A hallmark of leading-edge organizations is the successful application of performance measurement to gain insight into, and make judgments about, the effectiveness and efficiency of programs, processes, and people. However, these organizations do not stop there; rather, they use performance management to drive improvements and successfully translate strategy into action. In September 2013, the Public Health Foundation (PHF) Quality Experts John W. Moran
, Paul Epstein
, and Les Beitsch
published a white paper, entitled Designing, Deploying and Using an Organizational Performance Management System in Public Health: Cultural Transformation Using the PDCA Approach
, that identifies how organizations can choose or adapt a performance management system model to fit their specific cultures and needs.
This white paper highlights three performance management system models that often fit well within a health department culture, and can complement one another:
- The Plan-Do-Check-Act (PDCA) model, adapted from quality improvement by some local governments;
- The Balanced Scorecard Strategic Management Approach; and
- The "Stat" model, with high frequency review of operating data to make rapid performance improvements.
The authors underscore that a performance management system should reflect the organization and that every health department will choose a different emphasis in designing its optimal performance management system. Furthermore, each health department should build a system that shows employees how their roles contribute to the greater goals of the organization and enhance its success. Click here to download this paper