EstablishingaPortfolioofQuality-ImprovementProjectsinPediatric SurgerythroughAdvancedImprovementLeadershipSystems

Formalquality-improvement�(QI)�projectsrequirethatparticipantsareeducatedin� QImethodstoprovidethemwiththecapabilitytocarryoutsuccessful,�meaningfulwork.� However,�orchestratingaportfolioofprojectsthataddressesthestrategicmissionofthe� institutionrequiresanextensionofbasicQItrainingtoprovidethedivisionorbusinessunit� withthecapacitytosuccessfullydevelopandmanagetheportfolio.�AdvancedImprovement� LeadershipSystemsisaprogramtohelpunitscreateameaningfulportfolio.�Thisprogram,� usedbytheDivisionofPediatricGeneralandThoracicSurgeryatCincinnatiChildren's� HospitalMedicalCenter,�helpedestablishaportfoliooftargetedQIprojectsdesignedto� achieveoutstandingoutcomesatcompetitivecostsinmultipleclinicalareasalignedwith� theinstitution'sstrategicgoals�(improvedisease-basedoutcomes,�patientsafety,�flow, �and� patientandfamilyexperience).�Theseobjectivesareaddressedinaninstitutionalstrategic� planbuiltaround�5�coreareas:�Safety,�Productivity,�CareCoordinationandOutcomes,� PatientandFamilyExperience,�andValue.�BycombiningtheportfolioofQIprojectswith� improvementsinthedivisionalinfrastructure,�effectiveimprovementeffortswererealized� throughoutthedivision.� Inthe� 9� monthsfollowingtheprogram,� divisionalcapability� resultedina�16.5%�increase�(5.7%�to�22.2%)�offormallytrainedstaffworkingon�10�QI� teams.�Concurrently,�aleadershipteam,�designedtocoordinateprojects,�removebarriers,� andprovidetechnicalsupport,�providedthecapacitytopursuethisongoingeffort.�The� AdvancedImprovementLeadershipSystemsprogramincreasedtheDivision'sefficiency� andeffectivenessinpursingtheQImissionthatisintegralatourhospital.�