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Four Ways Public Health Agencies Are Strengthening Grants Management

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Learn how public health agencies are improving their financial management strategies and systems.

Mejorando el Manejo de Desempeño en las Operaciones de Salud Ambiental del Condado de Licking, Ohio

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Mejorando el Manejo de Desempeño en las Operaciones de Salud Ambiental del Condado de Licking, Ohio Colton Anderson El manejo de desempeño es crucial para garantizar la efectividad y eficiencia de las operaciones de un departamento de salud. En salud ambiental, donde las regulaciones, los estándares y las preocupaciones de salud pública son primordiales, un manejo de desempeño efectivo asegura que tareas como la supervisión de la calidad del aire y del agua, la inspección de instalaciones para el cumplimiento de normas y la respuesta a emergencias ambientales se realicen con precisión y puntualidad. Además, permite que un departamento de salud identifique áreas de mejora, asigne recursos de manera eficiente y se adapte a las condiciones ambientales cambiantes o a los requisitos regulatorios. El Departamento de Salud Ambiental del Condado de Licking, Ohio, no solo está implementando prácticas de manejo de desempeño, sino que también las está alineando con los Estándares y Medidas de Reacreditación de Salud Pública, mientras rastrea diligentemente los datos para facilitar la mejora continua, que compartieron durante un seminario web sobre el Manejo de Desempeño en Salud Ambiental para fortalecer la capacidad de los beneficiarios de la subvención para la Infraestructura de Salud Pública. Optimizando el seguimiento de desempeño Mejorar el seguimiento del desempeño puede variar desde utilizar una hoja de cálculo de Excel bien estructurada con gráficos de líneas claros hasta emplear un software sofisticado de manejo de desempeño. Al desarrollar y seguir consistentemente medidas que se adapten a las necesidades del departamento de salud ambiental, el proceso no solo se vuelve claro, sino también sostenible, fomentando la toma de decisiones informadas. El Departamento de Salud Ambiental del Condado de Licking ha implementado un enfoque exhaustivo para organizar su sistema de seguimiento, segmentándolo por área de programa y adaptando las medidas para satisfacer las necesidades y objetivos específicos de cada dominio. Se han logrado éxitos notables al integrar sin problemas las medidas de desempeño en el sistema general de manejo de desempeño del condado, un logro alcanzado tras exhaustivos esfuerzos de mejora de calidad en su programa de plomería y operaciones de servicios fiscales. Entre estas iniciativas, se lanzó un proyecto notable para abordar problemas relacionados con los permisos de plomería a punto de expirar y la falta de un mecanismo de seguimiento confiable para las fechas de vencimiento. A través de mejoras estratégicas en los procedimientos de almacenamiento y seguimiento de permisos, el condado ahora cuenta con la capacidad de evaluar con precisión la tasa de vencimiento mensual de los permisos de plomería. De manera similar, se inició otro proyecto para reducir la emisión excesiva de reembolsos dentro del departamento. Al investigar las causas raíz de las solicitudes de reembolso, esta iniciativa facilitó el establecimiento de una medida de desempeño destinada a monitorear los montos mensuales de reembolso, asegurando así la adhesión a la asignación presupuestaria anual para reembolsos. Comunicando las medidas de desempeño Comunicar de manera efectiva las medidas de desempeño es esencial para la transparencia, la responsabilidad y la alineación con los objetivos organizacionales. Comunicar claramente y de manera regular los datos de desempeño permiten a los interesados comprender el progreso del departamento, identificar áreas de mejora y celebrar los éxitos. Un aspecto crucial de la comunicación de las medidas de desempeño es el uso de formatos accesibles y comprensibles. El departamento utiliza diversos canales de comunicación (por ejemplo, reuniones de personal, boletines departamentales, portales de intranet) para difundir los datos de desempeño de manera efectiva. Los recursos visuales, incluidos gráficos, tablas y tableros, presentan información compleja en un formato comprensible, facilitando la comprensión y el compromiso del personal. Estrategias de Manejo de Desempeño Equitativas En la búsqueda de la equidad dentro del manejo de desempeño, el Departamento de Salud Ambiental del Condado de Licking ha establecido vínculos transparentes entre los objetivos de los empleados y las prioridades organizacionales, apoyando la flexibilidad para acomodar diversas necesidades. Reconociendo el papel fundamental de los gerentes, el departamento invierte en mejorar sus habilidades de coaching para garantizar una toma de decisiones justa en las operaciones diarias. Además, el departamento implementa un enfoque matizado para la evaluación del desempeño, recompensando efectivamente el desempeño sobresaliente en ciertos roles mientras aborda y mejora el desempeño en otros. Como parte de su compromiso con la salud pública y la equidad, el departamento también opera un Programa de Cumplimiento Mejorado, ofreciendo inspecciones adicionales de seguridad alimentaria a las instalaciones que no cumplen con el Código de Seguridad Alimentaria de Ohio. Las inspecciones mensuales proporcionan apoyo continuo a estas instalaciones en la implementación de procedimientos adecuados de seguridad alimentaria, complementadas con sesiones de capacitación gratuitas en el sitio para capacitar a los operadores de alimentos con el conocimiento y las habilidades esenciales. A través de estos esfuerzos concertados, el departamento se esfuerza por fomentar la equidad en las prácticas de salud ambiental dentro de la comunidad Lecciones aprendidas y direcciones futuras A partir de la experiencia del Condado de Licking, es fundamental establecer un ritmo adecuado para integrar el manejo de desempeño en las operaciones del departamento. Comenzar con pocas medidas nuevas y monitorearlas regularmente para establecer pequeñas victorias al principio es clave para una implementación sostenible a largo plazo. Por ejemplo, documentar las fuentes de datos o los informes utilizados para actualizar sus tableros hizo que mantener las medidas de desempeño actualizadas fuera mucho más sencillo, especialmente para el personal nuevo. El Condado de Licking cree que su departamento de salud local debe esforzarse por operar todos sus programas de manera óptima. Tienen un gran número de medidas de desempeño vinculadas a las operaciones para garantizar una entrega óptima de los programas. Si bien las tareas programáticas se ejecutan a un alto estándar, si no logran mejoras en los resultados de salud o equidad, esto sirve como un catalizador para discutir posibles ajustes en el modelo de entrega del programa. A medida que el Condado de Licking continúa refinando su enfoque, busca activamente mejorar su sistema de manejo de desempeño alineando más estrechamente las medidas con los resultados de salud, enfatizando el impacto y la equidad. En última instancia, como indicó el Subcomisionado de Salud del Condado de Licking, Greg Chumney, "el manejo de desempeño se ve diferente para todos". A través de la dedicación, la innovación y la colaboración, el manejo de desempeño continuará siendo un pilar fundamental para avanzar en la salud ambiental y el bienestar público. article yes

Missouri Takes Strategic Steps to Improve Policy Processes

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Missouri Takes Strategic Steps to Improve Policy Processes Colton Anderson Learn in this blog post how Missouri’s department of health is improving its internal policies and building a more robust agency by partnering with ASTHO. Why Strong Administrative Policies Matter For public health agencies, effective administrative policies are essential. They set clear expectations, support fair decision-making, and help agencies deliver consistent, high-quality services to the communities they serve. Recognizing this, the Missouri Department of Health and Senior Services (MO DHSS) partnered with ASTHO to improve its policy development and review process. ASTHO’s Role in Supporting Policy Improvements ASTHO provides tools and practical support to help public health agencies improve their internal policy processes. In 2023 – 2024, ASTHO launched a technical assistance program to help public health agencies enhance their administrative policy frameworks. This program, funded by the Public Health Infrastructure Grant, offered tailored support—including coaching sessions, resources, and on-site visits—aimed at giving agencies practical tools and guidance for a more efficient policy structure. ASTHO’s Guide on Conducting a Policy Assessment and Gap Analysis played a central role in this initiative, helping agencies learn about best practices, identify policy gaps, and prioritize areas needing attention. For MO DHSS, ASTHO’s support led to the creation of a policy review committee representing all divisions within the department. This structure promotes a more collaborative approach to policy development, ensuring that different perspectives within the agency are considered. MO DHSS’ Health Planning Coordinator Ashlyn Sherman said, “This work goes beyond preparing for reaccreditation cycles; it’s about embedding a continuous improvement mindset across MO DHSS.” Missouri’s On-Site Visit An on-site visit was a key component of Missouri’s technical assistance collaboration with ASTHO. Thanks to the thoughtful preparation by the MO DHSS team and funding support from the Public Health Infrastructure Grant, ASTHO facilitated a two-day visit to help Missouri improve their policy development process. During this visit, Missouri relaunched a policy review committee, established new by-laws, and used ASTHO’s policy and gap analysis tool to create an overview of existing and required administrative policies that guide the agency’s operations. Key Goals of ASTHO’s Technical Assistance Opportunity ASTHO designed this technical assistance opportunity with a few key goals in mind: Build capacity within public health agencies to systematically develop, review, and update critical policies. Encourage the use of quality improvement principles in policymaking. Provide tools for assessing policies and identifying gaps. Foster a community of agencies sharing best practices and lessons learned. How Other Health Agencies Are Advancing Policy Efforts MO DHSS isn’t the only one benefiting from ASTHO’s resources. Other public health agencies have also leveraged ASTHO’s support to rethink their policy development and review processes. For example, one health agency noted that ASTHO’s external perspective helped them re-launch and organize their approach with a fresh, structured strategy. Another agency received technical assistance in updating a process map and policy review team charter. All health agencies agree that the impartial facilitation and project management support from ASTHO helped them implement a more cohesive, comprehensive policy process that aligns with their organizational goals. To support these efforts, public health agencies are exploring additional areas for improving their policy processes, including establishing compliance units and incorporating AI into policy development. Recognizing the need for shared resources, ASTHO is building a library of administrative policy examples from public health agencies willing to share their work. This growing resource allows agencies to learn from each other, adapt successful policies, and reduce the time spent on creating new frameworks. Learn More and Take the Next Step If your public health agency is interested in improving its administrative policy process, explore ASTHO’s STAR Center or consider submitting a Public Health Infrastructure Virtual Engagement request to see how ASTHO’s programs might support your efforts. With ASTHO’s guidance and tools, public health agencies can take practical steps toward building a streamlined, effective policy process that supports their mission and the communities they serve. For more information, visit the ASTHO STAR Center. article yes

U.S. Virgin Island’s Federal Grant Planning and Set Up Process Improvement

U.S. Virgin Island’s Federal Grant Planning and Set Up Process Improvement ASTHO, Association of State and Territorial Health Officials, u.s. virgin islands, grant management, federal grant planning, grant planning, workflow visibility, cross agency leadership, federal grant management, community of practice, cross agency, oversight responsibilities, standard process, facilitate workflow, community of practice cop Kristin Sullivan, Colton Anderson ASTHO | Recommendations to improve speed and quality of the U.S. Virgin Island’s Federal Grant Management processes. This infographic details strategies for improving the speed and quality of the U.S. Virgin Islands’s Federal Grant Management “Plan and Set Up” process. Get the Infographic (PDF) website yes

Guidance for Developing and Implementing a Quality Improvement Council

Guidance for Developing and Implementing a Quality Improvement Council Guidance for Developing and Implementing a Quality Improvement Council Colton Anderson Check out these actionable steps for establishing a QI council in a public health agency. This resource provides guidance and recommendations to support the development, implementation, and sustainability of a Quality Improvement (QI) council within a public health agency. QI in public health refers to the use of a deliberate and defined improvement process, such as Plan-Do-Study-Act, to improve efficiency, effectiveness, service quality, and population health outcomes. A QI council helps establish a coordinated approach to QI, supports a culture of continuous improvement, and strengthens organizational performance and accountability. A well-functioning QI council can help agencies: Prioritize and oversee QI activities. Align improvement efforts with agency strategic priorities. Support performance management and accreditation readiness. Foster staff engagement and a culture of learning and innovation. Promote data-informed decision-making and operational excellence. Purpose of a QI Council A QI council serves as the central body responsible for guiding, coordinating, and supporting QI efforts across the agency. The council typically provides leadership and oversight for: Agency-wide QI priorities and goals. QI project selection and monitoring. QI training and staff engagement. Performance management alignment. Communication of QI activities and successes. Accreditation and reaccreditation-related QI activities. Building and sustaining a culture of quality throughout the organization. Developing a QI Council Charter A charter is a foundational document that formally establishes a QI council and defines how it will operate. The charter should clearly outline the council’s structure, expectations, and responsibilities. A clear charter helps establish accountability, ensures consistency, and provides direction for the council’s work. Recommended components of a QI council charter include: Purpose and mission statement. Scope of authority. Membership composition. Roles and responsibilities. Leadership structure. Meeting frequency and expectations. Decision-making process. Measures of success. Definitions and common terminology. Reporting and communication expectations. Establishing QI Council Membership QI councils are most effective when they include representation from multiple areas and levels of the organization. Diverse perspectives strengthen collaboration and support agency-wide engagement in improvement efforts. Considerations for Membership Include representatives from leadership, programs, operations, and administrative areas. Identify individuals who are interested in or experienced with QI and performance management. Include staff who can champion QI efforts within their divisions or teams. Consider including frontline staff to ensure operational perspectives are represented. Maintain a manageable group size, often between 5-10 members. Recruitment Strategies Request nominations from leadership. Invite volunteers through an agency-wide call for participation. Include participation as a professional development opportunity. Consider rotating membership terms to encourage broader staff engagement over time. Designing an Effective QI Council Structure QI councils should be structured in a way that reflects the agency’s size, capacity, and organizational structure. Some agencies may choose to establish a standalone QI council, while others may designate an existing leadership team, management team, or cross-functional committee to serve in this role. For example, an agency may utilize regularly scheduled management team meetings to oversee QI activities, review performance data, monitor improvement initiatives, and support implementation of the QI Plan. Leveraging an existing group can help streamline communication, reduce meeting burden, and strengthen integration of QI into organizational decision-making processes. Common Structural Components Council chair or co-chairs. QI or performance management coordinator. Administrative support for meeting coordination and documentation. Standing or ad hoc workgroups for specific initiatives or projects. Best Practices Establish clear goals and expectations for the council. Ensure leadership support and visibility. Align council activities with the agency's strategic plan and performance management system. Develop shared understanding of QI terminology, tools, and processes. Define how the council will communicate decisions and updates across the organization. Implementing QI Council Processes Successful implementation requires consistent processes, clear communication, and ongoing engagement. Meeting Practices Establish a regular meeting schedule. Use agendas with defined objectives and action items. Document meeting notes, decisions, and follow-up activities. Review progress on ongoing QI projects and council priorities. Include time for discussion, learning, and sharing successes. QI Project Oversight The council may: Review and approve proposed QI projects. Monitor project timelines and outcomes. Provide guidance and technical support to project teams. Ensure projects align with organizational priorities and available data. Communication Practices Consistent communication helps build awareness and sustain momentum for QI efforts. Consider: Sharing council updates through newsletters, intranet pages, or staff meetings. Highlighting successful QI projects and staff contributions. Encouraging staff presentations or QI spotlights during leadership or all-staff meetings. Using visual tools such as storyboards or dashboards to communicate progress. Measuring Success The QI Council should establish measurable goals and regularly assess progress. Measures should align with agency strategic priorities and performance management efforts whenever possible. Examples of Measures Number of completed QI projects. Staff participation in QI activities or training. Progress toward QI Plan objectives. Improvements in performance indicators. Increased staff awareness or engagement in QI efforts. Advancement in organizational QI culture assessments. Assessing and Strengthening QI Culture QI councils play a key role in fostering a culture of continuous improvement throughout the organization. Agencies may also consider using organizational self-assessment tools to evaluate their current culture of quality and identify areas for growth. Strategies to Support a Culture of Quality Encourage staff involvement in QI initiatives. Promote transparency and shared learning. Recognize and celebrate improvement efforts. Provide ongoing training and professional development opportunities. Integrate QI into routine operations and decision-making. Alignment with Accreditation QI councils can support accreditation and reaccreditation through the Public Health Accreditation Board by helping coordinate and document quality improvement efforts. Integrating accreditation-related activities into regular council operations can help ensure continuous readiness. Areas Commonly Supported by the QI Council Development and implementation of the QI Plan. Documentation of QI projects and outcomes. Performance management activities. Continuous improvement efforts related to agency processes and services. Ongoing review of accreditation standards related to QI and performance management. Training and Capacity Building Building staff capacity is essential for sustaining quality improvement efforts. Training should support both technical QI skills and broader organizational culture change. Considerations for Training Provide introductory QI training for all staff. Offer additional training for council members and project teams. Include education on performance management and data use. Reinforce practical application of QI tools and methods. Incorporate QI into onboarding and workforce development activities. Strategies for Sustainability Sustaining a QI council requires ongoing leadership support, staff engagement, and integration into agency operations. A sustainable QI council helps create a continuous learning environment and strengthens the agency’s ability to improve programs, services, and health outcomes over time. Strategies for Sustainability Embed QI responsibilities into organizational structures and workflows. Align council priorities with strategic and operational plans. Maintain visible leadership support for QI efforts. Regularly evaluate council effectiveness and adapt processes as needed. Continue investing in staff development and engagement. Celebrate successes and communicate the impact of QI activities. For questions or follow-up, please contact ASTHO’s Performance Improvement team at performanceimprovement@astho.org. This resource was created in partnership with ASTHO's Quality Advisory Group. Reviewed by - Lindsey Myers OE22-2203 PHIG article yes

Process Improvement Readiness Assessment Tool

Process Improvement Readiness Assessment Tool Process Improvement Readiness Assessment Tool Colton Anderson Health agencies can use this tool to assess their business processes and find actionable recommendations to improve. Public health agencies rely on business processes to keep their important work moving, so keeping these processes up to date is critical. Process improvement identifies and addresses inefficiencies in business processes, making the work smoother and more effective. For many public health agencies, this work starts by taking a closer look at routine tasks and systems. Some improvements may be small adjustments that reduce delays or frustration, while other situations may call for more significant changes in how work is organized. Public health agencies often apply process improvement approaches to efforts such as: Reviewing and updating grants management workflows. Clarifying internal policy development and approval processes. Streamlining procurement or contracting procedures. Updating data reporting or information-sharing workflows. This assessment tool is designed to help public health agencies determine whether they are prepared to begin process improvement work, providing clear steps and actions agencies should meet before diving into process improvement in earnest. Explore the tool to learn more about how public health agencies can prepare for and begin business process improvement efforts Get the Tool (PDF) article yes