We are planning to sustain: Engage leaders Research and experience demonstrate support from leadership is essential to successful quality improvement work. Clinical and administrative leaders who work directly on, or indirectly support, the improvement project must ensure that all barriers to success are removed and project priorities are clearly identified and communicated. Think about who needs to be on side for changes to happen. Think about who ultimately influences whether or not something happens – these are the leaders within your practice/clinic. For small offices, the leaders may be everyone who works in the office such as the physician/NP, RN and receptionist. Our next steps… A provider champion (physician and/or NP), has been identified and has To strengthen leadership engagement, we agreed to participate in the improvement efforts. will: The provider champion has devoted time to dialogue with and participate as a member of the improvement team. If applicable, your business manager or executive director has agreed to support the improvement efforts. Leaders have the skills/knowledge required to support successful implementation. Leaders have removed barriers or threats to facilitate process improvement. Leaders are able to clearly articulate the benefits of the improvement project such as: improved access to care, patient safety, improved patient experience and/or increased staff skills. Leaders have provided the required resources to ensure the changes are sustained (e.g., time for staff to incorporate the changes into day to day operations). Involve and support staff Front-line staff members play an important role throughout the improvement initiative. In the early phases, their involvement may be to identify the issues from their perspectives and identify solutions to test. Later, involvement may be to identify training needs and deliver / receive training opportunities. Continual support and evaluation of the needs of those working within the changed process are required. Our next Staff members were provided with information about the purpose and To strengthen the involvement of significance of the improvement initiative. staff, we will: Front-line staff helped to identify issues from their perspective. staff members have been involved in developing solutions. The (most appropriate or qualified) staff are involved in the ‘right’ improvement project.
We are planning to sustain: Engage leaders Research and experience demonstrate support from leadership is essential to successful quality improvement work. Clinical and administrative leaders who work directly on, or indirectly support, the improvement project must ensure that all barriers to success are removed and project priorities are clearly identified and communicated. Think about who needs to be on side for changes to happen. Think about who ultimately influences whether or not something happens – these are the leaders within your practice/clinic. For small offices, the leaders may be everyone who works in the office such as the physician/NP, RN and receptionist. Our next steps… A provider champion (physician and/or NP), has been identified and has agreed to participate in the improvement efforts. The provider champion has devoted time to dialogue with and participate as a member of the improvement team. If applicable, your business manager or executive director has agreed to support the improvement efforts. Leaders have the skills/knowledge required to support successful implementation. Leaders have removed barriers or threats to facilitate process improvement. Leaders are able to clearly articulate the benefits of the improvement project such as: improved access to care, patient safety, improved patient experience and/or increased staff skills. Leaders have provided the required resources to ensure the changes are sustained (e.g., time for staff to incorporate the changes into day to day operations). To strengthen leadership engagement, we will: Involve and support staff Front-line staff members play an important role throughout the improvement initiative. In the early phases, their involvement may be to identify the issues from their perspectives and identify solutions to test. Later, involvement may be to identify training needs and deliver / receive training opportunities. Continual support and evaluation of the needs of those working within the changed process are required. Our next Staff members were provided with information about the purpose and significance of the improvement initiative. Front-line staff helped to identify issues from their perspective. staff members have been involved in developing solutions. The ‘right’ (most appropriate or qualified) staff are involved in the improvement project. To strengthen the involvement of staff, we will: