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Creating A Quality Improvement Culture in Solano Public Health

Creating A Quality Improvement Culture in Solano Public Health. Solano County Health & Social Services, Solano Public Health Jayleen Richards, MPA/HSA and Mike Stacey, MD May 1, 2012. Contents. Overview of Solano Public Health.

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Creating A Quality Improvement Culture in Solano Public Health

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  1. Creating A Quality Improvement Culture in Solano Public Health Solano County Health & Social Services, Solano Public Health Jayleen Richards, MPA/HSA and Mike Stacey, MD May 1, 2012

  2. Contents • Overview of Solano Public Health. • Overview of creating a quality improvement culture in the Division. • Lessons learned.

  3. Overview of Solano Public Health • Solano County is part of the San Francisco Bay Area Region. • Solano County is a medium sized county, 425,000 residents. • Solano Public Health is a Division of Solano County Health & Social Services. • Solano Public Health provides individual and population based services.

  4. Creating a Quality Improvement Culture in Solano Public Health • Many programs and employees were doing some quality improvement in the Division. • Needed to clearly communicate to employees that Continuous Quality Improvement is not a new project—something they are already doing. • Continuous Quality Improvement provides a framework and tools to effectively facilitate quality improvement projects.

  5. Phases of Quality Improvement in Solano Public Health • Phase I • Training of the Trainers model. • Created a Quality Policy Team and Quality Advisory Committee. • Structured process; limited, formal staff participation. • Phase II • Continuous Quality Improvement Universities. • CQI training open to all employees. • Maintained oversight committees. • Encouraged programs to start CQI projects on their own.

  6. Phases of Quality Improvement in Solano Public Health, Continued • Phase III • Train a team or program to CQI processes and tools, so that they may implement future QI projects on their own. • Hear it, see it, and do it approach. • Provide overview of CQI training at new employee orientation. • Moved CQI policy discussions to all PH managers and supervisor meeting. • Maintained Quality Advisory Committee. • Creating a intranet web site to share CQI information, training materials, and tools. • Solano County is piloting CQI projects in other Departments, Child Support Services and County Administrator's Office.

  7. Lessons Learned • Too few CQI “experts” in the Division and when they left the skills, knowledge and expertise went with them. • Provide the training, education and tools to all employees to implement Quality Improvement projects. • Involve all levels of staff in the CQI process. • Identify champions who will help to get the project started and others on board. Serve as spokespersons for the project. • Collect and provide data to Quality Improvement project team. • Introduce CQI Rapid Cycle projects.

  8. Questions and Comments Jayleen Richards, MPA/HSA Public Health Administrator jmrichards@solanocounty.com Mike Stacey, MD Chief Medical Officer/Deputy Health Officer mwstacey@solanocounty.com 707.784.8600

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