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.