Model for Improvement

Completed
Impact Statement:
The Boston Public Health Commission worked across departmental areas to improve the invoice payment process for their vendors. Timely payment contributes to improved relationships with these partners to collectively meet the community's health needs.
Completed
Impact Statement:
Through a series of PDSA cycles, a division of the Boston Public Health Commission increased staff knowledge of ongoing program updates from 69% to 86% (a 25% increase).
Boston Public Health Commission
Completed
Impact Statement:
By improving the perceived value of staff meetings, the Boston Public Health Commission can be more effective in its role to advance population health.
City of St. Louis Department of Health
Completed
Impact Statement:
In becoming ready for PHAB accreditation, the City of St. Louis Department of Health’s performance management team used quality planning to create, test, and install a performance management system. The process included a fishbone diagram of the barriers to a culture of quality, an affinity diagram...
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.
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...
Cabarrus Health Alliance
Completed
Impact Statement:
Cabarrus Health Alliance and partners used quality improvement to streamline their processes for referrals for pregnancy care management to improve overall handoffs and cycle times, resulting in more timely and effective referrals for care management to ensure healthier mothers and babies.
MCHD
Completed
Impact Statement:
A knowledgeable and involved team, subject matter expertise, and the Kaizen improvement method helped the Madison County Health Department reduce their client no show rates in the Family Planning Clinic. Root cause analysis led the team to create standardized process procedures, client scheduling...
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.
NCHD
Completed
Impact Statement:
Client satisfaction data are a critical component of an agency’s QI plan but can be difficult to obtain. Through a 4-day Kaizen event, Northampton County Health Department (NCHD) in North Carolina streamlined and simplified its client satisfaction survey process, resulting in a 100% increase in the...
Dare County Health and Human Services
Completed
Impact Statement:
A local health department in North Carolina used PDSA cycles and lean/kaizen approaches to improve their clinic client and community satisfaction survey tools and data collection process. This provided a system-wide framework to enable the organization to better understand their customers’ needs,...
HCHD
Completed
Impact Statement:
This medium-sized health department tackled the unacceptable wait time in its Primary Care Clinics. The wait time averaged 1.5 hours for new patients and 30–45 minutes for returning patients. The QI team members observed how people are processed through the stations and identified improvement...
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...
WCHD
Completed
Impact Statement:
Tuberculosis is difficult to eradicate, it can have devastating health impacts, and one active TB case can result in budget-breaking expenses for small-to-medium local health jurisdictions. A local health department in Washington state implemented a quality planning and quality improvement project...
OCHD
Completed
Impact Statement:
A systematic 9- step approach to manage access to prenatal care was the key to improving access to medical exams within the first 2 weeks of a positive pregnancy test. This systematic approach removed previous barriers that caused a delay in the process from pregnancy testing to initial medical...
Madison County Health Department
Completed
Impact Statement:
Through several PDCA cycles, the Madison County Health Department was able to increase revenue from billable service fees in two program areas -- one by 13% and the other by 16%. The process improvements gradually will be applied to all direct service program areas, followed by other improvements...
Red Cliff Community Health Center
Completed
Impact Statement:
Because surveillance for communicable disease had been provided by the state, the Red Cliff Community health department had limited knowledge of communicable diseases in their community. They used quality improvement to bring communicable disease reporting, surveillance, control and prevention...
Gwinnett, Newton, and Rockdale County Health Departments
Completed
Impact Statement:
The public health community has lagged in using digital communications to make its presence and services delivered known to the general public. Gwinnett, Newton, and Rockdale County Health Departments found that creating a better experience and better information for website visitors was better...
FCPH
Completed
Impact Statement:
Franklin County Public Health: This QI project sought to improve client satisfaction with Environmental Health programs, focusing for this project on the water quality partnership program. Understanding client satisfaction in programs that are fee-based, such as environmental health, can improve...
Florence County Health Department
Completed
Impact Statement:
By giving women improved information on the prenatal care program and the WIC program, this collaborative increased entry into prenatal care and participation in WIC, thus promoting healthy birth outcomes in the community and synergy between the two programs.
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.
Cumberland County Health Department
Completed
Impact Statement:
Cumberland County Health Department achieved dramatic improvements in the quality of services offered by their Adult Health Clinic through a Kaizen event. Prescription refill wait times decreased from as long as 6 weeks to less than 72 hours, and referrals to specialists, many of which had lengthy...
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.
Cabarrus Health Alliance
Completed
Impact Statement:
In order to improve client satisfaction and increase the efficiency of WIC visits, this medium size local health department used QI to improve their Open Access appointment system. They were able to reduce the time for a complete WIC visit by 25% and increase participant satisfaction to 96%.
Tacoma-Pierce County Health Department
Completed
Impact Statement:
By implementing more accurate Medicaid billing procedures that resulted in an increase in Medicaid match revenue, the local health department was able to re-direct funds to necessary departmental strategic priorities that benefit the health of the local community.
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