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A Model for the Departmental Quality Management Infrastructure Within an Academic Health System.

Simon C Mathews1, Renee Demski, Jody E Hooper

  • 1S.C. Mathews is research fellow, Armstrong Institute for Patient Safety and Quality, and clinical fellow, Division of Gastroenterology, Johns Hopkins Hospital, Johns Hopkins University, Baltimore, Maryland. R. Demski is vice president for quality improvement, Armstrong Institute for Patient Safety and Quality, Johns Hopkins Medicine and Johns Hopkins Health System, Baltimore, Maryland. J.E. Hooper is interim director of autopsy and assistant professor of pathology, Johns Hopkins University, Baltimore, Maryland. L.D. Biddison is vice chair for clinical affairs, Department of Medicine, and assistant professor of medicine, Johns Hopkins University, Baltimore, Maryland. S.A. Berry is associate vice chair for quality, safety, and service, and assistant professor of medicine, Johns Hopkins University, Baltimore, Maryland. B.G. Petty is chair, Pharmacy and Therapeutics Committee and Clinical Quality Improvement Committee, and associate professor of medicine, Johns Hopkins University, Baltimore, Maryland. A.R. Chen is vice chair for quality, safety, and service, and associate professor of oncology and pediatrics, Johns Hopkins University, Baltimore, Maryland. P.M. Hill is vice chair for clinical affairs, Emergency Medicine, and associate professor of emergency medicine, Johns Hopkins University, Baltimore, Maryland. M.R. Miller is vice chair for quality and safety, Children's Center, and professor, Departments of Pediatrics and of Health Policy and Management, Johns Hopkins University, Baltimore, Maryland. F.R. Witter is vice chair for quality, safety, and service, and professor of gynecology and obstetrics, Johns Hopkins University, Baltimore, Maryland. L. Allen is chief patient experience officer, Johns Hopkins Hospital, Baltimore, Maryland. E.C. Wick is associate professor of surgery, Johns Hopkins University, Baltimore, Maryland. T.S. Stierer is director of clinical quality, Ambulatory Anesthesia Division, Department of Anesthesiology and Critical Care Medicine, and associate professor of anesthesiology and critical care medicine, Johns Hopkins University, Baltimore, Maryland. L. Paine is director of patient safety, Armstrong Institute for Patient Safety and Quality, Johns Hopkins Hospital, Johns Hopkins University, Baltimore, Maryland. H.A. Puttgen is assistant professor of neurology, Johns Hopkins University, Baltimore, Maryland. R.J. Tamargo is professor of neurosurgery, Johns Hopkins University, Baltimore, Maryland. P.J. Pronovost is senior vice president for quality and safety, Johns Hopkins Medicine, director, Armstrong Institute for Patient Safety and Quality, and professor, Departments of Anesthesiology and Critical Care Medicine, Surgery, and Health Policy and Management, Johns Hopkins University, Baltimore, Maryland.

Academic Medicine : Journal of the Association of American Medical Colleges
|September 8, 2016
PubMed
Summary
This summary is machine-generated.

Academic medical centers can enhance quality improvement and patient safety by implementing a departmental quality management infrastructure. This model fosters accountability and learning across diverse hospital departments.

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Area of Science:

  • Healthcare Management
  • Quality Improvement Science
  • Patient Safety Research

Background:

  • Quality improvement and patient safety are increasingly vital in healthcare.
  • Academic medical centers have a significant role in advancing these areas.
  • A robust quality management infrastructure is essential but often overlooked at the departmental level.

Purpose of the Study:

  • To describe a departmental quality management infrastructure model.
  • To address the gap in realizing health system quality and safety goals at the departmental level.
  • To provide a framework for implementing departmental quality management in academic medical centers.

Main Methods:

  • Implementation of a fractal approach to quality management infrastructure.
  • Linking departments horizontally for peer and organizational learning.
  • Connecting departments vertically for accountability to the health system and board.

Main Results:

  • A structured yet flexible model adaptable to diverse departmental needs.
  • Enhanced accountability and support systems for departmental quality initiatives.
  • Demonstrated early success in improving quality and safety outcomes.

Conclusions:

  • A departmental quality management infrastructure is crucial for academic medical centers.
  • The fractal model effectively integrates independence and interdependence within departments.
  • Successful implementation requires a focus on structure, function, and support systems.