The results of pancreatic operations after the implementation of multidisciplinary team conference (MDT): A quality improvement study

2020 ◽  
Vol 77 ◽  
pp. 105-110 ◽  
Author(s):  
Mariana Fernanda Cordoba Hansen ◽  
Jan Henrik Storkholm ◽  
Carsten Palnaes Hansen
Keyword(s):  
Quality Improvement ◽  
Multidisciplinary Team ◽  
Pancreatic Operations

scholarly journals Investigating the system effect of reporting multidisciplinary care measures for cancer services in New South Wales, Australia

2021 ◽  
Vol 21 (1) ◽  
Author(s):  
Kahren M. White ◽  
Ru K. Kwedza ◽  
Holly Seale ◽  
Reema Harrison
Keyword(s):  
Quality Improvement ◽  
Multidisciplinary Team ◽  
Multidisciplinary Care ◽  
System Level ◽  
Multidisciplinary Teams ◽  
Local Health ◽  
Unique Contribution ◽  
Framework Analysis ◽  
Electronic Documentation ◽  
System Effect

Abstract Background Multidisciplinary cancer care to facilitate the provision of patient centred and evidence-based care is considered best practice internationally. In 2016 multidisciplinary care measures were developed for all local health districts across NSW. The aim of this study was to identify system-level changes and quality improvement activities across the NSW cancer system linked to reporting on these measures. Methods Focus group discussions were used to generate a synergy of ideas from key stakeholders. An exploratory descriptive approach was used within the ontological position of Framework Analysis, the analysis method chosen for this research study, sitting most closely within pragmatism. The use of Framework Analysis in the analytic strategy is because it is well-suited to addressing policy issues and maintaining specific focus within a wider dataset. Results Two focus groups were held with a total of 18 purposively selected participants. Four primary themes emerged: value of electronic documentation; role clarity; relationships; and future development of measures. Key findings included that the reporting of performance measures has expedited the development of electronic documentation and data extraction from the multidisciplinary team meeting (MDT), identified barriers and facilitators to MDT data collection and supported MDT improvement activities across NSW. Conclusions The findings of this study have highlighted that MDTs and their meetings across NSW are harnessing technological advancements to support and further develop their MDTs, as well as the challenges of implementing new processes within the MDTM. This study adds a unique contribution to knowledge of how the reporting of measures can assist in understanding variation in the development and implementation of multidisciplinary teams, as well as highlighting future programs of work to decrease variation in multidisciplinary team meetings and quality improvement activities.

Implementing a tumor program strengthening initiative in western Sydney.

2020 ◽  
Vol 38 (15_suppl) ◽  
pp. e19223-e19223
Author(s):  
Lynleigh Evans ◽  
Yiren Liu ◽  
Terence Kwan ◽  
Brendan Donovan ◽  
Karen Byth ◽  
...  
Keyword(s):  
Decision Making ◽  
Quality Improvement ◽  
Team Performance ◽  
Multidisciplinary Team ◽  
Cancer Care ◽  
Program Improvement ◽  
Multidisciplinary Teams ◽  
Improvement Program ◽  
Annual Survey ◽  
Monitoring Performance

e19223 Background: While multidisciplinary teams (MDTs) are well-established in many healthcare institutions, both how they function and their role in decision making vary widely. This study assessed the effectiveness of a multipronged approach to strengthening multidisciplinary team performance for a cancer service over three years. Methods: The study comprised the introduction of a structured quality improvement program, the Tumour Program Strengthening Initiative (TPSI), to improve MDT performance, and an annual survey to evaluate MDT members’ perceptions of their teams’ performance. Three iterations of the survey have been completed. Results: 12 teams participated in TPSI with 129, 118, and 146 members completing the MDT member survey in 2017, 2018, and 2019 respectively. Of the 18 questions that were asked throughout the study, nine showed significant improvement, and of these, seven were highly significant. Questions related to patient wellbeing and to audits and quality improvement showed no significant change. Conclusions: The Tumour Program Strengthening Initiative resulted in sustained and significant improvement in MDT performance over three years. The MDT survey proved to be useful not only for cancer care teams to identify their strengths and weaknesses and monitoring performance but also for management to flag priority areas for improvement and further support. The significance of this initiative is that overall program improvement reflects the strengthening of the weakest teams as well as further improvement in highly performing MDTs. [Table: see text]

scholarly journals Enhancing palliative care occupancy and efficiency: a quality improvement project that uses a healthcare pathway for service integration and policy development

2021 ◽  
Vol 10 (4) ◽  
pp. e001391
Author(s):  
Sami Ayed Alshammary ◽  
Yacoub Abuzied ◽  
Savithiri Ratnapalan
Keyword(s):  
Palliative Care ◽  
Quality Improvement ◽  
Multidisciplinary Team ◽  
Policy Development ◽  
Care Delivery ◽  
Tertiary Care ◽  
Business Case ◽  
Quality Improvement Project ◽  
Tertiary Care Centre ◽  
Improvement Project

This article described our experience in implementing a quality improvement project to overcome the bed overcapacity problem at a comprehensive cancer centre in a tertiary care centre. We formed a multidisciplinary team including a representative from patient and family support (six members), hospice care and home care services (four members), multidisciplinary team development (four members) and the national lead. The primary responsibility of the formulated team was implementing measures to optimise and manage patient flow. We used the plan–do–study–act cycle to engage all stakeholders from all service layers, test some interventions in simplified pilots and develop a more detailed plan and business case for further implementation and roll-out, which was used as a problem-solving approach in our project for refining a process or implementing changes. As a result, we observed a significant reduction in bed capacity from 35% in 2017 to 13.8% in 2018. While the original length of stay (LOS) was 28 days, the average LOS was 19 days in 2017 (including the time before and after the intervention), 10.8 days in 2018 (after the intervention was implemented), 10.1 days in 2019 and 16 days in 2020. The increase in 2020 parameters was caused by the COVID-19 pandemic, since many patients did not enrol in our new care model. Using a systematic care delivery approach by a multidisciplinary team improves significantly reduced bed occupancy and reduces LOS for palliative care patients.

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