Matthew Fifolt,Peg Allen,Andrew Crenshaw,Paul C Erwin,Britt Lang,Amy Belflower Thomas,Ross C Brownson
{"title":"利用国家公共卫生评审探索小型地方卫生部门的质量改进和绩效管理。","authors":"Matthew Fifolt,Peg Allen,Andrew Crenshaw,Paul C Erwin,Britt Lang,Amy Belflower Thomas,Ross C Brownson","doi":"10.1097/phh.0000000000002062","DOIUrl":null,"url":null,"abstract":"CONTEXT\r\nThis article focuses on 4 small local health departments (LHDs) that were in the process of seeking Public Health Accreditation Board (PHAB) reaccreditation or Pathways Recognition using PHAB Standards & Measures Version 2022.\r\n\r\nOBJECTIVE\r\nThe objective of this study was to explore the experiences of 4 small LHDs related to Quality Improvement (QI) and Performance Management (PM) in their pursuit of PHAB reaccreditation or Pathways Recognition.\r\n\r\nDESIGN\r\nA team of researchers conducted 22 qualitative interviews with health department leaders and staff. Findings relative to QI/PM represent an embedded case study since they were part of a larger investigation.\r\n\r\nSETTING\r\nThe research team conducted interviews remotely with health departments located in the West and Midwest.\r\n\r\nPARTICIPANTS\r\nParticipants included adults at least 18 years old and employed in 1 of 4 health departments.\r\n\r\nMAIN OUTCOME MEASURES\r\nEmergent themes from this qualitative investigation included using QI/PM tracking systems, building staff buy-in for QI/PM, integrating QI/PM into daily work, and advice for other health departments regarding QI/PM.\r\n\r\nRESULTS\r\nParticipants suggested that tracking systems helped them manage QI/PM processes. Staff buy-in for QI/PM was strengthened by building a sense of ownership of the process and connecting improvement processes to outcomes. Health departments integrated QI/PM into daily work by leadership modeling and communicating expectations. Advice for other health departments included finding a QI system that was easy to follow and recognizing the role of QI/PM in improving performance to better support the wellbeing of the community.\r\n\r\nCONCLUSIONS\r\nQI/PM are important tools for health department effectiveness. Participants affirmed that the primary purposes of QI/PM are to enhance internal processes and improve community health outcomes. Study findings demonstrate how 4 small health departments integrated QI/PM into their public health practice.","PeriodicalId":520109,"journal":{"name":"Journal of Public Health Management & Practice","volume":null,"pages":null},"PeriodicalIF":0.0000,"publicationDate":"2024-09-06","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":"0","resultStr":"{\"title\":\"Using National Public Health Accreditation to Explore Quality Improvement and Performance Management in Small Local Health Departments.\",\"authors\":\"Matthew Fifolt,Peg Allen,Andrew Crenshaw,Paul C Erwin,Britt Lang,Amy Belflower Thomas,Ross C Brownson\",\"doi\":\"10.1097/phh.0000000000002062\",\"DOIUrl\":null,\"url\":null,\"abstract\":\"CONTEXT\\r\\nThis article focuses on 4 small local health departments (LHDs) that were in the process of seeking Public Health Accreditation Board (PHAB) reaccreditation or Pathways Recognition using PHAB Standards & Measures Version 2022.\\r\\n\\r\\nOBJECTIVE\\r\\nThe objective of this study was to explore the experiences of 4 small LHDs related to Quality Improvement (QI) and Performance Management (PM) in their pursuit of PHAB reaccreditation or Pathways Recognition.\\r\\n\\r\\nDESIGN\\r\\nA team of researchers conducted 22 qualitative interviews with health department leaders and staff. Findings relative to QI/PM represent an embedded case study since they were part of a larger investigation.\\r\\n\\r\\nSETTING\\r\\nThe research team conducted interviews remotely with health departments located in the West and Midwest.\\r\\n\\r\\nPARTICIPANTS\\r\\nParticipants included adults at least 18 years old and employed in 1 of 4 health departments.\\r\\n\\r\\nMAIN OUTCOME MEASURES\\r\\nEmergent themes from this qualitative investigation included using QI/PM tracking systems, building staff buy-in for QI/PM, integrating QI/PM into daily work, and advice for other health departments regarding QI/PM.\\r\\n\\r\\nRESULTS\\r\\nParticipants suggested that tracking systems helped them manage QI/PM processes. Staff buy-in for QI/PM was strengthened by building a sense of ownership of the process and connecting improvement processes to outcomes. Health departments integrated QI/PM into daily work by leadership modeling and communicating expectations. Advice for other health departments included finding a QI system that was easy to follow and recognizing the role of QI/PM in improving performance to better support the wellbeing of the community.\\r\\n\\r\\nCONCLUSIONS\\r\\nQI/PM are important tools for health department effectiveness. Participants affirmed that the primary purposes of QI/PM are to enhance internal processes and improve community health outcomes. Study findings demonstrate how 4 small health departments integrated QI/PM into their public health practice.\",\"PeriodicalId\":520109,\"journal\":{\"name\":\"Journal of Public Health Management & Practice\",\"volume\":null,\"pages\":null},\"PeriodicalIF\":0.0000,\"publicationDate\":\"2024-09-06\",\"publicationTypes\":\"Journal Article\",\"fieldsOfStudy\":null,\"isOpenAccess\":false,\"openAccessPdf\":\"\",\"citationCount\":\"0\",\"resultStr\":null,\"platform\":\"Semanticscholar\",\"paperid\":null,\"PeriodicalName\":\"Journal of Public Health Management & Practice\",\"FirstCategoryId\":\"1085\",\"ListUrlMain\":\"https://doi.org/10.1097/phh.0000000000002062\",\"RegionNum\":0,\"RegionCategory\":null,\"ArticlePicture\":[],\"TitleCN\":null,\"AbstractTextCN\":null,\"PMCID\":null,\"EPubDate\":\"\",\"PubModel\":\"\",\"JCR\":\"\",\"JCRName\":\"\",\"Score\":null,\"Total\":0}","platform":"Semanticscholar","paperid":null,"PeriodicalName":"Journal of Public Health Management & Practice","FirstCategoryId":"1085","ListUrlMain":"https://doi.org/10.1097/phh.0000000000002062","RegionNum":0,"RegionCategory":null,"ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":null,"EPubDate":"","PubModel":"","JCR":"","JCRName":"","Score":null,"Total":0}
Using National Public Health Accreditation to Explore Quality Improvement and Performance Management in Small Local Health Departments.
CONTEXT
This article focuses on 4 small local health departments (LHDs) that were in the process of seeking Public Health Accreditation Board (PHAB) reaccreditation or Pathways Recognition using PHAB Standards & Measures Version 2022.
OBJECTIVE
The objective of this study was to explore the experiences of 4 small LHDs related to Quality Improvement (QI) and Performance Management (PM) in their pursuit of PHAB reaccreditation or Pathways Recognition.
DESIGN
A team of researchers conducted 22 qualitative interviews with health department leaders and staff. Findings relative to QI/PM represent an embedded case study since they were part of a larger investigation.
SETTING
The research team conducted interviews remotely with health departments located in the West and Midwest.
PARTICIPANTS
Participants included adults at least 18 years old and employed in 1 of 4 health departments.
MAIN OUTCOME MEASURES
Emergent themes from this qualitative investigation included using QI/PM tracking systems, building staff buy-in for QI/PM, integrating QI/PM into daily work, and advice for other health departments regarding QI/PM.
RESULTS
Participants suggested that tracking systems helped them manage QI/PM processes. Staff buy-in for QI/PM was strengthened by building a sense of ownership of the process and connecting improvement processes to outcomes. Health departments integrated QI/PM into daily work by leadership modeling and communicating expectations. Advice for other health departments included finding a QI system that was easy to follow and recognizing the role of QI/PM in improving performance to better support the wellbeing of the community.
CONCLUSIONS
QI/PM are important tools for health department effectiveness. Participants affirmed that the primary purposes of QI/PM are to enhance internal processes and improve community health outcomes. Study findings demonstrate how 4 small health departments integrated QI/PM into their public health practice.