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A two-pronged quality improvement training program for leaders and frontline staff
Kimberly J Rask1, Richard S Gitomer, Nathan O Spell
1Department of Health Policy and Management, Rollins School of Public Health, Emory University, Atlanta, USA. krask@emory.edu
Joint Commission Journal on Quality and Patient Safety
|April 20, 2011
Summary
Emory Healthcare implemented a two-pronged Quality Improvement (QI) training program for over 600 staff. The initiative demonstrated improved knowledge, successful project implementation, and sustained QI efforts across the integrated health system.
Area of Science:
- Healthcare Management
- Quality Improvement Science
- Medical Education
Background:
- Emory Healthcare developed a unique, two-pronged Quality Improvement (QI) training program.
- Programs included a leadership course and a frontline staff/middle manager course.
Purpose of the Study:
- To assess the feasibility and impact of a broad-based QI training program.
- To evaluate knowledge improvement, project implementation, and sustainability.
Main Methods:
- Leadership program: self-assessments and pre/post-knowledge tests.
- Practical methods program: semistructured interviews for project sustainability and outcomes.
- Over 600 employees trained in 2008-2009.
Main Results:
- Leadership participants showed significant knowledge improvement and increased comfort with QI principles.
- All practical methods participants initiated and implemented QI projects.
- Majority of QI projects progressed towards goals, with many sustained up to one year post-training.
Conclusions:
- The in-house QI training program is feasible for multidisciplinary staff in an integrated health system.
- The program led to knowledge gains and successful QI project implementation.
- Sustained QI project activity was observed up to one year after course completion.
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