So you made it through the assessment! Now what?

Just Start!

How did we start?  Myth. We used a management model to get started –Planning –Organizing –Staffing –Directing –Controlling  Fact. We made it up as we went, but in hindsight we did use a hybrid management model.

Planning

How did we plan?  1 day assessment process x 2 (Once for NACCHO, another for PHAB)  Make a part of strategic plan. SP should drive your organization. –Strategic plan = Internal Melt accreditation into SP SP should never be static. They are cyclical. –CHIP = External

Organize

How did we organize?  Developed QI Team  Reformatting assessment tool and created folders on shared drive –Date everything –Have an approval system –Start collecting

Prioritize

How did we prioritize?  Do some simple data analysis  Choose 1 st what is important and timely to your agency  Don’t set yourself up to fail – choose something that is achievable and won’t cause mutiny with your staff  Set SMART objectives  You don’t have to get everything done right away – take a long term approach

Staffing

How did we deal with staffing?  Myth: People will want to do this!  Fact: You need to sell it – to everyone!  Someone needs to be in charge, but no one can do it alone.  QI and Accreditation Team –These are above and beyond duties –Monthly meetings –Praise them  No $ for this yet  Would we hire someone if we had $?

Monitor Burnout!!!

How good are you with change?

Our Progress  Slowly but surely –Reviewing, modifying, developing, and “liberating” documents, policies, and processes  Starting with Domain 8: Maintain a Competent Workforce  You are not far behind at all. Honestly, you are joining as things are making sense and are more static!  Market this (tell comm. partners, BOH, County Boards, put on website, press release, etc)

Now its time to…

Comments and Questions Jay Shrader, MHA, Director Western Region Partnership for Public Health Preparedness Office: (715)

Greenfield: How did we start?  New Health Officer led process  Used NACCHO LHD Assessment in the first year of WIQI –10 essential services –225 standards –24 cross-cutting topic areas  Each professional staff member was assigned two essential services  Review team consisted of HO, PHN Lead, Assigned prof staff, and BOH member

Greenfield : How did we plan?  Prior review with professional staff and BOH member  Individual “homework” for each person  1 day assessment process (~ 6 hours) –Sought mutual agreement on score –More often rated lower due to conservative interpretation of standard

Greenfield : After the assessment  Crunched the data  Developed tables and graphs to represent results  Results widely disseminated with BOH, elected officials, department staff  Sought to frame the limitations in a positive light, focusing on future improvement and capacity building  Discussed next steps with staff; strongly alluded to next steps with BOH and elected officials

Greenfield : After the assessment

Greenfield : How did we organize  Due to small staff we integrated QI among the normal process flow  Didn’t want QI on an island  Wanted QI to be part of routine process of evaluation and improvement

Greenfield : How did we prioritize?  Low hanging fruit  Targeting health improvement priorities  Support mission and vision of department  Support strategic goals of department, BOH, and City

Greenfield: Our Progress  Slowly but surely –Policy/procedure updates prior to Chapter 140 review in February 2010  Low hanging fruit  Next Steps: –Evaluate Services –Mobilize Partnerships –Public Education  Progress to be difficult while facing a workforce reduction in 2011…

Comments and Questions Darren J. Rausch, MS, CPH Health Officer/Director Greenfield Health Department Office: (414)