The QI Model provides a broad framework for improving clinical peer review process to better impact quality and safety. Much work remains to be done to work out the operational details of implementing such improvements across the spectrum of hospital types and sizes. Here we showcase work that others are doing and wish to share, in the spirit of helping those who follow.
These reports highlight both innovative practices and experiences in managing organizational change.
The Mayo Clinic and its affiliates have evolved a multi-disciplinary review process which effectively uncovers improvement opportunities to actualize the closely-held value that no patient, family or staff should suffer from healthcare system process failures.
The Quality Improvement Executive Committee at San Juan Regional Medical Center in Farmington, NM sought to improve peer review impact on patient safety by focusing on cause analysis.
Redington Fairview General Hospital, a 25-bed critical access facility in Skowhegan, Maine combined clinical peer review and Quality Improvement into a single interdisciplinary committee to improve program effectiveness.
The Department of Surgery at Eastern Maine Medical Center initiated a program to increase the sense of team in the operating room to build a culture of safety and mutual respect.
Northwest Hospital in Randalstown, MD has seen many benefits from adopting a blame-free culture of safety and promoting self-reporting of adverse events and near misses.
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