Objective 4.2.2 Update (December 2015) – The department has made progress towards this objective by investing in infrastructure - such as performance dashboard software – and trainings prerequisite for the successful implementation of a performance management system as outlined above in the strategy 4.2.1.1 update. In September of 2015, key staff including division directors, supervisors, program managers and line staff received performance management training provided by the Pearls of Wisdom, LLC consulting firm. In October of 2015, each division held a meeting to continue working with the tools provided during the September training in order to develop hierarchical goals, objectives, and program level performance measures aimed at improving community health indicators and the department’s programmatic and administrative operations. Their development was guided by the department’s mission, vision, and values; the ten essential public health services; the department’s four strategic priority areas; and the community health improvement plan. The resultant divisional and programmatic performance measures were in turn used by department directors, program managers and supervisors to guide the development of individual level performance measures with all department employees in December of 2015. Several obstacles to fully integrating the performance management system into the department’s operations currently exist – including a lack of necessary employee buy in and resistance to the department’s intentional organizational shift to a performance management and quality improvement culture. This is to be expected in change management theory; however, the department has identified several early adopters at the division director, supervisor, program management, and line staff levels all championing the department’s transition to a performance and quality culture.

Strategy 4.2.2.1 - Identify and input performance measures in Community Health Improvement Plan (CHIP), Strategic Plan and Quality Improvement (QI) Plan into a performance management system by XX.
Strategy 4.2.2.1 Update (December 2015) – In October of 2015, each division developed performance measures aligned with CHIP and the four strategic priority areas outlined in the strategic plan. The department’s QI Plan is currently under revision, and has not yet been used to develop departmental performance measures.

Strategy 4.2.2.2 - Educate leadership and staff on performance management tools and techniques.
Strategy 4.2.2.2 Update (December 2015) – In September of 2016, key staff including division directors, supervisors, program managers and line staff received a three day Just-In-Time performance management and quality improvement training provided by the Pearls of Wisdom, LLC consulting firm. In October of 2016, each division held a meeting to continue working with the tools provided during the September training in order to develop hierarchical goals, objectives, and performance measures aligned with the department’s mission, vision, and values; the ten essential public health services; the department’s four strategic priority areas; and the community health improvement plan.

Measure 4.2.2.2.1 - Percent of leadership staff trained in performance management tools and techniques.
Measure 4.2.2.2.1 Update (December 2015) – One-Hundred percent (13 out of 13) of the departments permanent Senior Leadership team members received all training outlined in the strategy 4.2.2.2 update above.

Measure 4.2.2.2.2 - Percent of staff trained in performance management tools and techniques.
Measure 4.2.2.2.2 Update (December 2015) – Training received by staff on performance management tools and techniques has not been standardized and at this time cannot be accurately measured.