Texas Department of Health

1. Texas Department of Health Survey of Organizational Excellence: Marketing for Employee Participation Wanda Thompson, Ph.D., Associate Commissioner for Operational Support Robin L. Scott Organizational Development Specialist

2. Our Marketing Story…. • About TDH & Our Services • About Our Staff • Our Challenges and Issues • Resulting Agency Culture & Climate • TDH & The SOE • Our Agency’s Needs • Our Response: Marketing Strategies • The Results • What Matters Most

3. About TDH: Our Vision & Mission Vision Texas is healthy people and healthy communities. Mission We partner with the people and communities of Texas to protect, promote and improve health.

4. Our Organization • Under Texas Health & Human Services Commission • Over 150 programs and organizational units • 4800 employees • $1.5 billion in annual expenditures • 1 central office, 8 regional offices, 2 healthcare facilities

5. Our Role in Public Health At TDH, we register births and deaths… provide vaccine for immunizations… screen newborns for hearing deficits and abnormal metabolic conditions… assure that foods are safe to eat… and regulate drugs and medical devices.

6. Our Role in Public Health We inspect items and entities from mattresses, meat and milk to restaurants, hospitals and tattoo parlors… track diseases like dengue fever, meningitis, rabies…work to control diabetes, hepatitis C and cancer… and plan for detection & action in cases of bioterrorism.

7. Our Role in Public Health We license professionals such as emergency personnel, athletic trainers and midwives… treat people with tuberculosis, sexually transmitted diseases and HIV… administer programs aimed at decreasing tobacco use, and offering services for children with special health care needs… and procure & provide care to people in need of medical services.

8. Current Priorities • Improve Immunization Rates • Promote Health & Fitness • Enhance Public Health Preparedness • Eliminate Health Disparities • Improve Business Efficiencies & Practices

9. TDH: Our Staff Besides administrative staff, TDH employs: Nurses Sanitarians Physicians Environmental Specialists Engineers Health Physicists Veterinarians Laboratory Technicians Epidemiologists Research Specialists Microbiologists Database Administrators Statisticians Nutritionists

10. Staff and Location

11. TDH Staff Turnover

12. Changes in Agency Leadership: 5 Commissioners in 7 years Retirement of Several High-Profile Managers Changes in Board of Health Challenging Legislative and Budgetary Issues: Business Process Improvement Recommendations & Plan Transfer of Medicaid Program Federal Cuts TDH: Challenges & Issues

13. Challenges & Issues, cont. Reorganizations, Consolidation & Shifts: Programs & Services Resources Agency Priorities & Planning Strategies Other Stressors for TDH Staff: Security Issues Media Attention Job Security

14. Resulting Agency Climate, November 2001 • New & Unknown Commissioner • Staff Disappointment, Frustration, Burnout • Business Constraints & Uncertainties • Heavy Workload

15. TDH: SOE History • Since 1994, TDH has offered SOE to all employees, with moderate response. • Participation rate has depended on climate, culture, and staff perception of agency leadership at any given time. • This info supported by focus group feedback following this year’s survey.

16. TDH: SOE History, cont. Participation in the SOE seemed to correlate with formal Quality Initiatives at the agency.

17. What Could We Do? How would we get employees to participate in the 2001-2002 Survey of Organizational Excellence? Market, Market, Market!

18. What Did We Need? • A way to reach a diverse staff of almost 5,000 statewide. • A way to introduce our new Commissioner to the staff. • A way to introduce the Agency and its issues to the Commissioner. • Some way to tell staff their opinions matter.

19. An Ongoing Multimedia Strategy: Get Out The Vote!

20. Marketing Strategy 1: Print • Letter from Dr. Sanchez to every employee • Internal newsletter article • 4-color poster with picture of Dr. Sanchez

21. Posters Featuring New Commissioner

22. Marketing Strategy 2: Electronic • Employee Intranet Announcements • Series of emails from Dr. Sanchez to every employee • E-Broadcast announcements sponsored by Employee Advisory Committee • Electronic images -- everywhere we could

23. E-Bulletin from Employee Advisory Committee (excerpt) “…It’s time for the TDH Survey of Excellence again.  Please participate.  This is important.  I know, we have been told this before, but it's a new day and a new administration....so let's give it another try….” Dennis Finuf Chair, Employee Advisory Council

24. Marketing Strategy 3: Voices & Images • Dr. Sanchez Message on SOE website • Commissioner Video/PowerPoint Broadcasts - In TDH Lobby - Looped Video/Powerpoints - Diverse Narrators & Images - Changed Weekly During Survey • “I took the survey” - Employee Video Testimonials

25. Survey of Organizational Excellence December 3 – 21, 2001

26. Eduardo J. Sanchez, M.D., M.P.H. Commissioner of Health

27. Our goal is 100% employee response, so we can really evaluate TDH’s strengths and areas that need improvement. Complete your survey on paper or online between December 3 – 21, 2001

28. A packet with survey materials and instructions will be sent to each TDH employee by December 3, 2001. For More Information ContactRobin Scott (512) 458-7111, ext6114 Robin.Scott@tdh.state.tx.us

29. Survey of Organizational Excellence December 3 – 21, 2001

30. Eduardo J. Sanchez, M.D., M.P.H. Commissioner of Health

31. Survey of Organizational Excellence

32. Eduardo J. Sanchez, M.D., M.P.H. Commissioner of Health

33. Marketing Strategy 4: Personal & Interactive • Commissioner’s statewide Town Hall meeting • EAC/Staff Reps paired in 17 statewide organizational units for area promotions • Heightened involvement of Employee Advisory Committee

34. Commissioner’s Town Hall Meeting • Dr. Eduardo Sanchez • December 3, 2001 • Statewide Satellite

35. Would We Be Successful ? ? ? ?

36. Results! • A response rate of 58% • A record for the agency! • 17 Organizational Areas: • Response ranged from 27% to 88% • Midpoint = 48% • 7 areas over 50%

37. What Matters Most? • The best marketing would be wasted if we dropped the ball now. • So, now what?

38. Post-Survey: Phase One • Results distribution & posting • Statewide Focus Groups • 25 groups held statewide • Groups of managers AND non-managers • To elicit reaction to survey results – do they make sense? • To clarify concerns & generate suggestions

39. Post-Survey: Phase Two • Participation Rewards to Top Region, Hospital & Associateship • Establish Steering & Implementation Committees • To review survey & focus group responses • To formulate action plans and solicit staff buy-in • To address concerns on a topic basis, with emphasis on quick wins

40. Post-Survey: Phase Three Change -- and market the changes. Evaluate -- and market the results. Refine -- and market the improvements.

41. In Conclusion -- We Learned That: • Ongoing, multimedia marketing works. • Personal messages work. • Focus group involvement of employees works. • Our REAL challenge lies in meaningful changes, and marketing of those efforts.