Performance Management. Strategically Aligned Data-Driven Outcome Focused

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Amos Spencer
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1 Performance Management Strategically Aligned Data-Driven Outcome Focused Prepared by the Performance Management Team, January 2014

2 Menu Aligned Pursuit Common Language Head Start How-to Next Steps

3 Menu Aligned Pursuit Common Language Head Start How-to Next Steps

6 What is Performance Management? Data-driven-ness Actively using performance data to improve the public s health Measuring to improve, not just to measure Establishes performance outcomes, goals and standards for the Agency, Programs, and Employees Our Strategic Plan serves as a starting and end point on a map, PM is the steps in between that keep us on course

7 How does this benefit Your Program Your Agency Improved Quality Aligned Goals Focused and Aligned Outcomes Capacity/Resourcing Accountability Improved Collaboration Your Employees Your Community Fit / Engagement Transparency Training and Development Improved Health

8 Four Stages of PM

9 Menu Aligned Pursuit Common Language Head Start How-to Next Steps

11 Goals vs Objectives Goal An issue-oriented statement of a desired future direction or desired end state Why are we doing this? Objective A target that describes what is expected to be completed Is not required to be SMART How do we focus our efforts? / Refinement of goal Example Decrease the effects of childhood trauma on children and families in Lake County. Example Enhance the community and family support network of clients engaged in the Trauma Treatment Program

12 Outputs vs Outcomes Output The goods or services produced Example What will we do? Measurable activity Could I plot this on a chart? Using the Family Feedback Tool Part A every six months, 50% of families will report decreased stressors and improved communication. Outcome The impacts arising from the delivery of outputs What measurable difference will that make? External target/benchmark Ex. Healthy People 2020 Where do I find external sources? Example At three months postdischarge from TTP, 80% of families will rate TTP services using agree or strongly agree on the NOMS Perception of Care survey.

13 Goal Objective Output Enhance the community and family support network of clients engaged in the Trauma Treatment Program Using the Family Feedback Tool Part A every six months, 50% of families will report decreased stressors and improved communication. NOMS data will show a 25% increase in Social Connectedness measured every six months. Outcome At three months post-discharge from TTP, 80% of families will rate TTP services using agree or strongly agree on the NOMS Perception of Care survey. Decrease the effects of childhood trauma on children and families in Lake County. Decrease trauma symptoms in 60% of clients receiving services from the Trauma Treatment Program. Clients will attend at least 6 TF-CBT sessions as measured by the number of sessions provided per client every three months. Clinicians will receive individual clinical supervision 2 times per month to monitor job performance, employee development and job satisfaction. Clients engaged in the Trauma Treatment Program will show a decrease in the UCLA PTSD index scores from first session to program completion. Complex Trauma scores will decrease in 60% of clients.

14 External Outcome Targets vs. Internal CQI Initiatives CQI External Benchmark/Target CQI Current 1 Year 2 Years 5 Years

15 Track Progress CQI Effort

OUTCOMES AND OUTPUTS (Performance Measures) PROGRAMMATIC STRATEGIC INITIATIVES Tracked performance measures to show we are meeting our organizational goals Program projects and action plans that

16 OUTCOMES AND OUTPUTS (Performance Measures) PROGRAMMATIC STRATEGIC INITIATIVES Tracked performance measures to show we are meeting our organizational goals Program projects and action plans that secure results Programs MAPP Strategic Priorities PROGRAMMATIC OBJECTIVES PROGRAMMATIC GOALS LCHD STRATEGIC INITIATIVES LCHD STRATEGIC OBJECTIVES Addresses specific programmatic goals Goals for the program derived from the LCHD strategic plan LCHD projects and action plans that secure results Organizational Alignment Addresses specific LCHD strategic plan goals Agency LCHD STRATEGIC GOALS Overarching goals for LCHD as a public health organization derived from the LCHD strategic plan LCHD MISSION & VISION CHIP STRATEGIC INITIATIVE Universally adopted inside LCHD Community wide strategic initiatives that LCHD adopts as its own Community CHIP Community Health Improvement Plan (CHIP) is used, in collaboration with community partners, to set priorities and coordinate and target resources

CABS Family Case Management Nurse Family Partnership Organizational Development Purchasing Goal Family Planning Routine check ups Reduce

17 Practical Alignment MAPP Priority Reduce Health Disparities Agency Goal Reduce Disparities in Birth Outcomes Service Area Primary Care Behavioral Health Services Population Health Services Administration Program Women s Health North Chicago Clinic Women s Residential Services CABS Family Case Management Nurse Family Partnership Organizational Development Purchasing Goal Family Planning Routine check ups Reduce chemical dependency Youth Crisis crisis Counseling counseling Secondary birth education Prenatal nutrition education Employee training Properly equipped employees

18 Balanced Scorecard (Private Sector) Performance management model Looks at the organization from 4 different perspectives Financial Customer Business Processes Learning and Growth

19 Modified Balanced Scorecard (For LCHD/CHC) To succeed financially, what budgetary and efficiency challenges must we overcome? Health Determinants and Status To improve the health of our community, which health outcomes need we impact? Financial/ Business Process Programmatic Goals Community and Customers To maintain success, how will we sustain our ability to change and improve? Employees and Capacity To achieve our goals, how should we appear to our customers?

20 Menu Aligned Pursuit Common Language Head Start How-to Next Steps

22 Menu Aligned Pursuit Common Language Head Start How-to Next Steps

25 Where do we go from here? Workshop Session Individual Program Meetings What to expect? Tools Worksheet and/or Flow Chart Sample Reference (CFC) Support

a. Ensure ECHD representation on CHIP action teams. b. Ensure all ECHD staff are familiar with major trends in CHA data at least biannually.

a. Ensure ECHD representation on CHIP action teams. b. Ensure all ECHD staff are familiar with major trends in CHA data at least biannually. Community Health Administration Clinic Nursing EH Construction 1. Continue to collect data from multiple sources including Community/Environmental Health Assessments for use in agency and community planning