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NNPHI Kaizen Program: Death Certificate Filing
Summary
Impact Statement:
The DeKalb County Board of Health used a kaizen event to decrease the labor time and increase the accuracy of filing death certificate registrations. Improving the process resulted in labor savings, better cash flow and improved performance for customers in providing accurate and timely filing. The error rate on incoming information was reduced from 90% to 55%. Processing time was reduced by 56%. The team used a kaizen event to understand the problem; to identify issues and their root causes; and to develop, test, and begin installing the solutions in one week. The process was redesigned to eliminate redundant operations and waste, key process aids such as the filing form were redesigned, standardized steps were created to enable funeral directors to perform part of the process, standardized acceptance criteria for receipt of information were defined, team roles were clarified, office space and equipment were moved to follow the process flow, new equipment such as scanning hardware and software was installed, and the phone messaging system, prompts, and routing/rollover system were improved.
Summary:
The goal of this quality improvement (QI) initiative was to reduce the time to complete county death certificate paper filings. The beneficiaries of the QI initiative are DeKalb County Board of Health staff, funeral directors, physicians, the public and public health officials. This QI initiative was implemented so that staff time is more efficiently used to achieve desired results, certified death records are accurate and available on a timely basis, and more time can be spent on education and training on the benefits of the state electronic registration system. The conditions of the QI initiative included improved process and data quality management, reduced filing time (by at least 30% for one full-time staff member), and achievement of targets within 4 weeks of kaizen event completion. The Office of Vital Records used two measures. The first measure was the average length of time for the data collection, validation, correction, input and printing for one paper filing. The target was to decrease the average by 30%. The second measure was the total number of weekly paper filings as a percentage of the total number of all death filings (paper and electronic). This measure will be tracked to assess funeral homes' and physicians' use of the state electronic registration system and to assist in future resource allocation.
Organization that conducted the QI initiative:
DeKalb County Board of Health
Citation:
McWethy, D. Public Health Quality Improvement Exchange. NNPHI Kaizen Program: Death Certificate Filing. Mon, 07/31/2017 - 10:56. Available at https://www.phqix.org/content/nnphi-kaizen-program-death-certificate-filing. Accessed May 31, 2023.
Background and Aim
Aim statement:
The goal was to reduce the time required to file death certificate registrations. The cycle time for registration filing begins with the funeral homes' hand delivery of certificates to the Office of Vital Records. The process ends with creating an error-free custodial copy of the filing for mailing to the Georgia Office of Vital Records and in-house printing of certified copies upon request. Beneficiaries of achieving this goal are 25 funeral homes, the public, the Board of Health and public health surveillance officials. The QI initiative was implemented so that funeral homes receive state-certified documents more quickly, resource requirements are reduced and data to support surveillance activities are submitted to the state registrar in a more timely manner.
Beneficiaries: Funeral homes, public, DeKalb County Board of Health.
Measured: Current cycle time from receipt of death data to certificate.
Target: Reduce cycle time by 30% (for the same number of copies required) from current performance within 4 weeks after the event.
Actual results: Cycle time was reduced by 56%, from an average of 22 minutes per certificate filing before kaizen to the current average of less than 9 minutes per certificate filing.
Beneficiaries: Funeral homes, public, DeKalb County Board of Health.
Measured: By number of defective certificate requests (i.e., missing or incorrect information) received from funeral directors (as submitted the first time).
Target: Reduce the defective request rate by 50 percentage points, from the current perceived rate of 90% to 40% defective within 4 weeks after the event.
Actual results: The error rate was reduced by 38% in 2 weeks after the kaizen event. (Of 10 received certificates, 9 contained errors. Now, 5.5 of 10 received certificates contain errors.) This number continues to trend down as funeral directors are educated. For tracking purposes, a trend of electronic weekly filings will be used for comparison and will begin at “go live.”
Conditions: Use the Board of Health point-of-sale system, track county-certified copies of death certificates, deliver the required level of customer service, ensure that birth and death certificate customers receive the same priority levels, and ensure that in-person customers receive priority over phone calls. The QI initiative was be completed by conducting a 5-day kaizen event on March 17-21, 2014.
Need For The QI Initiative:
The former process of gathering data and validating and inputting death certificates required significant amounts of time. The staff were drawn away from other duties, which negatively affected resource leveling and overall performance. The inability to file registrations on time resulted in delays in accessing certificates and in using data for public health surveillance activities. The inability to file death registrations promptly also negatively affected revenue flow and increased personnel costs due to the occasional need for additional staff.
Area for Improvement:
Vision
• Staff time is more efficiently used to achieve desired results.
• Certified death records are accurate and available on a timely basis.
• More time can be spent in education and training on the benefits of the state electronic system.
Current state
Customers include 25 funeral homes, with an average of 107 death filings per work week. The DeKalb County Board of Health's data showed an inconsistency in the funeral homes' filing regularity. This inconsistency resulted in some staff down times and other times that required an accelerated effort by the death certificate clerk to meet customer service expectations.
Related to financials, revenue is delayed when filings are unavailable, and expenses are increased through personnel costs and mailing costs when certificates are mailed rather than delivered on-site. The data indicated many incomplete filings, errors requiring additional resources to correct, requests for mailing certificates to customers who did not want to wait during processing and inadequate tracking and filing of certificates.
The team consisted of four dedicated full-time staff, based on human resources records, with frequent requests for additional staff to minimize the filing process time.
Root Cause:
Cause-and-Effect Analysis
Process step: Certificate processing
Waste: Stopping (interruptions due to phone calls to death certificate clerk)
Root causes: The organizations's website incoming phone tree were ineffective in providing information to customers because of the length, accuracy and clarity of key information; call routing was not consistent with the organization's policy and was not designed to reduce interruptions to the death certificate clerk, and the organization's policies do not establish service-level agreement, priority setting and process coverage.
Solution: Policy statements
Speed/cost to implement: Within kaizen event
Process step: verify/edit
Waste: Birth data verification is not needed.
Root cause: The state standard is unclear regarding the requirement for verification, which leads to inconsistency and confusion in application.
Solution: Review the state policy and standardize the work.
Process step: office organization
Waste: movement, verification of individual data fields
Root cause: No inspection standards for the content of individual data fields exist; there is no organization policy for whether DeKalb or the funeral director is responsible for the inspection standards.
Solution: Standardize work, use visual job aids for DeKalb and funeral directors, and redesign the process to require correct and complete data as part of receipt.
Speed/cost to implement: within Kaizen event
Process step: certificate processing
Waste: unnecessary, redundant tracking logs
Root cause: Multiple logs are believed to be required to ensure traceability. The work process is not standardized or examined for how reliable traceability is achieved.
Solution: Stop using manual logs, redesign the process, standardize work, and use a document scanning system for electronic tracking.
Speed/cost to implement: within Kaizen event
Process step (DeKalb): verification and inspection (final manager inspection)
Root cause: Team member roles and responsibilities are not clear or established regarding who does what and the individual's accountability for self-inspection. The work process is not evaluated for how defects can be eliminated without inspection.
Solution: Redesign the process, standardize work, and use visual job aids.
Process step: certificate processing
Waste: stopping (interruptions, team members at the death clerk's desk)
Root cause: lack of role clarity and no process for identifying/helping with overloads
Solution: Redesign the process so the death clerk initiates the request for help, standardize work, and use visual job aids.
Speed/cost to implement: within Kaizen event
Process step: certificate processing
Waste: stopping (interruptions) and movement (office organization)
Root cause: The death clerk's location promotes interruptions by funeral directors.
Solution: Redesign the process to have the supervisor perform intake, and move the death clerk away from the receiving window.
Speed/cost to implement: within Kaizen event
Improvement Hypothesis
Issue: incoming defects
Improvement: If DeKalb redesigns the request form, provides clarity and feedback to the funeral directors regarding frequently missed or corrected items, and standardizes acceptance criteria for review of data...
Expected results: ...then incoming defect rates will drop, and interruptions to the death clerk will be reduced.
Issue: consistency of process
Improvement: If DeKalb redesigns the process to use the supervisor for intake, standardizes and clarifies roles and responsibilities, and has the death clerk receive help only when it is requested...
Expected results: ...then labor required for the process will be reduced, and the consistency of the process output will be improved.
Issue: travel motion
Improvement: If DeKalb moves offices and equipment to match the work process...
Expected results: ...then travel for performing process steps, interruptions from other team members, and labor required will be reduced.
Issue: redundant operations
Improvement: If DeKalb introduces scanning hardware and software and a process for their use during initial receipt of documents...
Expected results: ...then redundant logs and processes can be eliminated and labor can be reduced without sacrificing traceability.
Issue: getting customers correctly routed for answers
Improvement: If DeKalb redesigns the phone messaging prompts and redesigns the routing/rollover system so that it is shorter and clearer to customers and provides needed information...
Expected results: ...then customers will get information faster with less transfers, and there will be fewer interruptions to non-involved team members.
Planning and Execution Details
QI Implementation:
Steps in the kaizen method are (1) to confirm kaizen, (2) to prepare for kaizen, (3) to perform kaizen, and (4) to institutionalize the change.
Project Schedule
Day 1: Get focused, check the goal, and look for value and waste.
Day 2: Analyze the waste and identify solutions.
• Priority issues: Incoming defects from customers, inconsistent evaluation of required data, redundant and inconsistent processes, excessive motion to accomplish tasks, phone calls routed to incorrect locations
Day 3: Start creating the future state.
• Root cause areas: Phone tree and routing functionality, requirements for acceptance and verification of data, work process and standardization, key service and policy gaps.
• Building the future state: Fewer defects, less motion, fewer interruptions, less duplication, less labor, fewer process steps, better quality, less frustration.
Day 4: Develop solutions and job aids to enable the new process.
Day 5: Test and learn.
Beyond Day 5: Continue to develop solutions and the future state.
• Establish standardized work and clear roles.
• Revise operating policies.
• Create new intake materials to reduce defects.
• Create a scanning system and log.
• Create a verification checklist.
• Revise the phone system.
• Revise the office area layout.
Rollout: Operational measures were completed, office scanning was set up, training materials were completed, phone system was operational, continual improvement system was set up, go live on March 31.
The DeKalb County Board of Health has recognized that this is a business need, with the Office as an integral contributor to the overall process. The business need is measured by the number of FTEs required to process death certificates. The data and analysis used to establish that this project will make a key impact were the current amount of time to produce accurate filings, the number of filings each week, the one staff resource, and the number of weekly person hours required to achieve accurate weekly filings, which is currently 30% greater than 40 person hours. We hope to affect walk-in customers with long-form certificates.
Conditions placed on this project include a maximum of one FTE to be used for process, state law compliance, and targets achieved within 5 workweeks of Kaizen event completion.
Customers and beneficiaries include 25 funeral homes, citizens, the Board of Health, and public health surveillance officials.
QI Tools:
Other QI tools:
Value stream mapping
Working with others
Goal statement
Measure definition sheet
Stakeholder analysis
Communication strategy
Daily newspaper
PrISM
Gathering practical knowledge
Value/waste analysis
Single topic guideline
ROAMMM
Action item worksheet
Lessons learned (Status, Reason, Learning, and Direction [SRLD])
CIS
Quality function deployment (QFS)
5S (Sort, Straighten, Shine, Standardize, Sustain)
Mistake proofing
QI Tool Documentation:
Initiative Dates:
11/18/13 to 3/21/14
Initiative Duration:
Less than 6 months
Methods of evaluation:
During the event and ongoing, staff observed the state of the long-form death certificate process and collected process step and overall times, waste observations, a “spaghetti chart” of motion patterns required for process, and documents produced. The evaluations were performed by Jennifer (motion), everyone (waste observation), Susan and Dianne (job aids), and the team (process steps, during the kaizen event and ongoing as part of the continual improvement system).
Overall data for certificates include the number processed by day/week and type and the incoming defect rate (how frequently the incoming information is incomplete or incorrect). This task was performed by the death certificate clerk and the supervisor during the kaizen event and ongoing as part of the continual improvement system. The incoming defect rate (how frequently the incoming information is incomplete or incorrect) prior to the kaizen event was 9 of 10.
Supplemental Materials:
Sample of materials produced
Initiative photo(s)
Supplemental Files:
Results
Measurable QI Outcomes:
Graphs are available; however, they cannot be pasted or uploaded here.
The average number of errors per filing was nine in 2013. This average led the team to create an internal job aid, detailed instructions, a revised request form for the funeral homes and staff dedicated to inspecting each file. These measures resulted in a drop in the error rate to slightly more than 5.5 in 14 workdays, or a 38% reduction. The goal was to reduce errors by 50% within a 1-month time frame. The error rate was expected to continue to drop.
Averaging more than 20 minutes per filing, changes in the inspection of incoming certificates, reliance on the funeral home representatives to make changes, reduced motion by rearranging work areas, minimizing interruptions by re-positioning the death filing area, and revamping telephone messaging have resulted in a reduction of filing process time by more than 50%.
A sample of incoming telephone calls from the public indicated that the vast majority of inquiries dealt with the Office of Vital Record's hours, location and prices. Of these calls, 20% were for the death certificate clerk but were mistakenly sent to the birth clerk, then forwarded to the correct clerk. This led the team to assess the information available to the public, revamp the organization's website and create and distribute informational documents to the health centers, security guard desks, pediatricians, schools and hospitals. Other efforts included recording a new message for the telephone auto-attendant to convey the office hours, location and prices. Direct-dial numbers also provided these options and an option to leave a message for the death certificate clerk or file clerk.
Other QI Outcomes:
Other QI outcomes included a more integrated team culture within the Office of Vital Records, the staff embracing continuous QI, changes in internal protocols and changes in customer service expectations by external customers. This has resulted in delivery of the product in more timely manner, leading to happy customers.
Lessons Learned, Observations and Insights:
Construct and Execute Tests
Test: Run-through of the future state work process.
How: Take sample request form and data, and run through the new process by role and using job aids. When: March 28.
Who: S. Floyd and team.
Successful if: The process successfully achieves a final deliverable, and no more than three required changes are identified.
Test: Phone tree (message)
How: Have three customers (birth and death) listen to new messaging and attempt to access needed information.
When: March 28
Who: B. James and H. Gary.
Successful if: All customers respond favorably on a five-point scale that improvement over prior messaging was made.
Test: Routing (functionality),
How: Call in from an external source and observe sequence and timing.
When: March 31,
Who: Team.
Successful if: Sequence and rollovers are correct by process role.
Test: New request form template (with visual guidelines) for funeral directors.
How: Try the new form with three funeral directors; observe the percentage of defective filings received and the reported ease of use.
When: March 27.
Who: S. Floyd
Successful if: Defective requests are reduced by 50 percentage points from an assumed 90% level and if all funeral directors report that the requirements are clear.
Test: Data request inspection check sheet for team.
How: Give three members a common death certificate request and use the check sheet to establish what is acceptable/not acceptable.
When: March 28.
Who: W. Cason
Successful if: All three members judge 90% of all fields similarly.
Test: Scanning process and hardware.
How: Install and run five records through.
When: March 28
Who: Information Technology with H. Gary.
Successful if: The hardware/software combination successfully scans, records and increments the window #3 record station.
Results
Step: Request that funeral directors review the revised request form.
Action: Two funeral home representatives reviewed the form and offered suggestions.
Result: Suggestions were incorporated into the final form.
Step: Inspect death filings.
Action: Using the inspection guidelines, three staff members were asked to review a death filing.
Result: The guideline was followed, with all errors noted in the filing, marked and returned to the filer. (This was a mock exercise.)
Step: Dedicate one intake window for death filings only.
Action: Using a stanchion and window markings, direct all funeral staff to the #3 window.
Result: Funeral staff go directly to this window; there is no commingling of other customers with death filers.
Step: Modify the phone tree to provide adequate information in Spanish and English. Modify direct-dial numbers for the death certificate clerk to redirect callers to the birth certificate clerk or leave a voice mail if the clerk cannot answer the call.
Action: Call the main number and follow prompts. Call the individual direct-dial numbers and follow prompts.
Result: The switchboard continued to direct incoming calls to the death certificate clerk. This has been changed. All staff members can access any voice mail left from the main number. There has been a significant reduction in interruptions for the death certificate clerk by telephone calls; she has been asked to focus on her filings. All staff are in the same pick-up group and can answer a phone if available.
Step: The death certificate clerk is the only processor for all death filings.
Action: After supervisor inspection of death filings, only corrected versions are received from funeral homes. These are received by the death certificate clerk only.
Result: The process is a more efficient way to perform death filings. We will continue to monitor this process and implement other continual improvement system actions as necessary.
Learning
Reason: An inspection guide sheet was created for reviewing incoming death files.
Why: The inspection guide sheet provides a uniform checklist for inspecting files, and allows staff to note errors for funeral directors to correct.
New actions: Continue to enforce the process for funeral directors to make their own changes. Educate funeral homes on the review process.
Reason: A protocol for all Vital Records staff was created.
Why: The protocol documented the responsibilities and accountability for each staff member. Non-death certificate staff will not involve themselves in the death filing process unless requested by the death certificate clerk.
New actions: Continue to adhere to protocols by all staff.
Reason: Job aids were created: funeral home filing request, instructions for funeral homes for death filing input, and instructions for funeral homes for previewing documents via fax or e-mail.
Why: Segregating the forms from the public requests for death or birth certificates allowed for expansion of instructions and documented internal processes.
New actions: Continue to use the dedicated request form. Distribute forms widely, with instructional packages to all incoming funeral homes.
Reason: The work area was reorganized: dedicated intake window, dedicated copier for death filings, and
relocation of the death certificate clerk's work area.
Why: The reorganization supports the protocol by keeping all staff members within their lane. The death certificate clerk now has a streamlined work area, which supports more efficiency and reduces the wastes of motion.
New actions: Continue to support the death certificate clerk and the clerk's process.
Reason: The supervisor was assigned as the inspector of incoming filings.
Why: Uniformly reduce the amount of processing time.
New actions: Cross-train all staff in the inspection process.
Reason: Scanning software was implemented for death filings.
Why: Replace three manual processes/logs for recording the receipt and maintenance of custodial copies.
New action: Continue to scan all incoming filings and historic documents that are not present in the state system.
Reason: Train the funeral directors on the state electronic system.
Why: The state electronic system will continue to reduce processing time if funeral homes adapt to using it and rely less on the manual forms.
New action: Training will continue on a quarterly basis.
Reason: A general phone was installed and messaging was changed.
Why: The continuous telephone interruptions initiated a review of the current state. Messages were re-recorded, directing incoming calls to death/birth/funeral home selections, along with main menu selections for hours, location, prices and and other options. The main switchboard was also requested to direct calls to the auto-attendant.
New action: Incoming calls are logged by subject categories. Staff will continue to log all calls. Once available, the call accounting system will be used to report incoming/outgoing calls.
Reason: Continual improvement system
Why: Since the go-live date, the staff have identified and implemented solutions in other areas to reduce waste.
New action: The staff will continue to identify issues and opportunities using the fishbone diagram installed in their office.
Future Plans:
Installation Plan
• March 25: Operationalize measures.
• March 25: Set up office scan.
• March 25: Finish training materials.
• March 27: Set up continual improvement system.
• March 27–28: Conduct training and observations.
• March 28: Make phone system operational.
• March 31: Go live!
• April 4: Conduct first continual improvement system "stand up" team review.
Weekly staff meetings are held for kaizen improvement check-ins, monitoring of in-place improvements and discussion of current and future improvements based on staff use of the continual improvement system.
Ongoing Changes: Vital Records, continuous QI actions and changes implemented since the Kaizen go-live date
Issue: The death certificate clerk was experiencing frequent interruptions from other staff, including use of the dedicated work area for other staff needs.
Root cause: The death certificate clerk’s work area was close to other work areas, filing cabinets and intake areas for other requests.
Implemented solution: Changed the physical layout of the office, removed the copier in the back room, removed the cabinet in the back room and relocated the death certificate clerk's work area to the back of the office and away from other work processes
Issue: Redundant manual tracking methods were employed to maintain the location of filings.
Root cause: Staff were not trained or did not use available scanning software with unique tracking and query capability.
Implemented solution: Laserfiche software was installed to enable scanning of all incoming death documents. Custodial certificates are maintained and can be retrieved from the electronic filing system. Scanning was set up to scan in regulation 8.5"x11" paper. The need for legal-size security paper was eliminated through the certificate scanning process, thus saving a significant amount of time and money.
Issue: Custodial certificates were hand signed and embossed at the time of filing, including up to 15 copies at one time.
Root cause: Staff did not have personalized signature stamps, which are allowable, and staff had not tested embossing of security paper before printing in bulk.
Implemented solution: Emboss and sign birth and death papers at the start of each day before business begins.
Issue: Incoming errors by funeral homes were at an unacceptable rate of 90% per filing, with the staff making all corrections.
Root cause: Staff were making the corrections and not educating the funeral homes regarding their responsibility for correct filings.
Implemented solution: Dedicate one staff member to inspect all incoming filings using the new job aid (inspection form); note all errors on the filing and return it to the funeral home representative; have all funeral homes make their own corrections; Vital Records staff do not take receipt of filings until all corrections are made; give each funeral home revised directions to complete filings and new request forms; funeral homes are informed that all corrections would be made by them, not Vital Records; and offer training on the state electronic system to assist funeral directors in inputting information into the system, eliminating the need for Vital Records' visual inspection.
In-Process Changes
Issue: Funeral directors do not use the electronic system.
Root cause: Vital Records staff made all changes/corrections to paper filings.
Implemented solution: Vital Records, in conjunction with the Georgia Office of Vital Records, offers in-house training on the system.
Issue: Staff are not adequately trained in using Microsoft or Laserfiche software.
Root cause: Staff did not have adequate backup to attend training sessions.
Implemented solution: Two staff from outside Vital Records have been trained in Vital Records' duties, allowing Vital Records staff to attend training classes.
Issue: The majority of phone inquiries are related to hours, location and prices.
Root cause: Information is not readily available to the public without making a phone call to staff.
Implemented solution: Use pre-recorded telephone messaging with correct hours, location and price information.
Future State Changes
Issue: Vital Records information, including purchase information, is not readily available on the website.
Root cause: The website does not list address or payment information; staff cannot submit or order online.
Implemented solution: Publication of dedicated e-mail address, with encouraged use by funeral directors; a new, user-friendly website; and online ordering through the DeKalb County Board of Health.
QI initiatives are planned throughout the Administration division, with the following queued for initiation:
• In the area of purchasing: Receipt and processing of purchase requisitions.
• In the area of facility management: Receipt, prioritization, assignment and processing of work order requests.
• In the area of property management: Receipt and inspection of property, assignment of bar code labeling, input of data in to an inventory management system and physical property inventory.
Training and Preparation
QI Related Training Received:
Through a grant sponsored by the National Network of Public Health Institutes and the Robert Wood Johnson Foundation with support from Continual Impact LLC, the two facilitators received a total of 48 hours of QI foundational and kaizen event training, via two in-person sessions. Distance and onsite QI coaching support to co-lead a kaizen event were provided. Additional QI coaching was provided to cover kaizen event preparation, foundational and advanced QI methods (including kaizen, site change management, and installation of improvements) and associated results after the event (including reporting).
Information about the Community
Population Size:
Population Characteristics:
DeKalb County, Georgia, is one of the most ethnically diverse counties in the southeastern United States. According to the U.S. Census Bureau's 2011-2015 American Community Survey(ACS), DeKalb's population is 54% African American, 35% white, 9% Hispanic and 5% Asian. Of DeKalb County residents, 16% are foreign born and 19% primarily speak a language other than English at home. In fact, more than 120 different languages and dialects are spoken in the county.
Also, according to the ACS, the county's median household income is $51,376. About 15% of families live below the federal poverty level. Ten percent of the population is 65 years old or older. The University of Georgia's 2014 Georgia County Guide states that 57% of students graduated within four years of entering high school as freshmen.
According to the Georgia Department of Public Health, the leading causes of premature death in DeKalb County (as measured by years of potential life lost due to deaths before age 75) are injuries, cardiovascular diseases, cancers, fetal and infant conditions, and infectious and parasitic diseases. According to the 2011 Behavioral Risk Factor Surveillance System survey, 38% of adults are overweight, 28% are obese, 10% have diabetes and 19% smoke cigarettes. African Americans are over-represented for all chronic diseases.
Information about the Health Department
Local/State Relationship:
Centralized
PHAB Accreditation Status:
Accredited
Annual QI Initiative Frequency:
QI activity level:
Organization Type:
QI Staff Information
Total number of Staff on QI Team:
7
Total number of FTEs on QI Team:
7.00
QI team members:
Role in the Initiative:
Process owner
Role in Organization:
County Registrar
FTE:
1.00
Name (Optional):
Wanda Cason
Role in the Initiative:
Process co-owner
Role in Organization:
Office Supervisor
FTE:
1.00
Name (Optional):
Hannah Gary
Role in the Initiative:
Processor
Role in Organization:
Death Certificate Clerk
FTE:
1.00
Name (Optional):
Trishuna Brown
Role in the Initiative:
Processor
Role in Organization:
Birth Certificate Clerk
FTE:
1.00
Name (Optional):
Deborah Johnson
Role in the Initiative:
Wild card
Role in Organization:
Manager, Human Resources
FTE:
1.00
Name (Optional):
Jacqueline Hill
Role in the Initiative:
Facilitator
Role in Organization:
Director, Administration Division
FTE:
1.00
Name (Optional):
Dianne McWethy
Role in the Initiative:
Co-facilitator
Role in Organization:
Manager, Internal Services, Administration Division
FTE:
1.00
Name (Optional):
Susan Floyd
Accreditation Details
PHAB Standards:
Domain 9: Evaluate and continuously improve health department processes, programs, and interventions›Standard 9.1 Use a Performance Management System to Monitor Achievement of Organizational Objectives›Measure 9.1.3 A Use a process to determine and report on achievement of goals, objectives, and measures set by the performance management system
Domain 9: Evaluate and continuously improve health department processes, programs, and interventions›Standard 9.2 Develop and Implement Quality Improvement Processes Integrated Into Organizational Practice, Programs, Processes, and Interventions›Measure 9.2.1 A Establish a quality improvement program based on organizational policies and direction
Contact Information of the Submitter
First Name:
Dianne
Last Name:
McWethy
Organization:
DeKalb County Board of Health
Submission Status:
Completed
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Comments
I loved seeing this poster at
I loved seeing this poster at the Open Forum conference, and it's a great PHQIX submission. Even though our death certificate filing process is very different in Washington state compared to your process in DeKalb County, I still learned a lot and am able to apply your improvement methods and learnings to our processes here. Thanks for providing so much detail (e.g., in Lessons Learned, Observations, and Insights) so that we can apply the info to our own programs.
Cindan Gizzi, MPH
Tacoma-Pierce County Health Dept.
cgizzi@tpchd.org