Connecting accreditation to the performance management system outlined in the Turning Point® program Introduction Performance Management is a relatively novel concept for public health agencies z Robert Wood Johnson Foundation funded voluntary health department accreditation as a part of Multi-state Learning Collaborative (MLC) z Vamsi Vasireddy, MD, MPH DrPH Candidate School of Public Health University of Illinois at Chicago Illinois is one of the states that successfully implemented pilot accreditation among participating health departments z Methodology cont. Methodology Research question: How does voluntary health department accreditation function as a performance management tool? Mixed methods research: z Quantitative assessment of performance. z Qualitative interviews with participating agencies. What is Performance Management? z “Performance management is what you do with the information you’ve developed from measuring performance” - Turning Point® guidebook for performance measurement z Performance management is the practice of actively using performance data to improve the public’s health This practice involves strategic use of performance measures and standards to establish performance targets and goals - From “Silos to Systems: Using performance management to improve public's health” Uses of performance management Performance management can be used: z z z z To prioritize and allocate resources To inform managers about needed adjustments or changes in policy or program directions to meet goals Components 1. Performance standards 2. Performance measures To frame reports on the success in meeting performance goals 3. Reporting of progress To improve the quality of public health practice 4. Quality improvement I. Performance Standards Establishment of organizational or system performance standards, targets, and goals to improve public health practices. z Identify relevant standards z Select indicators z Set goals and practices z Communicate expectations Performance Management Framework and Components – From “Silos to Systems” II. Performance Measurement Development, application, and use of performance measures to assess achievement of such standards. z Refine indicators and define measures z Develop data systems III. Reporting of progress Documentation and reporting of progress in meeting standards and targets and sharing of such information through feedback. z z z Collect data z Analyze data Feed data back to managers, staff, policy makers, and constituents / stakeholders Develop a regular reporting cycle IV. Quality Improvement Establishment of program or process to manage change and achieve quality improvement in public health policies, programs or infrastructure based on performance standards, measurements, and reports. Discussion z Putting the pieces together z Moving from silos to systems z Moving from measurement to management z z Use data for decisions to improve policies, programs, and outcomes z Manage change z Create a learning organization Creating an effective performance management system takes: Time Dedicated human and financial resources Relationship of performance management to other public health initiatives such as bio-terrorism and emergency preparedness, public health workforce development.