A decade ago, the Turning Point Performance Management Excellence Collaborative (Turning Point) developed the first public health–specific performance management (PM) system, with accompanying resource materials, assisted by the Public Health Foundation. Since then, dramatic advancements in PM and quality improvement activities have occurred in public health. Public Health Foundation gathered data that revealed Turning Point was still relevant but difficult to implement within public health. To reflect recent advances and current challenges, Public Health Foundation refreshed the Turning Point model and related guidance tools and developed new resources to facilitate PM implementation. In addition, a new fifth component, “Visible Leadership,” was added to the 4-quadrant model and the Self-Assessment Tool. In the future, public health organizations should take an active leadership role in innovating and sustaining PM systems, ensuring they become accountable for producing outcomes, leveraging technology advances, and incorporating best practices from all stakeholders.
This article describes the Turning Point Performance Management Excellence Collaborative (Turning Point) development of the first public health–specific performance management (PM) system.
Public Health Foundation, Washington, District of Columbia (Mss DeAngelo and Beaudry and Mr Bialek); Florida State University College of Medicine, Tallahassee (Dr Beitsch); Office for State, Tribal, Local and Territorial Support, Centers for Disease Control and Prevention, Atlanta, Georgia (Ms Corso); and Houston Department of Health and Human Services, Houston, Texas (Dr Estes). Ms DeAngelo is now with CommonHealth ACTION, Washington, District of Columbia. Dr Estes is now with Texas Health and Human Services Commission, Austin.
Correspondence: Leslie M. Beitsch, MD, JD, Florida State University College of Medicine, 1115 West Call St, Tallahassee, FL 32306 (email@example.com).
Development of this article was supported by funds made available from the Centers for Disease Control and Prevention, Office for State, Tribal, Local and Territorial Support, through the National Public Health Improvement Initiative.
The authors thank the many national, state, local, and tribal public health professionals who participated in the national Think Tank meeting, provided input to this process through workshops, and responded to feedback requests through e-mail, conference calls, and online discussion forums.
The findings and conclusions presented here are those of the authors and do not necessarily represent the official position of the Centers for Disease Control and Prevention. The authors declare no conflicts of interest.