Goal Setting and Local Data Epi 602 September 28, 2005

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Goal Setting and Local DataEpi 602September 28,
2005

• Dr. Bill Nelson
• Chesterfield Health District
• Virginia Department of Health
• Bill.Nelson_at_vdh.virginia.gov

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Strategic Planning

• Vision
• Values
• - Mission
• Goals
• Objectives and Measures
• Sub-objectives
• Action Steps

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Accomplishments

• CHESTERFIELD COUNTY CHOSEN AS ONE OF TOP 100
  COMMUNITIES FOR YOUTHS http//www.co.chesterfield.
  va.us/publicaffairs/pressrelease/PA_releasedisplay
  .asp?ID2023
• NACIO recognizes Public Affairs with 23 awards
• U.S. Senate Productivity and Quality Award
  Medallion in 1994
• Award for Continuing Excellence in 1998--the only
  local government in Virginia to achieve such a
  level of recognition for its quality and
  productivity
• Chesterfield County Earns 18 National Association
  of Counties (NACo) Awards

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VisionChesterfield County
Our vision is to be the recognized leader in
government, the standard by which others measure
their progress and success. Every employee has a
personal devotion to excellence in public service
and embraces the highest standards of ethics and
integrity. Every resident takes pride in knowing
that the county provides the best customer
service and finest quality of life available in
any American community.
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MissionChesterfield County

• Providing a FIRST CHOICE community through
  excellence in public service

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Chesterfield County Values

• As models for excellence, county leaders and
  employees uphold the following values in the
  operation of the local government
• Customer Focus
• Ethical Behavior
• Teamwork
• Leadership
• Continuous Improvement
• Open Communications
• Employee Involvement
• Progressive Thinking
• Data-Driven Decisions

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Chesterfield County Goals

• To be exemplary stewards of the public trust and
  a model for excellence in government
• To provide world-class customer service
• To be known for extraordinary quality of life
• Sub-Goal 3.2 Provide county services for the
  health and welfare of all residents
• Objective 3.2.1 Continually improve the
  effectiveness of services for the health and
  welfare of all county residents
• To be the safest and most secure community
• To be the employer of choice
• To be the FIRST CHOICE business community
• To be responsible protectors of the environment

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75. Rating of location for Health department
services
Responses 2004
Responses 2001
 
 
Percent
Percent
Choice
16.17
197
15.08
218
Excellent
 
62.64
763
54.15
783
Good
 
16.50
201
25.03
362
Fair
4.68
57
5.74
83
Poor
100.00
1218
100.00
1446
Total
9.59
78.8
 
69.2
Percent Favorable
 
 
 
64.7
 
56.4
Mean Score
 
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Vision

• To be the leader in public health through
  innovative and cost effective strategies to
  preserve the health and well being of the
  community- the standards by which others measure
  their success- first in health

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Mission

• To protect, preserve and promote optimum health
  for the community through excellence in public
  service

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Values

• Expertise and competency
• Responsibility and accountability
• Innovation
• Quality
• Respect
• Team work
• Initiative and enthusiasm
• Customer satisfaction
• Professionalism
• Caring and selflessness
• Empowerment

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District Strategic PlanFocus areas

• The need to improve immunization levels in
  children
• The risks, both current and future, created by
  the increasing obesity epidemic
• The need to eliminate cultural barriers to health
  care

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Four Goals

• To be recognized as a provider of world-class
  customer service
• To be a leader in public health
• To be fiscally accountable in public health
  services
• To provide and promote first class preventive
  health care for the community

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Goal 1To be recognized as a provider of
world-class customer service

• Connects to County Goal 1 To provide world
  class customer service
• 7 objectives
• Objective 1
• By June 2007, improve and enhance employee
  cultural sensitivity to provide appropriate and
  competent services to a diverse population
• Measures
• Percent of staff that have a cultural competency
  performance expectation in their performance plan
• Percent of staff demonstrating cultural
  competency through biennial staff assessments
• 7 action steps

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Goal 2To be a leader in public health

• Connects to County Goal 5- To be a unifying
  leader of local government
• Champion- Gail Sutler
• Four objectives
• 4 Promote partnerships and projects with
  district, local, or regional entities
• Key sponsor- Mary Padgett
• Measures number of partnerships
• 3 action steps

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Goal 3To be fiscally accountable in public
health services

• Links to County Goal 1 To be exemplary
  stewards of the public trust
• 3 objectives
• On an ongoing basis, ensure fiscal accountability
  (staffing and budgeting)
• Measures
• Operate the District within established budget
• Ensure accounts receivable ratios are in
  compliance with the Departmental Accounting and
  Management Manual standards
• 6 action steps

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Goal 4To provide and promote first class
preventive health care for the community

• Links to County Goal 3- To be acknowledged for
  extraordinary quality of life
• 6 objectives
• Goal 1 Reduce the incidence of communicable
  disease in the community to or below the level of
  the year 2010 goals

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Objectives- Goal 4

• Reduce the incidence of communicable disease in
  the community to or below the level of the year
  2010 goals
• Achieve increased awareness of the health risks
  associated with the five leading causes of death
  and obesity
• Meet the health care needs of the community by
  assuring medical and nutritional services for the
  uninsured and the under-insured
• Evaluate 100 percent of the foodservice
  establishment operations at least twice annually
  of once a year for low priority establishments
• Decrease on-site application processing time to
  less than 15 work days
• Increase District staff awareness and
  competencies in emergency preparedness and
  response

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Objective 4.1Reduce the incidence of
communicable disease in the community to or below
the level of the year 2010 goals

• Immunization
• Assess levels for completion of recommended
  immunizations
• Percent day care facilities participating in CASA
• Number of immunizations given
• 7 action steps
• Communicable disease
• Quarterly State and local disease rates
• Percent of reportable disease investigations
  initiated within one work day
• 5 action steps

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What we collect locally

• CASA-
• BMI on children
• Failures in private sewage treatment (septic
  systems)
• Patient satisfaction surveys
• Youth services forums
• Average collections as a percent of billings
• Receivables over 90 days due

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Citizen Satisfaction
Customer Service Improvements
Average
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Employee Satisfaction/Retention/Development
Countywide Employee Satisfaction Index 00/02/04
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Children up to date in their vaccinations
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What we collect locally

• Unduplicated patient count
• Patient and visit count by program
• Vaccinations given
• Restaurant inspections
• Restaurant inspection followup
• Percentage patients entering PNC in 1st trimester
• Community interventions- 5 leading causes of
  death
• Number of contacts (school health)
• WIC enrollments
• Training hours
• Workforce composition

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Local Data- Where to get it

• Hospitalization data, Census data
• 911 call centers, EMS data
• Regional Planning Commissions
• County Departments may survey
• Youth Services
• Long term care subcommittee
• Police and Fire
• Planning departments
• School screening
• ASK, and ASK again
• Network constantly
• Make your own- Invent! Collect!!

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Re Plans

• Plans are useless,
• Planning is essential
• ???? Dwight Eisenhower
• Planning needs incorporate staff up and down,
  right and left
• Planning needs enough process time so everyone
  understands, everyone is on board, an everyone
  gets it.

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Not planning is a cop-out

• Assessments absolutely necessary
• Plans identify who we are
• Plans help keep the organization on track, all
  the people together
• Plans provide focus
• Plans provide a way to measure progress

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The Nelson Rule

• Work has a percentage of stuff that you just have
  to do, and a percentage of stuff that is fun- or
  fulfilling
• You must do the have to stuff well so you can
  get to the fun stuff.
• Maximize the fun stuff, but dont neglect the
  gotta does.
• 80- 20 is reasonable balance.

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Leadership

• The very essence of leadership is that you have
  to have a vision. It's got to be a vision you
  articulate clearly and forcefully on every
  occasion. - Theodore Hesburgh, President of the
  University of Notre Dame

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Leadership

• Leaders are made, not born
• Trait theory
• Great Event Theory
• Transformational Leadership Theory
• Be, Know, Do
• http//www.nwlink.com/donclark/leader/leadcon.htm
  l

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Vertical Leadership
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To lead or Direct? Managerial vs autocratic
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Horizontal Leadership
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Leadership- like herding cats
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Power- Whats in your tank?
(French Raven, 1959
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• Managers are people who do things right, while
  leaders are people who do the right thing. -
  Warren Bennis, Ph.D. "On Becoming a Leader"

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Public Health Leadership

• A well run organization
• Public Health institutions as an instrument of
  change
• You as a leader or an instrument of change
• Opportunity to do the right thing
• That all-important 20