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Arizona Department of Health Services Completed Impact Statement: A state health department used LEAN tools to improve customer service by streamlining the process for reviewing licensure applications for residential facilities, reducing the average time from 50 to 17 calendar days. |
Philadelphia Department of Public Health Completed Impact Statement: Using a PDCA approach, the Philadelphia Department of Public Health (PDPH) achieved a more efficient process for onboarding new employees. The amount of paper used went from 136 pages to 16 pages, an 88% reduction. The mean monthly staff time dedicated to the onboarding process dropped from 653... |
MCDPH Completed Impact Statement: Maricopa County Department of Health (MCDPH) used QI methods to achieve a 90% decrease in callers to the health department who selected the "zero-out" option (transfer of call to a live operator), thereby freeing staff time to focus on other projects and ensuring that more callers quickly... |
Connecticut DPH Completed Impact Statement: The Connecticut Department of Public Health (DPH) significantly reduced the number of steps needed to place student interns. By improving access to job descriptions and applications for preceptors and prospective interns, staff could more easily increase capacity to meet the community's health... |
TCPH Completed Impact Statement: Tarrant County Public Health’s (TCPH’s) North Texas Regional Laboratory (NTRL) decreased the cost of a specific HIV test by 40% by testing and adopting an alternative control test method. NTRL has received level funding for a few years while laboratory expenses have continued to grow. Achieving... |
KHI Completed Impact Statement: Kansas Health Institute (KHI) strengthened their ability to share information with clients by increasing the efficiency of its publication process and reducing staff stress associated with it. |
TCPH Completed Impact Statement: The Tarrant County Public Health (TCPH) Tuberculosis (TB) Division in Texas improved completion rates for latent TB infection (LTBI) treatment focusing on three targeted populations: homeless shelter residents, refugees, and people exposed to TB cases. Quality improvement of the process and a new... |
Houston Health Department In Progress Impact Statement: Mobile food units (MFUs) in Houston, Texas, now experience a faster, more efficient inspection process thanks to a Kaizen event held by Houston Health Department. The average time to complete the physical inspection and administrative paperwork has decreased from 3 hours to 30 minutes. Moreover,... |
North Carolina Department of Health and Human Services In Progress Impact Statement: Recognizing the critical role of timely and accurate death data for local health departments (LHDs) to perform surveillance and make informed decisions, the North Carolina Department of Health & Human Services used quality improvement to decrease the lag in posting identifiable death data from... |
Minnesota Department of Health Completed Impact Statement: The Minnesota Department of Health Birth Defects Monitoring and Analysis Program used a Kaizen event to streamline the process for identifying children with birth defects, decrease the median time from 49 to 37 days, and decrease the maximum time by 53%. Families may now be linked faster to... |
MDH Completed Impact Statement: The Kaizen event approach was selected to involve the Minnesota Department of Health (MDH) Public Health Laboratory (PHL) team in reducing the percentage of influenza tests taking longer than 6 days to verify and eliminate testing errors. Within 4 months, errors were eliminated and test time length... |
HEALTH Completed Impact Statement: How might your health department track the trajectory and evolution of its QI and performance management system? Learn how Rhode Island Department of Health developed a survey tool to assess progress and measure QI uptake. |
Completed Impact Statement: Rapid response to new Salmonella cases is critical to decreasing the spread of disease and reducing the likelihood of an outbreak. The Santa Clara County Public Health Department in California used the Define, Measure, Analyze, Improve, Control (DMAIC)/Six Sigma approach to identify the root causes... |
Rhode Island Department of Health In Progress Impact Statement: The Rhode Island Department of Health improved the timeliness of data entry for early intervention (EI) services which enhanced appropriate and prompt preventive health services and follow-up care. Delayed entry of Individual Family Service Plans (IFSPs) by outside agencies into the KIDSNET system... |
NC DPH In Progress Impact Statement: Review of timely and accurate evaluation data is crucial for health departments to provide effective interventions to improve the health of their communities. The Women’s Health branch of a state health department used several QI methods and tools—including a Kaizen event, multiple PDSA cycles and... |
North Carolina Division of Public Health Completed Impact Statement: NC Division of Public Health streamlined data collection and improved the quality of reportable data in their Maternal, Infant, and Early Childhood Home Visiting Program resulting in greater use of these data to improve services to children and families. |
CDPH Completed Impact Statement: Untreated chlamydia (CT) and gonorrhea (GC) can lead to serious health problems in men and women. In order to effectively track and treat these two sexually transmitted infections, CDC guidelines require that low-priority CT and GC reports be processed by health departments within 30 days of... |
OHA–Public Health Division Completed Impact Statement: Team uses creativity to positively engage staff which enabled measurable improvements to be made to a critical agency process directly impacting the public. After the event, processing time was reduced substantially to a rolling average of 12.5 business days from the previous average of 30 business... |
SLCHD Completed Impact Statement: This initiative describes how quality leaders at the Salt Lake County Health Department challenged the status quo to transform organizational quality culture. Members of the SLCHD Quality Council identified a need to increase the health department's emphasis on quality after a review and... |
DHMH Completed Impact Statement: The Maryland Department of Health and Mental Hygiene partnered with its local health departments and WIC clinics to increase the number of WIC clients referred to and receiving appropriate services to meet their needs. |
MDH Completed Impact Statement: Effective tobacco control and prevention outreach is vital to decreasing tobacco use, secondhand smoke exposure, and tobacco-related disease rates. In addition, the loss of significant resources and funding for tobacco control and prevention have made it all the more important to have efficient... |
ADHS Completed Impact Statement: Home visiting programs are an important intervention to improve the health of women and children, but they are generally done in programmatic silos. A state health department used QI to improve the process and systematically address both chronic disease and environmental health risk factors... |
UDOH Completed Impact Statement: This state health department quality improvement (QI) effort sought to improve customer satisfaction and increase use of the Utah state laboratory. The intervention tested was the development of a website for use by local health department (LHD) staff, who achieved both of the QI project goals. In... |
MDCH Completed Impact Statement: This Michigan Department of Community Health QI project sought to increase the number of grants reaching priority populations in response to requests for proposals (RFP) for tobacco control. The team used a survey to gather data on the biggest barriers to applying for grants that would reach the... |
Idaho Department of Health and Welfare Completed Impact Statement: In order to simplify and standardize its formal contracts (numbering over 200) with the seven local health districts in Idaho, which led to great frustration and wasted time by both local and state staff in processing multiple different forms for contracts, the Idaho Division of Public Health used... |
Washington State DOH Completed Impact Statement: The Washington state health department conducted a Kaizen event to streamline the application process for HIV positive Washington state residents with low incomes to receive coverage. Multiple improvements were made, several target goals were exceeded, resulting in quicker access to life-saving... |
Salt Lake County Health Department Completed Impact Statement: Due to a variety of barriers, including inefficient flow of clients during WIC visits, eligible families were not engaging with WIC services. The clinics at this health department improved their processes and exceeded their initial goals, allowing many more families to be able to eat well and be... |
CT DPH Completed Impact Statement: The CT DPH innovatively improved its ability to collect and report sociodemographic information, so health disparities could be identified throughout the state and efforts could be taken to improve population health and better address health inequities. |
Washington State Department of Health Completed Impact Statement: Washington State Department of Health enhanced their ability to lower the risk of clients receiving substandard care in hospital settings. Using a Lean process, staff implemented a host of improvements to increase the rate of hospital inspections conducted within the state-mandated 18-month... |
NC Institute for Public Health, University of North Carolina at Chapel Hill Gillings School of Global Public Health Completed Impact Statement: A quality improvement mini-collaborative in North Carolina focused on developing a workforce development plan to increase public health nurse retention. After doing root cause analysis, the team developed a nurse-mentoring program and measured results after six months. |
Hennepin County Human Services and Public Health Department Completed Impact Statement: The health department was concerned about a falling rate of visits by homeless people to the federally funded Health Care for Homeless project despite an increase in the homeless population. They investigated the causes and made several changes including implementing a process for walk-in service... |
NC Center for Public Health Quality Completed Impact Statement: The state health department developed a training program for public health staff at the state and local levels to apply continuous quality improvement in their delivery of public health services, in turn resulting in better health outcomes for the people of North Carolina. |
Houston Department of Health and Human Services Completed Impact Statement: The Health Department improved the process for obtaining birth and death certificates so customers weren’t forced to miss time from work or take other extraordinary steps to obtain these vital documents in a timely fashion. |
Austin/Travis County Health and Human Services Department Completed Impact Statement: An urban local health department found that 35% of mid-level staff did not know who to contact for questions about new department programs and services. This workforce development QI project led to development of a common resource packet that enabled staff to respond more quickly and effectively... |
Alabama Department of Public Health Completed Impact Statement: The Alabama state health department trained local health department family planning clinic staff in QI. The QI tools provided helped staff analyze current procedures and identify service delivery bottlenecks and then design interventions resulting in increased capacity and a reduction in waiting... |
Oklahoma State Department of Health Completed Impact Statement: To address the high percentage of Oklahoma’s youth who were overweight or obese, the CATCH (Coordinated Approach to Child Health) after-school program improved their ability to achieve parental involvement and encouragement of at-home physical fitness and nutrition activities by adding fun... |