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Abstract Details

Achieving a Neurology Resident Driven, Hospital Supported, Quality Improvement Initiative
Neurologic 好色先生
P05 - (-)
005
BACKGROUND: Quality is quickly becoming accepted as "everyones responsibility". The ACGME recommends resident involvement in Quality Improvement (QI) efforts. Two main models for resident involvement have been attempted, institution initiated (top down) and resident or program initiated (bottom up). Each has it's own pitfalls and advantages. A mismatch between QI knowledge (administrators) and those in the best position to identify opportunities for improvement (front line providers) exists that prevents the full leverage of experience and creativity available to the institution.
DESIGN/METHODS: Four groups utilized the Institute for Health Care Improvement (IHI) "Model for Improvement" to conduct QI projects in inpatient and outpatient neurology settings over a 6 month period. Each resident team consisted of two PGY 2, PGY 3, and PGY 4 neurology residents with PGY3 residents serving as team leaders. Weekly meetings were initially held to brainstorm project ideas, analyze issues, and develop projects. A staff member dedicated to the QI projects with clinical and administrative experience led each meeting. Institutional leaders with experience in QI were consulted to provide practical experience about process changes and data availability after aims were developed.
RESULTS: Brainstorming and project selection required multiple sessions. It was important to differentiate between data collection for research and that for quality improvement. Interdepartmental challenges required a staff member coordinating with the institutional leaders and the residency director to help keep the projects progressing despite demands on resident time.
CONCLUSIONS: Residents are ideally situated to identify opportunities for improvement. Once projects are identified, institutional leaders can provide important insight and advice into implementing potential changes. A bottom-up approach to resident quality improvement efforts, with appropriate institutional leadership, can create a more optimistic and empowered provider, with potential for meaningful change.
Authors/Disclosures
Parth C. Modi, MD
PRESENTER
Dr. Modi has nothing to disclose.
Scott Vota, DO, FAAN No disclosure on file
Krzysztof W. Selmaj (University of Warmia and Mazury) Krzysztof W. Selmaj has received personal compensation in the range of $500-$4,999 for serving as a Consultant for Biogen. Krzysztof W. Selmaj has received personal compensation in the range of $500-$4,999 for serving as a Consultant for Novartis. Krzysztof W. Selmaj has received personal compensation in the range of $500-$4,999 for serving as a Consultant for Roche. Krzysztof W. Selmaj has received personal compensation in the range of $500-$4,999 for serving as a Consultant for BMS. Krzysztof W. Selmaj has received personal compensation in the range of $500-$4,999 for serving as a Consultant for Astra. Krzysztof W. Selmaj has received personal compensation in the range of $500-$4,999 for serving as a Consultant for Merck. Krzysztof W. Selmaj has received personal compensation in the range of $500-$4,999 for serving on a Scientific Advisory or Data Safety Monitoring board for BMS. Krzysztof W. Selmaj has received personal compensation in the range of $500-$4,999 for serving on a Scientific Advisory or Data Safety Monitoring board for Astra. Krzysztof W. Selmaj has received personal compensation in the range of $500-$4,999 for serving on a Speakers Bureau for Biogen. Krzysztof W. Selmaj has received personal compensation in the range of $500-$4,999 for serving on a Speakers Bureau for Roche. Krzysztof W. Selmaj has received personal compensation in the range of $500-$4,999 for serving on a Speakers Bureau for Novartis. Krzysztof W. Selmaj has received personal compensation in the range of $500-$4,999 for serving on a Speakers Bureau for BMS. Krzysztof W. Selmaj has received personal compensation in the range of $500-$4,999 for serving on a Speakers Bureau for Merck.