Tennessee Department of Health, Nashville, Tennessee.
J Public Health Manag Pract. 2020 Jan/Feb;26(1):39-45. doi: 10.1097/PHH.0000000000000926.
In 2011, Tennessee was faced with poor state health rankings with newly elected officials promoting customer-focused government. To refocus, the Tennessee Department of Health chose a multiyear plan to adopt, diffuse, and integrate the Malcolm Baldrige Performance Excellence framework. Senior leaders changed the organizational culture using participatory strategic planning coupled with introduction of performance improvement initially led by departmental staff who volunteered for training by the state Baldrige affiliate. New tools and processes were diffused across the department's central and regional offices and county health departments. Departmental units documented performance improvement through hundreds of internal projects and more than 100 innovation-driven Baldrige achievement awards. Over time, performance improvement approaches were integrated into existing departmental programs and new initiatives, leading to additional successful process changes and population health improvements. The department's approach included multiple steps: adopt Baldrige Performance Excellence as means to promote culture change with a goal of improved organizational and population health performance; use the visual Baldrige framework and its categories to underscore inclusiveness, comprehensiveness, and synergies of desired change; choose, invest in, and implement multiple evidence-based management strategies to support culture change toward improvement; and continuously evaluate outcomes, linked to required reports to suppliers (governor and legislators) and customers (public, patients, and partners). The Baldrige Performance Excellence framework was found to be an effective approach to promote culture change through emphasizing improvement in a public health organization.
2011 年，田纳西州的健康排名不佳，新当选的官员倡导以客户为中心的政府。为了重新聚焦，田纳西州卫生部选择了一个多年计划，以采用、传播和整合马尔科姆·鲍德里奇绩效卓越框架。高级领导层通过参与式战略规划改变了组织文化，并结合最初由自愿接受州 Baldrige 附属机构培训的部门员工领导的绩效改进。新工具和流程在该部门的中央和地区办事处以及县卫生部门得到了传播。部门单位通过数百个内部项目和 100 多个创新驱动的 Baldrige 成就奖记录了绩效改进。随着时间的推移，绩效改进方法被整合到现有的部门计划和新的倡议中，从而带来了更多成功的流程变革和人口健康改善。该部门的方法包括多个步骤：采用 Baldrige 绩效卓越作为促进文化变革的手段，目标是提高组织和人口健康绩效；使用视觉化的 Baldrige 框架及其类别强调包容性、全面性和所需变革的协同作用；选择、投资和实施多种基于证据的管理策略，以支持朝着改进方向进行文化变革；并不断评估结果，与向供应商（州长和立法者）和客户（公众、患者和合作伙伴）提交的报告挂钩。事实证明，Baldrige 绩效卓越框架是一种通过强调公共卫生组织改进来促进文化变革的有效方法。
