scholarly journals The Business Case for Quality Improvement

2011 ◽  
Vol 4 (4) ◽  
pp. 416-424 ◽  
Author(s):  
Adam J. Rose ◽  
Dan R. Berlowitz ◽  
Arlene S. Ash ◽  
Al Ozonoff ◽  
Elaine M. Hylek ◽  
...  
Keyword(s):  
Quality Improvement ◽  
Business Case

scholarly journals A Business Case for Quality Improvement in Addiction Treatment: Evidence from the NIATx Collaborative

2011 ◽  
Vol 39 (1) ◽  
pp. 91-100 ◽  
Author(s):  
Andrew R. Quanbeck ◽  
Lynn Madden ◽  
Eldon Edmundson ◽  
James H. Ford ◽  
K. John McConnell ◽  
...  
Keyword(s):  
Quality Improvement ◽  
Addiction Treatment ◽  
Business Case

scholarly journals The care and keeping of clinicians in quality improvement

2020 ◽  
Vol 32 (7) ◽  
pp. 480-485
Author(s):  
Ulfat Shaikh ◽  
Peter Lachman ◽  
Andrew J Padovani ◽  
SiobhÁn E McCarthy
Keyword(s):  
Professional Development ◽  
Quality Improvement ◽  
Organizational Support ◽  
Self Efficacy ◽  
Business Case ◽  
Theoretical Frameworks ◽  
Training Time ◽  
Implementation Challenges ◽  
Personal Strengths ◽  
Quality In Healthcare

Abstract Objective Although frontline clinicians are crucial in implementing and spreading innovations, their engagement in quality improvement remains suboptimal. Our goal was to identify facilitators and barriers to the development and engagement of clinicians in quality improvement. Design A 25-item questionnaire informed by theoretical frameworks was developed, tested and disseminated by email. Settings Members and fellows of the International Society for Quality in Healthcare. Participants 1010 eligible participants (380 fellows and 647 members). Interventions None. Main Outcome Measures Self-efficacy and effectiveness in conducting and leading quality improvement activities. Results We received 212 responses from 50 countries, a response rate of 21%. Dedicated time for quality improvement, mentorship and coaching and a professional quality improvement network were significantly related to higher self-efficacy. Factors enhancing effectiveness were dedicated time for quality improvement, multidisciplinary improvement teams, professional development in quality improvement, ability to select areas for improvement and organizational values and culture. Inadequate time, mentorship, organizational support and access to professional development resources were key barriers. Personal strengths contributing to effectiveness were the ability to identify problems that need to be fixed, reflecting on and learning from experiences and facilitating sharing of ideas. Key quality improvement implementation challenges were adopting new payment models, demonstrating the business case for quality and safety and building a culture of accountability and transparency. Conclusions Our findings highlight areas that organizations and professional development programs should focus on to promote clinician development and engagement in quality improvement. Barriers related to training, time, mentorship, organizational support and implementation must be concurrently addressed to augment the effectiveness of other approaches.

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.

scholarly journals Who Pays for Biliary Complications Following Liver Transplant? A Business Case for Quality Improvement

2006 ◽  
Vol 6 (12) ◽  
pp. 2978-2982 ◽  
Author(s):  
M. J. Englesbe ◽  
J. Dimick ◽  
A. Mathur ◽  
Y. Ads ◽  
T. H. Welling ◽  
...  
Keyword(s):  
Quality Improvement ◽  
Liver Transplant ◽  
Business Case ◽  
Biliary Complications

Reducing catheter-associated bloodstream infections in the pediatric intensive care unit: Business case for quality improvement

2010 ◽  
Vol 11 (5) ◽  
pp. 579-587 ◽  
Author(s):  
Jeffrey E. Nowak ◽  
Richard J. Brilli ◽  
Michael R. Lake ◽  
Karen W. Sparling ◽  
John Butcher ◽  
...  
Keyword(s):  
Intensive Care Unit ◽  
Intensive Care ◽  
Quality Improvement ◽  
Pediatric Intensive Care Unit ◽  
Pediatric Intensive Care ◽  
Bloodstream Infections ◽  
Business Case
Sign in / Sign up

Export Citation Format

Share Document