1. MCH Impact Colorado Maternal and Child Health Prevention Services Division www.mchcolorado.org Presented by: Gina Febbraro MCH Performance Improvement Consultant gina.febbraro@state.co.us

2. Discussion Overview The what and why of performance management The when and how of MCH Impact

3. Public Health Focus on Performance and Quality Improvement Office of Partnerships, Planning and Performance Improvement Title V MCH Program Needs Assessment, Planning, Implementation and Monitoring Process

4. Key Messages MCH work is important, because we have the chance to make a lifelong impact on the health and well-being of women, children and youth. MCH Impact will lead to greater improvements in the health of those we serve. Much of our work is focused on long-term health outcomes. By focusing on what we are currently doing and how well we are doing it, performance improvement will help us to understand if we are on the right path to achieving long-term health improvements. MCH Impact will help us know which action plan activities we should continue/leverage and which ones we should change, as we do the work.

5. ACHIEVE OUTCOMES CONDUCT PERFORMANCE MANAGEMENT/ QUALITY IMPROVEMENT IMPLEMENT ACTIVITIES

7. The Lunch Box Example… Goal: By April 2028, Priya grows healthfully as measured by her height, weight and BMI on the pediatrician’s growth chart. Objective: By June 2016, Priya increases her fruit and vegetable intake from 2.5 to 5 per day as measured by the number of servings that she eats from her lunch box daily. Activities: Mom packs Priya fruit and vegetables each day. Tracking: Each day, Mom examines leftovers to determine amount eaten. Quality improvement: If leftovers, Mom examines root causes of Priya not eating her vegetables and problem solves collaboratively with Priya, her teachers, and her dad. Identify and implement solutions. OR celebrate when she does eat her fruits and veggies with…. ICE CREAM!

8. Performance improvement should not be …. Owned by and only important to management Solely focused on individual performance management, i.e. Performance planning, performance reviews, 360 feedback Micro management Designed or intended to be punitive Implemented over night

9. Performance improvement should be… Owned and used by staff at all levels An opportunity to learn, improve, and excel Used by a team to celebrate success and to address barriers together Not something “extra” we do but part of our every day work (the “way” we do our work)

10. Current MCH Priority Efforts Related to Performance Improvement Action plans and logic models Individual performance plans such as IPGs Branch monthly reports Monthly supervision meetings Block Grant reporting/Annual reports Section/Branch Annual Reports

11. Provide Leadership and Accountability Increase MCH Staff Knowledge and Support Increase Number of Practices and Tools Identify and Implement Quality Improvements Identify and Implement Expansion Opportunities MCH IMPACT (4/15-9/16)

13. Building Blocks of MCH Impact Leadership Advisory Group CDPHE Office of Performance Improvement PSD Senior Staff MCH Steering Team MCH staff Communication Meetings (Adv Group, MIT, staff, CDPHE) In-person discussion/consultation Email updates and correspondences Learning On-line modules Learning circles Meetings (Adv Group, MIT, staff, CDPHE) MIT action planning Email updates Public Health Planning PSD/MCH strategic goals MCH priorities Standards and measures Quality improvement Operations Planning forms Data collection and reporting Data review Systems and support for quality improvement

16. Reporting and Reflection Practices Monthly progress reporting (action plan template and qualitative monthly report) Supervisory meetings monthly MCH leadership team meetings monthly MIT meetings every other month on quality issues (trends, barriers, and successes)

17. “What gets measured, gets done” Becomes… “What gets measured gets learned from” With MCH Impact….

19. Nutrition Services Branch Impact Balanced Scorecard Framework Vision: Working with partners and families to build healthy, active and well-nourished communities Improved breastfeeding duration and exclusivity Improved nutrition intake Increased physical activity Providing access to healthy foods Outcomes: What are we trying to achieve? Performance Measurement/Quality Improvement Current Activities Financial/Stewardship: How should we manage and allocate our resources? Internal Business Process: What must we do internally to deliver value to customers? Organizational Capacity/Learning and Growth: What must we do to enhance our people? Customers/Stakeholders: Who are the customers? What do they value? Balanced Scorecard Garner additional funding Program monitoring Funding administration  Procurement/Contracting  Vendor Authorization  Communications  Program Support/Technical Assistance  Technology  Workforce quality  Recruitment and retention of talent  Organizational commitment to employee learning and development  Culture of quality improvement & innovation Current Activities  Community engagement (customer as end user)  Partner engagement (customer as professional partners including LHAs  Employment engagement and motivation

20. Local WIC Impact Pilot Boulder Eagle Pueblo Sunrise Tri-County

21. Next Steps Further development of local MCH Impact. LPHA input in the design and implementation of MCH Impact tools and practices. Some level of data reporting and collection will be integrated into the reporting process beginning in October FY17.

22. QUESTIONS? www.mchcolorado.org Please note: This project was 100% supported by the Health Resources and Services Administration (HRSA) of the U.S. Department of Health and Human Services (HHS) under the Title V Maternal and Child Health Block Grant #B04MC23367. This information or content and conclusions are those of the author and should not be construed as the official position or policy of, nor should any endorsements be inferred by HRSA, HHS or the U.S. Government.