Embracing Accountability: Physician Leadership, Public Reporting, and Teamwork in the Wisconsin Collaborative for Healthcare Quality

Commonwealth Fund

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A case study of the Wisconsin Collaborative for Healthcare Quality, a voluntary consortium of health care organizations that uses public reporting as a tool to jumpstart the learning and quality improvement process. This tool is available as a PDF, requiring Adobe Reader.

PROMETHEUS PAYMENT® Pilot Assessment and Implementation Toolkit

The Health Care Incentives Improvement Institute designed this toolkit in order to provide the necessary information to obtain a solid understanding of the PROMETHEUS Payment ® model and consider the potential benefits of implementation. This toolkit explains the beginnings of this new payment approach and provides the steps needed for implementation. Descriptions are given on how to conduct your initial data analysis, build support among leaders, engage your providers and payers, define your project scope and launch your pilot. Additional resources are also provided to help you at each step.

2011 ISMP Medication Safety Self Assessment® for Hospitals

The ISMP has updated many items from the 2004 self assessment and have added new items, which represent new practices and processes that have evolved since then. These impact medication safety, new research findings about error prevention, and new technologies previously not widely available in 2004. To incorporate these new items into the 2011 assessment, several items from the 2004 assessment have been removed because the majority of hospitals indicated they these items had been fully implemented either in some or all areas of their organization.

Performance Improvement (PI) Plan and Template

This guide is a planning template for health care professionals working with long-term care patients to improve and sustain performance improvement strategies. The template can be customized through forms and analytical tools to apply in settings such as nursing and skilled nursing facilities, subacute care facilities, assisted living facilities and programs, residential care settings, and adult medical day health care services. Developed by the Health Care Association of New Jersey, this guide is available as a PDF and requires Adobe Reader.

A Practical Guide for Improving Child Developmental Services

This manual was created to help pediatric practices redesign their office systems to improve the quality of preventive and developmental services they provide to young children. The resources—which include checklists, surveys, bibliographies, and more—in The Guide were developed and tested in the Healthy Development Learning Collaborative, a year-long quality improvement initiative in which primary care practices in Vermont and North Carolina used improved office systems to engage families in efforts to promote positive developmental outcomes.

Better to Best: Value-Driving Elements of the Patient Centered Medical Home and Accountable Care Organizations

Better to Best: Value-Driving Elements of the Patient Centered Medical Home and Accountable Care Organizations is a new report focusing on the four elements central to the advance of such organizations—access, care coordination, health information technology, and payment reform. The report was supported by the Patient-Centered Primary Care Collaborative, The Commonwealth Fund, the Dartmouth Institute for Health Policy and Clinical Practice, and the Milbank Memorial Fund. The toolkit is available as a PDF and requires Adobe Reader.

CARE Vital Signs Supports Patient-Centered, Collaborative Care

CARE Vital Signs refers to a standard form created by practices to Check what matters to patients, Act on that assessment, Reinforce the actions, and systematically Engineer or incorporate actions into staff roles and clinical processes. On its face, CARE Vital Signs is a deceptively simple tool that, when properly used, can help a practice attain levels of efficiency and quality. This article describes the rationale for CARE Vital Signs and the ways it can be used for the greatest benefit. The tool is available as a PDF and requires Adobe Reader.

Embracing Accountability: Physician Leadership, Public Reporting, and Teamwork in the Wisconsin Collaborative for Healthcare Quality

A case study of the Wisconsin Collaborative for Healthcare Quality, a voluntary consortium of health care organizations that uses public reporting as a tool to jumpstart the learning and quality improvement process. This tool is available as a PDF, requiring Adobe Reader.

Families as Partners in Pediatric Health Care

Family involvement in pediatric health care increases the likelihood that quality care and services are delivered. Southeast Regional Center for Children and Youth with Special Health Care Needs has developed a toolkit for organizations interested in promoting the practice of utilizing families as advisors. This toolkit can be adapted to meet the culture and needs of any organization or group looking to improve the quality of family involvement. It is intended to provide a consistent, coordinated and comprehensive approach to family involvement throughout an organization or group.

Quality Improvement Toolkit: Lung Cancer Care

The VA Office of Quality and Performance prepared this toolkit for the purpose of improving the quality of care for lung cancer by addressing the continuum of lung cancer care: diagnosis, treatment, supportive care and end of life care. This toolkit has 25 evidence and/or guideline-based quality indicators and timeliness measures validated by VA expert panels. The toolkit is available as a PDF and web pages requires a web browser and Adobe Reader to view them.

Adoption of Rapid Cycle Improvement Process From Toyota Increases Efficiency and Productivity at Community Health Clinics

This Solution was developed by Denver Community Health Services of Denver Health. Toyota's "rapid cycle improvement process" was applied to eight health centers. With the application of this process, patient registration time has been reduced by 50%, provider productivity has increased by 25%, patient cycle time and rate of patient no-shows has reduced by 25%, and revenues have increased by about $3.5 million. A web browser is required to view this Solution.
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