Leveraging the Partnership for Patients' Initiative to Improve Patient Safety and Quality Within the Military Health System

Abstract

The two most critical lessons learned for the MHS during the PfP initiative are (1) continuous leadership engagement and inspection is vital to ensure field workers are engaged with safety and quality expectations and (2) applying a "one-size-fits-all" approach to improve a large delivery system is not effective. In addition, it is most impactful when local military treatment facility-level teams are involved in determining strategies to implement evidence-based standard processes and protocols that reduce variation when integrating practice change into daily operations. The MHS will continue to integrate PfP efforts into improvement activities by leveraging lessons learned from this initiative and determining how they can be applied to other areas of care and/or patient safety and quality initiatives. The Patient Safety Improvement Collaborative has committed to oversee and support the establishment and implementation of ongoing, focused patient safety and quality initiatives across the MHS using a collaborative vision to engage all levels of leadership and staff, and to ensure sustained improvements.

The Common Barriers and Facilitators for a Healthcare Organization Becoming a High Reliability Organization

“…Nine articles were case studies, [24][25][26][27][28][29][30][31][32] four articles were case reports [33][34][35][36], and one article was a framework development report. [37] The study population varied from whole healthcare systems covering several hospitals [24,34,36] to a single department of a hospital. [26,30] The follow-up time varied between one and nine years.…”

“…Ideally, the business case defines the problem and opportunity for each target variable, identifies root causes, and estimates costs and savings. [24] Another necessary act is to implement an online reporting system for adverse outcomes, near misses, and risky situations. [24, 26-28, 32, 33, 37] Then, baseline on the selected outcome variables should be measured so that progress can be monitored, and resources appropriately deployed.…”

“…[24, 26-28, 32, 33, 37] Then, baseline on the selected outcome variables should be measured so that progress can be monitored, and resources appropriately deployed. [24,25] After, a root cause analysis process should be implemented to identify and rectify causes of errors. [25-28, 31-34, 36, 37] An important part is mandatory education for the staff and students.…”

Relation Between Quality Improvement Collaboratives and Non-technical Skills Development: a Systematic Review of Complex Interventions

“…International patient safety goals were addressed in 10 studies, ve focused on improved communication between teams and/or with the patient/family, [19,20,26,37,39] three addressed falls reduction, [35,36,47] and two considered health care-related infection prevention. [30,38] Improvement of patient safety culture was the subject of three studies.…”

Successful hospital readmission reduction initiatives: Top five strategies to consider implementing today

“…[2] Similarly, current literature examining strategies aimed at the reduction of hospital-acquired conditions as a comparable metric, affirms that longitudinal success in the improvement of health outcomes is both a multi-faceted and patient-centered process. [3] A mitigating approach to avoidable readmissions additionally requires organizational engagement and capacity for change implementation. [4,5] As an example, the importance of system-level transitional care processes in helping patients to sustain good health beyond the acute care setting has recently been highlighted.…”