From Standards to Improvement:

Steps to Managing Effective Public Health Organizations Thursday, August 11, 2005; Noon - 1:00 pm, (PDT)

Session Archive

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Presenters

Laura Landrum, MUPP, is a public health consultant for the Illinois Public Health Institute. As part of her work for the Institute, she coordinated the Turning Point Performance Management National Excellence Collaborative, a five-year project to define, develop and pilot a model for performance management in public health. Ms. Landrum also works as a consultant to the Association of State and Territorial Health Officials (ASTHO) on the National Public Health Performance Standards, focusing on helping states apply the state standards. Through her work with ASTHO, she participated on the National Association of County and City Health Officials (NACCHO) workgroup to develop the Mobilizing for Action through Planning and Partnership (MAPP) model for community assessment and strategic plannning. Before retiring in 2002, she served as Deputy Director of the Illinois Department of Public Health for ten years. Ms. Landrum is currently chair of the National Network of Public Health Institutes.

Description

This online, interactive presentation focuses on the use of performance management as a core discipline of public health, with applications to preparedness. Laura Landrum will share lessons learned from the Turning Point program and discuss the steps involved with moving from setting standards and evaluating to actually achieving better results.

Learning Objectives

Define concepts and components of performance management
Identify several public health organization and programmatic applications of performance management
Describe the potential benefits of performance management

Competencies

Council on Linkages, Core Competencies for Public Health Professionals

7. Financial Planning and Management Skills

7C9. Evaluates program performance

7C10. Uses evaluation results to improve performance

8. Leadership and Systems Thinking Skills

8C7. Ensures the measuring, reporting and continuous improvement of organizational performance

8C8. Ensures organizational practices are in concert with changes in the public health system, and the larger social, political, and economic environment

8C9. Ensures the management of organizational change

CDC, Public Health Preparedness and Response Core Competency Model

3. Plan for and Improve Practice

3.2 Contribute expertise to the development of emergency plans

CDC, Public Health Preparedness Capabilities

Capability 1: Community Preparedness

Function 4: Coordinate training or guidance to ensure community engagement in preparedness efforts

Sections