl Ensign, Senior Director of Planning & Evaluation, ASTHO Majuro, Republic of the Marshall Islands Monday, March 21 st, 2016

2 Strategic Planning Review When you were last updated in Koror, Palau

3 ASTHO s Strategic Planning Process

4 Our Approach Meets Public Health Accreditation Accreditation Board (PHAB) prerequisite requirements Rapid cycle Relevant to the work we do, want to achieve Organizationally focused Builds on the foundation of existing reports & plans Integrates performance management Gets implemented!

5 What We Produce We get the work done Mission, vision, and values statement Strategic work plan Performance management system Communication & implementation timeline

6 and we have fun along the way

7 Step 1: Organize

8 Work in the Pacific Guam department wide strategic plan -- October 2014 Business Process Mapping July 2015 CNMI division of public health strategic plan -- March 2015 Non-Communicable Disease strategic plan -- July 2015 Puerto Rico departmental strategic plan -- October 2015 FSM department wide strategic plan FSM departmentwide priority setting -- and November workplan 2015 development November 2015

9 Work in the Atlantic Puerto Rico departmental strategic plan -- October 2015 US Virgin Islands business process mapping December 2015

10 Dropbox of Reports & Plans Created

11 Build our Scope on Existing Plans

12 Our Focus in FSM three elements of the 2014 Health Summit Three Focus Areas Health IT Health through the Life Course Social & Environ Determinants of Health Planning Partners FSM National 4 Member States WHO

13 Step 2: Develop Mission, Vision, and Values

14 Consider existing work Division of Public Welfare To promote positive social conditions that contribute toward the attainment of the highest and social well being for the economically and socially disadvantaged populations within the Territory of Guam by developing an efficient and effective delivery system of services to eligible clients within the territory; by determining eligibility of applicants; by administering payments and various social services to remove social barriers which prevent persons from obtaining/maintaining the basic necessities of life to include safe and decent housing, medical care, nutritious foods and employment status. Division of Environmental Health To serve and protect the people of Guam from environmental hazards through education and the implementation of governing laws designed to prevent injuries, disabilities, diseases, and deaths. DPHSS To assist the people of Guam in achieving and maintaining their highest levels of independence and self-sufficiency in health and social welfare Division of Senior Citizens To plan, coordinate, implement, and evaluate programs and services, and to identify and leverage all possible resources towards promoting, maintaining, and protecting the total wellbeing of older persons (senior citizens age 60 years and older), while safeguarding their dignity, integrity, independence, values, and cultures. Division of Public Health

15 take what we like

16 DPPHS Mission & Vision Mission: To assist the people of Guam in achieving and maintaining their highest levels of independence and self-sufficiency in health and social welfare Vision: Empowered people of healthy mind and body living in a safe environment throughout their lifetime.

17 DPHSS Values Dedicated to eliminating health disparities for all Customer-service oriented Responsive to health and social needs in the community Professional and efficient government agency

18 Step 3: Scan Environment

19 Environmental Scan Presentations by: Department of Public Health and Social Services (DPHSS)/Division of General Administration Division of Environmental Health Division of Public Welfare Division of Senior Services Division of Public Health

20 Teach each other about our work

21 Making sure we get it right!

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23 Step 4: Strategize

24 Beginning to prioritize

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26 The priorities across programs emerge!

27 Small Group Work Identifying key milestones

28 Reality check Do we have the necessary staff, time & resources??

29 Reality Check The data

30 Step 5: Develop Workplans

31 FSM Department of Health & Social Affairs First draft of strategic workplan -- DRAFT --

32 Strategic Priorities in the USAPI Workforce Dev. & Training HIT & Data Cap. SOP Dev. (staff functions, bus. processes) Collab. Partnerships & Initiatives Sustaina bility Comm. Ed. & Outreach Health Policy & Enforce ment Guam DPHSS FSM DHSA CNMI DPH CNMI NCD Tier 1 Tier 1 Tier 1 Tier 2 Tier 2 Tier 1 Tier 1 Tier 1 Tier 1 Tier 1 Tier 1 Tier 1 Tier 2 Tier 2 Tier 1 Tier 2 Tier 1 Tier 1 Tier 1 Tier 1 Total

33 Step 6: Evaluate

34 Performance Management System How we ll know we re getting there Priority Measures for Accountability (External) Data Source Data Collector Timing Value/Data Goal Red Flag Common Scale Value Goal % Red Flag % Develop Workforce Percentage of SOPs completed Approved and for 5-year succession planning accepted SOPs Percentage of division required professional trainings and certifications completed by staff Division Heads/Designee Certificates and other evidence of completion Division Heads Annual Track Annually Year 1 18% 15% 18% 15% Year 2 36% 30% 36% 30% Year 3 54% 45% 54% 45% Year 4 72% 60% 72% 60% Year 5 90% 75% 90% 75% 70% 50% 70% 50%

35 Performance Management System con t Priority Measures for Accountability (External) Data Source Data Collector Timing Value/Data Goal Red Flag Common Scale Value Goal % Red Flag % HIT Committee established Formation of HIT Committee Year 1/2 Yes No 100% 0% Modernize IT and Support Systems Improve Organizational Structure and Process Percentage of identified inventory/needs/gaps resolved Needs assessment HIT Committee Year 3 Track Annually Starting Year 3 20% 0% 20% 0% Year 4 40% 20% 40% 20% Year 5 50% 30% 50% 30% Recruitment: Length of time from program request to 6 months 7 months onboarding Time study QI Council Year 2 Procurement: Length of time from external requisition 14 days 30 days request to purchase order Time study QI Council Year 2 Procurement: Length of time from external contract 3 months 5 months request to award Time study QI Council Year 2 Procurement: Length of time from requisition request to 1 week 2 weeks delivery of service Time study QI Council Year 2

36 Communication Strategy for DPHSS Strategic Plan Activity Deadline Responsible Party Chiefs, bureaus, and sections presented strategic plan Nov. 10 See next tab Division heads meet to discuss strategic plan Nov. 17 Division heads/karl/rebecca Proposed changes incorporated Nov. 24 Bertha Final strategic plan sent for approval to Director Nov. 26 Bertha Communicate strategic plan to cabinet members (subject to Director's approval) Dec. 1 Bertha Communicate strategic plan to legislature Dec. 1 Bertha Communicate strategic plan to other partners and stakeholders (Division level) Dec. 1 Division heads Strategic plan implementation Dec. 1 All

37 Process Mapping

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39 Components of a Process Map/Process Flow Diagram

40 Guam s Process Map Team

41 Four Process Maps Developed Recruitment: Onboarding (36 weeks) Procurement Requisition Request (24 weeks) Invitation for Bid (25 weeks) Request for Proposal (36 weeks)

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44 Recruitment Process Map

45 Benefits of Process Mapping Maps system complexity and relationships Between and within offices and divisions Estimates cycle times Ideal Actual Highlights areas for which procedures & practice are illdefined

46 Benefits of Process Mapping Pinpoints key areas for process improvement

47 Benefits of Process Mapping Begins the dialogue between stakeholders

48 Next Steps for Guam Tracking sheet affixed to each recruitment package January 4 th, 2016 Collect actual cycle times, issues & challenges Through the tracking sheet Implement tracking sheet for procurement processes Beginning with the most critical one Undertake identified quality improvement Through the QI Council Measure full cost of current practice & potential savings Staff time Forgone opportunities

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50 US Virgin Islands Timeline Governor Mapp elected in 2014 One of his top 5 priorities Revamp DOH health promotion & prevention ASTHO, CDC leadership visit August 2015 Focus on underspending CDC grants OSTLTS, CDC began following-up with direct TA ASTHO process mapping began December 2015 Teamed with CDC Michelle Davis, Former HHS Region II Health Admin. assuming the role of USVI Health Official March 2015

51 Process Maps Drafted building new business processes Recruitment: Position Request 4 weeks prior to grant application due date application due date Recruitment: Personnel Action to Hire Grant award 6 weeks Procurement: Preparation & Approval of Request Grant award 4 weeks Expenditure Review Following Grant Award Bi-weekly payroll reconciliation by grant Quarterly expenditure review by grant Targets for spending plan developed with grant workplan 30 days post grant award

52 Next Steps for USVI Finalize critical process maps Complete draft SOPs for new business processes Train staff Implement and track Provide targeted TA

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54 Contact: Karl Ensign Senior Director, Planning & Evaluation (202)