Standard 11.1 Develop and Maintain an Operational Infrastructure to Support the Performance of Public Health Functions
TCHD Completed Impact Statement: Tazewell County Health Department (TCHD) followed a Kaizen QI process to decrease the time for completing the deposit and receipt process for fee revenue. The number of days from receipt to post decreased from 30 to 5, an 83% reduction. Additional improved outcomes resulted from the Kaizen process. |
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... |
CCHD Completed Impact Statement: Cecil County Health Department (CCHD) redesigned the onboarding process for new staff. As a result, most new staff reported that they understand their role at CCHD and found the onboarding process to be informative and useful. Onboarding education can improve staff members’ ability to meet... |
Henry County Health Department Completed Impact Statement: Henry County Health Department’s (HCHD’s) strategic plan included addressing employee turnover and job dissatisfaction. Employee turnover and job satisfaction are related to how confident an employee feels when starting a new position, which links back to the effectiveness of the orientation... |
DCHS Completed Impact Statement: Deschutes County Health Services (DCHS) in Central Oregon is now able to provide more efficient preventive strategies for the county through creating and implementing an online process for reporting foodborne illness, restaurant complaints, hotel and motel complaints, pool and spa complaints, and... |
TRDHD Completed Impact Statement: By streamlining their internal computer drive, creating an internal framework for its use/upkeep, and training staff on the efficient and effective use of the computer drive, the Three Rivers District Health Department has increased staff productivity. |
TCHD Completed Impact Statement: Kaizen events lend themselves to rapid improvements in routine health department processes. Tazewell County Health Department utilized Kaizen tools to full advantage--reducing administrative time related to food establishment inspections dramatically, exceeding the project aim. In the first month... |
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... |
HCHD Completed Impact Statement: The Harford County Health Department used QI to create a more welcoming environment for limited English proficiency populations by focused staff education, training, and standardization of processes, increasing the use translation services three fold. |
KCHD Completed Impact Statement: Local health departments play a critical role in responding to public health emergencies and often test their ability to respond during exercises or drills. One local health department in Illinois used the PDCA cycle to improve its ability to assemble staff in a complete and timely manner during... |