1 Susan Harrington, MS, RD Director of Public Health Riverside County, California
2 Strategic Plan More than half a million new residents since 2000 Rural to urban/suburban shift Ten new cities each with 100,000 population within the next 20 years
3 Strategic Planning Chronicle Plan Developed Goals Objectives and Tasks Plan Mission and Vision Champions for Goals Team Approach
4 Strategic Plan Successes & lessons learned: Mission and Vision Public Health Evolution Context Map SPOT Analysis
7 Strategic Plan Mission and Vision revised Broad Goal themes developed Inclusion strategy for staff
8 Mission The Riverside County Department of Public Health promotes and protects the health of all County residents and visitors in service of the well being of the community.
9 Goal 1 Thoroughly assess and effectively respond to emerging public health needs. Goal 2 Realize the potential of staff through the recruitment, development, and retention of a qualified workforce. Goal 3 Deliver public health and medical services within a responsive and effective system. Goal 4 Plan, prepare, respond, and recover from public health emergencies. Goal 5 Plan and implement sustainable livable communities.
10 A System s Approach to Managing Government Organizations Lewis Allen Worldwide
11 Continual Need for Common Approach Vision of what the organization can become Values that are guide in ambiguous situations Mission defined, relevant & aligned Actions linked to real external needs Meaningful metrics that measure both goal achievement & the quality of work
12 Symptoms: Lack of Common Approach Wasted & duplicated efforts Organizations working to different, even conflicting goals Continuously re inventing the wheel Emphasis placed on differing priorities Potential morale issues; failure to retain the best Not building commitment to purpose Not clear that the environment is changing
13 Principles of Management Selecting People finding and choosing people for positions and for advancement within the organization. New people in an organization will tend to conform to the habits of those already there. Past performance tends to be the best predictor of future accomplishment.
14 Selecting People Assessing Business needs Forecasting Skills/competencies Assimilating Preparation Welcome Job understanding Acquiring Recruiting message Recruiting method Courtship Achieving Performance assignment Employee engagement Career development
15 Principles of Management Needs, Results, and Work Needs tend to be satisfied by results, which are achieved through work
17 Needs, Results, Work Example Immunization Outreach Program Need: Protect children from disease Work: Immunize children Result: Reduced incidence of vaccine preventable diseases Management options: Restructure the work- Outreach Site vs. Clinic Site Staffing model- RN vs. LVN Recruit new providers Do nothing
18 Needs, Results, Work Example Employees are experiencing task overload due to retirement in the department Select best qualified candidate Fill vacancy left by retirement Management options: Restructure the work Outsource Hire temps Change standards Do nothing
19 Observations Organizations exist to satisfy needs Typically over emphasize work; under emphasize needs and results Must measure work as well as results Motivate by understanding how people s needs will be met
20 NCC and Realignment Revenue
21 Core Functions for DOPH Protect public from communicable and sexually transmitted diseases Provide public medicine (ambulatory care) Improve health of women, children and adolescents Coordinate EMS Plan for an respond to disasters Maintain birth, death and health data Therapy services for CCS Collaborate with community to improve health
22 Public Health Service Impacts: 10 25% NCC Cut Community based Childhood and Flu Immunization Clinics Infectious Disease Control Tuberculosis Control Department Reorganization Impacted positions: 12 NCC Savings: $2.8M
23 California Children s Services Maintain direct services to children Caseload: 11,500 8 Medical Therapy Units serve 1,750 children
24 California Children s Services Impacts Reduce a CCS Eligibility/Case Management Team Restructure Therapy Supervision Impacted positions: 16 Revenue Loss: $2.36M NCC Savings: $1.76M
25 Family Care Center Clinics FY 2009/10: visits reduced by 20,000 to 150,000 total Increasing demand for clinic services 59% increase in medically indigent patient visits
26 Family Care Center Clinic Impacts FY 2010/11 budget: Reduces 28,000 additional patient visits to 122,000 4 Clinics reduce service to 24 hours/week Beilenson Hearing required Impacted positions: 33 Revenue Loss: $2.1M NCC Savings: $1.2M
27 FY 2010/11 Budget 20% Net County Cost Cut = $4.53M FY 2011/12 expect additional 15% NCC = $2.72M
28 PROTECTING THE PUBLIC Control and prevention of diseases Primary and preventive healthcare services Health and nutrition education Medical/health emergency preparedness and response
29 Questions Department of Public Health Contact: Susan Harrington, MS, RD (951)
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