Developing and implementing an effective performance management system remains a challenge for many public health organizations. Thanks to Jack, Sonja, and Amanda, they have made performance management less daunting and produced a guide to help organizations more effectively manage performance. Their experience is evident, and the guidance they provide clear and concise.
Ron Bialek, President of the Public Health Foundation, USA
Collaborative Performance Management for Public Health: A Practical Guide is a must-read for public health departments. At a time when performance management is essential to ensuring accountability, this book provides the info public health practitioners need to incorporate PM into their daily work. Kudos to the authors for an outstanding, practical resource!
Kaye Bender, RN, FAAN, Public Health Accreditation Board, USA
Collaborative Performance Management for Public Health
Performance management can be an uncomfortable topic within the discipline of public health. Written by leaders in public health performance management and quality improvement, this book carefully explains what public health performance management is and makes a strong case for why it is needed to tackle successfully the long-standing health issues plaguing communities and states. Notably, the book eschews the need to invest in technology or to learn a new performance management vocabulary. Rather the authors advocate for more thoughtful use of the resources already available in the organization, relying on public health leadership working in conjunction with well trained staff to manage their own organizational performance.
To be broadly accepted within public health, performance management concepts and models have to be framed and populated with public health examples, and this book offers a wealth of practical insights and case studies that may be immediately applied to public health organizations, from assessing an organizations needs, introducing a performance management system to the organization, developing an agencys goals and targets, to implementation of sound performance management systems and plans. Collaborative Performance Management for Public Health is required reading for all public health leaders and employees concerned with maximizing the health impact of scarce resources.
Amanda E. McCarty is an Assistant Professor in Health Services Administration at West Virginia University Institute of Technology. Previously, she served as the Director of Performance Management and Systems Development at the West Virginias Bureau for Public Health. As a consultant for the Public Health Foundation, McCarty has provided training and technical assistance for state, local and tribal health departments in the areas of performance management systems development, workforce development, quality improvement, and the development of evaluation plans and logic models since 2013.
Sonja M. Armbruster is on the faculty of Wichita State Universitys Public Health Sciences program, and recently served as Director of the Center for Public Health Initiatives at Wichita State Universitys Community Engagement Institute. She previously served as adjunct faculty for the University of Kansas Master of Public Health program. As a consultant for the Public Health Foundation she provides training and technical assistance for state, local and tribal health departments in the areas of performance management systems development, workforce development, quality improvement since 2011.
John W. Moran is a Senior Quality Advisor to the Public Health Foundation and an Adjunct Professor in the Arizona State University College of Health Solutions School for the Science of Health Care Delivery. He has more than 30 years of expertise in developing quality improvement tools and training programs, implementing and evaluating quality improvement programs, and writing books and articles on quality improvement methods. His past appointments include Senior Fellow at the University of Minnesota, School of Public Health in the Division of Health Policy and Management; President of the Advisory Board of Choose To Be Healthy Coalition of the Healthy Maine Partnership for York County, Maine; faculty member of the CDC/IHI Antibiotic Stewardship project; PHABs Evaluation and Quality Improvement Committee; and more than 20 years as an Adjunct Professor in the Graduate and Undergraduate School of Engineering at the University of Lowell.
Collaborative Performance Management for Public Health
A Practical Guide
Amanda E. McCarty,
Sonja M. Armbruster and
John W. Moran
First published 2020
by Routledge
52 Vanderbilt Avenue, New York, NY 10017
and by Routledge
2 Park Square, Milton Park, Abingdon, Oxon, OX14 4RN
Routledge is an imprint of the Taylor & Francis Group, an informa business
2020 Taylor & Francis
The right of Amanda E. McCarty, Sonja M. Armbruster and John W. Moran to be identified as authors of this work has been asserted by them in accordance with sections 77 and 78 of the Copyright, Designs and Patents Act 1988.
All rights reserved. No part of this book may be reprinted or reproduced or utilized in any form or by any electronic, mechanical, or other means, now known or hereafter invented, including photocopying and recording, or in any information storage or retrieval system, without permission in writing from the publishers.
Trademark notice: Product or corporate names may be trademarks or registered trademarks, and are used only for identification and explanation without intent to infringe.
Library of Congress Cataloging-in-Publication Data
A catalog record for this title has been requested
ISBN: 978-0-367-51526-3 (hbk)
ISBN: 978-1-003-05449-8 (ebk)
Typeset in Times New Roman
by Wearset Ltd, Boldon, Tyne and Wear
Contents
Mythology abounds surrounding the concepts of performance management (PM) within the discipline of public health. Often when the topic arises, people of sound minds ordinarily well-grounded in public health principles and practice, staunch advocates for evidence based public health, become visibly uncomfortable. The ensuing conversation lacks vestiges of common sense, as all reason exits the room as if hermetically sealed. Worse, logic and deep thought are banished from entry. Hence the need for this book, penned by leaders in public health PM and quality improvement (QI). The authors go to great pains to clarify what public health PM is and is not. Moreover, they make a strong case for why it is needed for our shared discipline if we are to tackle successfully the long-standing health issues plaguing our communities and states.
Sometimes public health struggles to adopt new principles widely accepted in other enterprises. PM and QI are prime examples, routinely incorporated into almost all other areas of commerce, even as government (not solely public health) lag behind. Having been part of the early introduction of these important tools and frameworks, I now have a better sense of the challenge. To be broadly accepted within public health, the concepts and models have to be framed and populated with public health examples. In A Practical Guide to Comprehensive Performance Management in Public Health that is precisely what the authors strive to do to make their strongest case in terms that public health practitioners can closely identify with. And they have done so brilliantly.
