7
views
0
recommends
+1 Recommend
0 collections
    0
    shares
      • Record: found
      • Abstract: not found
      • Article: not found

      Deciphering the Imperative: Translating Public Health Quality Improvement into Organizational Performance Management Gains

      1 , 2 , 3 , 4
      Annual Review of Public Health
      Annual Reviews

      Read this article at

      ScienceOpenPublisher
      Bookmark
          There is no author summary for this article yet. Authors can add summaries to their articles on ScienceOpen to make them more accessible to a non-specialist audience.

          Related collections

          Most cited references38

          • Record: found
          • Abstract: found
          • Article: not found

          Defining quality improvement in public health.

          Many industries commonly use quality improvement (QI) techniques to improve service delivery and process performance. Yet, there has been scarce application of these proven methods to public health settings and the public health field has not developed a set of shared principles or a common definition for quality improvement. This article discusses a definition of quality improvement in public health and describes a continuum of quality improvement applications for public health departments. Quality improvement is a distinct management process and set of tools and techniques that are coordinated to ensure that departments consistently meet the health needs of their communities.
            Bookmark
            • Record: found
            • Abstract: found
            • Article: not found

            Developing a national performance indicator framework for the Dutch health system.

            To report on the first phase of the development of a national performance indicator framework for the Dutch health system. In January 2002, we initiated an informed interactive process with the intended users-policymakers at the Ministry of Health, Welfare and Sport-and academics to develop both the conceptual framework and its content. Decisions were based on consensus after discussing strategic goals of the health system, information needs of policy makers at the Ministry of Health, Welfare and Sport, and studying existing theory and international experiences with national performance indicator frameworks. We identified objectives and criteria for a framework at the national level, constructed a conceptual model, and selected indicator areas. As a starting point we chose a balanced scorecard reflecting four perspectives towards health system management information at the national level. These perspectives are consumer orientation, finances, delivery of high quality care, and the ability to learn and grow. We then linked the Lalonde model for population health to a balanced scorecard model. The constructed model makes the relationship between population health and health system management apparent, and facilitates the presentation of performance information from various perspectives. The model reflects the strategic goals of the Dutch health system, i.e. contributing to the production of health by providing necessary health care of good quality that is accessible for all Dutch citizens while simultaneously informing policy makers about the performance of the entire health system in all sectors (care, cure, prevention, and social services). The selected indicator areas for health system management information (20 in total) reflect the policy and management functions of the government and the defined public goals of the health system. The model was formally adopted by the Ministry of Health, Welfare and Sport in February 2003, and since then individual indicator areas have been operationalized by 30 representatives of various departments at the Ministry with continuous external research support. The merit of linking the balanced scorecard inspired model to public health data is that it facilitates the visualization of the contribution of the health system to the improvement of population health. The method of an intensive interactive indicator development process between policy makers and researchers has so far proven successful.
              Bookmark
              • Record: found
              • Abstract: found
              • Article: not found

              The performance of local health departments: a review of the literature.

              Local health department (LHD) performance measurement provides an opportunity to link inputs, outputs, and outcomes in a manner that should facilitate quality improvement. Since inputs flow from LHDs that vary substantially in size, organization, funding, and other characteristics, it is Reasonable to assume that these variable inputs may affect LHD performance or outcomes. Documenting this is becoming increasingly important as LHD accreditation is being seen as one approach to standardization of inputs. This article provides a literature Review of LHD performance measurement and attempts to identify LHD inputs (or characteristics) that impact performance or outcomes. The literature Review identified 23 articles on LHD performance, published in peer-reviewed journals since the 1988 Report on the Future of Public Health. The most common findings Related to LHD size, jurisdictional size, and funding: LHDs with larger staffs, serving populations of more than 50 000 persons, and with higher funding per capita were more often higher performing. Other notable characteristics of higher-performing LHDs included greater community interaction, having a director with higher academic degrees, and leadership functioning within a management team. Prospective studies that examine the linkages among LHD performance measurement, accreditation, and outcomes will be important in achieving performance improvement over time.
                Bookmark

                Author and article information

                Journal
                Annual Review of Public Health
                Annu. Rev. Public Health
                Annual Reviews
                0163-7525
                1545-2093
                March 18 2015
                March 18 2015
                : 36
                : 1
                : 273-287
                Affiliations
                [1 ]Center for Medicine and Public Health, College of Medicine, Florida State University, Tallahassee, Florida 32306-4300; email:
                [2 ]Department of Global Health Systems and Development, School of Public Health and Tropical Medicine, Tulane University, New Orleans, Louisiana 70112; email:
                [3 ]Public Health Foundation, Washington, DC 20005; email:
                [4 ]School of Public Health, University of Minnesota, Minneapolis, Minnesota 55455
                Article
                10.1146/annurev-publhealth-031914-122810
                b0866e01-9ca3-4db1-9dba-33bec4a1c235
                © 2015
                History

                Comments

                Comment on this article