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INCREASE IN QI STAFF KNOWLEDGE CONSUMER EGAGEMENT STAFF ENGAGEMENT PLAN ACT STUDY DO - Increase CQM Team meetings and training for consumer and employee - Continue to improve data collection tools - Empowering employees and consumer in CQM Team - Training about the CMQ Program to new recruits - Provide training about Quality Improvement Process to all employees - Develop a daily and monthly report schedule - Develop a training curriculum about Quality Improvement (QI) for employees - Develop an audit tool for records reviewed - Schedule CQM Team meetings - Reports results of CQM initiatives to all levels in the organization - Audit tool was tested and reviewed - Employee and customer engagement and satisfaction with CQM Program improved - Compliance with monthly measures report increase Falling in Love with Clinical Quality Management : Brighten Up a CQM Program to Improve Staff and Consumer Commitment Wanda M. Curbelo, RD, LND Centro Ararat, Inc. ABSTRACT Longtime established institutions usually neglect Clinical Quality Management (CQM) Programs, relying on past successes and automatic reporting numbers in tables with no analysis of its relationship to clinical management outcomes. This situation worsens by employment turnover and multiple clinical sites located at different geographical areas. Restructuring a stanant CQM program by appointing a new director is crucial; however, challenges in development and implementation of new CQM infrastructure are arduous. Structured evaluations and individual interviews are strategies utilized to identify difficulties for an active CQM Program. Ignoring the purpose of a CQM Program data utilization may become the main problem to build a strong and committed CQM team. INTRODUCTION The establishment of a new culture of institutional quality improvement presents the challenge of transforming the vision of previous experiences. It is necessary to establish strategies to engage both staff members and clients/participants in direct actions towards effective Clinical Quality improvement strategies. Through education and training, the institution can overcome the myths that quality improvement is a hard, punitive and difficult field to understand. METHODS Several principles established by William Deming are incorporated to successfully establish a commitment to improving clinical quality: • Define quality - if you are going to commit to quality, first you must define and understand the concept. • Invest in training – To prevent errors and to encourage self-improvement, find what employees need to be successful. • Create Quality Sub-teams per Facility - These are reduced groups of employees encouraged to assess processes and recommend improvements, all in the interest of promoting quality, efficiency, and productivity. • Encourage Motivation - Managers should frame the pursuit of quality as an interesting, noble, and worthwhile goal. • Engagement of Upper Management - Company's commitment to quality must come from the top, and it must be reinforced repeatedly • Have the right attitude – Remove barriers. CONCLUSION A multidimensional approach for institutional leaders, staff, and consumers helps the Organization to build a solidly structured and competent CQM program. Lessons learned through this process include the following: - Engage and Conquer: Employee commitment growth and enthusiasm reflected a significant increase once they became aware of processes related to the CQM. - Never Forget Your Main Goal: Active participation of consumers broadens the perspective of what quality of clinical services means to an institution. Consumer engagement transforms the culture of health care, putting patients in positions of genuine power and influence for the betterment of services. - Lock and Load: Once the program is established, keep track of implementation with periodical reviews to promote adherence and compliance of main objectives. - Like and Share: Every accomplished should be divulged and publicized accordingly. All participants engaged in these processes will assume its success as their own; if any fails or distractions are noticed, chances are they will commit to reviewing and correct. - Quality is Key: The Company should reinforce this message thoroughly in every outlet to elevatethe level of commitment to achieve present and future goals to improve quality throughout all areas of the Company. REFERENCES - Agency for Healthcare Research and Quality. (2018). Health Care/ System Redesign. Retrieved from https://www.ahrq.gov/professionals/ prevention-chronic-care/improve/system/index.html - Inc.com. (2010). 5 Ways to Improve Quality. Retrieved from https://www.inc.com/guides/2010/09/5-ways-to-improve-quality.html - Institute for Health Care Improvement. (2013). Module 14. Creating Quality Improvement Teams and QI Plans. Retrieved from https://www.ahrq.gov/ professionals/prevention-chronic-care/improve/system/pfhandbook/mod14.html- - Institute for Health Care Improvement. (n.d.). How to Improve. Retrieved from http://www.ihi.org/resources/Pages/HowtoImprove/ ScienceofImprovementFormingtheTeam.aspx RESULTS STRATEGIES Several strategies were used to increase participation and knowledge about QI Program in Upper Management, Staff Members and Consumers. Training about Quality Improvement included the following: • Clinical Quality Improvement Program Components • Effective Meetings Rules • 5’s use in Health Care • Quality Improvement Tools • Data Collection Samples and Tools • Statistical Tools • Improvement Project Planning • The Role of Consumers in Quality of Health Care Additional Components: cy • Active participation of Board of Directors • Engagement of Consumers Lack of engagement of employee and consumer in the Clinical Quality Improvement Program Employees Organization Consumers Data Collection - Lack of knowledge of CQM Process - Wrong vision of the CQM Program - People don't work with what they do not understand - CQM is visualized as punitive - No structure for reporting data - Unaware of the existing CQM Program - Lack of adequate reporting tools - How to and what for? - Lack of reporting schedule - Need trained people - Lack of participation may lead to negative clinical outcomes - Cannot define their expectations of clinical care received - Lack of structure - CQM objectives are not SMART designed - Lack of a meeting schedule - No analysis of clinical data results - Quality initiatives poorly documented Figure 2 Plan Do Study and Act Figure 1 Cause and Effect Analysis AFTER STRATEGIES IMPLEMENTED BEFORE STRATEGIES IMPLEMENTED Results of Strategies to Improve Knowledge and Engagement of Employees and Consumers in CQM Program
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