Optional: Add logos. Foundation of new accreditation program Results of investment in public health...
Transcript of Optional: Add logos. Foundation of new accreditation program Results of investment in public health...
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
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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
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