Kraftin E Schreyer1, Susan Coull2, Henry A Pitt3, Susan L Freeman4. 1. Department of Emergency Medicine, Temple University Hospital and Temple University Hospital-Episcopal Campus, Philadelphia, PA. 2. Department of Graduate Medical Education, Lewis Katz School of Medicine at Temple University, and Associate Hospital Director for Medical Education, Temple University Hospital, Philadelphia, PA. 3. Chief Quality Officer, Temple University Health System, Philadelphia, PA. 4. Chief Medical Officer, Temple University Health System, and Vice Dean, Health Care Systems, Lewis Katz School of Medicine at Temple University, Philadelphia, PA.
Abstract
BACKGROUND: As hospital leaders work to meet national performance improvement (PI) priorities and provide high-value healthcare, aligning house staff goals with those of the hospital organization becomes necessary. A hospital leadership goal is to achieve the Institute for Healthcare Improvement (IHI) Triple Aim with the delivery and measurement of high-value care through various PI frameworks, including the domains of the University HealthSystem Consortium (UHC), now Vizient. However, most house staff develop PI projects within their departments, and these projects do not always align with hospital priorities. We sought to determine the extent of alignment between the house staff and the hospital. METHODS: An inventory of house staff projects determined by survey responses from house staff and lists provided by program directors and chairs was compiled during a 2-year period. A team of quality experts mapped all house staff projects to the UHC domains of care and to the IHI Triple Aim and then performed a gap analysis. RESULTS: A total of 184 projects representing 24 departments were identified. Most projects (38%), representing 18 departments, were categorized in the UHC Safety domain. The remaining projects were categorized into the domains of Efficiency (23%), Patient Centeredness (12%), Effectiveness (12%), Equity (8%), and Mortality (7%). Many departments did not have projects in all domains. CONCLUSION: We created unique and concise graphic representations of individual house staff projects aligning with hospital initiatives. Our framework generated an action plan for a proactive approach for continually aligning future house staff PI projects with the hospital goals and national healthcare agendas.
BACKGROUND: As hospital leaders work to meet national performance improvement (PI) priorities and provide high-value healthcare, aligning house staff goals with those of the hospital organization becomes necessary. A hospital leadership goal is to achieve the Institute for Healthcare Improvement (IHI) Triple Aim with the delivery and measurement of high-value care through various PI frameworks, including the domains of the University HealthSystem Consortium (UHC), now Vizient. However, most house staff develop PI projects within their departments, and these projects do not always align with hospital priorities. We sought to determine the extent of alignment between the house staff and the hospital. METHODS: An inventory of house staff projects determined by survey responses from house staff and lists provided by program directors and chairs was compiled during a 2-year period. A team of quality experts mapped all house staff projects to the UHC domains of care and to the IHI Triple Aim and then performed a gap analysis. RESULTS: A total of 184 projects representing 24 departments were identified. Most projects (38%), representing 18 departments, were categorized in the UHC Safety domain. The remaining projects were categorized into the domains of Efficiency (23%), Patient Centeredness (12%), Effectiveness (12%), Equity (8%), and Mortality (7%). Many departments did not have projects in all domains. CONCLUSION: We created unique and concise graphic representations of individual house staff projects aligning with hospital initiatives. Our framework generated an action plan for a proactive approach for continually aligning future house staff PI projects with the hospital goals and national healthcare agendas.
Entities:
Keywords:
Health care quality; health care quality assessment; house staff; quality improvement
Authors: Jeremy Stueven; David P Sklar; Paul Kaloostian; Cathy Jaco; Summers Kalishman; Sharon Wayne; Andrew Doering; David Gonzales Journal: Am J Med Qual Date: 2012-02-16 Impact factor: 1.852
Authors: Mark A Keroack; Barbara J Youngberg; Julie L Cerese; Cathleen Krsek; Leslie W Prellwitz; Eoin W Trevelyan Journal: Acad Med Date: 2007-12 Impact factor: 6.893
Authors: Jennifer L Dixon; Harry T Papaconstantinou; John P Erwin; Russell Keith McAllister; Tiffany Berry; Hania Wehbe-Janek Journal: Ochsner J Date: 2013
Authors: Peter M Fleischut; Susan L Faggiani; Adam S Evans; Samantha Brenner; Richard S Liebowitz; Laura Forese; Gregory E Kerr; Eliot J Lazar Journal: Jt Comm J Qual Patient Saf Date: 2012-07