Quality improvement methodology to improve patient experience and transforming transplant service delivery

2018 ◽  
Author(s):  
Roshni Rathore
Keyword(s):  
Quality Improvement ◽  
Service Delivery ◽  
Patient Experience ◽  
Improve Patient

scholarly journals 'Team capital’ in quality improvement teams: findings from an ethnographic study of front-line quality improvement in the NHS

2020 ◽  
Vol 9 (2) ◽  
pp. e000948
Author(s):  
Catherine Montgomery ◽  
Stephen Parkin ◽  
Alison Chisholm ◽  
Louise Locock
Keyword(s):  
Quality Improvement ◽  
Patient Experience ◽  
Daily Practice ◽  
Healthcare Systems ◽  
Ethnographic Study ◽  
Front Line ◽  
Multiple Resources ◽  
Informal Knowledge ◽  
Organisation Management ◽  
Improve Patient

BackgroundTeamwork is important in the design and delivery of initiatives in complex healthcare systems but the specifics of quality improvement (QI) teams are not well studied.ObjectiveTo explain the functioning of front-line healthcare teams working on patient-centred QI using Bourdieu’s sociological construct of capital.MethodsOne medical ward from each of six NHS Trusts in England participated in the study, purposively selected for a range of performance levels on patient experience metrics. Three ethnographers conducted focused ethnography for 1 year, using interviews and observations to explore the organisation, management and delivery of patient-centred QI projects by the six front-line teams. Data were analysed using Bourdieu’s typology of the four forms of capital: economic, social, symbolic and cultural.ResultsWhile all teams implemented some QI activities to improve patient experience, progress was greater where teams included staff from a broad range of disciplines and levels of seniority. Teams containing both clinical and non-clinical staff, including staff on lower grades such as healthcare assistants and clerks, engaged more confidently with patient experience data than unidisciplinary teams, and implemented a more ambitious set of projects. We explain these findings in terms of ‘team capital’.ConclusionTeams that chose to restrict membership to particular disciplines appeared to limit their capital, whereas more varied teams were able to draw on multiple resources, skills, networks and alliances to overcome challenges. Staff of varying levels of seniority also shared and valued a broader range of insights into patient experience, including informal knowledge from daily practice. The construct of ‘team capital’ has the potential to enrich understanding of the mechanism of teamwork in QI work.

scholarly journals Using Quality Improvement Methods to Improve Patient Experience

2016 ◽  
Vol 13 (12) ◽  
pp. 1550-1554 ◽  
Author(s):  
Jeff D. Jensen ◽  
Lisa Allen ◽  
Robert Blasko ◽  
Paul Nagy
Keyword(s):  
Quality Improvement ◽  
Patient Experience ◽  
Improve Patient

Parent Pagers: Improving Patient Experience and Efficiency in Paediatric PACU

2017 ◽  
Vol 27 (5) ◽  
pp. 110-116
Author(s):  
G Byrn
Keyword(s):  
Quality Improvement ◽  
Patient Experience ◽  
Quality Improvement Initiative ◽  
Children's Hospital ◽  
Children’S Hospital ◽  
Improve Patient

A quality improvement initiative undertaken by the paediatric recovery team at the Leeds Children's Hospital sought to improve patient experience and efficiency by implementing an electronic pager system to contact parents/carers following their child's surgery.

scholarly journals Leveraging an Ambulatory Patient and Family Advisory Council to Improve Patient Experience Scores

2021 ◽  
Vol 8 ◽  
pp. 237437352110393
Author(s):  
Susan Y. Lee
Keyword(s):  
Quality Improvement ◽  
Patient Experience ◽  
Health Care Providers ◽  
Advisory Council ◽  
Care Providers ◽  
Ambulatory Patient ◽  
Care Practices ◽  
Primary Care Practices ◽  
Consumer Assessment ◽  
Improve Patient

Reports have shown that ambulatory primary care practices that include patients and families in their quality improvement efforts have many benefits including better relationships and interactions with patients. In this paper, we describe our experience of involving our patients, family, and staff who are members of or Patient and Family Advisory Council (PFAC) in our quality improvement efforts related to patient experience. For a year, members of the PFAC suggested creative implementations to our office policies and workflow to improve satisfaction scores on the Clinician and Group Consumer Assessment of Health care Providers and Systems survey in key areas: information about delays, wait times in clinic, and convenience of appointments.

Getting It Right First Time: the reports

2021 ◽  
Vol 17 (6) ◽  
pp. 247-252
Author(s):  
Sue Thomas
Keyword(s):  
Quality Improvement ◽  
Service Delivery ◽  
Acute Care ◽  
Patient Outcomes ◽  
Future Directions ◽  
Subject Areas ◽  
First Time ◽  
Improve Patient

Originally launched in 2015, the Getting It Right First Time (GIRFT) programme has become a leading authority for quality improvement in the NHS. In September 2021, the programme published an impressive series of reviews in no fewer than 18 subject areas, neurology being one of these. While earlier GIRFT reports tended to focus on acute care, the new reports have a much wider scope and scan a whole pathway approach for unwarranted variations in practice and what needs to happen to improve patient outcomes. In Part 1, Sue Thomas explores what GIRFT says about the organisation of neurological services and recommendations for service delivery, while Part 2 will explore parallel services, commissioning and future directions.

A Modified CGM Algorithm Enhances Data Availability While Retaining iCGM Performance

2021 ◽  
pp. 193229682110075
Author(s):  
Rebecca A. Harvey Towers ◽  
Xiaohe Zhang ◽  
Rasoul Yousefi ◽  
Ghazaleh Esmaili ◽  
Liang Wang ◽  
...  
Keyword(s):  
Data Integration ◽  
Patient Experience ◽  
Real World ◽  
Data Availability ◽  
Post Processing ◽  
Sensor Error ◽  
The Mean ◽  
The Difference ◽  
Data Gap ◽  
Improve Patient

The algorithm for the Dexcom G6 CGM System was enhanced to retain accuracy while reducing the frequency and duration of sensor error. The new algorithm was evaluated by post-processing raw signals collected from G6 pivotal trials (NCT02880267) and by assessing the difference in data availability after a limited, real-world launch. Accuracy was comparable with the new algorithm—the overall %20/20 was 91.7% before and 91.8% after the algorithm modification; MARD was unchanged. The mean data gap due to sensor error nearly halved and total time spent in sensor error decreased by 59%. A limited field launch showed similar results, with a 43% decrease in total time spent in sensor error. Increased data availability may improve patient experience and CGM data integration into insulin delivery systems.

Wheelchair Service Delivery Quality Improvement Program

2017 ◽  
Vol 98 (10) ◽  
pp. e131
Author(s):  
Julie Faieta ◽  
Carmen Digiovine ◽  
Theresa Berner ◽  
Wendy Koesters ◽  
Mathew Yankie
Keyword(s):  
Quality Improvement ◽  
Service Delivery ◽  
Quality Improvement Program ◽  
Improvement Program

scholarly journals Categorizing and Rating Patient Complaints: An Innovative Approach to Improve Patient Experience

2021 ◽  
Vol 8 ◽  
pp. 237437352199862
Author(s):  
Stephanie Bayer ◽  
Paul Kuzmickas ◽  
Adrienne Boissy ◽  
Susannah L. Rose ◽  
Mary Beth Mercer
Keyword(s):  
Patient Experience ◽  
Medical Center ◽  
Academic Medical Center ◽  
Patient Experiences ◽  
Innovative Approach ◽  
Satisfaction Survey ◽  
Patient Complaints ◽  
Academic Medical ◽  
Survey Results ◽  
Improve Patient

The Ombudsman Office at a large academic medical center created a standardized approach to manage and measure unsolicited patient complaints, including methods to identify longitudinal improvements, accounting for volume variances, as well as incident severity to prioritize response needs. Data on patient complaints and grievances are collected and categorized by type of issue, unit location, severity, and individual employee involved. In addition to granular data, results are collated into meaningful monthly leadership reports to identify opportunities for improvement. An overall benchmark for improvement is also applied based on the number of complaints and grievances received for every 1000 patient encounters. Results are utilized in conjunction with satisfaction survey results to drive patient experience strategies. By applying benchmarks to patient grievances, targets can be created based on historical performance. The utilization of grievance and complaint benchmarking helps prioritize resources to improve patient experiences.

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