Quality improvement

Quality Governance: Who are we? Step 1 (2024)

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Type of publication:

Service improvement case study

Author(s):

*Gemma Selby

Citation:

SaTH Improvement Hub, September 2024

SMART Aim:

The overall aim is to improve knowledge and understanding of the quality governance team (QGT) role and the impact it has on ED staff and tasks. This poster addressed the process taken to ascertain how best to gain enough responses to the staff questionnaire.

Link to PDF poster

Improvement Hub Drop-In Clinics (2024)

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Type of publication:

Service improvement case study

Author(s):

*Gemma Styles, *Rachel Hanmer

Citation:

SaTH Improvement Hub, June 2024

SMART Aim:

To increase the accessibility of the Team to colleagues who have ideas for improvement by end March 2024, as evidenced by number of colleagues seen at the drop-in clinics.

Link to PDF poster

Enhancing Junior Doctors' Preparedness and Satisfaction in Trauma and Orthopaedics: A Quality Improvement Project With the Development of a Comprehensive Guidebook (2024)

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Type of publication:

Journal article

Author(s):

Mohammed, Ghulam Dastagir Faisal; *Younis, Zubair; Amin, Jebran; Mansoor, Zaina; Lingnau, Leonie; Jesudason, Edwin P.

Citation:

Cureus. 16(9):e70061, 2024 Sep.

Abstract:

BACKGROUND: Junior doctors often feel underprepared for their trauma and orthopaedics (T&O) rotation due to limited exposure during medical school and inadequate support. This project aimed to enhance junior doctors' preparedness and satisfaction during their T&O rotation by developing a comprehensive guidebook that addresses key orthopaedic knowledge and logistical challenges. METHODS: A quality improvement project (QIP) was conducted at Ysbyty Gwynedd Hospital. Initial surveys identified factors contributing to poor experiences during the trauma and orthopaedics rotation, including limited knowledge of orthopaedic emergencies and a lack of useful reference resources. A guidebook was developed and refined through multiple plan-do-study-act (PDSA) cycles. The guidebook covered topics such as orthopaedic emergencies, common injuries, referral pathways, and hospital logistics, presented in an accessible flowchart format. RESULTS: The primary objective of achieving 75% satisfaction among junior doctors was successfully met, with satisfaction increasing from four (40%) to eight (80%) doctors in the most recent survey. Secondary outcomes included a marked improvement in the understanding of quality improvement projects, rising from three (30%) to eight (80%) doctors. Orthopaedic knowledge also saw a significant enhancement, increasing from four (40%) to nine (90%) doctors. Confidence in handling night on-call duties improved dramatically, with all 10 doctors (100%) reporting increased confidence, compared to four (40%) doctors initially. Additionally, seven doctors (70%) expressed a greater interest in pursuing a career in orthopaedic surgery. CONCLUSION: The comprehensive guidebook significantly improved junior doctors' preparedness and satisfaction during their T&O rotation. While the guidebook is a valuable resource, ongoing mentorship and hands-on experience remain essential for long-term success. Replication of this project across other departments and hospitals is recommended to assess its broader applicability and impact.

Link to full-text [open access - no password required]

Training Governance Colleagues in Improvement Methodology (2023)

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Type of publication:Service improvement case study

Author(s):*Gemma Styles

Citation:SaTH Improvement Hub, September 2023

SMART Aim:To ensure that all members of the governance teams (and patient safety teams) have been offered the opportunity to engage in the improvement hub training programmes (either fundamentals or Practitioner) by end of August 2023 in preparation for the introduction of PSIRF.

Link to PDF poster

Supporting Quality Improvement within the Stroke and Rehab Therapy Team (2022)

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Type of publication:
Service improvement case study

Author(s):
*Erin Tsang (Therapy Quality Improvement Lead)

Citation:
SaTH Improvement Hub, 2022

SMART Aim:
NHS Staff Survey results, staff listening events and informal feedback indicated reduced levels of staff engagement and opportunities for Quality Improvement within the inpatient therapy teams at PRH and RSH. Despite embedding national job planning initiatives within the Therapy Centre, staff reported feeling unable to take their allocated Supporting Professional Activities (SPA) time and felt unable to meet the conflicting demands of their job. A model of monthly Quality Improvement Half Day (QIHD) was trialed in October and November 2022 in the Stroke and Rehab Therapy team to offer therapy staff an opportunity for regular, protected SPA time as a whole team. As a result 90% of the team felt that the sessions allowed them to develop and demonstrate their leadership skills and the team were able to implement a number of service improvement projects.

Link to PDF poster [no password required]

Unscheduled Emergency Department Revisits in a Tertiary Care Hospital – A Quality Improvement Study (2020)

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Type of publication:
Journal article

Author(s):
Mohammed Nazim Kt, Nithyanand M, *Dodiy Herman, Sourabh M Prakash, Shahana Sherin, *Benita Florence

Citation:
Indian Journal of Clinical Practice, Vol. 30, No. 10, p. 931-933, March 2020

Abstract:
Patients who revisit the emergency department (ED) within 72 hours constitute an integral key performance indicator of quality emergency care. The number of patient footfalls to the ED in a tertiary care hospital in a rural area of a district in India from December 1, 2018 to May 31, 2019 was 7,808 and the average re-attendances recorded during that period was 0.32%. With increase in the number of healthcare setups, rising standards of the healthcare industry and increase in the expectations of the population visiting hospitals, ED re-attendance within 72 hours has been considered as an important key performance indicator of emergency patient care. The early ED revisit rate at this tertiary care hospital for 6 months was found to be only 0.32% (at an average of 4 cases per month). This is less when compared to many other international hospitals where it ranges from 1.5% to 2.5%. Since readmissions cause unnecessary overcrowding in ED, it would be best if each hospital evaluated their rate of readmission and its causes, and then tried to address the problems found. This can be effective in better management of ED, reduction of treatment costs, increasing patient satisfaction and prevention of ED overcrowding.

Link to full-text [no password required]