Lag Measure: the measure of goal or WIG achievement. A historical measure of performance, e.g., year revenue, quality scores, customer satisfaction numbers. Lag measures are typically easy to measure but difficult to influence directly. A lag measure is always expressed in terms of from X to Y by when. Performance Improvement (PI) is demonstrated through positive changes in capacity, process, and outcomes of public health. Strategic Planning (SP) is a process for defining and determining an organization’s roles, priorities, and direction over a period of time; frequently 3 to 5 years. Quality Improvement (QI) is the use of a deliberate and defined improvement process, such as which is focused on activities that are responsive to community needs and improving population health. It refers to a continuous and ongoing effort to achieve measurable improvements in the efficiency, effectiveness, performance, accountability, outcomes, and other indicators of quality in services or processes which achieve equity and improve the health of the community. Framework BCHD will use the model of performance management developed by the Turning Point National Excellence Collaborative on Performance Management as a framework for performance management in the organization. Following this model, performance management components include: Performance Standards ‐ Establishment of organizational or system performance standards, targets and goals and relevant indicators to improve public health practice. Performance Measurement ‐ Application and use of performance indicators and measures. Reporting of Progress ‐ Documentation and reporting of progress in meeting standards and targets and sharing such information through feedback. Quality Improvement ‐ Establishment of a program or process to manage change and achieve quality improvement in public health policies, programs or infrastructure based on performance standards, measurements, and reports.
Any changes to the goals and objectives, Lessons learned, Customer/stakeholder satisfaction with services and programs Strategic priorities of the department, Accreditation outcomes and feedback, and/or Other emerging priorities. The performance management team will update all staff and stakeholders as relevant about any changes made to the performance management system. Roles and Responsibilities Specific roles and responsibilities related to performance management involving key groups within BCHD include: BCHD Administrative Lead (Health Officer) Provide visible leadership and help set positive tone for performance management efforts. Communicate plans, processes and results for improving performance with Board of Commissioners and Board of Health annually. Communicate updates on performance management results to the Board of Health on a quarterly basis. Performance Improvement Manager (Deputy Health Officer) Work with staff at all levels to develop performance improvement objectives. Prepare data summary reports and share with Admin and Leadership Teams as well as the Quality Improvement Team. Prepare year‐end report documenting performance results, opportunities for improvement, and next steps for the identified goals and objectives. Provide linkage to Quality Improvement Team to facilitate QI project selection and serve as resource for this work by program teams. Participate in professional development opportunities and share learning with relevant staff. Promote Performance Improvement professional development opportunities for all staff. Performance Management Team (BCHD Leadership Team) Discuss and identify performance improvement opportunities based on monthly review of data. Provide feedback and guidance to programs/teams working on performance improvement objectives and/or QI. Guide and Support Supervisors, Coordinators and Team Leaders to collect, analyze, and evaluate performance data Give input when determining performance improvement objectives and annual performance measures, in collaboration with program staff