Partnering to develop a talent pipeline for emerging health leaders in operations research

2017 ◽  
Vol 30 (3) ◽  
pp. 146-150
Author(s):  
Alfred Ng ◽  
Carly Henshaw ◽  
Michael Carter
Keyword(s):  
Quality Improvement ◽  
Performance Improvement ◽  
Operations Research ◽  
Central Office ◽  
Talent Management ◽  
Healthcare Engineering ◽  
And Performance ◽  
The University ◽  
Targeted Approach ◽  
Internal Capacity

In initiating its first central office for Quality Improvement (QI), The Scarborough Hospital (TSH) sought to accelerate momentum towards achieving its “Quality and Sustainability” strategic priority by building internal capacity in the emerging QI specialty of operations research. The Scarborough Hospital reviewed existing models of talent management in conjunction with Lean and improvement philosophies. Through simple guiding principles and in collaboration with the University of Toronto’s Centre for Healthcare Engineering, TSH developed a targeted approach to talent management for Operations Research (OR) in the Office of Innovation and Performance Improvement, reduced the time from staffing need to onboarding, accelerated the development of new staff in delivering QI and OR projects, and defined new structures and processes to retain and develop this group of new emerging health leaders.

Defining Benchmarks in Pediatric Burn Care: Inception of the Pediatric Injury Quality Improvement Collaborative

2021 ◽  
Author(s):  
Kelli N Patterson ◽  
Renata Fabia ◽  
Sheila Giles ◽  
Sarah N Verlee ◽  
Daniel Marx ◽  
...  
Keyword(s):  
Quality Improvement ◽  
Performance Improvement ◽  
Steering Committee ◽  
Data Repository ◽  
Quality Improvement Collaborative ◽  
Burn Centers ◽  
Child Psychologists ◽  
Burn Care ◽  
Pediatric Injury ◽  
And Performance

Abstract Pediatric burn care is highly variable nationwide. Standardized quality and performance benchmarks are needed for guiding performance improvement within pediatric burn centers. A network of pediatric burn centers was established to develop and evaluate pediatric-specific best practices. A multi-disciplinary team including pediatric surgeons, nurses, advanced practice providers, pediatric intensivists, rehabilitation staff, and child psychologists from five pediatric burn centers established a collaborative to share and compare performance improvement data, evaluate outcomes, and exchange best care practices. In December 2016, the Pediatric Injury Quality Improvement Collaborative (PIQIC) was established. PIQIC members chose quality improvement indicators, drafted and approved a memorandum of understanding (MOU), data use agreement (DUA) and charter, formalized the multidisciplinary membership, and established a steering committee. Since inception, PIQIC has conducted monthly teleconferences and biannual in-person or virtual group meetings. A centralized data repository has been established where data is collated and analyzed for benchmarking in a blinded fashion. PIQIC has shown the feasibility of multi-institutional data collection, implementation of performance improvement metrics, publication of research, and enhancement of aggregate and institution-specific pediatric burn care.

scholarly journals Building the First Statewide Quality Improvement Collaborative, the CPQCC: A Historic Perspective

Children ◽  
2020 ◽  
Vol 7 (10) ◽  
pp. 177
Author(s):  
Jeffrey B. Gould
Keyword(s):  
Quality Improvement ◽  
Performance Improvement ◽  
Health Professionals ◽  
Neonatal Intensive Care ◽  
Perinatal Care ◽  
Quality Improvement Collaborative ◽  
Public And Private ◽  
Public Health Professionals ◽  
Quality And Outcomes ◽  
And Performance

The California Perinatal Quality Improvement Collaborative (CPQCC), founded in 1997, was the country’s first statewide perinatal quality improvement collaborative. Our goal was to improve the quality and outcomes of perinatal healthcare in California by developing a collaborative network of public and private obstetric and neonatal providers, insurers, public health professionals, and business groups to support a system for benchmarking and performance improvement activities for perinatal care. In this presentation, we describe how viewing the CPQCC as a complex value-driven organization, committed to identifying and addressing the needs of both its stakeholder partners and neonatal intensive care unit (NICU) members, has shaped the course of its development.

scholarly journals Residents' satisfaction with multi-purpose services

2008 ◽  
Vol 32 (2) ◽  
pp. 349 ◽  
Author(s):  
Judith K Anderson ◽  
John B Rae ◽  
Linda E Grenade ◽  
Duncan P Boldy
Keyword(s):  
Quality Improvement ◽  
Performance Improvement ◽  
New South ◽  
Project Design ◽  
Management Styles ◽  
Resident Satisfaction ◽  
Work Processes ◽  
Staff Members ◽  
South Wales ◽  
And Performance

Aim: To establish a system for measuring resident satisfaction in multi-purpose services, benchmarking and performance improvement. Setting: Six multi-purpose services in rural New South Wales were involved in the project. Design: Residents were surveyed and the results benchmarked. Benchmarking included a comparison of results along with an exploration of work processes across participating sites. This preceded quality improvement activities conducted by individual multi-purpose services. Resident surveys were repeated and staff and managers interviewed. Outcomes: Benchmarking was a useful method for identifying performance leaders and enabling the dissemination of better practice. The majority of staff members were comfortable with the PDSA (Plan, Do, Study, Act) quality improvement cycle to guide their improvement efforts. The ability of staff to complete quality improvement cycles was related to the management styles of their supervisors. Resident satisfaction was related to the understanding and confidence of staff. Conclusion: A resident satisfaction survey can provide the direction for effective quality improvement activities. Benchmarking results with other sites not only empowers staff members at those sites recognised as leaders, but can also stimulate dissemination of leading practice. Management styles which empower staff enhance their ability to implement quality improvement projects.

Efficiency of pay for performance program on the brazilian judiciary

2014 ◽  
Author(s):  
Luis Cláudio de Jesus-Silva ◽  
Antônio Luiz Marques ◽  
André Luiz Nunes Zogahib
Keyword(s):  
Performance Improvement ◽  
Pay For Performance ◽  
Field Research ◽  
The State ◽  
Quantitative Approach ◽  
The Internet ◽  
Court Of Justice ◽  
And Performance ◽  
Compensation Program ◽  
Structured Questionnaire

This article aims to examine the variable compensation program for performance implanted in the Brazilian Judiciary. For this purpose, a survey was conducted with the servers of the Court of Justice of the State of Roraima - Amazon - Brazil. The strategy consisted of field research with quantitative approach, with descriptive and explanatory research and conducting survey using a structured questionnaire, available through the INTERNET. The population surveyed, 37.79% is the sample. The results indicate the effectiveness of the program as a tool of motivation and performance improvement and also the need for some adjustments and improvements, especially on the perception of equity of the program and the distribution of rewards.

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