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					        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
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
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.
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
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.
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.
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.
Current Priorities
   Improve Immunization Rates

   Promote Health & Fitness

   Enhance Public Health Preparedness

   Eliminate Health Disparities

   Improve Business Efficiencies &
    Practices
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
Staff and Location

   TEXAS                                              P HR2/ 3 6%
                                                                                           *INCLUDES STAFF O N
                                   *OT H E R
                                               P HR1 3%      P HR4/ 5 5%                  CENTRAL O FC BUDGETS
DEPARTM ENT                           1%
                                                                                             HEADQ UARTERED
                                                                                                O UTSIDE
 OF HEALTH
                                                                     P HR6/ 5 6%

                                                                                                 AUSTIN
                                                                       P HR7 4%




                                                                               P HR8 4%

                    C E N T R A L OFFI C E
                             52%                                           P HR9/ 10 4%




                                                                           P HR11 7%
 4794 EMPLOYEES
 AS OF 07/01/2002                                                      T CID    4%

                                                                    ST H C S 3 %


                                                           LOC A LS 1 %
TDH Staff Turnover
                               TDH -TURNOVER REPORT

              35.0%                                 32.1%

              30.0%                                                         27.2%
 Percentage
  Turnover




              25.0%
              20.0%                         15.4%                   15.4%
                                                            13.5%
              15.0%   10.2%   10.9% 11.1%
                                                                                    13.1%

              10.0%
               5.0%
               0.0%
                              FY02                  FY01                    FY00
                                             Fiscal Years

                 CENTRAL OFFICE                     HOSPITALS                       REGIONS
TDH: Challenges & Issues

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
Challenges & Issues, cont.

 Reorganizations, Consolidation & Shifts:
      Programs & Services
      Resources
      Agency Priorities & Planning Strategies

 Other Stressors for TDH Staff:
      Security Issues
      Media Attention
      Job Security
Resulting Agency Climate,
November 2001
  New & Unknown Commissioner

  Staff Disappointment, Frustration,
   Burnout

  Business Constraints & Uncertainties

  Heavy Workload
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.
TDH: SOE History, cont.
                                  Percent Participation - SOE
                      45
 Participation in
 the SOE seemed       40

 to correlate with
                      35
 formal Quality
 Initiatives at the   30
 agency.
                      25


                      20
                           1994 - 33%   1996 - 40%   1998 - 35%   2000 - 34%
What Could We Do?
How would we get employees to
      participate in the
    2001-2002 Survey of
  Organizational Excellence?


Market, Market, Market!
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.
    An Ongoing
Multimedia Strategy:


 Get Out The Vote!
Marketing Strategy 1:
Print

  Letter from Dr. Sanchez to every employee

  Internal newsletter article

  4-color poster with picture of Dr. Sanchez
Posters Featuring New
    Commissioner
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
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
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
    Survey of
  Organizational
   Excellence
December 3 – 21, 2001
Eduardo J. Sanchez, M.D., M.P.H.
   Commissioner of Health
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
 A packet with survey materials and
instructions will be sent to each TDH
  employee by December 3, 2001.

  For More Information
  Contact Robin Scott
(512) 458-7111, ext 6114
Robin.Scott@tdh.state.tx.us
    Survey of
  Organizational
   Excellence
December 3 – 21, 2001
Eduardo J. Sanchez, M.D., M.P.H.
   Commissioner of Health
        Survey of
Organizational Excellence
Eduardo J. Sanchez, M.D., M.P.H.
   Commissioner of Health
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
Commissioner’s Town
Hall Meeting

  Dr. Eduardo Sanchez

  December 3, 2001

  Statewide Satellite
Would We Be
Successful ? ? ? ?
Results!
                               SOE Participation Percent - Current
  A response rate of
   58%                  70

  A record for the     60
   agency!
                        50
  17 Organizational    40
   Areas:
                        30
    • Response
      ranged from       20
      27% to 88%
                        10
    • Midpoint = 48%    0
    • 7 areas over           1994 -   1996 -   1998 -   2000 -   2002 -
      50%                     33%      40%      35%      34%      58%
 What Matters Most?


 The best marketing would be
  wasted if we dropped the ball now.

 So, now what?
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
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
Post-Survey: Phase Three

  Change -- and market the changes.

  Evaluate -- and market the results.

  Refine -- and market the improvements.
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.

				
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posted:10/7/2012
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