The Experts below are selected from a list of 360 Experts worldwide ranked by ideXlab platform
Valerie Haywood - One of the best experts on this subject based on the ideXlab platform.
-
optimizing discharge teaching process to increase the efficiency and effectiveness of the follow up call
Journal of Clinical Oncology, 2016Co-Authors: Laurie Kaufman, Beverly A Hayes, Gina Aranzamendez, Duke Rohe, Kavita Pathak, Valerie HaywoodAbstract:226 Background: Patients undergoing complex oncologic operations are at high risk for perioperative complications associated with adverse effects on quality of life, costs and overall outcomes. Complications within 30 days of discharge are most commonly identified during first 48-72 hours post-discharge. Telephone follow-up can provide a safety net and is part of a larger discharge teaching process. Initial review of the current follow up processes underscored many variations. An interdisciplinary team was tasked to optimize discharge processes across the continuum of care which leads to a more efficient follow-up call encounter. Methods: Working with in and outpatient Frontline Staff from focus group teams, pre and post implementation work flow processes were captured. Inefficiencies were used for a redesign session to develop a standard discharge teaching guide and patient checklist. A database was used for data collection of measures for issues and complications encountered by patients. Storyboards wer...
-
clinical process analysis embedding performance improvement skills for measurable and sustainable change
Journal of Clinical Oncology, 2013Co-Authors: Beverly A Hayes, Courtney Barnes, Gina Aranzamendez, Laurie Kaufman, Valerie Haywood, Duke RoheAbstract:67 Background: The Clinical Process Analysis methodology, based on Time Driven Activity Based Costing (Kaplan), aligns data reporting with Frontline processes to drive improvement in clinical quality and financial performance. After the completion of 6 ambulatory centers (with 6 in progress), the program evolved to include a Performance Improvement (PI) Phase. The goal: embed PI skills in all clinical operations; provide resources for PI project initiation, facilitation, and sustainability; and continue collaboration with MD Anderson Cancer Center process owners through measurable improvement in safety, timeliness, effectiveness, efficiency, equity and patient-centeredness. (IOM 2001). Methods: The center and the CPA Team utilize institutional dashboards and multiple data resources to establish the project scope. The scope is converted to a Blueprint which outlines a timeline of the project, a list of required resources, and center-specific data. The CPA Team interviews Frontline Staff, clinical leadershi...
Mona J Ritchie - One of the best experts on this subject based on the ideXlab platform.
-
roles of managers Frontline Staff and local champions in implementing quality improvement stakeholders perspectives
Journal of Evaluation in Clinical Practice, 2012Co-Authors: Joann E Kirchner, Louise E Parker, Laura M Bonner, Jacqueline J Fickel, Elizabeth M Yano, Mona J RitchieAbstract:Background Translating promising research findings into routine clinical care has proven difficult to achieve; even highly efficacious programmes remain unadopted. Critical to changing care is an understanding of the context within which the improvement effort occurs, including the climate or culture. Health care systems are multicultural due to the wide variety of professionals, subgroups, divisions and teams within them.Yet, little work describes and compares different stakeholders’ views on their and others’ roles in promoting successful quality improvement implementation. Objective To identify manager and Frontline Staff perspectives about which organizational stakeholders should play a role in implementation efforts as well as what implementation roles these stakeholders should perform. Methods We conducted qualitative semi-structured interviews of a purposive sample of stakeholders at the clinic, medical centre and regional network levels. Participants included stakeholders across five clinics (n = 49), their four affiliated medical centres (n = 12) and three regional networks (n = 7). Working in coding teams, we conducted a content analysis utilizing Atlas.ti Version 5. Results According to informants, individuals at each organizational level have unique and critical roles to play in implementing and sustaining quality improvement efforts. Informants advocated for participation of a wide range of organizational members, described distinct roles for each group, and articulated the need for and defined the characteristics of Frontline programme champions. Conclusions Involvement of multiple types of stakeholders is likely to be costly for health care organizations. Yet, if such organizations are to achieve the highest quality care, it is also likely that such involvement is essential.
-
creating a quality improvement dialogue utilizing knowledge from Frontline Staff managers and experts to foster health care quality improvement
Qualitative Health Research, 2009Co-Authors: Louise E Parker, Joann E Kirchner, Laura M Bonner, Jacqueline J Fickel, Mona J Ritchie, Carol Simons, Elizabeth M YanoAbstract:There is a growing consensus that a hybrid of two common approaches to quality improvement (QI), local participatory QI and expert QI, might be the best method for achieving quality care. Achieving such a hybrid requires that content experts establish an ongoing dialogue with both Frontline Staff members and managers. In this study we examined Frontline Staff members' and managers' preferences regarding how to conduct such a dialogue, and we provide practical suggestions for implementation. The two groups shared a number of preferences (e.g., verbal face-to-face exchanges, discussions focused on quality of care). There were also some differences. For example, although managers were interested in discussions of business aspects (e.g., costs), Frontline Staff members were concerned with workload issues. Finally, although informants acknowledged that engaging in a QI dialogue was time consuming, they also believed it was essential if health care organizations are to improve the quality of care they provide.
Pavel Albores - One of the best experts on this subject based on the ideXlab platform.
-
analysis of a train operating company s customer service system during disruptions conceptual requirements for gamifying Frontline Staff development
Journal of Rail Transport Planning & Management, 2018Co-Authors: Ben Clegg, Richard Orme, Chris Owen, Pavel AlboresAbstract:Abstract This paper provides an account of an action research study into the systemic success factors which help Frontline Staff react to and recover from a rail service disruption. This study focuses on the effective use of information during a disruption to improve customer service, as this is a priority area for train-operating companies (TOCs) in Great Britain. A novel type of systems thinking, known as Process-Oriented Holonic (PrOH) Modelling, has been used to investigate and model the ‘Passenger Information During Disruption’ (PIDD) system. This paper presents conceptual requirements for a gamified learning environment; it describes ‘what’, ‘how’ and ‘when’ these systemic success factors could be gamified using a popular disruption management reference framework known as the Mitigate, Prepare, React and Recover (MPRR) framework. This paper will interest managers of and researchers into customer service system disruptions, as well as those wishing to develop new gamified learning environments to improve customer service systems.
Duke Rohe - One of the best experts on this subject based on the ideXlab platform.
-
optimizing discharge teaching process to increase the efficiency and effectiveness of the follow up call
Journal of Clinical Oncology, 2016Co-Authors: Laurie Kaufman, Beverly A Hayes, Gina Aranzamendez, Duke Rohe, Kavita Pathak, Valerie HaywoodAbstract:226 Background: Patients undergoing complex oncologic operations are at high risk for perioperative complications associated with adverse effects on quality of life, costs and overall outcomes. Complications within 30 days of discharge are most commonly identified during first 48-72 hours post-discharge. Telephone follow-up can provide a safety net and is part of a larger discharge teaching process. Initial review of the current follow up processes underscored many variations. An interdisciplinary team was tasked to optimize discharge processes across the continuum of care which leads to a more efficient follow-up call encounter. Methods: Working with in and outpatient Frontline Staff from focus group teams, pre and post implementation work flow processes were captured. Inefficiencies were used for a redesign session to develop a standard discharge teaching guide and patient checklist. A database was used for data collection of measures for issues and complications encountered by patients. Storyboards wer...
-
clinical process analysis embedding performance improvement skills for measurable and sustainable change
Journal of Clinical Oncology, 2013Co-Authors: Beverly A Hayes, Courtney Barnes, Gina Aranzamendez, Laurie Kaufman, Valerie Haywood, Duke RoheAbstract:67 Background: The Clinical Process Analysis methodology, based on Time Driven Activity Based Costing (Kaplan), aligns data reporting with Frontline processes to drive improvement in clinical quality and financial performance. After the completion of 6 ambulatory centers (with 6 in progress), the program evolved to include a Performance Improvement (PI) Phase. The goal: embed PI skills in all clinical operations; provide resources for PI project initiation, facilitation, and sustainability; and continue collaboration with MD Anderson Cancer Center process owners through measurable improvement in safety, timeliness, effectiveness, efficiency, equity and patient-centeredness. (IOM 2001). Methods: The center and the CPA Team utilize institutional dashboards and multiple data resources to establish the project scope. The scope is converted to a Blueprint which outlines a timeline of the project, a list of required resources, and center-specific data. The CPA Team interviews Frontline Staff, clinical leadershi...
Laurie Kaufman - One of the best experts on this subject based on the ideXlab platform.
-
optimizing discharge teaching process to increase the efficiency and effectiveness of the follow up call
Journal of Clinical Oncology, 2016Co-Authors: Laurie Kaufman, Beverly A Hayes, Gina Aranzamendez, Duke Rohe, Kavita Pathak, Valerie HaywoodAbstract:226 Background: Patients undergoing complex oncologic operations are at high risk for perioperative complications associated with adverse effects on quality of life, costs and overall outcomes. Complications within 30 days of discharge are most commonly identified during first 48-72 hours post-discharge. Telephone follow-up can provide a safety net and is part of a larger discharge teaching process. Initial review of the current follow up processes underscored many variations. An interdisciplinary team was tasked to optimize discharge processes across the continuum of care which leads to a more efficient follow-up call encounter. Methods: Working with in and outpatient Frontline Staff from focus group teams, pre and post implementation work flow processes were captured. Inefficiencies were used for a redesign session to develop a standard discharge teaching guide and patient checklist. A database was used for data collection of measures for issues and complications encountered by patients. Storyboards wer...
-
clinical process analysis embedding performance improvement skills for measurable and sustainable change
Journal of Clinical Oncology, 2013Co-Authors: Beverly A Hayes, Courtney Barnes, Gina Aranzamendez, Laurie Kaufman, Valerie Haywood, Duke RoheAbstract:67 Background: The Clinical Process Analysis methodology, based on Time Driven Activity Based Costing (Kaplan), aligns data reporting with Frontline processes to drive improvement in clinical quality and financial performance. After the completion of 6 ambulatory centers (with 6 in progress), the program evolved to include a Performance Improvement (PI) Phase. The goal: embed PI skills in all clinical operations; provide resources for PI project initiation, facilitation, and sustainability; and continue collaboration with MD Anderson Cancer Center process owners through measurable improvement in safety, timeliness, effectiveness, efficiency, equity and patient-centeredness. (IOM 2001). Methods: The center and the CPA Team utilize institutional dashboards and multiple data resources to establish the project scope. The scope is converted to a Blueprint which outlines a timeline of the project, a list of required resources, and center-specific data. The CPA Team interviews Frontline Staff, clinical leadershi...
