How To Build A Sustainable Performance Management And Quality Improvement System

Transcription

1 Building a Sustainable Performance Management & Quality Improvement System and Culture Open Forum for Quality Improvement in Public Health Roundtable Session Kirsti Bocskay, PhD, MPhil, MPH March 19, 2015

2 Overview History of performance management and quality improvement (PQI) at the Chicago Department of Public Health (CDPH) Evolution from citywide performance management to departmental/programmatic PQI Key features necessary to develop a PQI system Factors essential for sustainability of PQI in an organization Components needed to build a culture of continuous quality improvement

3 Evolution of Performance & Quality Improvement Program performance management Program performance management and quality improvement Department-wide performance management and quality improvement Department performance management

4 PQI Timeline 2005 Citywide performance management (PM) instituted Reporting of citywide administrative, customer satisfaction and operational metrics and limited department-specific measures 4-person team identified at CDPH to oversee PM reporting to Commissioner, Mayor s Office (MO) and Office of Budget & Management (OBM) Up to three PM sessions per year per department with OBM and MO to review select metrics 2009 New Commissioner appointed who expanded PM to include all programs at CDPH Instituted Balanced Scorecard methodology for PM at CDPH All programs report monthly on at least 2 measures per quadrant Weekly departmental PM sessions to review individual programs New PM Team members brought on 2010 Applied for and received National Public Health Improvement Initiative (NPHII) funding 2011 Hired Deputy Commissioner to oversee PM with NPHII funds Assigned 0.5 FTE to work on PM Expanded metric collection Accreditation planning begins Training for PM, Accreditation and Executive Teams, and CDPH managers 2012 Incorporated QI into PM Department-wide QI projects initiated Customer satisfaction survey/focus groups for PM at CDPH Began QI Learning Collaboratives Brought on new PM Team member Expanded training to include all staff 2013 More emphasis on QI Moved to informal performance session and formal QI session per program per year Each program required to conduct one QI project per year Annual workplan requirement Added a monthly narrative component in addition to Balanced Scorecard metric reporting Brought on 2 new PM Team member 2014 Brought on 3 new PM Team members 2015 Re-integrated PM and QI into PQI annual sessions

5 Public Health Interventions What we do Public Health Outcomes The difference made by what we do CDPH Balanced Scorecard Resource Management how effectively and efficiently we use our resources Community & Customer Engagement community partner engagement and customer satisfaction

6 PQI Development at CDPH Leadership, leadership, leadership Resources Dedicated team Grant funding Training Customer Focus Incorporating feedback into PQI system from staff Accreditation

7 Current PQI System Components Annual Workplan Monthly Dashboard (Balanced Scorecard metrics) PERFORMANCE STANDARDS PERFORMANCE MEASUREMENT REPORTING PROGRESS QUALITY IMPROVEMENT Monthly Narrative Annual PQI Session 6-Month Review QI Storyboards Annual Summary Annual QI Project QI Training Bi-annual QI Learning Collaboratives

8 PQI Sustainability at CDPH Leadership Resources Dedicated, multi-disciplinary team and staff Corporate funding for PQI staff and activities Data Collecting, analyzing and utilizing to make decisions/policies Customer Focused Ongoing collection of staff feedback and PQI system changes based on feedback Accreditation PQI infrastructure (e.g., PQI Plan) Culture of quality

9 Culture of Continuous Quality Improvement Leadership Multi-level engagement All staff involved in PQI (Commissioner to frontline staff, including stakeholders) Cross-disciplinary QI projects Cross-disciplinary PQI team PQI Infrastructure PQI Plan PQI Team and staff Data, data, data Ongoing monitoring, reporting and improvement cycles

10 Acknowledgements Jaime Dircksen, AM Berenice Tow, MPH

11 @ChiPublicHealth /ChicagoPublicHealth