Paul NiveNPaCe PerformaNCe | SeNaloSa GrouPCoNtributioNS | GaleN P. Carver & reid a. bloCk

StreNGtheNiNG PubliC health iNfraStruCture for imProved health outComeS with

Enterprise Performance Management

Executive Summary | The Challenge 2

Whitepaper Highlights 3

Key Areas for Public Health Infrastructure Investment 4

Enterprise Performance Management Definition and Framework 5

The Building Blocks of Enterprise Performance Management 6-7

Enterprise Performance Management Design, Execution, and Overcoming Common Barriers 8

CDC—COTPER Success Story 9

The Benefits to Organizations when Enterprise Performance Management is Implemented and Common Tools 10

The Balanced Scorecard 11-12

The Mississippi State Department of Health Journey to Enterprise Performance Management 13

Summation 14

The PACE Performance | SENALOSA Group Public Health Enterprise Performance Management Leadership Team 15

Table of Contents

2

The Challenge

Public Health Agencies have been primed by the CDC to Strengthen Public Health Infrastructure for Improved Health Outcomes by becoming Enterprise Performance Management focused organizations. The question many Public Health Officials are asking:

“So...how do we do it?”

ExECuTIvE SuMMARy:

ASTHO’s recent Profile of State Public Health Agencies (volume one) states that close to 40 percent of State Health Agencies identified “Implementing quality improvement/performance management” as a top five priority.

Public Health Agencies are fortunate to have staff experts in such vital areas of Public Health as: disease analysis, preparedness, monitoring the health of the state’s population, and health care reform, but often— experienced business acumen is missing from the Public Health Agency.

The ASTHO survey illuminates that less than 10 percent of state health officials possesses an MBA. Of course, in many respects such a skewed balance is appropriate; Public Health agencies should be primarily equipped with experts in Public Health. But in order to fulfill the requirements of the CDC’s Enterprise Performance Management and Infrastructure improvement program Public Health Agencies will need additional performance management assistance focused on the business and information technology departments.

QuESTIONS TO CONSIDER WHILE READING THIS PAPER:

• What are the timeless principles that guide the Agency?

• What is the Agency’s core purpose?

• Does everyone in the organization have a shared vision of the ideal future?

• Have broad priorities been created that’ll be used to make important decisions?

• Has strategy been communicated to all stakeholders and staff?

• Are there strategic metrics that measure the achievement of the Agency strategic objectives?

• Are all Agency staff aligned with Agency goals?

• Is strategy at the center of everything the Agency does?

“The goal of the Strengthening Public Health Infrastructure for Improved Health Outcomes program is to systematically increase the performance management capacity of public health departments in order to ensure that public health goals are effectively and efficiently met.” – CDC

3 StrengtheningPublicHealthInfrastructureForImprovedHealthOutcomesWithEnterprise Performance Management

Highlights

Sebelius announces $42.5 million for public health improvement programs through the Affordable Care Act

“These funds will help health departments around the country to improve the quality and effectiveness of the critical health services that millions of Americans rely on every day,” said Secretary Sebelius. “Strengthening our public health system through better coordination and collaboration will help to deliver higher quality health care more efficiently.”

QuESTIONS ANSWERED IN THIS PAPER:

• What is Enterprise Performance Management (EPM)?

• How is EPM achieved?

• What are the building blocks of EPM?

• How is EPM measured | reported?

• How is EPM sustained?

PAPER HIGHLIGHTS:

• Performance management tools can be applied simply and seamlessly, providing a positive impact on Public Health outcomes.

• The Mississippi Department of Health recognized the power of performance management tools and is using them to re-invigorate their operations.

• In a recent ASTHO survey, close to 40 percent of State Health Agencies identified “implementing quality improvement/performance management” as a top five priority.

• Many agencies lack the business skills necessary to implement quality improvement and perfor-mance management.

• “Mission, values, vision and strategy may be considered the building blocks of organizat- ional success.”

• “The PACE Team is a workforce multiplier that allows my staff to bypass time. Pace’s understanding of our business and technology objectives, and our all- consuming technical hurdles accelerates the implementation of automated pro-cesses and provides meaningful insight into our reams of data.” — Marc Wilson | CIO— Mississippi State Department of Health (MSDH)

• The barriers of strategy execution can be overcome with the use of simple, yet powerful, communica-tion and measurement systems.

• These tools allow organizations to fully articulate their building blocks of success to an employee audience hungry for such information. As well, they provide measurements used for accountability, improved decision-making, and generating align-ment from top to bottom.

• Seventy-five percent of an organization’s value is created from intangible assets, thus it’s impera-tive we identify and track these key enablers of strategy execution.

4

Key Areas Infrastructure Investment

“These funds are a down payment on improving public health services across the na-tion,” said Dr. Judith A. Monroe, CDC’s deputy director for state, tribal, local and territorial support. “With these funds, we will help our nation’s public health departments work more effectively and efficiently to detect and respond to public health problems. This program will strengthen the nation’s public health system and our ability to improve the health and well being of all Americans.”

In public health, a strong infrastructure provides the capacity to prepare for and respond to both acute and chronic threats to the Nation’s health, whether they are bioterrorism attacks, emerging infections, disparities in health status, or high rates of chronic disease and injury.

Core public health infrastructure includes continu-ous performance measurement and quality improvement capacity to assure that the systems supporting public health services and programs are; Robust and efficient, Increasing Workforce capacity and competency, Improving Laboratory systems, and Maximizing Health Informatics. KEy AREAS• Performance Management• Policy and Workforce Development• Public Health System Development/

Redevelopment• Best Practice Implementation

HEALTH PROMOTION AND DISEASE PREvENTION

• Food- and water-borne disease identification and prevention

• Prevention of healthcare-associated infections• Leading causes of death and, once available, National

Prevention and Health Promotion Strategy priorities

PuBLIC HEALTH POLICy AND PuBLIC HEALTH LAW • Capacity to support structural and environmental

changes in the community to promote health

• Capacity to assist in changing or enforcing policies, laws, ordinances, regulations or national standards that provide for more effective public health practice, including increased linkage to the health care system

HEALTH IT AND COMMuNICATIONS INFRASTRuCTuRE

• Vital statistics system (e.g., electronic birth and death registration and certificates) to describe the health of populations as well as individuals

• Electronic health record/IT systems to improve quality, safety, decision-making and population-based care

• Communications systems and processes (e.g., information syndication and social media capacity) to make populations aware of health promoting behaviors and clinical interventions

WORKFORCE AND SySTEMS DEvELOPMENT

• Broad-based public health workforce training to support health reform (e.g., e-learning and other training, fellowship programs)

• Laboratory and epidemiologic capacity to enhance the behavioral, clinical and environmental changes brought about by health reform

• Public health program and public health system transformation (e.g., changes to how the health department is organized and functioning to provide for more effective and efficient use of resources and more effective public health practice, including increased linkage to the health care system).

5 StrengtheningPublicHealthInfrastructureForImprovedHealthOutcomesWithEnterprise Performance Management

EPM DefinedFramework

Enterprise Performance Management (EPM) excellence consists of integrated management and analytical processes | tools that are supported by technology. Enabling organizations to optimize performance by defining their Mission, values, and Strategy; linking strategic initiatives | objectives with information to improve dynamic decision making, and manage performance against predetermined goals.

The rubber hits the road when EPM is used to determine, prioritize, measure and ad-dress significant initiatives for improvement by everyone in the organization

The following pages will act as a guide for a Public Health Agency to implement and maintain Enterprise Performance Management

METHODOLOGy MANAGEMENT PROCESSES

ENTERPRISE PERFORMANCE MANAGEMENT

INFORMATION SySTEMS

Tried and tested tools, templates, and processes used to develop and maintain EPM Best Practice

The DNA of a well oiled enterprise

Systematic and sustainable proce-

dures for improving decision making and performance

Data and Key Performance Indica-tors focused on providing dynamic decision making

Solution infrastructure that supports enterprise monitoring, reporting and analysis designed to track and manage information

6

Building Blocks of EPM

Let’s use the diagram as a guide to some of our proven tools in Enterprise Performance Management. The top four items – Mission, Values, Vision, and Strategy – may be considered the building blocks of organizational success. Without these foundational items in place it’s difficult to derive the maximum Public Health benefits from the tools that follow them in the pyramid. In the paragraphs below we outline each of these critical enablers.

The mission describes the core purpose of the Agency; why it exists, and reflects employees’ motivation for engaging in the organization’s work. Unlike strategies and goals, which may be achieved over time, agencies never truly fulfill the mission. It acts as a beacon for the work, constantly pursued but never quite reached.

A key theme to consider when discussing Performance Management is translation – as we travel down each layer in the pyramid we’re

translating what lies above, making it more granular and amenable to daily action through measurement, monitoring, and ongoing feedback. Thus, the Mission may be the most vital piece of the puzzle, as all other components of the system should reflect a linkage to the organization’s ultimate purpose.

Values are the timeless principles that guide the Agency. They represent the deeply held beliefs within the organization and are demonstrated through the day-to-day behaviors of all employees.

An organization’s values make an open proclama-tion about how it expects everyone to behave. No universal set of right or wrong values exist, instead each organization must determine or discover the core values which comprise its essence and hold importance to those within it. As with the mission statement before it, we will find values translated into action in the tools that trail it in the Performance Management pyramid.

MISSIONCore purpose of the organization

vALuEStimeless guiding principles

vISIONworld picture of the ideal future

STRATEGyYour “game plan” for success

STRATEGy MAPGraphical presentation of key objectives

BALANCED SCORECARDPerformance measures, targets and initiatives

CASCADING MEASuRESPerformance measures for all departments/individuals that align with overall goals

STRATEGIC MANAGEMENT SySTEMlinking the balanced Scorecard to processes such as budgeting, reporting and compensation

What is the Agency’s core purpose?

What are the timeless principles that guide the Agency?

“The 5-year cooperative agreement program entitled, Strengthening Public Health Infrastructure for Improved Health Outcomes, will pro-vide health departments with needed resources to make fundamental changes in their organizations and practices, so that they can improve the delivery of public health services” -Secretary Katherine Sebelius

7 StrengtheningPublicHealthInfrastructureForImprovedHealthOutcomesWithEnterprise Performance Management

The EPM Foundation

The Mississippi Department of Health recognized the power of performance management tools and is using them to re- invigorate their operations.

Moving down the pyramid, next we find Vision. A vision statement provides a word picture of what the Agency intends ultimately to become – which may be five, ten, or fifteen years in the future. This statement should not be abstract – it should contain as concrete a picture of the desired state as possible, and also provide the basis for formulating strategies and objectives. A powerful vision provides everyone in the organization with a shared mental framework that helps give form to the often abstract future that lies before us.

As mentioned above, when we descend the pyramid we become more granular and specific. The Vision is a good example of this principle, as it states in verifiable fashion the measurable goals of the organization in the medium and long-term.

The final building block to organizational success is strategy – a concept that has only been with us in

any formal way for about fifty years but in that time has spawned a dizzying array of books, articles, and schools of schools, that frequently result in trips to the nearest container of Tylenol. For strategy to be effective it must be de-mystified, and the first order of business is finding a simple and easy to communicate definition of the term.

We define Strategy as the broad priorities adopted by an organization in recognition of its operating environment and in pursuit of its mission. When these broad priorities are adopted and shared widely it allows all employees to make more informed decisions relating to scarce resources, and align themselves in a common purpose towards the mission. And as Sun Tzu reminds us in The Art of War, seemingly a prerequisite for any student of strategy, “He whose ranks are united in purpose will be victorious.”

MISSIONCore purpose of the organization

vALuEStimeless guiding principles

vISIONworld picture of the ideal future

STRATEGyYour “game plan” for success

STRATEGy MAPGraphical presentation of key objectives

BALANCED SCORECARDPerformance measures, targets and initiatives

CASCADING MEASuRESPerformance measures for all departments/individuals that align with overall goals

STRATEGIC MANAGEMENT SySTEMlinking the balanced Scorecard to processes such as budgeting, reporting and compensation

Does everyone in the organization have a shared vision of the ideal future?

Have broad priorities been created that’ll be used to make important decisions?

Hasstrategybeencom-municatedtoallstakeholdersandstaff?

Aretheremetricsthatmeasuretheoutcomesof strategicobjectives-Actualvs.Target?

Areallagencystaff alignedwithAgencygoals?

Isstrategyatthecenterof everythingtheAgencydoes?

8

EPMDesignExecution

For these efforts, Dr. Gerberding recognized our leaps towards achieving our objectives of becoming an enterprise performance managed agency and showcased our accomplishments to all of HHS.

-Galen P. Carver

OvERCOMING BARRIERS

The remaining levels in the pyramid represent a shift from planning and design to execution. This is a vital transition, as research suggests the vast majority of organizations fail to execute their strategies, and therefore fall short in their efforts of realizing their visions, living their values, and pursuing their mission.

Some estimates peg the execution failure rate as high as ninety percent, and blame this dismal figure on a number of barriers organizations have great difficulty surmounting, including: effectively communicating the mission, values, vision, and strategy; measuring progress with discipline and rigor, assessing feedback to learn about strategy, and allocating resources in a way that reflects strategic priorities.

Barriers can be overcome with the use of simple, yet powerful, communication and measurement systems. This allows organizations to fully articulate their building blocks of success to an employee audience hungry for such information. As well, they provide measurements used for accountability, improved decision-making, and generating align-ment from top to bottom.

Once MISSION, vALuES, vISION, and STRATEGy have been defined the heavy lifting begins.

In order to achieve Enterprise Performance Management excellence; Management Processes | Technology Tools | Infrastructure must be in place to support the ongoing and ever-iterating EPM initiatives, and provide meaningful information for dynamic decision making.

Like the gears of a well oiled machine when these components are working together the enterprise will have greater success achieving operational excellence.

• EPM initiatives must deliver value to management teams in order to survive.

• It is more important to deliver value than it is to implement every facet of EPM.

• Senior Executive commitment is as important to sustain the program as it is to build the program. The support has to come from the entire executive team.

• Information Technology (IT) must be structured and funded sufficiently to maintain & evolve the Business Decision infrastructure.

9 StrengtheningPublicHealthInfrastructureForImprovedHealthOutcomesWithEnterprise Performance Management

CDC ImplementationSuccess StoryCDC | COTPER

Having used the Balanced Scorecards for some years with Department Of Navy, I had experience in the group dynamics and effort required to make it a success. Dr. Gerberding, (then the CDC Director) asked me to take the lead on establishing Balanced Scorecards for CDC. I established an overall team for the CDC enterprise effort and started with a pilot in my own organization (COTPER).

By working backwards from a year out on my time line, we phased the training, development, cascading, etc., layer by layer to ensure the process was well communicated and visible across COTPER. Using this as the model, we briefed the CDC Executive Board as we progressed during significant milestones.

Dr. Gerberding used this model and pilot to establish CDC’s Balanced Scorecard which she named the CDC Organizational Excellence Assess-ment. We engaged Paul Niven early in the process of the COTPER pilot and used his benchmarking and tutelage to ensure we were in line with the EPM concept, approach and process. For these efforts, Dr. Gerberding recognized our leaps towards achieving our objectives of becoming an enterprise performance managed agency and showcased our accomplishments to all of HHS.

-Galen P. CarverChief Management Official CDC – COTPER (Ret.)

Performance management tools can be applied simply and seamlessly, providing a positive impact on Public Health outcomes.

10

EPMBenefits

Senior Executive commitment is as important to sustain the program as it is to build the program. The support has to come from the entire executive team.

EPM WILL EMPOWER AN AGENCy WITH:

• Defined, Aligned & Communicated

• Mission

• Values

• Vision

• Strategy

• Alignment of operations, projects and processes to strategic objectives

• Focused and aligned key performance indicators

• Ability to monitor and analyze performance to plan

• Better Structured management meetings

• Increased Team Collaboration

COMMON EPM TOOLS:

• Balanced Scorecards | Strategy Maps

• Operational Scorecards | Dashboards

• Automated Monitoring and Analytics

• Collaboration Portals

With an operational EPM system an agency can expect the following benefits: • Focus • Stewardship• Alignment • Prioritization• Visibility

With EPM—meaningful information will flow: uP: Performance results flow up from the “field” to senior management.Down: Business objectives flow down from senior management to guide employee activities.

Informatics: Objectives: What does the Agency want to achieve?

Priorities: Which objectives (or tasks) are the most important to achieve?

Expectations: What activities should be performing and what are the perfor-mance target?

Performance: How has the agency performed | Actuals vs. Plan?

Status: What is the current condition of the task or objective?

Measurement: KPI’s that measure the achievement of strategic objectives.

Constant Improvement: Improved measurement and feedback loops to enable constant improvement.

Communication: Increased Collabora-tion and communication channels.

11 StrengtheningPublicHealthInfrastructureForImprovedHealthOutcomesWithEnterprise Performance Management

The barriers of strategy execution can be overcome with the use of simple, yet powerful, communication and measurement systems.

This allows organizations to fully articulate their building blocks of success to an employee audience hungry for such information. As well, they provide measurements used for accountability, improved decision-making, and generating alignment from top to bottom.

EPM ToolsBalanced Scorecard

The Balanced Scorecard, a framework that chal-lenges an organization to translate its foundational elements of mission, values, vision, and strategy into objectives and measures scattered across four balanced perspectives of performance: Customer, Internal Processes, Employee Learning and Growth, and Financial.

The Balanced Scorecard may be considered a ‘system’ and a critical component of that system is the Strategy Map - a one page graphical representa-tion of what the organization must do well in order to execute its strategy. The power of the Map lies in its ability to banish confusion around strategic priorities

by communicating the essence of the organization’s strategy in a vivid and compelling fashion.

Of course the Balanced Scorecard is not alone, there are any number of Dashboards and Scorecards an organization may employ in its pursuit of distinc-tion. What all of these tools share as a common denominator is the necessity of translating high-level goals into measures that can be used to track strategy execution, learn what works and what doesn’t, and ultimately demonstrate to stakeholders how the organization is in fact moving forward on a path of performance improvement and enhanced public health outcomes.

PuBLIC HEALTH INFORMATICS STRATEGy MAP

Financial

Provide Information to various Stakeholders

4 Support AgencyOperating Efficiency

12Support Health Officer’sPro-Active Decisions toImprove State Health

8

FacilitateData Analysis

9 Constantly Improve theIT Infrastructure

10Provide a Robust

Infrastructure to SupportAgency Strategy

13

Develop an EnterpriseData Environment

6 Standardize &Consolidate IT Infrastructure

3

Leverage Our People’s Skills

Participate in Agency

Governance

2Leverage ITSInfrastructure

Anticipate &validate

Customer Needs

Develop a Reliable, Relevant Responsive Culture

7 11 5 1

Manage Within Our Budget

15 Develop a FinancialPlan For Inventory Refresh

14

Stakeholders

Internal

Learning & Growth

12

Balanced ScorecardPerspectives

The Balanced Scorecard, a framework that challenges an organization to translate its foundational elements of mission, values, vision, and strategy into objectives and measures scattered across four balanced perspectives of performance: Customer, Internal Processes, Employee Learning and Growth, and Financial.

CuSTOMER

“What do our customers expect or demand from us?” is a question a public health agency can use to help populate the Customer perspective, as it forces the consideration of operations from the customer’s point of view.

INTERNAL

In the Internal Process perspective an agency must determine critical processes at which they must excel in order to drive value for their custom-ers. This journey into the inner-workings of the organizational machine will undoubtedly yield insights that lead to both quick wins and longer-term strategic victories.

LEARNING & GROWTH

The Employee Learning and Growth perspective provides an opportunity to identify the intangible assets (human capital, Information technology) used to produce tangible benefits for customers and other stakeholders.

The Brookings Institution estimates that seventy-five percent of an organization’s value is created from intangible assets, thus it’s impera-tive we identify and track these key enablers of strategy execution.

FINANCIAL

Finally, no Scorecard is complete without a Financial perspective documenting attempts to bal-ance effectiveness with efficient fiscal stewardship.

13 StrengtheningPublicHealthInfrastructureForImprovedHealthOutcomesWithEnterprise Performance Management

In order to achieve Enterprise Performance Management excellence; Management Processes | Technology Tools | Infrastructure must be in place to support the ongoing and ever-iterating EPM initiatives, and provide meaningful information for dynamic decision making.

MSDHSuccess Story

“The PACE Team is a workforce multi-plier that allows my staff to bypass time. Pace’s understanding of our business and technology objectives, and our all-con-suming technical hurdles accelerates the implementation of automated processes and provides meaningful insight into our reams of data.”

-Marc Wilson | CIO—Mississippi State Department of Health (MSDH)

THE MISSISSIPPI DEPARTMENT OF HEALTH JOuRNEy

The Mississippi Department of Health (MSDH) had become burdened with an aged environment, outdated systems and processes, and poor measure-ment systems that provided little visibility into performance across the organization. This was the sobering reality faced by a new management team challenged with reinvigorating MSDH and trans-forming the agency into a Performance Manage-ment focused and automated department of health. Their goal: “To become the standard by which other health departments are measured.”

With our team at their side, the MSDH Health Informatics Team, began this daunting task by focusing on capturing the strategic objectives in a Balanced Scorecard then the communication of the strategy – ensuring everyone was on the same page regarding the road ahead.

To communicate the new direction a Strategy Map of objectives was created and acted as the roadmap for the transformation. In the months that followed processes and projects were mapped to the new objectives, identifying strategic alignment

and eliminating redundancies, measurements were established, and the industry-leading ZEUS Enterprise Performance Management system was implemented to provide a technology platform that will enable automation and provide meaningful insight into the health of all objectives.

Using ZEUS MSDH HR is implementing an Employee Lifecycle Management solution that will provide automation and insight into employee status | learning & Growth from intake to exit. This will also support the agencies investment in policy and workforce development.

Results have been steady and beneficial. Redundancy of data is being reduced, objectives are regularly reviewed allowing for feedback and learn-ing about the agency’s strategy, and automation is allowing a workforce once drowning in paper to quickly and easily spot trends and focus on what really matters: improving public health in the state.

-Marc Wilson CIO MSDH

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Summing Up

“Investing in public health builds a foundation for a strong and healthy society and contributes to lowering the cost of health care. Investing in proven preventive services and strong policies helps us to avoid unnecessary costs later,” said CDC Director Thomas R. Frieden, M.D., M.P.H.

Over 150 years ago William Thompson (Lord Kelvin) presciently noted: “When you can measure what you are speaking about, and express it in numbers, you know something about it; but when you cannot measure it, when you cannot express it in numbers, your knowledge is of a meager and unsatisfactory kind.”

In public health, a strong infrastructure provides the capacity to prepare for and respond to both acute and chronic threats to the Nation’s health, whether they are bioterrorism attacks, emerging infections, disparities in health status, or high rates of chronic disease and injury.

Core public health infrastructure includes continuous performance measurement and quality

improvement capacity to assure that the systems supporting public health services and programs are ; Robust and efficient, Increasing Workforce capacity and competency, Improving Laboratory systems, and Maximizing Health Informatics.

In order to strengthen public health infrastruc-ture for improved health outcomes; whether an Agency is focusing primarily on Performance Management, Policy and Workforce Development, Public Health System Development | Redevelop-ment, or Best Practice Implementation, there needs to be a robust performance management and measurement system to gauge the progress and quantify the fact that Agencies are indeed improv-ing Public Health outcomes.

EPM initiatives must deliver value to management teams and field staff in order to survive.

It is more important to deliver value than it is to implement every facet of EPM. Senior Executive commitment is as important to sustain the program as it is to build the program. The support has to come from the entire executive team. Information Technology (IT) must be structured and funded sufficiently to maintain & evolve the Business Decision infrastructure.

15 StrengtheningPublicHealthInfrastructureForImprovedHealthOutcomesWithEnterprise Performance Management

“Dr. Gerberding, (then the CDC Director) asked me to take the lead on establishing Balanced Scorecards for CDC.I established an overall team for the CDC enterprise effort and started with a pilot in my own organization (COTPER).” -Galen P. Carver

Public HealthLeadership Team

Working with clients throughout the public sector, including a nationally recognized implementation at CDC’s COTPER organization, our team has developed a step-by-step program that will guide you through the entire spectrum of Performance Manage-ment activities. The tools and techniques we employ have been honed from over a decade of consulting, research, and writing experience in the field.

Paul Niven, Strategy and Enterprise Performance Management Thought Leader, author of this paper, his books to the right have now been translated in over fifteen languages.

You’ll also benefit from the experience and wisdom of Galen P. Carver, former Chief Manage-ment Official with COTPER | Director of HR CDC, and a veteran of over 28 years of federal service.

The third member of our leadership team is Reid Block, CEO of the PACE Performance Group. Reid is a seasoned Business Intelligence/Enterprise Perfor-mance Management Professional, specializing in leading Global Enterprise Performance Management and Business Intelligence implementations.

Please contact us for a complimentary Second Edition of Paul Niven’s book, “Balanced Scorecard | Step by Step : for Government and Nonprofit Agencies”, and to review your work plan strategy, share best practices, and address the agencies questions on how to Implement an Enterprise Performance Management solution that will strengthen the public health infrastructure for improved health outcomes.

Contact: Reid A Block rablock@pacepg.com 503.764.1544

PaCe PerformaNCe | SeNaloSa GrouP

16

Notes

CONTACT:PACE PERFORMANCE GROuPinfo@pacepg.com715NWHoytStreet#6707 Portland, OR 97208 503.764.1544

PACE PErformAnCE | SEnAloSA GrouP