Looking Toward the Horizon: A Public Health Perspective

1. Looking Toward the Horizon: A Public Health Perspective An Overview of Tools/Platforms for Public Health Improvement

2. Tools/Platforms • Public Health Accreditation Board (PHAB) http://www.phaboard.org/ • National Public Health Performance Standards Program (NPHPSP) http://www.cdc.gov/od/ocphp/nphpsp/ • Mobilizing for Action through Planning and Partnership (MAPP) http://www.naccho.org/topics/infrastructure/MAPP/index.cfm Division for Regional and Local Health Services

3. Division for Regional and Local Health Services

4. Division for Regional and Local Health Services

5. PHAB The goal of the national public health accreditation program is to improve and protect the health of the public by advancing the quality and performance of all health departments in the country – state, local, territorial and tribal. Accreditation will drive public health departments to continuously improve the quality of the services they deliver to the community. Division for Regional and Local Health Services

6. PHAB • Voluntary accreditation of local and state health departments • Focuses on the department, but looks for evidence of system involvement • Sets a common or threshold standard for local and state public health • Assessed both by a self assessment and peers in the field • Requires documentary evidence Division for Regional and Local Health Services

7. NPHPSP To improve the quality of public health practice and performance of public health systems by: • Providing performance standards for public health systems and encouraging their widespread use; • Engaging and leveraging national, state, and local partnerships to build a stronger foundation for public health preparedness; • Promoting continuous quality improvement of public health systems; and • Strengthening the science base for public health practice improvement. Division for Regional and Local Health Services

8. NPHPSP • Systems approach • Voluntary assessment of the local health department, local public health governance, or the state public health system • Compares to a gold or optimal standard • Provides a benchmark for state and local systems can strive to achieve • Self assessed by system partners • Based on the opinions of the system partners present Division for Regional and Local Health Services

9. Schools Civic Groups Nursing Homes Neighborhood Organizations Elected Officials EMS Community Centers Non-Profit Organizations Drug Treatment Home Health Hospitals Public Health Agency Mental Health Law Enforcement Doctors Laboratories Faith Institutions Fire Transit Tribal Health CHCs Employers Corrections The System…well, some of it Division for Regional and Local Health Services

10. MAPP Mobilizing for Action through Planning and Partnerships (MAPP) is a community-driven strategic planning tool for improving community health. Facilitated by public health leaders, this tool helps communities apply strategic thinking to prioritize public health issues and identify resources to address them. MAPP is not an agency-focused assessment tool; rather, it is an interactive process that can improve the efficiency, effectiveness, and ultimately the performance of local public health systems. Division for Regional and Local Health Services

11. MAPP Four assessments are used for strategic planning and evaluation: • Community themes and strengths • Local public health system • Community health status • Forces of change Division for Regional and Local Health Services

12. MAPP Model Division for Regional and Local Health Services

13. What do these performance improvement tools have in common? • Based on a framework of the 10 Essential Public Health Functions • Systematic approach to improve performance • Rely on existing relationships both internal and external Division for Regional and Local Health Services

14. Pros • Tangible method of assessing performance – sets a baseline • Examines both quantitative and qualitative information • Documentation of accountability • Raises the standard of public health • Improves performance Division for Regional and Local Health Services

15. Cons • Time and labor intensive – expensive • It is an on-going process • Should be driven by leadership • It is a waste of time if you do not use the information • Forces an organization to be more evidence-based Division for Regional and Local Health Services

16. Deciding which instrument to use • Decide what you want to assess (e.g. community, city county, department, etc.) • Determine the resources • Evaluate the commitment of leadership • Assess the will to use the information Division for Regional and Local Health Services

17. After the assessment • Analyze the information • Community plan or a strategic plan • Vision/mission/philosophy • Performance improvement , strategies, goal, objectives and activities • Evaluate, evaluate, evaluate • Assess again Division for Regional and Local Health Services

18. Guidance for planning • Establish your scope and stick to it • Keep it simple • Go for early success…low-hanging fruit • Use both quantitative and qualitative measures • Celebrate success Division for Regional and Local Health Services

19. Guidance for preparing public health performance measures • Follow the definition of what you will measure • Link to an essential public health function (EPHF) • Identify significant tasks or functions to be measured • Begin by writing for perfect performance • Make the majority of measures quantifiable • Ensure that the measures adequately represent the work required Division for Regional and Local Health Services

20. Questions? Division for Regional and Local Health Services