Optional: Add logos. Foundation of new accreditation program Results of investment in public health Getting better all the time.

Optional: Add logos

Foundation of new accreditation program

Results of investment in public health

Getting better all the time

Goal:  To provide a foundation for (Insert LHD Name)’s quality improvement efforts    

 Learning Objectives:- Understand the distinction between quality

improvement and other, related activities- Understand the phases of a Plan-Do-Check-

Act cycle- Cite an example of a PDCA cycle

undertaken by a local health department

“Quality improvement in public health is the use of a deliberate and defined improvement process, such as Plan-Do-Check-Act, which is focused on activities that are responsive to community needs and improving population health. 

“It refers to a continuous and ongoing effort to achieve measurable improvements in the efficiency, effectiveness, performance, accountability, outcomes, and other indicators of quality in services or processes which achieve equity and improve the health of the community.”

This definition was developed by the Accreditation Coalition Workgroup (Les Beitsch, Ron Bialek, Abby Cofsky, Liza Corso, Jack Moran, William Riley,

and Pamela Russo) and approved by the Accreditation Coalition on June 2009.

Quality Assurance

Reactive Works on problems

after they occur Regulatory usually by

State or Federal Law Led by management Periodic look-back Responds to a

mandate or crisis or fixed schedule

Meets a standard (Pass/Fail)

Quality Improvement

Proactive Works on processes Seeks to improve

(culture shift) Led by staff Continuous Proactively selects a

process to improve Exceeds expectations

Evaluation

Assess a program at a moment in time

Static Does not include

identification of the source of a problem or potential solutions

Does not measure improvements

Program-focused A step in the QI

process

Quality Improvement

Understand the process that is in place

Ongoing Entails finding the root

cause of a problem and interventions targeted to address it

Focused on making measurable improvements

Customer-focused Includes evaluation

Topic Organization-wide Program/unit

Improvement

Quality Improvement Planning

Quality Improvement Goals

Approaches

System focus

Tied to the Strategic Plan

Strategic Plan

Baldrige ProgramOrganization QI Council

Specific project focus

Program/unit level

Individual program/unit level plans

Lean Six SigmaIndividual QI TeamsRapid Cycle PDCA

ABCs ABCs of of

PDCAPDCA

Plan – Do – Check – Act vs.

Plan – Do – Study – Act

Act

DoCheck/Study

Plan

Identify and prioritize quality improvement opportunities

www.adesblog.com/category/getting-things-done/

Develop an AIM Statement

WHAT are we striving to accomplish? WHEN will this occur (what is the timeline)? HOW MUCH ? What is the specific, numeric

improvement we wish to achieve? FOR WHOM ? Who is the target population?

Develop an AIM Statement

Statement #1: “We will improve the number of hearing tests given by the health department.”

Statement #2: “Between September 1 and December 15, 90% of first grade students enrolled in the county’s schools will receive hearing tests.”

Describe the current process

Collect data on the current process

Identify all possible causes

Identify potential

improvements

www.talentt.com/productFile/1196704593.jpg

Develop an improvemen

t theory

IF…THEN…

scipp.ucsc.edu/theory/theoryhomepage.htm

Develop an action plan

Implement the improvement

Collect and document the data

Document the problems, unexpected observations, lessons learned, and knowledge gained

Analyze the results: was an improvement achieved?

Document lessons learned, knowledge gained, and any surprising results that emerged.

Take action: Adopt - standardize Adapt – change and repeat Abandon – start over

Once you’ve adopted – monitor and hold the gains!

Myth: QI is about weeding out the bad apples

Truth: QI is about processes - series of steps or actions performed to achieve a specific purpose

Myth: If I don’t achieve my goal, I’ve failed

Truth: When doing QI, there is no such thing as failure

Myth: All change = improvement

Truth: All improvement = change

Aim: “Reduce new early syphilis cases by 25 percent

compared to the previous year.”

Step 1 Step 2 Step 3 Step 4 Step 5

http://robertnoell.com/sales-training-blog/wp-content/uploads/2008/12/steps-to-success.jpg