Department of Health and Human Services Maine Center for Disease. Maine Center for Disease Control and Prevention Control and Prevention 286 Water Street Office ofrhe- 11 State House Statlon Augusta, Mame 04333-0011 Department of Heoiifr and Human Sea-Lice: TEL: (207) 287?8016; Fax: (207) 287-9058 TTY Users: Dial 711 (Maine Relay) Poui R. lie-Page, Governor Mary C. Moyhew, Commissioner Maine Center for Disease Controi and Prevention Senior Management Team Meeting 6/23/2016 286 Water Street, Room 16, 9:00 10:30 am. Minutes . Discussion Follow up] Next'Steps Welcome and Meeting opened with introductions of the new Chief Operating Officer and State .. I Vision Health Of?cer to the senior managers, and an overview of the current leadership?s vision. Maine Chief Operating Officer has 14 years of experience working in early childhood development and public health systems, and views the responsibility for public health as something shared by all individuals. Sharing that message needs to be part of our mission. Sharing our achievements and our best practices as well as our accredited status also is part of our mission. Organizational The current organizational charts of the MCDC depict current state as well as a future Chart state that was not fully realized. Proposed additional management levels were not approved, and not everyone represented in the charts had a voice in creating that structure. The Commissioner has assurance that there is already a capable level of management in place at MCDC, and the organization needs the flexibility to fill truly needed positions. The decision has been made to not add another layer of management to the MCDC structure. In addition, the position of Director of the Division of Licensing and Regulatory Services is being eliminated. The updated organizational chart will reflect these larger management level changes, and there are still areas that are under a review of resources and needs, and where efficiencies can be gained if we work differently together. Several of the organizational changes that involve grouping programs and functions, such as licensing and regulatory services with its medical and community based functions, need no further adjustment at this time. Other functions, particularly in the operations area, are stili being reviewed. Sheryl welcomed having individual conversations about solutions to any unfinished or incomplete moves; there is still room to maximize the arrangement of teams. New management entering MCDC at a time of change has the advantage of operationalizing changes that staff fully support while continuing to review suggestions for improvement. Sheryl offered strong support to the group for making suggestions and offering innovative solutions. Blending staff and program functions at Water Street will require some staff cross training and orientation. A tactical team to address operationalizing the addition of other staff and procedures was suggested. ill] .11 PMS and Exemption Requests As a result of the tentative status of theorganizational chart as of the end of May, a Discussion -- number of FJAs were put on hold. Due to the functional necessity of some positions that need to be filled regardless of location, some of those will move forward. Managers were advised to continue generating personnel and hiring forms on an as needed basis. Forms that are currently in process will not need to be duplicated; MCDC is now utilizing the interactive database called PEGA to manage the process of hiring request forms and exemption requests. There are good arguments for moving forward with some vacancies, and'those hiring request forms will require-strong justification. Constructive questions will be asked in order to identify and/or strengthen the case for filling vacancies. Follow up] Next Steps [3 Directors should bring to Sheryl?s attention any priority FJAs and exemption requests. Strategic Plan The Maine CDC is required to have a Strategic Plan to maintain accreditation. A strategic plan as developed by MCDC managers and Dr. Sheena Bunnell was not forwarded to the Commissioner as a final product. The strategic plan offered to the Commissioner also lacked the input of management levels whose contributions should have been included. Sheryl will be meeting with Dr. Bunnell in the near future to review both products and historical context, and to identify opportunities where the MCDC can communicate priorities to the Commissioner as well as show how we will hold ourselves accountable to them and measure outcomes for the next 12 months. Resources and opportunities identified in the recent 1:1 manager meetings: 0 Maine CDC has rich and valuable internal resources, including the Continuous Quality improvement office a The organization can leverage that power by sharing the data and make it meaningful, where it can impact decisions made in other offices - Large health care transformations of the department include surveillance and tracking networks There is tremendous epidemiological power in MCDC, and an opportunity to use those positions strategically 0 Powerful technology is available and provides an opportunity to link clinical data in the HAD to how we measure and track areas of concerns I An opportunity is present to remove silos and leverage MaineCare claims data I Enfolding licensing and certification functions provides the opportunity to consider whether regulations are burdensome for citizens, businesses and staff alike - Public health has a role in providing technical assistance to the community - Linking technology to health information could produce data that can be used much more quickly than it has been At this point, MCDC does not have a strategic plan, but does have a good basic strategic vision. The Center?s strategic plan will emerge following a series of meetings and sessions where all senior managers will have an opportunity to contribute. Sheryl and Dr. Pezzullo will meet individually with Directors to discuss specific focus areas and priorities for the next 12 months. Accreditation In preparing for the accreditation site visit, internal mutual support emerged as a definitive strength that can be leveraged even more. Now that accreditation has I. I l. been achieved, retaining accreditation becomes the new focus. As a group and as a 1 Discussion cohesive organization, MCDC will need to help each other round the learning curve and understand what accreditation means to each of us, especially with new pockets of the organization that have not had the experience of going through the accreditation process. Nancy Birkhimer will be coordinating ongoing accreditation activities, as the current accreditation guide, Kate Marone, will soon be done with the assignment. Nancy will be sharing information returned by the accreditation agency with all staff, and the MCDC will be planning an event to commemorate this significant achievement. (Ii/Comment: is there an opportunity to make a presentation on what accreditation means to the community and the larger public health community at the next MPHA meeting? The MPHA call for abstracts has been closed but we can reach out to them. There have been interactions with Bangor and Portland public health and with Tribal leaders - providing technical assistance is an accreditation component. As informational material is developed for staff, the organization has the opportunity to develop material for community partners and other bodies that meet who need to know the benefit of accreditation to the state. FollOw up! . Next Steps Grant Pre? Approval The grant pre-approval process has become somewhat extensive, but with support from the DAFS business intelligence center the process will become less complicated. Streamlining and combining the parts that are now separate will be part of the process; at this time there is no projected implementation date, but the work has begun. Limitations of technology have become less and the development of a single platform has become a greater possibility. In response to the suggestion that staff apply for 2017 or 2018 funding for continuing grants now, Sheryl agreed. Annual pre-approval for continuation grants was questioned. initially, repeat pre-approval helped identify what the Department was applying for, and the intent was for the process to be a check?in and demonstration of progress. In the first year if progress was not made, those grants were put into corrective action. Any new grant applications or grants in corrective action status were put through preapproval again. Continuation grants have begun to get streamlined and the yearly revisit is the opportunity to show progress. Sheryl envisions a revision of the system to allow waiving some steps that are no longer necessary. Travel Requests It recently came to Sheryl?s attention that staff are filling out a in state travel justification form. Managers were advised that if they wish to continue using the format as their own management tool, they may do so, but she does not require they be sent to her. Rather, she will rely on this group, perhaps in this forum, to discuss attendance and coverage at major meetings and events. If an in?state travel is linked to speaking requests, managers should review speaking requests with John Martins as usual. The out of state travel request forms are still in place, but a streamline of this process is also being considered. in Procurement training The DAFS Division of Purchases would like to do some training on procurement and perhaps aid in identify opportunities for saving. There may be multi state contracts that staff could take advantage of in order to utilize state dollars to the max. Follow up} next Steps Lori Wolanski and Peggie will work together to schedule. Media awareness campaigns are ongoing and often MCDC staff are invited to speaking engagements. The process of screening those invitations with John Martins remains in place in order to coordinate communication strategy and maximize the use of staff time. When staff are contacted directly by the media, John asks that staff continue with the established communication protocol of notifying him with a CC to Sheryl. Reporters and media outlet staff can be invited to submit their questions in writing by mail or email, and someone will return the contact. Most outlets know to go through John, as the organization?s communications coordinator, initially. Signature process Process for requesting signatures from the Department?s COO for grant applications, letters, etc.: 0 Allow enough time for document to arrive at State Street at least 5 days before due; a Division Directors should review and if approved; - Forward electronically to Sheryl with a cc to Peggie 0 Paper copies are helpful; 0 PDFs of the entire package would be extremely helpful For out of state travel needing Sheryl?s approval and forwarding to State Street: 0 Allow enough time for document to arrive at State Street at least 30 days before departure (this allows time for review and processing of cash advance when requested); - Supervisors and/or Division Directors should sign on the Supervisor/Bureau Director line; 0 Sheryl will use the Commissioner/Commissioner Designee line I Hard copy of original packet to Peggie; A PDF of the complete packet to Peggie will expedite processing For expense accounts, letters of support, general items needing Sheryl?s signature: - Allow 3 days before due; - Forward original hard copy to Peggie 0 Electronic versions are helpful For performance appraisals: - Signatures on performance appraisals are the first three tiers of supervisory/management; employee supervisor, that person?s manager, and the manager above that. Regardless of who the three managers are, the order of signatures should be reviewer first, then rater and employee, as a best practice. Guidelines in this section have been clarified and additional information is added here that was not part of the initial discussion. Peggie can provide any further clarification if needed. lill Follow up} Managers were asked to ask Sheryl for her support when and if they need to push back on deadlines for signatures when responding to federal agencies. Remaining processes and items for consideration include: Who will sign when the designated signatory (Sheryl or Dr. Pezzullo} is not available; what the SO P5 are for some of those items; who should find out the alternate signatory or SOP for each type of document; and whether we have a policy or an accreditation related process. This item will be revisited at the next SMT Other Items Legislation and Budget Now is the time to begin discussing. An Operations team may be able to support the coordination of legislation and budget before the Legislative processes get underway. Other Items SMT, EMT Q. In the former re-organization, this SMT group was formed as a result of a plan. There was another level of management team meeting. Has a decision been made regarding this venue as a communication structure? Will there be a change in format? A. For now, this group will continue to meet and the format is open to discussion; managers were welcomed to discuss their thoughts about the format with Sheryl and Dr. Pezzullo. There will also be a smaller executive management group meeting on a more frequent basis. Other Items DLRS as a Division of the MCDC Q. it is important to hear that DLRS is part of CDC. Some staff have joined the majority of the MCDC staff at Water Street, but some are still located at Anthony Avenue. Has there been any discussion about changing the branding? is there a timeline? Who will be the point for or grant related activities in Staff are still uncertain who is moving to Water Street and who is staying at Anthony. Sharing information on shared drives is presenting an obstacle. A. There is a plan to unify the brand; John Martins will be the lead. Sarah Taylor will lead the Division. Sheryl and Dr. Pezzullo will plan a meet and greet at Anthony Avenue as soon as possible. Managers were asked to email Sheryl directly with speci?c roadblocks to shared drives so she can assist. Wrap up Dr. Pezzullo thanked those managers who have participated in a series of 1:15 with himself and Sheryl Peavey thus far, and they will continue with Division Directors and other managers as a venue for discussing what is working and what is not, suggestions for change and innovative ideas, identifying hot issues and addressing staff mood and morale. it is important forthis organization to remain clinically sound, and we all need to be thinking how to make data more timely and usable, and find new ways to link it. We will be moving forward with informatics and data analytics. We also aim to be efficient, filling vacancies that are truly needed, focusing on not only what we need to do but what we?re doing that?s not moving the needle. Next Meeting 8/25/2016, 9:00am. 11:00am. i'l '4 i.