Journey to Improvement Performance Management (PM)

1. Journey to ImprovementPerformance Management (PM) A tool to “Move the Needle” in Public Health in Missouri Materials in this presentation are based on The Turning Point Performance Management National Excellence Collaborative, 2004 and Public Health Foundation 10/17/11

2. Introductions • Who are you? • What do you do? • How familiar are you with Performance Management? • How does your work fit into Performance Management?

3. Learning Objectives • Identify elements of system-wide approach to performance management • Assess existing performance management practices in your own work unit • Apply the practice of the elements of performance management to your work

4. A Successful PM System • A successful performance management system is the continuous use of performance standards, performance measurement, the quality improvement process, reporting progress, and continuing this cycle.

5. Performance Management • PM is the practice of actively using performance data to improve the public’s health • Involves use of standards to establish target goals • Involves use of performance measures • Helps prioritize and allocate resources • Informs need for adjustment and change in policies and programs to improve quality of Public Health practice

6. Performance Management • Four components of PM are: • Performance standards • Performance measures • Quality improvement • Reporting progress

7. Original Turning Point PM System Model

8. Where do we want to be? How do we know we are there? How do we get there? Did we get there? Who do we tell? Do leaders create culture, coach, role model, teach? Do they walk-the-talk?

9. Plan - Do - Check - Act

10. Plan – Stage One • Purpose: Identify an opportunity for improvement and then develop a plan for how that improvement effort will occur. • Spending adequate time in the PLAN stage should positively affect all subsequent stages of the cycle.

11. Do – Stage Two • Purpose: Carry out the plan you developed, testing your theory for improvement. • Do that which you said you would do.

12. Check – Stage Three • Purpose: Use data to check the results of the test conducted during the DO stage. • Determine if your test was successful. • Describe and report what you learned.

13. Act – Stage Four • Purpose: Standardize your improvement or develop a new theory. • Determine next steps and establish future plans. • Objective: Reflect and act on what you have learned.

14. PM Terms Some key terms related to PM: accountability, capacity, goal, mission statement, objective, outcome, (health status, social functioning, consumer satisfaction), performance management, performance measure, performance measurement, performance standard, process, stakeholder, strategic planning

15. Applying the Four PM Components • These four components can be applied to: • Human resource development • Data and information systems • Customer focus and satisfaction • Financial systems • Management practices • Public health capacity • Health status

16. What PM is NOT! • PM is not just about writing measurable objectives for a public health program we are currently doing. It begins with using data to determine what programs we need to be doing to promote and protect the health of people.

17. Why Manage Performance? • Increase return on investment • Accountability for funding & public trust • Emphasis on quality • Improve morbidity/mortality, delivery of services, improved monitoring and tracking • Improve problem solving • Gives direction to your work

18. Case Study “Public Health Workforce Development” • Focus on performance management issues involved in public health workforce development efforts • Review case study and analyze it using “Discussion Questions”

19. Implementing Performance Management • Exposure • Attention / Intention • Comprehension • Belief • Decision • Learning vs. Blaming

20. Questions for Managers to Use with Staff in Enhancing a Quality Improvement Culture • Objective – Reflective – Interpretive – Decisional • Choose only specific and relevant questions • Answers to questions cannot be “predictable” – answers must be listened to and perceived • Book: The Art of Focused Conversation: 100 Ways to Access Group Wisdom in the Workplace (ICA series)

21. Managing Obstacles to Success of PM • Lack of awareness or familiarity • Inertia from previous patterns of practice • Perceived inability to reconcile current program practices to PM process • Inadequate resources

22. Managing Obstacles to Success of PM • Negative beliefs • Suspicion about use of data • Concern related to meeting PM standards • Concerns about lack of investment of organization • Lack of organizational strategy to implement PM

23. Tips for Managing Obstacles

24. Application/Implementation • Focused small group conversation on current state of Performance Management system in DHSS • The reference for this exercise:

25. Summary / Evaluation When the ancients said a work well-begun was half done, they meant to impress the importance of always making a good beginning. - POLYBIUS