Texas Department of Health

1. Texas Departmentof Health The Survey of Organizational Excellence: The Making and Marketing of Agency Improvements 2002-2003 Wanda Thompson, Ph.D., Associate Commissioner for Operational Support Robin L. Scott Organizational Development Specialist

2. A Review of 2002 – Where Were We? The TDH mission: To partner with the people and communities of Texas to protect, promote and improve health. • Over 150 programs and organizational units, $1.5 billion in annual expenditures; under the Texas Health & Human Services Commission • 5200 employees: TDH Austin, 8 regionaloffices, 2healthcare facilities

3. Agency Priorities Remain the Same in 2003 • Improve Immunization Rates • Promote Health & Fitness • Enhance Public Health Preparedness • Eliminate Health Disparities • Improve Business Efficiencies/Practices

4. Our Challenge in 2001: Low Staff Morale • Reorganizations, Consolidations & Shifts of: Programs & Services Resources Agency Priorities & Planning Strategies • Other Stressors for TDH Staff: Security Issues Media Attention Job Security

5. We Needed Ways To: • reach a diverse staff of 5,000 statewide; • introduce our new Commissioner to staff; • introduce TDH and its issues to the Commissioner; • tell staff their opinions mattered; and • communicate positive changes from the SOE.

6. 2001 Pre-Survey Marketing: 4 Strategies • Marketing Strategy 1: Print • Letters, newsletter articles, posters • Marketing Strategy 2: Electronic • Employee Intranet, emails from Dr. Sanchez, E-Broadcast announcements • Marketing Strategy 3: Voice & Image • Dr. Sanchez video message on SOE Web site, employee video testimonials, video PowerPoints in lobby; custom logo • Marketing Strategy4: Personal & Interactive • Dr. Sanchez’ Town Hall meetings – statewide interactive broadcasts, heightened involvement of employee organizations

7. 2001 Post-Survey Strategies • Staff Focus Groups • Steering Team • Agency-wide focus areas • Participation Rewards • SOE Web home/email address • Project identification and updates

8. Results! • A response rate of 58% (a 71% increase over 2000 survey) • A record for the agency! • Recognition by UT Forum on Excellence

9. What Worked? • Ongoing, multimedia marketing • Personal messages • Focus groups & involvement of employees

10. Dr. Sanchez Speaks to Staff: Town Hall - November 2002

11. That’s where we were one year ago. And now, the rest of the story.

12. 1. We focused on what our staff said was important. • We identified 6 focus areas for action • Compared SOE and 26 focus groups statewide • Found related SOE questions • Included detailed suggestions and concerns from the focus groups

13. The 6 Focus Areas: • Burdensome Policies & Procedures • Inadequate Resources • Supervisory/Managerial Competencies • Internal Communications • Leadership • Performance Evaluation Methods

14. 2. We announced the focus areas & our intent to act. • Clarified definition and scope of each area • Invited ongoing employee suggestions for intervention • Publicized in various formats

15. 3. We identified current & recent efforts in each area. • Reviewed, revived, and/or reformed workgroups • Expanded workgroup charges and memberships where necessary • Gathered documentation; required updates; established timelines

16. 4. We added projects and interventions. • Some in organizational/functional areas • Steering Team oversight and/or liaison • Involvement of Employee Advisory Council • Short term = achievable in a year • Quick wins first; meaningful impacts second

17. 5. We continue marketing updates on each focus area. • Print – Newsletters • Commissioner Emails to all staff • Web site (Intranet and NOW Internet) • Links to project websites and documents

18. Connecting SOE with each improvement project -- reminder of the source • Collaboration with Communications Division -- tagging onto related messages • Signature colors, graphics, TDH/SOE logo on all updates (as above)

19. Results So Far? Good News. Actually, All New: • Performance Evaluation System • Supervisory/Management Development Program • Internal Communications Methods • Policy Manual/Policy Development System • Communications Tracking System

20. New Performance Evaluation System • Specifies job performance measures • Increases interactive planning and reviews with supervisor • Requires self-assessment • Formalizes feedback to supervisor • Rates staff on TDH Universal Expectations

21. New Supervisory/Management Development Program • Focuses on development, not just training • Identifies manager competencies • Includes core curriculum, support and discussion groups, elective modules • 360° assessments, pre- and post- program

22. New Policy Manual & Policy Development System • Clearer organization of TDH policies • Distinguishes policies and Commissioner Directives • Allows policy recommendations by staff • Creates efficient review and approval process

23. New Communications Tracking System • Streamlines process for routing external correspondence • Establishes clear and shorter lines of approval • Decreases turnaround time • Improves customer service

24. New Methods for Internal Communication • Online newsletters • Regular Emails to staff from Commissioner • TDH in Transition intranet site; daily Q & A • TDH Rumors page; daily Q & A • Commissioner’s home page: activities/speeches

25. New Methods for Internal Communication, continued • Annual statewide Town Hall Meetings with Commissioner • Video Kiosks – progress on focus areas & posted online for statewide viewing • Improved Intranet & added SOE Web site

26. Here’s One Way We Marketed These Items to Staff.

28. Six Focus Areas • Burdensome Policies and Procedures • Inadequate Resources • Supervisory/Management Competencies • Internal Communications • Leadership • Performance Evaluation Methods • Burdensome Policies and Procedures • Inadequate Resources • Supervisory/Management Competencies • Internal Communications • Leadership • Performance Evaluation Methods

29. Your Concerns • An environment of secrecy and confusion from upper management down • Need for more allowance for input and more listening by senior management • Need for better communications across programs • A need for better communications from TDH Austin to Regions

30. Improvements

31. Transitions

32. Submit suggestions for improvements on tdh-online.tdh.state.tx.us/commissioner or tdhsurvey@tdh.state.tx.us

33. Other Examples of TDH’s Implementation Marketing Post-survey Poster SOE Website Screenshot

34. Summary - August 2003: Where are we now?? • Pleased with success. • Facing new challenges. • Post-legislative session • Budget cuts; reductions in force • Consolidation – 14 agencies into 5 over 4 years • TDH/HHSC Transition Teams working over next four years

35. …and what next for the SOE at TDH? • Cutbacks, layoffs, consolidation – wasted effort? • Our results stand; we press on. And, who knows- • TDH might provide assistance for SOE use at the new Department of State Health Services and across the Texas Health and Human Services system.

36. TDH/SOE Contacts Wanda Thompson Associate Commissioner for Operational Support 512/458-7111 Wanda.thompson@tdh.state.tx.us Robin L. Scott Organizational Development Specialist 512/458-7111 Robin.scott@tdh.state.tx.us www.tdh.state.tx.us/tdhsurvey