Performance Improvement Steering Committee (SCHSAC) - Minnesota Dept. of Health

Performance Improvement Steering Committee

Information to Action: Annual Priorities
Committee Members

The Performance Improvement Steering Committee (PISC) guides implementation of the roadmap developed by the SCHSAC Performance Improvement and Accreditation Workgroup, and informs the development of a statewide performance management system to improve the quality, efficiency and effectiveness of the public health system.


Information to Action: Annual Priorities

Each year, PISC identifies top priorities from Local Public Health Annual Reporting for Minnesota's public health system to address.

2017 Opportunities for Improvement

Performance management
Performance management helps community health boards demonstrate that they are making progress toward their goals, and it identifies opportunities to improve efficiency and effectiveness.

Workforce development
A strong workforce is necessary to effectively address local needs and prepare for new or emerging concerns.

Advancing health equity
Advancing health equity helps assure that all people can attain their highest possible level of health. This is a new and evolving area of public health practice. PISC embraces the recommendations of the Health Equity Workgroup, and encourages community health boards to adopt one or more of the practices described in the report.

2016 Opportunities for Improvement

Increase capacity for performance management and quality improvement
It is important for a community health board to monitor the performance of public health processes, programs, interventions, and other activities in order to most effectively and efficiently improve the health of the population.

Monitor and revise community health improvement plans
All Minnesota community health boards recently submitted community health improvement plans as part of the local public health assessment and planning process. Effective community health improvement plans are dynamic. While goals, objectives, and priorities are meant to be long-range, you may need to adjust strategies based on new information like an emerging health issue, a new opportunity, a change in responsibilities, or a change in resources. All identified tasks and timelines should be monitored and assessed for progress, with adjustments made as needed to ensure that the plan remains relevant. In doing this, community health boards also meet the statutory requirement for performance management.

Strengthen the local public health workforce
Effective public health practice requires a well prepared workforce in which staff strengths are aligned to organizational priorities and the specific needs of the community being served. Workforce development strategies support a health department’s ability to effectively address local needs and support staff in the accomplishment of work objectives.

2015 Opportunties for Improvement

Increase vaccination rates among 24- to 35-month-olds
The Minnesota Immunization Program estimates that 64% of children aged 24 to 35 months statewide (registered in Minnesota Immunization Information Connect, or MIIC) were up-to-date on recommended immunizations in 2013. Coverage within Minnesota community health boards ranged from 42% to 86%. Although Minnesota fares well in national comparisons, all Minnesota community health boards fall short of the 90% immunization benchmark set by Healthy People 2020.

Improve Health Alert Network response rates from clinic partners
Community health boards send test health alert messages to local partners twice per year, asking each recipient to send a confirmation response within two hours. Ideally, the response rate from partners would be 100%. Minnesota’s Public Health Emergency Preparedness (PHEP) grant currently requires an 80% response rate from clinics, but many (32%) do not meet this threshold. Notably, 20 community health boards (41%) received a response from all clinics within the specified two-hour period, thereby exceeding grant requirements by a wide margin.

Increase ability to meet the national standards
Each year, community health boards report on their ability to achieve 35 national measures. Ability to meet these measures has increased noticeably among Minnesota community health boards . On average, community health boards reported that they fully met just over half of these measures (51%) in 2013, a pronounced increase from community health boards’ collective ability to fully meet just 37% of these measures in 2012; each of the 35 measures also saw an increase in community health boards’ ability to meet them. PISC salutes this progress, yet calls for continued action to improve in areas with the greatest percentage of unmet measures which includes quality improvement (QI), implementing and monitoring community health improvement plans and strategic plans, performance management and workforce development.


Committee Members

Sue Yost, Chair (Freeborn)
Lisa Brodsky (Scott)
Joanne Erspamer (Carlton-Cook-Lake-St. Louis)
Mary Hildebrandt (Brown-Nicollet)
Deb Jacobs (Partnership4Health)
Sarah Kjono (Polk-Norman-Mahnomen)
Nicole Ruhoff (Benton)
Chera Sevcik (Faribault-Martin)

MDH Committee Representatives

Linda Bauck-Todd (Center for Public Health Practice)
Chelsie Huntley (Center for Public Health Practice)
Mickey Scullard (Center for Emergency Preparedness and Response)

MDH Committee Staff

Phyllis Brashler (Center for Public Health Practice)
Kim Gearin (Center for Public Health Practice)
Becky Sechrist (Center for Public Health Practice)