Jim Rousey
Office of Health Equity: Vivian Lasley-Bibbs
Division Directors: Dr. Jeff Howard, Dr. Kraig Humbaugh, Marvin Miller,
Kathy Fowler, Trish Okeson, Rosie Miklavcic, Charles Kendell
Champions/Liaisons: See Domain listing
Accreditation Readiness Team: See roster
Cabinet for Health and Family Services, Page 24
4. strengthening the patient voice part 2v2 nick harding 5 july 2012podnosh
The document discusses strengthening the patient voice in healthcare. It summarizes feedback from a morning session which touched on issues like governance and control of funds, engagement with patients, GP burnout, access to appointments and services, links between primary and secondary care, and the changing role of GPs. It also provides information on the local healthcare system including accountability, funding sources, and an overview of providers in the area. The vision is for healthcare without boundaries through local commissioning groups that empower patients and improve health in communities.
Commissioner Choucair at the 2014 National Network of Public Health Institutes Open Forum for Quality Improvement in Public Health presentation on "Perfect Timing! The Launch of Healthy Chicago and Our Accreditation Journey" in Kansas City.
Hospital accreditation is a voluntary process that focuses on continuous quality improvement. It provides public commitment to patient safety and quality care. Accreditation standards aim to improve performance over minimum standards. In India, the National Accreditation Board for Hospitals and Healthcare Providers sets accreditation standards and has accredited several major hospitals. Accreditation benefits include improved public trust, safety culture, and systematic quality improvement processes.
California Community Care Coordination Collaborative II - Kickoff Webinar Jan...LucilePackardFoundation
This document provides an agenda and overview for a webinar on care coordination projects in California. It introduces 6 projects from various counties that aim to improve care coordination for children with special health needs. For each project, it outlines the key partners involved, goals, activities and anticipated challenges. The overall goal is to strengthen collaboration and information sharing across agencies providing services to children with special healthcare needs.
A June 2018 webinar sponsored by the Annie E. Casey Foundation and the William T. Grant Foundation — now available via recording — provides an overview of available funding streams for implementing and sustaining evidence-based programs in child welfare, with a special emphasis on the Family First Prevention Services Act.
Pre-summit workshop on Wedesday, April 10 at the 2013 Saskatchewan Health Care Quality Summit. For more information about the summit, visit www.qualitysummit.ca. Follow @QualitySummit on Twitter.
Learn more about quality improvement from the perspectives and experiences of Canada’s senior health care leaders. Recently, the Health Council of Canada interviewed these leaders and surveyed governments about their quality improvement efforts across federal, provincial and territorial health care systems. This presentation provides insight into the wide range of system-level quality improvement approaches across the country as well as the success factors and barriers to change. It also provides an overview of the many innovative quality improvement initiatives taking place across the country.
The document discusses Health Systems 20/20's activities in the Democratic Republic of Congo (DRC) to strengthen health systems and policies. The program aimed to build capacity of national entities to improve health financing and management over 4 years with $7.3 million. Activities included national health accounts, developing performance-based financing policies, and strengthening institutions like the Kinshasa School of Public Health. Challenges in DRC included weak capacity, donor dependency, lack of local experts, and economic insecurity. The program worked to address these by building sustainable management skills, leveraging multiple donors, and creating incentives for performance and resources. Strengthening institutions and using tools like national health accounts and performance-based financing were seen as
4. strengthening the patient voice part 2v2 nick harding 5 july 2012podnosh
The document discusses strengthening the patient voice in healthcare. It summarizes feedback from a morning session which touched on issues like governance and control of funds, engagement with patients, GP burnout, access to appointments and services, links between primary and secondary care, and the changing role of GPs. It also provides information on the local healthcare system including accountability, funding sources, and an overview of providers in the area. The vision is for healthcare without boundaries through local commissioning groups that empower patients and improve health in communities.
Commissioner Choucair at the 2014 National Network of Public Health Institutes Open Forum for Quality Improvement in Public Health presentation on "Perfect Timing! The Launch of Healthy Chicago and Our Accreditation Journey" in Kansas City.
Hospital accreditation is a voluntary process that focuses on continuous quality improvement. It provides public commitment to patient safety and quality care. Accreditation standards aim to improve performance over minimum standards. In India, the National Accreditation Board for Hospitals and Healthcare Providers sets accreditation standards and has accredited several major hospitals. Accreditation benefits include improved public trust, safety culture, and systematic quality improvement processes.
California Community Care Coordination Collaborative II - Kickoff Webinar Jan...LucilePackardFoundation
This document provides an agenda and overview for a webinar on care coordination projects in California. It introduces 6 projects from various counties that aim to improve care coordination for children with special health needs. For each project, it outlines the key partners involved, goals, activities and anticipated challenges. The overall goal is to strengthen collaboration and information sharing across agencies providing services to children with special healthcare needs.
A June 2018 webinar sponsored by the Annie E. Casey Foundation and the William T. Grant Foundation — now available via recording — provides an overview of available funding streams for implementing and sustaining evidence-based programs in child welfare, with a special emphasis on the Family First Prevention Services Act.
Pre-summit workshop on Wedesday, April 10 at the 2013 Saskatchewan Health Care Quality Summit. For more information about the summit, visit www.qualitysummit.ca. Follow @QualitySummit on Twitter.
Learn more about quality improvement from the perspectives and experiences of Canada’s senior health care leaders. Recently, the Health Council of Canada interviewed these leaders and surveyed governments about their quality improvement efforts across federal, provincial and territorial health care systems. This presentation provides insight into the wide range of system-level quality improvement approaches across the country as well as the success factors and barriers to change. It also provides an overview of the many innovative quality improvement initiatives taking place across the country.
The document discusses Health Systems 20/20's activities in the Democratic Republic of Congo (DRC) to strengthen health systems and policies. The program aimed to build capacity of national entities to improve health financing and management over 4 years with $7.3 million. Activities included national health accounts, developing performance-based financing policies, and strengthening institutions like the Kinshasa School of Public Health. Challenges in DRC included weak capacity, donor dependency, lack of local experts, and economic insecurity. The program worked to address these by building sustainable management skills, leveraging multiple donors, and creating incentives for performance and resources. Strengthening institutions and using tools like national health accounts and performance-based financing were seen as
The Community Health Center, Inc. and its Weitzman Institute will provide education, information, and training to interested health centers in Transforming Teams and Training the Next Generation. They offer national webinars and learning collaboratives focused on advancing team-based care, post-graduate residency programs, and health professions students in Federally Qualified Health Centers. The Community Health Center has a long history, serving over 145,000 patients across 203 sites through integrated clinical care, research, and training programs.
Webinar on Quality Improvement Strategies in a Team-Based Care Environment CHC Connecticut
Building a quality improvement (QI) infrastructure within team-based care is an organizational strategy that will establish a culture of continuous improvement across departments and improve quality in all domains of performance. Many positions in primary care now require QI training as part of employees' professional development.
Our expert faculty discuss tools you can use to build and implement a QI infrastructure within your team-based setting to improve patient care.
Panelists:
• Deb Ward, RN, Senior Quality Improvement Manager, Community Health Center, Inc.
• Kathleen Thies, PhD, RN, Consultant, Researcher, Weitzman Institute
The Community Health Center, Inc. and its Weitzman Institute will provide education, information, and training to interested health centers through national webinars and learning collaboratives focused on advancing team-based care, post-graduate residency programs, and health professions students training in Federally Qualified Health Centers. The Community Health Center serves over 145,000 patients across 203 delivery sites, with a founding year of 1972. It has three foundational pillars: clinical excellence, research and development through its Weitzman Institute, and training the next generation of health professionals through various postgraduate training programs and student placements.
This scenario belongs to standard B1 (Information to care seekers about available services). The PHC appropriately provided pre-procedure counseling and referred the patients to a higher center since abortion services were not available at that facility, informing the patients about the services available.
Health Datapalooza IV: June 3rd-4th, 2013
APPS EXPO LIVE DEMOS
Tuesday June 4, 2013 • 1:30pm - 5:00pm
Location: Ambassador Ballroom
Healthy Communities Institute’s web-based platform, the Healthy Communities Network (HCN),
is available for any community in the United States. The system pulls health data from national,
state, and local sources, and provides dashboards and interactive GIS maps as a front end to
help all stakeholders understand complex health data and see community “risk profiles.” Data
is continuously updated. Promising practices are linked to help people find evidence-based
interventions. HCI’s technology is an end-to-end solution for improving community health and
supports hospitals, health departments and coalitions with IRS 990 requirements, Public Health
Accreditation (PHAB), CHIP, SHIP, MAPP and Collective Impact planning.
NTTAP Webinar Series - April 13, 2023: Quality Improvement Strategies in a Te...CHC Connecticut
Join us for a webinar on quality improvement in team-based care!
Building a quality improvement (QI) infrastructure within team-based care is an organizational strategy that will establish a culture of continuous improvement across departments and improve quality in all domains of performance.
Participants will learn about:
• QI infrastructure
• Facilitating QI committees
• Coach training within health centers
Faculty will also provide an example of how trained coaches use QI tools to test and implement changes within an organization.
Postgraduate residency presentation #2 from recruitment to graduationCHC Connecticut
What does the 12-month Nurse Practitioner Residency program look like? This webinar will delve into the details of the structure, design, and content of a 12-month, Federally Qualified Health Center (FQHC) based, postgraduate nurse practitioner residency program. Topics such as recruitment, screening and selection of candidates, core programmatic and curricula elements, and the essential contributions of other staff will be discussed. This webinar will feature speakers from the Community Health Center, Inc.’s first-in-the-nation nurse practitioner residency program and guests from other exemplary programs around the country.
CORE Group Fall Meeting 2010. Using Collaborative Improvement to Achieve Quality Care for Vulnerable Children in Ethiopia. - Nicole Richardson, Save the Children USA
The document provides information about the Kentucky Department for Public Health's (KDPH) worksite wellness program and pilot. The goals of the program are to identify strategies to serve as a model for evidence-based wellness programs and support employers' implementation. The pilot assessed KDPH employees, found areas for improvement like nutrition and stress management, and developed an action plan. The plan focuses on building community, leadership support, and communication. It recommends activities and tracks objectives and metrics. The pilot aims to create a model for improving employee well-being across multiple levels.
The Bay Area Performance Improvement Network (BAPIN) was founded in 2011 to connect healthcare performance improvement professionals in the Bay Area through networking events, education, and information sharing. BAPIN has grown to over 300 members from over 100 organizations, including major health systems, hospitals, and consulting companies. The organization hosts various events like educational talks, workshops, and social mixers to support its mission of continuous healthcare improvement through collaboration between professionals in the field.
HCS 588 Executive Summary Davis Health care Week 6Julie Bentley
Davis Health Care is requesting $1.5 million in funding over 3 years to implement a quality improvement initiative focusing on staff development and team improvement. The initiative aims to improve patient satisfaction scores to 10 out of 10 and ready staff satisfaction scores also to 10 out of 10. It will start as a pilot at one of Davis Health Care's six hospitals in Hebron, Kentucky. The funding would support software, consulting services, training for over 2,000 employees, and new quality improvement positions. The goals are to see benefits within 1-3 years and maintain high satisfaction scores through 2018.
This document outlines an initiative by the Michigan Primary Care Association (MPCA) to help health centers achieve Patient-Centered Medical Home (PCMH) recognition and meet Meaningful Use (MU) requirements through a 12-month learning collaborative program led by national experts at the Primary Care Development Corporation (PCDC). The goals of the program are to help health centers submit for NCQA PCMH recognition, attest to MU objectives to receive incentive payments, and identify future improvement areas. Health centers will receive guidance, tools, resources and consultations to achieve these goals in a cost-effective way through a collaborative learning approach.
The California Community Care Coordination Collaborative (5Cs) is a learning collaborative made up of six regional coalitions serving children with special health care needs (CSHCN) launched in April of 2013.
The Orange County Care Coordination Collaborative for Kids, led by Help Me Grow Orange County, is assessing CSHCN needs in the county and pilot testing a process to identify, track and review cases of families of CSHCN to help connect them to services and increase communication between providers.
The San Mateo County Care Coordination Learning Community, led by Community Gatepath, is developing care coordination policy and practice recommendations and working with First 5 San Mateo to expand care coordination services for a San Mateo County Health System Clinic.
The Seven Cs Project, under the direction of the Public Health Division of Contra Costa Health Services, is developing a proposed care coordination system for the county based on a needs assessment and analysis of current resources, as well as piloting a case review process.
The Rural Children’s Health Care Coalition, led by Rowell Family Empowerment of Northern California, is bringing together stakeholders in Shasta, Siskiyou and Trinity counties, to promote shared problem-solving and developing interagency agreements for dealing with shared clients.
Representatives from the Medically Vulnerable Care Coordination Project of Kern County and the Central California Care Coordination Project of Fresno County, led by Exceptional Parents Unlimited, are providing insights and lessons learned from their care coordination projects with the Learning Collaborative.
The 5Cs provides a structured opportunity for coalitions to learn from one another, identify areas of shared need, discuss emerging challenges and connect with others engaged in improving the quality of services for CSHCN. The collaborative has had an introductory webinar and recently came together at the Foundation for our first full-day meeting to discuss project progress and evaluation strategies.
The document summarizes a new model of oral health services for remote Aboriginal communities in New South Wales, Australia. It describes partnerships between Aboriginal community health services, local health districts, and universities to deliver comprehensive oral health care across multiple communities. Key aspects of the model include a collaborative regional approach, embracing technology like teledentistry, and a collective impact framework with common goals, shared data collection, and mutually reinforcing activities among partners. Initial outcomes have included establishing clinics, conducting training, providing dental treatments, and promoting oral health education.
This document summarizes an accreditation meeting held on October 23, 2012 with representatives from various local public health agencies and DHSS. The agenda included presentations from several local health departments on their approaches to conducting community health needs assessments. Discussion focused on tools and best practices for gathering data, engaging stakeholders, and developing improvement plans as required for public health accreditation. Attendees also shared lessons learned and plans for collaborating to strengthen accreditation applications. The next meeting was scheduled for January 2013 to review a site visit by the Kansas City Health Department.
CHIPRA Quality Demonstration Grant: Quality Through Technology and InnovationNASHP HealthPolicy
The document summarizes South Carolina's CHIPRA Quality Demonstration Grant. The grant aims to:
1) Build a continuous quality improvement infrastructure for pediatric practices using the state's health information exchange and patient-centered medical home model.
2) Implement new quality measures and health technologies to improve care coordination and outcomes for Medicaid/CHIP children.
3) Develop a physician-led quality improvement network through learning collaboratives and peer support.
4) Expand integrated behavioral and primary care through tools and care coordination.
1) Local public health agencies in the St. Louis area discussed challenges accessing state health data needed for community assessments and national public health accreditation.
2) Representatives from several local health departments shared their experiences conducting community health needs assessments and preparing for accreditation.
3) The state health department acknowledged past barriers to data sharing and committed to investigating how other states provide data to local agencies and reviewing data request processes in Missouri.
The DHSS/LPHA National Accreditation Exchange Meeting focused on preparing for national public health accreditation. Attendees discussed their experiences with accreditation prerequisites like community health assessments and identified common challenges. They saw benefits like improved quality and accountability but were concerned about the time and data required. The group agreed to meet quarterly to share lessons learned and prioritize next steps, starting with analyzing community health assessment standards to identify common elements between state and local agencies.
The Community Health Center, Inc. and its Weitzman Institute will provide education, information, and training to interested health centers in Transforming Teams and Training the Next Generation. They offer national webinars and learning collaboratives focused on advancing team-based care, post-graduate residency programs, and health professions students in Federally Qualified Health Centers. The Community Health Center has a long history, serving over 145,000 patients across 203 sites through integrated clinical care, research, and training programs.
Webinar on Quality Improvement Strategies in a Team-Based Care Environment CHC Connecticut
Building a quality improvement (QI) infrastructure within team-based care is an organizational strategy that will establish a culture of continuous improvement across departments and improve quality in all domains of performance. Many positions in primary care now require QI training as part of employees' professional development.
Our expert faculty discuss tools you can use to build and implement a QI infrastructure within your team-based setting to improve patient care.
Panelists:
• Deb Ward, RN, Senior Quality Improvement Manager, Community Health Center, Inc.
• Kathleen Thies, PhD, RN, Consultant, Researcher, Weitzman Institute
The Community Health Center, Inc. and its Weitzman Institute will provide education, information, and training to interested health centers through national webinars and learning collaboratives focused on advancing team-based care, post-graduate residency programs, and health professions students training in Federally Qualified Health Centers. The Community Health Center serves over 145,000 patients across 203 delivery sites, with a founding year of 1972. It has three foundational pillars: clinical excellence, research and development through its Weitzman Institute, and training the next generation of health professionals through various postgraduate training programs and student placements.
This scenario belongs to standard B1 (Information to care seekers about available services). The PHC appropriately provided pre-procedure counseling and referred the patients to a higher center since abortion services were not available at that facility, informing the patients about the services available.
Health Datapalooza IV: June 3rd-4th, 2013
APPS EXPO LIVE DEMOS
Tuesday June 4, 2013 • 1:30pm - 5:00pm
Location: Ambassador Ballroom
Healthy Communities Institute’s web-based platform, the Healthy Communities Network (HCN),
is available for any community in the United States. The system pulls health data from national,
state, and local sources, and provides dashboards and interactive GIS maps as a front end to
help all stakeholders understand complex health data and see community “risk profiles.” Data
is continuously updated. Promising practices are linked to help people find evidence-based
interventions. HCI’s technology is an end-to-end solution for improving community health and
supports hospitals, health departments and coalitions with IRS 990 requirements, Public Health
Accreditation (PHAB), CHIP, SHIP, MAPP and Collective Impact planning.
NTTAP Webinar Series - April 13, 2023: Quality Improvement Strategies in a Te...CHC Connecticut
Join us for a webinar on quality improvement in team-based care!
Building a quality improvement (QI) infrastructure within team-based care is an organizational strategy that will establish a culture of continuous improvement across departments and improve quality in all domains of performance.
Participants will learn about:
• QI infrastructure
• Facilitating QI committees
• Coach training within health centers
Faculty will also provide an example of how trained coaches use QI tools to test and implement changes within an organization.
Postgraduate residency presentation #2 from recruitment to graduationCHC Connecticut
What does the 12-month Nurse Practitioner Residency program look like? This webinar will delve into the details of the structure, design, and content of a 12-month, Federally Qualified Health Center (FQHC) based, postgraduate nurse practitioner residency program. Topics such as recruitment, screening and selection of candidates, core programmatic and curricula elements, and the essential contributions of other staff will be discussed. This webinar will feature speakers from the Community Health Center, Inc.’s first-in-the-nation nurse practitioner residency program and guests from other exemplary programs around the country.
CORE Group Fall Meeting 2010. Using Collaborative Improvement to Achieve Quality Care for Vulnerable Children in Ethiopia. - Nicole Richardson, Save the Children USA
The document provides information about the Kentucky Department for Public Health's (KDPH) worksite wellness program and pilot. The goals of the program are to identify strategies to serve as a model for evidence-based wellness programs and support employers' implementation. The pilot assessed KDPH employees, found areas for improvement like nutrition and stress management, and developed an action plan. The plan focuses on building community, leadership support, and communication. It recommends activities and tracks objectives and metrics. The pilot aims to create a model for improving employee well-being across multiple levels.
The Bay Area Performance Improvement Network (BAPIN) was founded in 2011 to connect healthcare performance improvement professionals in the Bay Area through networking events, education, and information sharing. BAPIN has grown to over 300 members from over 100 organizations, including major health systems, hospitals, and consulting companies. The organization hosts various events like educational talks, workshops, and social mixers to support its mission of continuous healthcare improvement through collaboration between professionals in the field.
HCS 588 Executive Summary Davis Health care Week 6Julie Bentley
Davis Health Care is requesting $1.5 million in funding over 3 years to implement a quality improvement initiative focusing on staff development and team improvement. The initiative aims to improve patient satisfaction scores to 10 out of 10 and ready staff satisfaction scores also to 10 out of 10. It will start as a pilot at one of Davis Health Care's six hospitals in Hebron, Kentucky. The funding would support software, consulting services, training for over 2,000 employees, and new quality improvement positions. The goals are to see benefits within 1-3 years and maintain high satisfaction scores through 2018.
This document outlines an initiative by the Michigan Primary Care Association (MPCA) to help health centers achieve Patient-Centered Medical Home (PCMH) recognition and meet Meaningful Use (MU) requirements through a 12-month learning collaborative program led by national experts at the Primary Care Development Corporation (PCDC). The goals of the program are to help health centers submit for NCQA PCMH recognition, attest to MU objectives to receive incentive payments, and identify future improvement areas. Health centers will receive guidance, tools, resources and consultations to achieve these goals in a cost-effective way through a collaborative learning approach.
The California Community Care Coordination Collaborative (5Cs) is a learning collaborative made up of six regional coalitions serving children with special health care needs (CSHCN) launched in April of 2013.
The Orange County Care Coordination Collaborative for Kids, led by Help Me Grow Orange County, is assessing CSHCN needs in the county and pilot testing a process to identify, track and review cases of families of CSHCN to help connect them to services and increase communication between providers.
The San Mateo County Care Coordination Learning Community, led by Community Gatepath, is developing care coordination policy and practice recommendations and working with First 5 San Mateo to expand care coordination services for a San Mateo County Health System Clinic.
The Seven Cs Project, under the direction of the Public Health Division of Contra Costa Health Services, is developing a proposed care coordination system for the county based on a needs assessment and analysis of current resources, as well as piloting a case review process.
The Rural Children’s Health Care Coalition, led by Rowell Family Empowerment of Northern California, is bringing together stakeholders in Shasta, Siskiyou and Trinity counties, to promote shared problem-solving and developing interagency agreements for dealing with shared clients.
Representatives from the Medically Vulnerable Care Coordination Project of Kern County and the Central California Care Coordination Project of Fresno County, led by Exceptional Parents Unlimited, are providing insights and lessons learned from their care coordination projects with the Learning Collaborative.
The 5Cs provides a structured opportunity for coalitions to learn from one another, identify areas of shared need, discuss emerging challenges and connect with others engaged in improving the quality of services for CSHCN. The collaborative has had an introductory webinar and recently came together at the Foundation for our first full-day meeting to discuss project progress and evaluation strategies.
The document summarizes a new model of oral health services for remote Aboriginal communities in New South Wales, Australia. It describes partnerships between Aboriginal community health services, local health districts, and universities to deliver comprehensive oral health care across multiple communities. Key aspects of the model include a collaborative regional approach, embracing technology like teledentistry, and a collective impact framework with common goals, shared data collection, and mutually reinforcing activities among partners. Initial outcomes have included establishing clinics, conducting training, providing dental treatments, and promoting oral health education.
This document summarizes an accreditation meeting held on October 23, 2012 with representatives from various local public health agencies and DHSS. The agenda included presentations from several local health departments on their approaches to conducting community health needs assessments. Discussion focused on tools and best practices for gathering data, engaging stakeholders, and developing improvement plans as required for public health accreditation. Attendees also shared lessons learned and plans for collaborating to strengthen accreditation applications. The next meeting was scheduled for January 2013 to review a site visit by the Kansas City Health Department.
CHIPRA Quality Demonstration Grant: Quality Through Technology and InnovationNASHP HealthPolicy
The document summarizes South Carolina's CHIPRA Quality Demonstration Grant. The grant aims to:
1) Build a continuous quality improvement infrastructure for pediatric practices using the state's health information exchange and patient-centered medical home model.
2) Implement new quality measures and health technologies to improve care coordination and outcomes for Medicaid/CHIP children.
3) Develop a physician-led quality improvement network through learning collaboratives and peer support.
4) Expand integrated behavioral and primary care through tools and care coordination.
Similar to Kentucky brown bag presentation pdf (20)
1) Local public health agencies in the St. Louis area discussed challenges accessing state health data needed for community assessments and national public health accreditation.
2) Representatives from several local health departments shared their experiences conducting community health needs assessments and preparing for accreditation.
3) The state health department acknowledged past barriers to data sharing and committed to investigating how other states provide data to local agencies and reviewing data request processes in Missouri.
The DHSS/LPHA National Accreditation Exchange Meeting focused on preparing for national public health accreditation. Attendees discussed their experiences with accreditation prerequisites like community health assessments and identified common challenges. They saw benefits like improved quality and accountability but were concerned about the time and data required. The group agreed to meet quarterly to share lessons learned and prioritize next steps, starting with analyzing community health assessment standards to identify common elements between state and local agencies.
This document summarizes a local health department's experience with the national public health accreditation process. It discusses why the department applied for accreditation, the importance of accreditation, and their fast-paced and decentralized approach to the application and documentation submission. It then describes the site visit process and identifies areas for improvement that were recognized before and after the visit. Lessons learned are provided around taking more time, using a team approach, improving documentation, and aligning processes with accreditation standards. The importance of accreditation in identifying successes, promoting quality initiatives, and delivering results is also restated.
This document contains a list of 41 people who are part of the PHAB Accreditation Sharing Workgroup in Missouri. It includes their name, agency, and email address. The workgroup members represent various local and state public health agencies across Missouri, including the City of St. Louis Health Department, Kansas City Health Department, Springfield-Green County Health Department, DHSS (Department of Health and Senior Services), and others.
The document provides instructions for logging into the PHAB Exchange SlideShare account using the username "PHABexchange" and password "PHAB2013", viewing already uploaded presentations by clicking "My Uploads", and uploading new presentations by clicking "Upload", browsing for the file, and waiting for it to finish uploading at 100%. It also explains how to logout and notes that Word and Excel files should be converted to PDF first. Contact information is provided at the end.
This document outlines the Taney County Health Department's Continuous Quality Improvement (CQI) plan. It discusses what CQI is and why the department adopted the Plan-Do-Check-Act (PDCA) model. The PDCA model involves planning improvements, implementing them, analyzing results, and acting on lessons learned. Key factors for successful CQI include visionary leadership, employee participation, and adopting outcomes indicators. The goal of CQI is continuous learning and improvement through testing changes on a small scale.
Taney community health assessment presentation 10 23 12PHABexchange
The document summarizes lessons learned from Taney County Health Department's most recent community health assessment process. It discusses the steps already taken, including using the MAPP process and gathering community input. Barriers to the process, such as its resource intensiveness and lengthy timeline, are also outlined. The health department plans to implement the MAPP process earlier and complete the community health assessment and improvement plans before beginning accreditation activities for the next assessment cycle.
St. louis county community health assessmentPHABexchange
The document summarizes lessons learned from a recent community health assessment (CHA) conducted by the Saint Louis County Department of Health. Key points include: partnering with hospitals on the CHA and community health improvement plan; preparing to conduct remaining MAPP assessments; learning that a CHA must involve outside partners and be continuous; and addressing barriers like accessing data at smaller geographic levels. It outlines tools used like community surveys and health status reports. Recommendations are to start with the full MAPP process and ensure representation from all divisions in the internal and external CHA committees.
This document summarizes the Vision North 2010-2015 strategic planning process for the Clay-Platte County region. It describes how multiple stakeholders including local public health departments, hospitals, schools, and community organizations came together to identify key priorities and develop strategies. Through a facilitated process, they engaged the community and assessed needs to select five priority areas: community wellness, education, economic development, transportation/infrastructure, and quality of life. The local health departments played a key role by providing funding, participation on the community wellness committee, and staff support. Lessons learned include starting earlier, engaging funders, and focusing health data more locally.
1. Accreditation: Why?
Kentucky Department for Public Health
Commissioner’s Office
Center for Performance Management
Frankfort, Kentucky
Sept. 13, 2012 Oct. 29, 2012 Nov. 9, 2012
Rona Dawson: State Accreditation Coordinator (SAC)
“Brown Bag Series Two”
2. “Brown Bag” Basics
• Course name: Public Health Accreditation: Why?
• TRAIN ID (registration and attendance certificate) # 1034665
• Duration: 30 Minutes with 15 minutes for questions/answers. Total: 45 minutes
• Description: This non-CEU presentation for state public health staff answers:
1. Why is KDPH applying for PHAB accreditation and what is it?
2. Who is PHAB and when will site reviewers be at our agency?
3. How does accreditation affect me?
• Objective: To provide general, educational staff information in preparation for voluntary
agency accreditation for PHAB (Public Health Accreditation Board) application readiness
• Series two: (Three repeats); Series one: Video archived. See: TRAIN #1030870
Cabinet for Health and Family Services, Page 2
3. Accreditation is everywhere…we hope!
Accreditation provides public notification that an institution,
agency, or program meets standards of quality set forth by
an accrediting agency.
Health Care
Academia
Public Safety
Cabinet for Health and Family Services, Page 3
4. PHAB has Built the Track
PHAB www.phaboard.org
“Improve and protect the health of the public by
advancing the quality and performance of all health
departments in the country”
Cabinet for Health and Family Services, Page 4
5. All Aboard!
• PHAB is a non-profit, voluntary public health
accreditation organization founded in 2007 whose
goal is to advance public health performance by
providing a national framework of standards for
local, state, territorial and tribal health departments.
• PHAB is the national organization charged with
administering the public health accreditation
program.
• PHAB’s office and staff are in Alexandria, VA
Cabinet for Health and Family Services, Page 5
6. PHAB Beta Test Sites: 30
All sites agreed (n=9) or strongly agreed (n=21) that…
“Participating in the beta test will improve the performance
of our health department.”
Cabinet for Health and Family Services, Page 6
7. Debarking beta passengers say…
The process helped us “realize our organizational
weaknesses [which will serve] as a foundational
roadmap for improvement.”
“…Doing this accreditation process and standardizing certain procedures
across the state will help in so many ways.”
The beta test “helped jumpstart the process to
create a QI culture for the agency as a whole.”
Cabinet for Health and Family Services, Page 7
8. A PHABulous Journey has Started
• PHAB aims to have 60% of the U.S.
population served by an accredited
agency by the year 2015
• 97 HD’s currently awaiting a site visit
• 12 State Health Departments have already
“pushed the PHAB button” and applied
• Ky. LHD’s: Franklin, Three Rivers, NKY have
applied with Clark, Madison, Fayette, and
Christian, and others, coming down the track
Cabinet for Health and Family Services, Page 8
9. KDPH’s Journey Down the Track
• KDPH Statement of Intent (SOI): Oct. 2013
• KDPH Accreditation Application: June 2014
• Reapplication: 2019 (every five years)
• Accreditation requires an on-going health
departmental commitment to improvement
and adherence to national standards
Cabinet for Health and Family Services, Page 9
10. Advantages of Riding the Rail
• Streamlining federal grant application process
• Awareness of agency strengths and weaknesses
• Enhanced appreciation of opportunities for
improvement (OFI’s)
• Accountability and credibility
• Leverage for funding
• Visibility
Davis MV, Cannon MM, Stone DO, Wood BW, Reed J, Baker EL. (2011). Informing the national public health accreditation movement:
lessons from North Carolina’s accredited local health departments. Am J Public Health. Retrieved from:
http://ajph.aphapublications.org/cgi/content/abstract/AJPH.2011.300199v1.
Cabinet for Health and Family Services, Page 10
11. The Accreditation Train is Moving
• PHAB raises the bar with:
• Strategic planning
• Responsive to Change
• Shared Decision-Making
• Strong Partnerships
• Customer focus
• Services and programs
• Workforce development
• Evaluation, performance and quality improvement
• Checks and balances
Cabinet for Health and Family Services, Page 11
12. How does “PHAB” affect me?
• KDPH will meet:
12 Domains
32 Standards
103 State Measures
• PHAB Site Visit: Estimated Late 2014
• Each division has input (champions/liasons)
• Changes: gaps filled, policy adoptions,
required updates, system strengthening, etc.
Cabinet for Health and Family Services, Page 12
14. Examples of Mile Markers
• Required 3 plans: “in the works”
• QI projects: “going well” (Thank you CPM
team! )
• Checks and balances: identification phase
• Committees initiated: QI, Safety, PM, etc.
• Forward momentum drivers: (performance
management & quality improvement)
Cabinet for Health and Family Services, Page 14
15. ART: The Fuel for the Train
• ART: Accreditation Readiness Team, est. Aug. 2010
(Construct, charter, logic model, meeting frequency,
content varies, server archives, direction, announcements)
• 2011 Completed agency SAT (Self-assessment tool)
• 2012-2013 Goals: Complete our “Big 3” plans (SHA, SHIP,
Strategic Plan)
• Evidence collection, gap analysis, PIM, QI Specialist,
improvement initiatives, action items, work plans, PHAB
documents review & process completion, strategy, etc.
Cabinet for Health and Family Services, Page 15
16. Internal Education and Momentum Building
Cabinet for Health and Family Services, Page 16
17. KDPH Conductors
Domain # Domain Champion/Liaisons(s)
1 OHE: Vivian Lasley-Bibbs
2 Epi/Lab: Dr. Humbaugh, Dr. Mayfield, Sara Robeson,
Sandy Kelly, Karim George, Laura Iwig
3 MCH: Dr. Shepherd, Marvin Miller
4 Sue Thomas-Cox
5 PQI: Gary Kupchinsky
6 PHPS: Kathy Fowler, Jennifer Bell
7 Women’s Health: Joy Hoskins
Please send your
8 Trish Okeson
potential evidence
suggestions to your
9 CPM: Janie Cambron, Jim Rousey
division contact for
10 Sarah Wilding
their consideration.
11 AFM: Rosie Miklavcic, Shelly Canada
12 Charles Kendell
Cabinet for Health and Family Services, Page 17
18. KDPH Planning
The standards and measures are the tools to:
• Review and revise processes, procedures, and
programs
• Develop capacity and performance excellence
• Guide the internal development of quality
• Prepare for documentation selection and
submission and site visit
Cabinet for Health and Family Services, Page 18
20. Benefits and Value of Accreditation
KDPH Preparation thus far has yielded:
• Quality and Performance Improvement Focus
• Accountability and Credibility
• Recognition and Validation
• Clarification of Expectations
• Increased Visibility
• Collaboration and Team Building
Cabinet for Health and Family Services, Page 20
21. The Big Three Plans: KDPH
• Agency Strategic Plan
- 2001, CHFS
- Dec. 2011: Mission, Vision, Values adopted
- SMART objectives under development
• Health Improvement Plan
- (KRS 194A.001) Latest: March 1998; Seeds in process
- Working with Healthy People 2020, Healthy Kentuckians 2020 with other division
program plans, such as the Coordinated Chronic Disease Prevention and Health Promotion
State Plan
- Center for Performance Management (CPM) Assisting Office of Health Equity
• Health Assessment
- Draft in process
- Center for Performance Management (CPM) leading the effort in coordination with
division staff and external partners
Cabinet for Health and Family Services, Page 21
22. Stoking the Engine
• KDPH is creating a culture with:
– A Quality Improvement (QI) focus
– A Performance Management (PM) philosophy
– A teamwork atmosphere in step with PHAB
– Many more miles to go…
Cabinet for Health and Family Services, Page 22
23. Seatbelt Time in Kentucky
• We’re all on the train together
• The train runs on two tracks (state & local)
• We’ll all get there together; it’s the same path
• Its all forward momentum
• The ride is half the fun; sightsee some
• Talk to people along the way; this is a
consensus oriented process
Cabinet for Health and Family Services, Page 23
24. KDPH Leadership
Commissioner: Stephanie Mayfield Gibson, MD, FCAP
Commissioner’s Office: Charles Kendell, Patricia Okeson, Sarah Wilding
Center for Performance Management: Janie Cambron (Performance
Improvement Manager), Rona Dawson (State Accreditation Coordinator),
Brandon Hurley (LHD/State Liaison), James Rousey (Quality
Improvement Specialist & Consultant), Daniele Bray (Quality
Improvement Nurse)
Cabinet for Health and Family Services, Page 24
25. Contact Information
Rona Dawson, MPA, BA, AA, CMF
Kentucky Cabinet for Health and Family Services
Department for Public Health
State Accreditation Coordinator (SAC)
(502) 564-7212, ext. 3650
Rona.Dawson@ky.gov
Agency homepage: http://chfs.ky.gov/dph/default.htm
Cabinet for Health and Family Services, Page 25