Intro -- Title Page -- CIP Data Page -- Table of Contents -- List of Figures and Tables -- Foreword -- Preface -- Acknowledgments -- Prologue -- Introduction -- Chapter 1 Daily Management -- What Is Daily Management? -- Culture Required to Support a Daily Management System -- Defining Your Critical Processes -- Understanding Your Process -- Daily Management Improvement -- Aligning Daily Management Improvement Goals to Organizational Goals -- Summary -- Chapter 2 Managing Performance to Improve Health -- The Importance of Managing Performance -- Results in Public Health -- Results in Other Fields -- How Managers Can Use Performance Measures -- Improving Performance Is About Using Data -- Does Your Agency Have a Performance Management System? -- Examples of the Four Components -- The Performance Management Cycle -- Is This a Science or an Art? -- Chapter 3 Strategic and Operational Planning -- The Pitfalls Associated with Strategic and Operational Planning and How to Overcome Them -- Chapter 4 Public Health Program Design and Deployment -- Accreditation -- Getting the Process of Accreditation Started -- Developing a Plan and Gathering the Tools -- Leverage Points -- Conclusions -- Chapter 5 The Baldrige Criteria for Performance Excellence As a Framework to Improve Public Health -- Using the Seven CPE Categories to Improve Public Health Organizations -- Additional Resources for Improving Public Health Organizations -- Final Considerations for Public Health Performance Improvement -- Chapter 6 Measures for Public Health -- Critical Concepts Concerning Measures -- Selecting or Developing Your Measures -- Summary -- Chapter 7 Leading and Lagging Indicators of Public Health and Public Health Assessment and Accreditation -- Need for Both Leading and Lagging Indicators of Public Health Improvement.

Public Health Assessment and Accreditation: Local Capacity and Best Practices -- Caveats for Using Assessments of Capacity as Leading Indicators -- Using a Combination of Measures for a Valuable Mix of Leading Indicators -- A Dashboard of Leading Indicators and Targets -- Chapter 8 Reporting: Telling Your Story-The Saginaw County Department of Public Health -- Introduction -- How to Do It -- Lessons Learned -- Web Links -- Chapter 9 Creating Lasting Change -- Introduction -- Change Management Theories, Focusing on Stages of Change and Change Management Style -- Change Management Theories and Principles Foundational to Quality Improvement -- Change Management Considerations in QI Activities -- Facilitating Sustainable Change Management in Public Health Settings -- Things to Avoid -- Evaluation of QI Activities and Change -- Conclusion and Discussion -- Chapter 10 Accreditation As a Means for Quality Improvement -- History of Public Health Department Accreditation -- Accreditation As a Means for Quality Improvement -- Accreditation Preparation Tools -- One Step Ahead: Stories from the Field -- Conclusion -- Chapter 11 Improving and Enhancing Community and Client Relationships -- Customer Needs and/or Satisfaction Assessment -- Analysis of Survey Results -- Addressing Resistance to Involving Customers -- Designing the Improvement Action -- Conducting the Rapid Cycle Improvement Project -- Involving Key Stakeholders in Planning Public Health Services -- Chapter 12 Already Doing It and Not Knowing It -- Implementation -- Sustainability -- Summary -- Chapter 13 Data Management and Basic Statistics -- Summary -- Chapter 14 Basic Tools of Quality Improvement -- Bar Chart -- Brainstorming -- Cause-and-Effect Diagram -- Check Sheet -- Control Chart -- Five Whys and Five Hows -- Flowchart -- Force Field Analysis -- Histogram -- Nominal Group Technique.

Pareto Chart -- Pie Chart -- Run Chart -- Scatter Diagram -- SIPOC+CM Diagram -- Solution-and-Effect Diagram -- Chapter 15 Advanced Tools of Quality Improvement -- Affinity Diagram -- Control and Influence Diagram -- Gantt Chart -- Interrelationship Digraph -- Matrix Diagram -- Process Decision Program Chart (PDPC) -- Prioritization Matrix -- Radar Chart -- Smart Matrix -- SWOT Analysis -- Tree Diagram -- Chapter 16 Applying Lean Six Sigma in Public Health -- What Is Lean Six SIgma? -- Lean Enterprise or Lean Operations -- Six Sigma Defined -- The DMAIC Methodology -- Combining Lean and Six Sigma Methods and Benefits -- Summary -- Chapter 17 Community-Focused Performance Management -- Effective Community Governance and the Essential Services of Public Health -- Effective Community Governance As a Community-Focused Approach to Performance Management -- Robust Engagement of Community Residents in Multiple Roles -- Use of Performance Feedback in Organizational or Community Decisions -- Use of Strong Collaborations -- Linking Desired Results to Resources and Accountable People or Organizations -- Chapter 18 Community Balanced Scorecards for Strategic Public Health Improvement -- Evolution of Balanced Scorecards -- Community Balanced Scorecards for Public Health Strategic Alignment -- Alignment with a Community Vision for Public Health -- Cascading Community Balanced Scorecards by "Theme -- Using the 10 Essential Services of Public Health to Map a Community Health Strategy -- Thematic Scorecards for Long-Term and Acute Community Health Strategies -- Using Leading and Lagging Indicators in an Evidenced-Based Approach to Managing Public Health Strategy -- Building Community Engagement Strategy into the Public Health Strategy -- How Community Collaboration Changes Balanced Scorecard Dynamics.

The Community Results Compact: A Tool for Adding Strong Accountability and Commitment to a Collaborative Strategy -- Chapter 19 Creating the Conditions for Quality Improvement -- The Environment for Quality Improvement in Public Health -- Creating Buy-In for Quality Improvement-Engaging Leadership and Staff Participation -- Frameworks that Support the Systematic Adoption of Quality Improvement within an Organization -- Providing Support for Quality Improvement Practice-Training and Resources -- Communicating About Quality Improvement Successes and Challenges -- Summary -- Chapter 20 Performance Management in Action-The Role of Leadership -- Introduction -- Establishing a Quality Improvement Culture -- Summary -- Chapter 21 Roles and Responsibilities of Teams -- Introduction -- Management's Role in Sustaining Teams -- Teams Come in Different Forms -- Essential Characteristics of All Teams -- Leading to Get the Work Done -- Maximize Teams During Improvement and Change -- Using Conflict to Strengthen Teams -- Summary -- Chapter 22 The Reality of Teams in Resource-Constrained Public Health -- Teams -- Creating Successful Quality Improvement Teams in Public Health Departments -- QI and Teams in Public Health -- Chapter 23 Using Influence to Get Things Done -- What Is Influence? -- Organizational Structure -- Gaining Influence -- Developing a Collaborative Approach -- Conflict Management -- Making It Operational -- Conclusion -- Chapter 24 Orange County Health Department STD Quality Improvement Case Study (October 2005-July 2006) -- The Situation -- Step 1: Describe the Problem -- Step 2: Describe the Current Process -- Step 3: Identify the Root Cause(s) of the Problem -- Step 4: Develop a Solution and Action Plan -- Step 5: Implement the Solution -- Step 6: Review and Evaluate the Results of the Change -- Step 7: Reflect and Act on Learnings.

Looking Back-Fall 2008 -- Chapter 25 The Minnesota Public Health Collaborative for Quality Improvement -- Introduction -- Methods -- Results -- Lessons Learned -- Chapter 26 Translating Clinical Quality Improvement Success to Public Health -- Clinical Quality Improvement Success -- How to Begin-The Model with Which One State Started Building Public Health System Improvements -- Step 1. Plan -- Step 2. Do -- Step 3. Study -- Step 4. Act -- Step 5. Knowledge Capture, Education, and QI Advancement -- Chapter 27 Risk Management: Optimizing Scarce Resources -- What Is Risk? -- What Is Risk Management? -- What Risks Are There to Manage in Public Health? -- Mitigating Risks in the Public Health Community -- Tools to Support Risk Management in Public Health -- Examples of Risk Management in Public Health -- Identifying and Evaluating Risks -- Managing Risk Through an Integrated System -- One System for Best Practices -- Chapter 28 The Ethics of Quality Improvement -- Introduction -- Ethics Principles As Foundations for QI -- Ethics Considerations in Public Health QI Activities -- Successful Approaches to QI As Linked to Ethics, and Some Things to Avoid -- Evaluation of the Ethics of Public Health QI Activities -- Summary -- Endnotes -- About the Authors -- Index.

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Electronic reproduction. Ann Arbor, Michigan : ProQuest Ebook Central, 2018. Available via World Wide Web. Access may be limited to ProQuest Ebook Central affiliated libraries.