8/5/2019

1

Housekeeping• You will not need to access

the dashboard today

• We will take a short break mid-morning where all origami must be turned in for the contest

Updates from Regional Workgroups

8/5/2019

2

Regional Workgroups

Agency Accreditation Coordinator Advisory Council

Anita Glance

Brittney Raby

Emily MayesMarcy

Williams

Ashley Stoop

Sara Graham

Adrienne Michalek

Wendy Kennon

AAC Advisory Council

AAC Advisory Council

New Resources

and Materials

8/5/2019

3

Agency Accreditation Coordinator Advisory Council

Anita Glance

Brittney Raby

Emily MayesMarcy

Williams

Ashley Stoop

Sharing Best Practices

Best PracticesAt a minimum…

Demonstrate evidence ofsuccess

Affect something important

Have the potential to bereplicated or adapted toother settings

Source: D'Adamo, M. & Kols, A. (2005). A Tool for Sharing Best Practices. The INFO Project. United States Agency for International Development (USAID), Global, GH/POP/PEC, Grant No. GPH-A-00-02-00003-00. Retrieved from: http://www.k4health.org/toolkits/km/tool-sharing-internal-best-practices

8/5/2019

4

People Processes and Tools Commitment

Source: D'Adamo, M. & Kols, A. (2005). A Tool for Sharing Best Practices. The INFO Project. United States Agency for International Development (USAID), Global, GH/POP/PEC, Grant No. GPH-A-00-02-00003-00. Retrieved from: http://www.k4health.org/toolkits/km/tool-sharing-internal-best-practices

Sharing Best Practices:

Facilitate identification and sharing of internal

best practices

To share knowledge through reports, electronic discussions

and face-to-face meetings

To take the time needed to identify, document

and share best practices

Sharing Best Practices

• Regional Workgroups• Local Health Department Staff• Site Visit Team• NCLHDA Program Staff

People• Regional Workgroups• NCLHDA Board Meetings• Site Visit Team Reports• Monthly Highlights • Best Practices Supplement

Processes and Tools CommitmentAll of us!

Innovative partnerships

Data informed decision making (community health data, evaluation data, other data)

Collaboration with community health care providers

Making facilities more accessible

How you organize the accreditation process in your agency

How you have engaged staff in the accreditation process

How you have used the accreditation process to support continuous quality improvement in your agency

Do you have examples of:

8/5/2019

5

Guilford County Public Health has latex free clinic rooms.

Johnston County Public Health Department organized

personnel records

Iredell County Health Department lost power during their site visit…. And they had a

plan to address it!

Site Visit Team Reports

85 physicians, dentists, veterinarians

and other medical professions that

receive the newsletter

8/5/2019

6

Read More…• NCLHD Accreditation Annual Report Best Practices Supplement

• Website

8/5/2019

7

Dashboard Success: Tips and Tricks for Using

the Dashboard

Reminder…

• A basic orientation • The requirements for the accreditation process

We provide:

• What works best for your agency

You decide:

8/5/2019

8

Strategies for On-boarding Accreditation Team Members to

Using the Dashboard

In this Session…

Understanding change management

Understanding team dynamics in change

Identifying tools and strategies for a successful dashboard roll-out

AcknowledgementsJeannine Herrick, MPHSenior Advisor, Training and LeadershipNC Institute for Public HealthUNC Gillings School of Global Public Health

Vaughn Upshaw, DrPH, EdDProfessor, Public Health Leadership Program UNC Gillings School of Global Public Health

Steve Orton, PhDSenior Fellow, Public Health Leadership NC Institute for Public HealthUNC Gillings School of Global Public Health

Christina R. Welter, DrPH, MPHAssociate Director, DrPH in Leadership Director, MidAmerica Center for Public Health Practice Clinical Assistant Professor, Community Health SciencesUniversity of Illinois at Chicago School of Public Health

Amy Mullenix, MSPH, MSW Senior Collaboration ManagerNational MCH Workforce Development Center Adjunct Instructor, Department of Maternal Child HealthUNC Gillings School of Public Health

8/5/2019

9

Change can be hard

• Everybody already has a million other things going on

• People may feel “it ain’t broke”• Embracing new technology has its

own sets of challenges• Sometimes its hard to see the

benefit until you are already in the weeds

Moving onto the NCLHD Accreditation Dashboard is a change process• New technology• New ability to work more as a team• New opportunity for accountability

and tracking

You can use change management and effective team strategies to help

your agency move forward

8/5/2019

10

Change as a Process

Current State

Transition State Future

State

How can we help individuals and teams move effectively from the current state to the future state and promote learning?

Why? How?

Credit: C. Welter

Key areas of successful change management

1. Understanding Change2. Planning Change3. Managing Resistance to Change4. Implementing Change

Credit: Mindtools.com

Unfreeze• Prepare organization to accept the change as necessary

• Let everyone know the dashboard is ready for use and your plan for rolling out

Change• Help people see how the change benefits them

• Communicate how the dashboard will help with tracking and accountability and how this will benefit your agency

Refreeze• Help people stabilize and institutionalize the change

• Support staff during roll-out, but keep everyone on track

Understanding Change As a Process

Credit: Mindtools.com

8/5/2019

11

The Change Curve-the process will not likely be smooth

Credit: V. Upshaw

Adoption of Learning- not all on your team will respond the same way

PROD

UCTIV

ITIY-

-GRO

WTH

TIME--MATURITYInnovators (2.5%)

Early adopters (10%)

Early majority (37.5 %)

Late majority (40%)

Laggards (10%)

Think through potential impacts• Are other agency changes happening at the same time?• Is there a good “natural” timing based on your current cycle?• Are some people a better fit for “Quick Update Only” access at first?

Manage the Consequences• What actions could mitigate consequences? • How can you best prepare your team? How are you

going to train your team and help them along the way (spoon-feed or not)?

• What is your “Plan B” or contingency strategy?

Planning Change

Credit: Mindtools.com

8/5/2019

12

Why does change fail? Not compelling

o Make your case for the benefits! Don’t take too long to roll-out Not required

o Decide with your Director if you are going to use for team and if so, make expectations clear Not communicated (vision, individual and organizational gains) and/or poorly

planned implementationo Make sure your roll-out is well-planned and communicated

Success takes too longo Establish a timeline and communicate early “wins”

Little follow-througho Stay accountable to yourself!

Credit: Mindtools.com

• Resistance is any opposition to a shift in the status quo.

• There are two kinds of resistance: Individual and Organizational

• When you have resisted change, what was the reason for your resistance?

What is resistance?

When expectations are disrupted, people’s ability to control their lives is minimized and resistance is the result.

• Fear Danger• Can I “do” a new system right? Will everyone

see what I am or am not doing now?!

• Doubt Opportunities• Will this REALLY make things better or is it just

another web system I have to learn and use?

• Too Much Ambiguity• What is this really all about and what do I really

have to do now?!

Why does resistance occur?

8/5/2019

13

Source: McKinsey Quarterly

Purpose

Enthusiasm

Optimism

Confidence

Lead to Resistance

AnxietyConfusionFrustration

Fatigue

© 2013 Discovery Learning, Inc.

Emotions of ChangeLead to Resilience

• Be clear about why the change is necessary• Tracking, transparency, team-focus, efficiency

• Share the vision• We are doing this not only because we have to, but because there is great opportunity

for quality improvement

• Obtain buy in from stakeholders early• Phase your roll-out

• Understand your team- not only where they tend to be with stages of learning, but also with their preference for change• Everyone’s attitude and stance will likely be different

Managing Resistance

Credit: Mindtools.com

Change Style PreferenceCONSERVERS PRAGMATISTS ORIGINATORS

Accept the structure Explore the structure

Challenge the structure

Prefer change that is incremental

Prefer change that is functional

Prefer change that is expansive

©2003 Discovery Learning, Inc. All Rights Reserved.

8/5/2019

14

When facing change--Conservers• Generally deliberate, disciplined, and organized • Prefer current structure• May make conventional assumptions• Enjoy predictability• Exercise caution and inflexibility• Focus on details and routines• Honor tradition and values May not challenge implementing a system for

efficiency and accountability, but may question initially doing something different…

When facing change--Pragmatists• Appear practical, agreeable, flexible• Prefer workable outcomes• More focused on results than structure• Operate as mediators and catalysts• See both sides of an argument• May take a middle-of-the-road approach• Appear team-oriented Your likely biggest champions

and early adopters that you want to take advantage of…

When facing change--Originators• Challenge current structure• See policies and procedures as “optional”• Enjoy risk and uncertainty• Challenge accepted assumptions• Often undisciplined, unorganized• Seem impractical and miss deadlines • Appear visionary and systemic Likely won’t question doing something

new, but may question how it is done and accountability aspects…

8/5/2019

15

• Conduct learning needs assessments• Do you need to do in-person team training or one-on-one?• Can certain persons just follow guides and tutorials on the website?• Do you need to plan for re-training?• How will you on-board new team members over time?

• Produce short –term wins• Celebrate when the first activity is complete or you meet a certain goal

• Build on change• Consider expanding your accreditation team or layers of it

• Anchor changes into the organizational culture• Consider using full system for other performance management projects in your agency

Implementing Change

Credit: Mindtools.com

Take Home Lessons Everyone has a change preference Effective change happens at multiple

levels in a variety of ways Successful change integrates strengths

for all preferences Be ready to adapt as needed

Take some steps now to plan the dashboard roll-out at your agency conceptualizing it as a change process with team dynamics.

8/5/2019

16

Gone are the days of formal recognition…

8/5/2019

17

…and 5 minutes in front of the Board

doesn’t always tell the full story…

…and though we give big kudos to the agencies Reaccredited with Honors this year…

• Albemarle District• Bladen County• Gaston County• Graham County• Greene County• Guilford County• Iredell County• Jackson County

• Johnston County• Mecklenburg County• Pitt County• Robeson County• Rockingham County• Sampson County• Union County• Wilkes County

…the intangibles mean a lot and accreditation is just too serious sometimes. So, I present to you the:

Annual Accreditation

Workshop Awards

8/5/2019

18

In honor of our Chapel Hill statesman James Taylor, we

have developed awards based on his songs. These awards were created and

are presented in an informal atmosphere as a way to

bring not just recognition of good work, but a bit of fun

and levity to the accreditation process.

Awards will be given annually,                                                              chosen from the following possibilities:

Mexico(Most Likely to Drive NCLHDA program or site visitors to drink/vacation)

Handy Man (Best tool or simple “fix”)

Your Smiling Face (Least stressed AAC/Team during a site visit or Exceptionally Positive Attitude)

Hard Times Come Again No More (Most Improved)

Country Road (Furthest from a hotel or most miles traveled during visit)

I’ve Got to Stop Thinking ‘Bout That (Already Working on Next Cycle)

Fire and Rain (Site Visit Most Impacted by Weather or Agency Plagued by Elements)

Shed a Little Light (Best Suggestion for Improvement of NCLHDA Program)

You’ve Got a Friend (Best Example of Teamwork)

Shower the People (Best Unknown Example of Cool Program)

Presenting the 2019 Award

Winners…

8/5/2019

19

Congratulations to all of this

year’s recipients as well as all

agencies accredited in

2018/2019!

• Albemarle District

• Bladen County

• Cherokee County

• Columbus County

• Gaston County

• Graham County

• Greene County

• Guilford County

• Iredell County

• Jackson County

• Johnston County

• Mecklenburg County

• Montgomery County

• Pitt County

• Robeson County

• Rockingham County

• Rutherford‐Polk‐McDowell District

• Sampson County

• Union County

• Wilkes County

Time for a Break

Vision Mission Services GoalsVision Mission Services Goals

64

Public HealthPerformance Management System

Overview

8/5/2019

20

Developed WITH and specifically FOR Public Health

A comprehensive, operational planning and execution system based on the Deming/PDCA Cycle.

Engages all staff and selected external partners in planning, monitoring, updating, performance management and organizational success.

65

What is the ?

Strategic Plan

Operational Plans

WFD

CHACHIP

QI Operational Planning

Performance Improvement

What is Performance Management?

Emergency Operations

“Micro” Level “Macro” Level “Public”

67

Organization

Groups

Services/Initiatives

Goals

Objectives

Activities

Operational Planning

Strategic Plan

Operational Plans

WFD

CHIP

QI

USA Public Health

Admin

Finance

HR

IT

Community Health

WIC

Environmental Health

Office of Performance Improvement

Public Health Emergency Preparedness

[USAPH]

Vision, Mission & Values

What we are about…

What we do…

How we do it…

[Community Health Division]

[Safe Kids USA]

[Provide Car Seats to those who cannot afford them]

[By September 30, 2019, SKUSA will distribute 20 car seats per week to families….]

[Find Funding…. Hire Installation Partner…. Create Awareness…. Install 20 car seats per week]

CHA

Emergency Operations

8/5/2019

21

Strategic PlanOperational 

Plans

WFDCHA

Performance Improvement (PDCA)

QI

Emergency Operations

CHIP

Real‐TimePlanning

69

Performance Monitoring – Macro Level“The Dashboard”

Document Management

70

8/5/2019

22

Document Management

Strategic Plan

Operational Plans

WFD

CHIP

Strategic Priority:Partnering

Public HealthEssential #1

PHEP GrantFunded?

NCLHDA Benchmark 4.2

3‐Dimensional Planning

QI

Emergency Operations

Strategic Plan Operational 

Plans

WFDCHIP

Intelligent Real‐Time Planning

QI

Emergency Operations

Reports

73

8/5/2019

23

Operational Plan Report

VMSG Public

75

NCLHDA Accreditation/Reaccreditation Plan

76

8/5/2019

24

Virtual Site Visit

77

Quick‐Start Program1) We create your personalized Dashboard using your org chart, 

user list and graphics

• eMail login, startup & training instructions

2) We work with you to enter your strategic plan (or any plan you choose)

3) We help you to assign Objective and Activity leads and teams

4) We work with you to setup the Real‐Time Update notifications to leaders and teams

5) We provide live training to your team using YOUR plan(s)

Training, Help & Information

79

8/5/2019

25

Cost effective for any size department

Dashboard ‐ Precisely manage each bureau, division, office and program in your department in real time

3D Planning ‐ Identify gaps, overlaps and commonalities across all of your plans and operations

Manage your Federal, State or Local accreditation and re‐accreditation processes

Cloud‐based – zero installation required; accessible any time, any place

Benefit Summary

Vision Mission Services GoalsVision Mission Services Goals

81

Public Health Performance Management System

Knowledge Capital AllianceVMSG@KCA‐Inc.com

(480) 225‐8193

Wrap‐Up

8/5/2019

26

Reminders• Carefully plan your roll‐out and involve your accreditation team

• NCLHDA Dashboard Overview: September 27, 2019, 10 a.m. – 11 a.m., webinar, **Registration is required**

• Email questions to NCLHDaccreditation@unc.edu

• Go to the NCLHDA Dashboard page under the                                           Updates and Shared Resources tab on the website                                             for User Guides and video tutorials

• Be careful with the “back” button!!!!