Presentation on theme: "Tribal Public Health Analyst / Program Manager"— Presentation transcript:
1Tribal Public Health Analyst / Program Manager What’s on the Horizon? Exploring Tribal Health Department Strategic Planning for Public Health AccreditationKeisha Robinson, MPHTribal Public Health Analyst / Program ManagerNovember 20, 2013
2Overview Public health accreditation and tribal public health systems Strategic planning and accreditationTribal Health Departments (THDs) strategic planning processGroup activitiesQuestions and answers
3Tribal Public Health Systems Community HealthTribal GovernmentTribal Health Dept.Federal agenciesPrivate IndustryLocal/ State Health Dept.Tribal CollegesCommunityITCs/Tribal EpiCentersMultiple stakeholders who work in partnership to assure conditions in which people can be healthy.
4Tribal Public Health Infrastructure Community HealthTribal GovTribal Health Dept/ClinicFederal agenciesPrivate IndustryLocal/ State Health DepartTribal CollegesCommunityITC’s/Epi Centers
5What is Public Health Accreditation Measurement of Tribal, state and local health department performance against a set of national standardsIssuance of recognition of achievement within a specified period of time by a nationally recognized entitySupports continuous quality improvement in public health performance
6PHAB Standards and Measures v1.0 Based on the public health functions set forth in the 10 Essential Public Health Services and Core Functions (www.cdc.gov)12 DomainsEach domain has a set of standards and measuresRequired documentation for each measure
7Benefits and Opportunities Strengthen self-determinationHigh performance and quality improvementStrengthen leadership and employee performanceBuild stronger partnerships and increase communication and collaborationRecognition, validation and accountabilityPotential increased access to resourcesIt’s about communities
8Accreditation Prerequisites Community Health AssessmentCommunity Health Improvement PlanDepartment Strategic Plan
9What is a Department Strategic Plan? Process for defining and determining an organization's roles, priorities, and direction over three to five yearsSets forth what an organization plans to achieve, how it will achieve it, and how it will knowGuide for allocating resources and pursuing priorities
10Department Strategic Plan for THDs Pursuing Accreditation Focus on the entire health departmentProgram-specific strategic plans may complement and support the department strategic planLinks to the Community Health Improvement Plan (CHIP)Domain 5, Standard 5.3
11Strategic Planning Resource Developing a Tribal Health Department Strategic Plan: A How-To GuideAdapted from National Association of County and City Health Officials (NACCHO) resources for local health departmentsCapacity-building resource for THD interested in conducting a strategic planning process and creating a strategic plan that meets PHAB requirements
12Strategic Planning Guide Organization Module I: Introduction to Strategic Planning for Tribal Health DepartmentsModule II: Prepare for the Strategic Planning ProcessModule III: Conduct Strategic PlanningModule IV: Implement, Monitor and Evaluate the Strategic Plan
13Strategic Planning Process Strategic planning frameworks typically consists the following:Prepare for Strategic PlanningConduct Strategic PlanningImplement, Monitor and Evaluate ProgressEach phase involves multiple steps
15Prepare for Strategic Planning Lay the GroundworkIs the THD ready to move forward?Who will be on the planning committee?Who are the stakeholders and how to engage?What information is available to inform the plan?What will be the overall approach and timeline?
16Prepare for Strategic Planning Compile Relevant InformationTHD staff identifies and collects the information available to inform the strategic planning processRecommendations and ConsiderationsMust have a commitment from the leadershipYou can’t “go it alone”Get past the past and rebuild old bridgesTry not to recreate the wheel
17Environmental ScanThe collection, analysis and evaluation of information and data about the internal and external factors that affect an organizationIdentify and compile relevant and available data and informationDetermine the value of available dataCollect additional data and information as neededSummarize data and information for future analysis
18Using CHA and Self-Study Results for Strategic Planning The CHA provides information about health status and community prioritiesUse self-study results to understandHow the THD operatesThe issues facing the community the THD servesProvides illustration of strengths and areas for improvement
19Recommendations and Considerations Must have a commitment from the leadershipYou can’t “go it alone”Get past the past; rebuild old bridgesTry not to recreate the wheel
21Conduct Strategic Planning Facilitate the development of Vision, Mission, and Values with stakeholder engagementMission:Tells what the organization’s purpose is nowExplains what the organization does and whyShould guide overall organizational direction
22Conduct Strategic Planning Vision:Futuristic view regarding the ideal state or conditions that the organization aspires to change or createValues:Principles, beliefs, and underlying assumptions that guide the organization
23Values Accountability Quality Collaboration Respect Community ResponsibilityDependabilitySelf-determinationEffectivenessSovereigntyEfficiencyTimelinessExcellenceTraditionsInnovativenessWellnessIntegrityWisdom
24Conduct Strategic Planning Analyze the data and informationComplete a strengths, weaknesses, opportunity and threats (SWOT) AnalysisIdentify crosscutting themes, emerging issues, and assetsInternal s/oResources to do the jobAdequate knowledge and skillOrganizational cultureCommunication, processes, and organizational structureTraining, staff qualifications and skillsTimeline to complete the project,Authority around decision-makingExternalEconomic trendsCompetitionTechnologyResourcesGovernmental regulationsStakeholdersFunding sources
25Internal Considerations (Strengths and Weaknesses) Resources to do the jobAdequate knowledge and skillOrganizational cultureCommunication, processes, and organizational structureTraining, staff qualifications and skillsTimeline to complete the project,Authority around decision-making
26External Considerations (Opportunities and Threats) Economic trendsCompetitionTechnologyResourcesGovernmental regulationsStakeholdersFunding sources
27Conduct Strategic Planning Engaging stakeholders in defining and framing strategic issues that emerge from the environmental scan and SWOT analysisPrioritize a select a manageable number of strategic issues to be included in the planCreate a Strategic Planning Document with goals, objectives and targets
28Recommendations and Considerations The list of strategic issues may be unrealistic for a THD to address in a three to five year periodCommon prioritization techniques include:Multi-voting TechniqueStrategy GridsNominal Group TechniqueThe Hanlon MethodPrioritization Matrix
29Recommendations and Considerations Reach consensus on strategic prioritiesMany Tribes use consensus to make decisions that impact the communityDemonstrates unity in decision making and reinforces the principles of engagementDoes not mean that everyone is in complete agreement, but that most can give their support for the greater good of the community
31Implement, Monitor, and Evaluate Progress After adopting the plan, put it into actionSome organizations develop an implementation plan that outlines how staff will implement the strategic plan in day-to-day workEstablish a process to monitor and evaluate the planHow is the strategic plan integrated into the health department’s daily practice?
32Implement, Monitor, and Evaluate Progress When monitoring the plan, look for quality improvement opportunitiesRemember: The Strategic Plan is intended to create change in an organizationRegularly communicate the results of strategic plan progressRevise and update the plan as needed
33Recommendations and Considerations The strategic planning process does not end with developing a plan – it must be implementedAre we doing what we set out to do?Share the findingsInternally with staff, leadership and advisory committeesKey external stakeholders part of the public health system
34Activity 1 Articulating Values and Reaching Consensus Different than majority votingEnd result is that the group finds the decision acceptable, even if they have other individual preferences
35Activity 1 – Report OutDid the group reach consensus through only discussion?How did the group finalize the decision?Did everyone participate?Was there cooperation throughout the process?How did you feel at the end of the discussion? Did you feel your input was heard?
36Selecting Strategic Priorities using Three-Round Multi-Voting* Activity 2Selecting Strategic Priorities using Three-Round Multi-Voting*Scenario: A group of program managers convent to select top strategic priorities for the THD Strategic PlanRound 1 – Vote as many times as you like and updateRound 2 – Vote up to 3 times and updateRound 3 – Vote up to 2 times and determine results*NAACHO – Guide to Prioritization Techniques
37Activity 2 – Report Out Overall, how did your group do? How many priorities made it to Round 3?Was everyone happy with the selections?How did you feel if your main strategic priorities did not make the final cut?
38ResourceDeveloping a Tribal Health Department Strategic Plan: A How-To GuideAvailable at:Red Star InnovationsNACCHOhttp://www.naccho.org/topics/infrastructure/accreditation/preparing.cfm