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The health system's vision in 2014 was 'to transform the delivery and financing of health care to provide a high-quality, affordable, integrated and patient-centered system of care that will serve as a model for the nation.' A plan was made to expand the number of bundled payment arrangements…
In 2012, a physician-led Pioneer accountable care organization recognized an opportunity to better serve patients requiring care in skilled nursing facilities after a hospital stay. The organization began building a preferred network of SNFs and providers to improve collaboration between facility…
Tufts Medical Center made a decision to create its own quality improvement training for its workforce in 2013. The impetus for the project was recognition of the need to build capacity for doing improvement work, create a common language, maintain high-quality care and align the projects with…
Throughout the country, primary care is faced with ongoing waves of healthcare reform (e.g. Accountable Care Organization, ICD-10, changing payment structures). Locally, within the network, physicians are also facing an influx of change from the implementation of a new Electronic Health Record (EHR…
A house wide effort was lead this year to teach and embed continuous improvement methodology and tools to ensure quality and safety advances are infused throughout and become enculturated within the organization. Lead by the Quality and Safety leaders, Leadership members and key physicians were…
Patient and system tracers have been conducted at this institution since 2008. Prior to this project, inpatient, ambulatory and procedural tracers were performed by multiple departments and a unified approach to surveillance did not exist. Likewise, there was no collective mechanism to identify…
Four years ago this hospital had no clinical leadership development program. Physician leaders within the organization were primarily volunteer chiefs of services and few contracted medical directors; none of whom had formal leadership training. The voluntary chiefs were unengaged and essentially…
Approximately two years ago frontline staff presented a proposal to remove bed and chair alarms facility wide. The rationale was that alarms were noisy, often agitated the residents/patients and did not prevent falls but only alerted staff that a fall occurred. There was no evidence based research…
The collaborative was launched by Harvard Medical School Center for Primary Care in 2012 to transform primary care practices through a focus on team-based care, management and prevention of chronic illnesses, management of patients with multiple illnesses and patient engagement. The initial two-…
The premise of this project was that failure to maintain a patient's respect and dignity represents harm, that these harms are common in hospitalized patients, and they deserve evaluation with the same level of rigor as physical harm. The project involved creating an infrastructure for…