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(Insert LHD Name Here)’s Introduction to Quality Improvement

(Insert LHD Name Here)’s Introduction to Quality Improvement. Optional: Add logos. Why Quality Improvement?. Foundation of new accreditation program Results of investment in public health Getting better all the time. Session Goal and Objectives.

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(Insert LHD Name Here)’s Introduction to Quality Improvement

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  1. (Insert LHD Name Here)’s Introduction to Quality Improvement Optional: Add logos

  2. Why Quality Improvement? Foundation of new accreditation program Results of investment in public health Getting better all the time

  3. Session Goal and Objectives 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

  4. Definition of QI In Public Health “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.

  5. They Are Not the Same 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

  6. They Are Not the Same 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

  7. Culture of Quality Improvement Organization-wide Topic Program/unit Improvement Quality Improvement Planning Quality Improvement Goals Approaches System focus Tied to the Strategic Plan Strategic Plan Baldrige Program Organization QI Council Specific project focus Program/unit level Individual program/unit level plans Lean Six Sigma Individual QI Teams Rapid Cycle PDCA

  8. ABCs of PDCA

  9. Plan – Do – Check– Act vs. Plan – Do – Study– Act

  10. Continuous Improvement

  11. PLAN www.adesblog.com/category/getting-things-done/ Identify and prioritize quality improvement opportunities

  12. PLAN 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?

  13. PLAN 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.”

  14. PLAN Describe the current process

  15. PLAN Collect data on the current process

  16. PLAN Identify all possible causes

  17. PLAN www.talentt.com/productFile/1196704593.jpg Identify potential improvements

  18. PLAN scipp.ucsc.edu/theory/theoryhomepage.htm Develop an improvement theory IF…THEN…

  19. PLAN Develop an action plan

  20. DO • Implement the improvement • Collect and document the data • Document the problems, unexpected observations, lessons learned, and knowledge gained

  21. CHECK • Analyze the results: was an improvement achieved? • Document lessons learned, knowledge gained, and any surprising results that emerged.

  22. ACT • Take action: • Adopt - standardize • Adapt – change and repeat • Abandon – start over • Once you’ve adopted – monitor and hold the gains!

  23. QI Myths and Truths • 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

  24. QI Myths and Truths • Myth: If I don’t achieve my goal, I’ve failed • Truth: When doing QI, there is no such thing as failure

  25. QI Myths and Truths • Myth: All change = improvement • Truth: All improvement = change

  26. Reducing Early Syphilis CasesOrange County, FL Aim: “Reduce new early syphilis cases by 25 percent compared to the previous year.”

  27. (LHD)’s Next Steps http://robertnoell.com/sales-training-blog/wp-content/uploads/2008/12/steps-to-success.jpg Step 1 Step 2 Step 3 Step 4 Step 5

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