Mid year evaluation storyboard template June 2010 THD

BUILDING THE EVIDENCE BASE ON QUALITY IMPROVEMENT IN PUBLIC HEALTH
Supported by the Robert Wood Johnson Foundation
Technical Assistance provided by University of Minnesota School of Public Health
Tulsa City‐County Health Department
July 2009‐ June 2010
QI Coordinator: Jill Almond
1) Situation: With over 35 programs represented in the Tulsa City‐County Health Department, many employees
were not aware of what other department programs offered, nor were there relationships between employees.
This proved some interruption to service as each program could potentially utilize the service of various THD
programs to bring better client and customer service, public health services to the Tulsa community, and
improvement in perception.
2) Aim Statement: To build relationships within the Tulsa City‐County Health Department through development of
a common knowledge base of our services and skills.
3) Measures of Change:
• Quality Improvement is included as a department priority through leadership and the Tulsa Board of Health
• 65% response rate for employee survey & 100% response rate from management survey
• Related assumptions regarding survey results from management and Change Team which determined
priority and overall understanding of the process
• Team Leaders are given leadership and coaching opportunities
• Buy‐in from upper‐level management, director and Board of Health
• Reliable relationship with consultant
4) PDSA Cycle:
Plan: Upon development of the Change Team (QI group), the tea spent time discussing and evaluating
reoccurring challenges within the organization. This team came up with four (4) specific projects to support our
Aim Statement.
Do: The Change Team developed an intensive survey launched to employees to gather information on specific
areas of concern.
Study: Through the survey results and comparison to the assumptions of the outcome, each team made
enhancements to their original projects to support the need of the employees.
Act: Four (4) specific projects are being implemented, these include:
1. Development of a THD Department Resource Manual
2. Update of all electronic bio forms for all employees
3. Development of New Hire Orientation with a specific focus on program education
4. Event to showcase the creative services department and education of the THD brand.
5) Evaluation Metrics: :
• Completed updates of all personal data on THD employees on the employee Intranet site

• Creation of a reference manual that will be used to broaden the knowledge of all programs within
the department
• Coordination of Marketing “art” show that will display all projects that have been completed inhouse
and education of branding standards
• Creation and implementation of Department Orientation program for existing employees and new
hires
• Implementation schedule to be followed and final evaluation to be conducted January‐ June 2011
6) Lessons Learned:
Using the QI process to identify specific projects and format for improvement, we have found:
• Education of THD leadership of complexity of QI tools
• Specific education of all THD employees so that they understand what QI is and that the projects in
THD are for their development and support.
• Change team does need a break to focus on specific job responsiblities
• New “apprentices” will be recruited to support or replace existing members. A smaller Quality
Improvement Council will be developed at the end of the full program implementation.