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Quality Improvement

The Zanesville-Muskingum County Health Department (ZMCHD) is committed to the concept of continuous quality improvement. Continuous quality improvement is one of the focus areas in the Strategic Plan and is included in individual work plans. This QIP is intended to provide a framework and guidance within the agency to ensure that resources and processes are available for continuous quality improvement. This plan specifically addresses the current and future state of quality within the agency, workforce training, structure of a Quality Improvement Council (QIC), and linkages to other key documents, including the Strategic Plan, the Community Health Improvement Plan, and the Workforce Development Plan. A process for determining QI projects is also included.  This plan will serve as a foundation for enhancing quality in current agency processes and will instill a culture of quality improvement throughout the agency. Implementation of this plan will also be a foundation for ZMCHD’s efforts to become nationally accredited.

Our first quality improvement project was completed in 2009 with assistance provided by the Ohio Voluntary Accreditation Team.  Following this project, ZMCHD has continued to complete atleast 1 project a year.  In 2011 ZMCHD established a Quality Improvement Council (QIC) to oversee the selection of QI projects and to build QI throughout the agency.  Projects ideas are identified through customer feedback or surveys, division meetings, annual employee survey, Community Health Assessment and after action reports.  All employees are also encouraged to submit QI project ideas.

Projects

ZMCHD applies the continuous quality improvement process by following the Plan Do Study Act (PDSA) approach.  Trainings and resources have been provided by The Ohio State University College of Public Health.  ZMCHD has also taken advantage of additional training and resources through LeanOhio.

2018 Employees Knowledge of Services

TEAM MEMBERS:

Jennifer Hiestand, Public Relations Committee

PLAN FOR IMPROVEMENT:

  • To measure employees knowledge of services
  • To report the measurement on the organization dashboard
  • To increase employees knowledge of services

RESULTS:

A Directory of Services reference document was created. The directory was posted on the agency website for easy reference. The first test showed no difference in employees’ knowledge of services; however, the second test showed a 7% increase in employee‘s knowledge of services.

 

2018 Backflow Testing Compliance

TEAM MEMBERS: 

Ann Hollingsworth, Dave Baker, Jenny Murrey, Julie Nash, Noel Dunn, Ed Shaffer

PLAN FOR IMPROVEMENT:

  • Protect the public water system by decreasing the # of past due high health and high hazard backflow devices.
  • Decrease the # of devices more than 3 months past due
  • Decrease the # of past due notices faxed to the water purveyors each month

RESULTS:

Reduced the number of past due devices requiring shut off requests by 33% in just three months.  The number of high health and high hazard past due devices were reduced from 12 to 5 per week.  Procedures were also developed to standardize the work.

 

2018 Immunization Disparities

TEAM MEMBERS: 

Ann Hollingsworth, Brandi Lewis, Lisa King, Ann Sloboden, Tiffany McFee

PLAN FOR IMPROVEMENT:

Increase the percentage of adolescents with complete immunizations. Increase the education of physician offices in areas with immunization disparities

RESULTS:

The % of physician offices in the area of disparity with vaccination education increased from 33% to 100%.  The vaccination rates for Tri-Valley Schools increased from 67% in 2017 to % in 2018.

 

2018 New Employee Onboarding Process

TEAM MEMBERS:

Lisa King, Dedra Parsons, Michael Cruz, Ann Gooden, Ann Hollingsworth, Jacqueline Layton and Heather Rice

PLAN FOR IMPROVEMENT:

The goals were centered around developing consistency and standardization for the process such as on time completion of assignments and strong knowledge about ZMCHD as well as satisfaction.

RESULTS:

One example improvement is the establishment of a quarterly orientation meeting.  This consolidated several onboarding tasks into a single time and location as well as creating an opportunity to discuss the overview of public health and meeting the Health Commissioner.  Program and topic specific videos were also created to provide flexibility for new hires to learn at their own pace. These are just a few of the many improvements.