Sa San Franci cisco De Depart rtment t of of Pub ublic Hea ealth STRATEGIC PRIORITIES January 7, 2020 1
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The DPH Triangle is a visualization tool that communicates our mission, vision, True North and principles. 3
Hoshin Kanri is a process for identifying and deploying strategic priorities Hoshin is both: Visual Management Strategic planning event(s) Data Driven Strategic Performance Planning Measurement Event(s) & Hoshin Kanri Year long process for deploying improvement work Catchball A3 Thinking 4
Hoshin Kanri’s Year Long Life Cycle Measurement Mid-Year Review DPH Hoshin Kanri Deploy Year starts July A3s 2019 – Jun 2020 A3-T Development Implement A3 – Monthly Review - Adjustments Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Tier 1 SFHN / PHD Hoshin Kanri Mid-Year Review Deploy A3s A3-T Development Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Tier 2 ZSFG / LHH / PC / Environmental Health Hoshin Kanri Mid-Year Review Deploy A3s A3-T Development Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Tier 3 5
Cascading Hoshin through the Department (Leader Standard Work, Visual Management, Tiered Reporting) Executive - Provide a vision for the organization DPH Strategic Plan Division & Section – Identifies the Division’s/Section’s Daily Management System role in supporting the DPH strategic vision SFHN / PHD Strategic Plan LHH, ZSFG, Branch, et al Strategic Strategic Strategic Plan Initiative Initiative Unit Level A3T A3T A3 Value Stream Value Stream Unit – Focuses on Map Map a specific portion of the problem Kaizen Kaizen Kaizen Kaizen Kaizen Kaizen 6
SFDPH 5 Strategic Priorities Level 2: Service Delivery People Staff Engagement Process Tools Level 1: Infrastructure Lean Data Science Development 7
STRATEGY 1 – ADVANCING EQUITY TRUE NORTH ALIGNMENT: Health Impact, Workforce, Equity, Care Experience GOALS • Reduce health disparities through care and program PR PROGRESS INDIC INDICATORS improvements across the department EX: EX • Create an equitable and respectful workplace with opportunity 1. Elimination of the disparity for all between B/AA patients and all patients at DPH clinics • Train staff to recognize racism and inequity at individual and organizational levels 2. Increase staff favorable survey rating of respectful treatment • Establish the department’s infrastructure to improve planning, 3. Number of sections participating in resourcing, and accountability for equity work planning, infrastructure creation, and deployment of champions and • Align this work with the Office of Racial Equity at the Human respect policies Rights Commission and with the efforts of other city agencies 8
STRATEGY 2 – DEVELOP OUR PEOPLE TRUE NORTH ALIGNMENT: Health Impact, Workforce, Equity GOALS PROGRESS INDIC PR INDICATORS EX: EX • Promote a culture of open and respectful communication , 1. Improve staff survey and an inclusive environment for all employees scores measuring trust and respect • Improve baseline training for staff as part of the initial 2. Improve overall staff engagement scores on introduction and orientation to the organization department wide staff engagement survey • Advance racial equity for our workforce and our community 9
STRATEGY 3 – LEAN TRANSFORMATION TRUE NORTH ALIGNMENT: All Pillars GOALS PR PROGRESS INDICATORS INDI • Create organizational focus on those critical issues which matter EX: EX most 1. Number of units across the • Ensure that strategic planning is communicated and deployed department both horizontally and vertically to align departmental priorities using daily management systems • Create an organization of 8000 daily problem solvers 2. Number of staff trained in data • Deploy a daily management system to engage all staff in daily driven problem solving improvement 10
STRATEGY 4 – TURNING DATA IN INTO ACTIONABLE KNOWLEDGE TRUE NORTH ALIGNMENT: All Pillars GOALS • Improve our information management and analytical PR PROGRESS INDIC INDICATORS capabilities to enhance our ability to assess, understand, and EX: EX respond to the needs of the populations we serve 1. Deploy Epic at additional DPH sites • Increase accessibility to information to meet daily 2. Increase number of staff operational demands trained in problem solving 3. Complete the initiation of • Develop our workforce to use data effectively to support value-based care problem solving, analysis, and decision making reporting with the use of the EHR 11
STRATEGY 5 – HOMELESSNESS & BEHAVIORAL HEALTH TRUE NORTH ALIGNMENT: Safety & Security, Health Impact, Financial Stewardship, Equity PROGRESS INDICATORS, PR EX: GOALS: 1. Increase percentage of the • Create a unifying vision for the delivery of behavioral health services priority population who to adults experiencing homelessness are retained in “recovery • Apply a population-based approach to behavioral health care and wellness” behavioral health care. • Identify sustainable, systematic, innovative opportunities for 2. Reduce the number, improving SDPH’s system of care for the target population length and frequency of • Advance equity to eliminate health disparities in vulnerable behavioral health crisis populations events • Use data and evidence-based best practices to inform and guide 3. Increase the number who decisions maintain housing 12
Current Learnings • Promote strategic deployment as a yearlong process • Deeper vertical alignment • Visual management and visibility walls support accountability and transparency • Prioritization requires de-prioritization 13
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