Best Practices

Author(s):  
Edward J. Mullen ◽  
Jennifer L. Bellamy ◽  
Sarah E. Bledsoe

This entry describes best practices as these are used in social work. The term best practices originated in the organizational management literature in the context of performance measurement and quality improvement where best practices are defined as the preferred technique or approach for achieving a valued outcome. Identification of best practices requires measurement, benchmarking, and identification of processes that result in better outcomes. The identification of best practices requires that organizations put in place quality data collection systems, quality improvement processes, and methods for analyzing and benchmarking pooled provider data. Through this process, organizational learning and organizational performance can be improved.

2014 ◽  
Vol 32 (31_suppl) ◽  
pp. 91-91
Author(s):  
Arif Kamal ◽  
Jonathan Nicolla ◽  
Fred Friedman ◽  
Charles S. Stinson ◽  
Laura Patel ◽  
...  

91 Background: Formal mechanisms to share data on quality remain immature in specialty palliative care. As the field grows, infrastructure that promotes collaboration among academic and community-based practice will be required to foster comparisons and benchmarking of data to inform areas for quality improvement. Further, such relationships will create a palliative care “quality improvement laboratory”, where proposed guidelines and best practices can be developed, implemented, and tested. Methods: We set out to bring together specialty palliative care practices with a shared vision for collaborative quality improvement. We modeled our approach after the Institute for Healthcare Improvement Breakthrough Series alongside our Rapid Learning Quality Improvement paradigm. We use a set of common data collection procedures, across an electronic point-of-care platform called Quality Data Collection Tool (QDACT), alongside a centralized data registry. Further, we meet and discuss challenges and issues, compare best practices, and brainstorm new projects through biweekly conference calls. Results: We have created a multi-institutional collaboration for quality assessment and improvement in specialty palliative care. Termed the Global Palliative Care Quality Alliance, we have brought together 11 academic and community organizations, both general and oncology-specific, across six states to study various areas of quality practice. Short-term, we will conduct rapid-cycling quality improvement projects addressing National Quality Forum domains for quality palliative care, including documentation of spiritual assessment and timely advance care planning. Long-term, we aim to study the link between quality measure adherence and outcomes and further align our initiatives with those of other large consortia, like the Palliative Care Research Cooperative and Palliative Care Quality Network. Conclusions: Collaborative quality improvement is needed in specialty palliative care across a national platform. Developing the infrastructure to perform standardized quality improvement is achievable across multiple palliative care settings.


2020 ◽  
Vol 1 (4) ◽  
pp. 10-39
Author(s):  
Neeta Baporikar

The objective of this study is to understand how employee EI is a critical factor for improved organizational performance. Adopting a qualitative approach with a case study research design, a sample of 40 employees was selected from the organization; data collection was done through a questionnaire after pilot testing. An analysis is done using SPSS, within an interpretative research paradigm using thematic analyses. Findings reflect that understanding and knowledge on EI and its influence on the performance may add value to the organization as employees become aware of the best practices and contribute better for organizational performance. Further, it was also noted that EI is a significant predictor of job and organizational performance only if it is advocated and spearheaded through individual performance classified into the task and contextual performance.


2002 ◽  
Vol 15 (2) ◽  
pp. 17-23 ◽  
Author(s):  
Kent V. Rondeau ◽  
Terry H. Wagar

Interest is growing in learning more about the ability of total quality management and continuous quality improvement (TQM/CQI) initiatives to contribute to the performance of healthcare organizations. A major factor in the successful implementation of TQM/CQI is the seminal contribution of an organization's culture. Many implementation efforts have not succeeded because of a corporate culture that failed to stress broader organizational learning. This may help to explain why some TQM/CQI programs have been unsuccessful in improving healthcare organization performance. Organizational performance variables and organizational learning orientation were assessed in a sample of 181 Canadian long-term care organizations that had implemented a formal TQM/CQI program. Categorical regression analysis shows that, in the absence of a strong corporate culture that stresses organizational learning and employee development, few performance enhancements are reported. The results of the assessment suggest that a TQM/CQI program without the backing of a strong organizational learning culture may be insufficient to achieve augmented organizational performance.


2017 ◽  
Vol 19 (1) ◽  
pp. 164
Author(s):  
Bisotoon Azizi

The aim of this study was to investigate the relationship between organizational learning and organizational performance among companies operating in the insurance industry of Tehran in Iran. The present study is a descriptive one in terms of the purpose and the method of data collection. The statistical population of the study was all insurance companies in the city of Tehran and 120 insurance companies were selected due to the lack of detailed statistical reference to their number. For this purpose, people were asked some questions who it was authorized to represent the name. The questionnaire is a tool for collecting data. The Gomez questionnaire et al. (2005) was used to measure organizational learning which includes four factors: management commitment, system perspective, openness and experimentation, transfer and integration of knowledge. To measure the organizational performance, the Yang et al. questionnaire (2004) is used. To determine the validity of data collection, the questionnaire was presented to six professors of management at various universities. The validity of questionnaire through the coordination of jury was about %100. The reliability of the questionnaire was conducted on thirty subjects, Cronbach alpha coefficient was calculated 0.91 and 0.85 for organizational learning and organizational performance, respectively. For data analysis, Pearson correlation coefficient and multiple regressions were used. The results showed that there is a positive relationship between organizational learning and its four dimensions (management commitment, vision systems, open space, and experimentation, transfer and integration of knowledge) and organizational performance of Tehran insurance companies.


Author(s):  
Anna Beata Rosiek

Demand for performance improvement drives many healthcare organizations to learn as much as possible about continuous quality improvement. This case study examines the implementation of new ideas in Polish Healthcare systems, such as problem solving procedures, data collection, provision of patients satisfaction reports, employee satisfaction surveys, and management of various processes, with the use of clinical algorithms. The author examines monitoring and improvement of healthcare quality, emphasizing problem identification, development of standards, data collection, data analyses and evaluation, implementation of quality improvement in public healthcare with cost saving, and at the same time, improve the quality of patient care. Traditional forums for measuring performance have two aspects: i) Organization and ii) Patient. Organizations must measure three aspects: balance score, value-based cost management and Baldrige criteria, which lead to improvement of organizational performance and, in consequence, delivery of constantly improving value for patients—the anticipated outcome for improved healthcare quality. The method used in this article is intertwined with balance score and value based cost management in public healthcare within Poland.


Stroke ◽  
2020 ◽  
Vol 51 (Suppl_1) ◽  
Author(s):  
Angela Lewis ◽  
Erin Rindels ◽  
Mark Ackman ◽  
Mark Renshaw ◽  
Enrique Leira ◽  
...  

Background: University of Iowa Hospitals and Clinics (UIHC) participates in American Heart Association’s Get with the Guidelines® - Stroke (GWTG) registry to help drive quality improvement. As the only Comprehensive Stroke Center in Iowa, UIHC discharges many stroke patients and experiences exponential stroke patient growth each year. Due to ever-growing patient volumes and limited staff resources, UIHC identified a need to be able to abstract more quickly and efficiently to assess patient level clinical quality and adherence to evidence-based stroke guidelines. Purpose: UIHC engaged their Information Technology (IT) Department to assist in developing a process to expedite the process and reduce the workload associated with collecting stroke data for quality improvement, with the aim of collecting data as close as possible to the episode of care. Methods: UIHC pioneered the connection between GWTG - Stroke and Epic, their electronic medical record, via a re-abstraction tool embedded in Epic. The IT team worked closely with the stroke coordinator and quality improvement team to identify efficient workflows and time saving strategies. Gaps in discrete data collection were identified and collaboration between interdisciplinary care teams commenced to standardize processes for improved charting. Results: Historically, a self-reported average of 30 minutes was spent on each patient chart in GWTG. As of August 2019, that time declined to an average of 10 minutes per chart, representing a 66% reduction in manual labor required. Prior to project implantation, lag time from patient discharge to data abstraction averaged 4 weeks. After implementing the tool, quality data is abstracted and chart review to compare the stroke care episode against current guidelines occurs while the patient is still an inpatient. Conclusions: Investing in and fostering collaboration between IT, stroke, and quality departments at UIHC led to substantial, sustainable reduction in manual work required to collect stroke quality data. Hospitals should explore their ability to create an EMR based re-abstraction tool to not only save time but improve the quality and timeliness of data collection.


2018 ◽  
Vol 13 (6) ◽  
pp. 183 ◽  
Author(s):  
Randa El Bedawy

The ability to manage efficiently the flow of knowledge has becoming a crucial requirement to boost the organizational learning and competitiveness along the knowledge era. However, a lack of consensus and confusion may still exist regarding what comprise the Knowledge Management (KM) and its importance to improve the overall organizational performance in Egypt. Moreover, there is generally a lack of an observable organizational KM initiatives’ progress in Egypt. This study highlights the significance of KM and explores the key drivers that can support organizational KM initiative in Egypt which requires organizational management and human orientation in terms of setting supportive human resource management, organizational culture and organizational structure. The study also alarms the attention to the various challenges that may hinder the successful implementation of KM initiative in Egypt. Based on the case study approach, this study sheds the light on a good model of IBM Egypt as a guidance supporting the crucial significance of KM for booming innovation and organizational performance.


2013 ◽  
Vol 31 (31_suppl) ◽  
pp. 34-34
Author(s):  
Patrick Samedy

34 Background: Research and quality improvement studies often involve an extensive amount of manual review of medical records. The effective management of this process is critical to the consistent, accurate, and cost effective collection and timely dissemination of quality data. Methods: The purpose of this paper is to introduce “OpenQA”, a data management tool designed specifically to help organize, track, and communicate data related to quality improvement studies. OpenQA is designed with ease of chart abstraction, efficiency of data collection, and data transparency as a goal, while providing reporting that support a range of activities related to data management tasks common to hospital quality management departments. The basic method behind OpenQA is to: (1) Provide a centralized online repository for measure related metadata; (2) automatically identify retrospective and prospective encounters that meet specified study inclusion/exclusion criteria; (3) extract key details from structured and unstructured data sources and then combine them to help quality auditors make compliance decisions; (4) provide a workflow engine that supports work lists, alerting and a feedback mechanism for metric stakeholders; (5) provide audit tracking to enable measurability of data collection efforts. Results: Favorable effects were realized post implementation across all measures of performance despite an increase in case volume. Results indicate a decrease in median audit turnaround time, defined as the time between the patient encounter and a decision is made by the auditor, by 23 days (85%). Results also indicate a decrease in the audit reporting turnaround time, defined as the time between the patient encounter and the compliance decision is made and reported. Both reductions were significant at a p value of < 0.05. Conclusions: We suggest that a tool designed to help streamline and standardize the quality improvement data collection process may offer the advantage of minimizing the resource utilization associated with data collection while improving data integrity and shortening the feedback loop.


2014 ◽  
Vol 2014 (1) ◽  
pp. 1281-1297 ◽  
Author(s):  
John Tarpley ◽  
Jacqueline Michel ◽  
Scott Zengel ◽  
Nicolle Rutherford ◽  
Carl Childs ◽  
...  

ABSTRACT The Shoreline Cleanup and Assessment Technique (SCAT) process, from initial reconnaissance, to generation of Shoreline Treatment Recommendations (STRs) and signoff, is an integral part of oil spill response operations. It is and should remain flexible and scalable based on spill conditions. Several challenging spill responses have contributed to the continuing evolution of the SCAT program. This review examines best practices and unique applications for the SCAT process, coordination within the Incident Command System (ICS), field implementation and tools, and data management. While the basic SCAT process remains the same, the detailed steps can vary greatly from spill to spill. STRs and incident specific forms may be required, additional review procedures for documents and shorelines may occur, endpoints and signoff can become extremely complex, intermediate plans may be generated to manage complexity, and various regulatory consultations may be necessary. Within the ICS, the SCAT program is typically part of the Environmental Unit under the Planning Section, but requires close coordination with the Operations Section. The use of SCAT- Operations Liaisons (both as having Operations on SCAT teams during surveys and as having SCAT team members work with Operations during actual cleanup) is a best practice to improve coordination and treatment effectiveness throughout the response. Field forms, data collection tools, and SCAT staff roles are evolving. The trials of electronic data collection with field computers continue; use of imagery, GPS, and GIS are ever increasing and necessary; and the roles and coordination of various types of field monitors/observers during cleanup operations need to be carefully defined. SCAT team members need to be well-trained, and field calibration should occur regularly within and among teams. SCAT data management now requires dedicated staff and computer data management systems in all but the smallest of spills. The need for high quality data, rapid analysis, and generation of useful products to a varied audience is becoming the expected standard. However, with these expectations come new procedures and specialized skills. QA/QC of field data is critical to all evaluations and products. Specialized databases have become robust enough to handle the most complex SCAT data and output requirements, and GIS tools can quickly generate a variety of necessary map products for multiple users. These functions require skills not found with typical SCAT field team members. In this paper, we will examine some of the recent advances and unique applications to the SCAT process.


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