1. Module 2 Part 2 Quality Improvement Teams Who and How?
Adapted from:
The Health Resources and Services Administration (HRSA) Quality Toolkit

2. Learning Objectives Module 2 Part 2
Define who are the stakeholders?
Discuss tips for successful team development

3. Quality Improvement (QI)Team – Who?
Individuals invested in or affected by improvement efforts
Individuals representing all areas that will be affected by the proposed improvement
Patient representatives
Finance
Quality
Care providers
Community liaisons

4. The Power of Teams: Why a team?
A comprehensive multidisciplinary QI team is preferred over individual decision makers, especially when:
A task is complex
Creativity is necessary
The path to improvement is unclear
Efficient use of resources is required
Cooperation is essential to implementation
Team members have a stake in the outcome
The process involved is cross-functional
No one individual has sufficient knowledge to solve the problem

5. Forming the Team: How to do it?
Identify three kinds of expertise:
System leadership
Technical / Operational leadership
Day-to-day leadership
Build a team that suits your problem
Team size and composition will vary

6. Defining Roles and Responsibilities
Understands the processes
Effectively leads team meetings
Team Leader
Assists the team leader in planning meetings and developing agenda
Is responsible for meeting time tracking
Team Facilitator
Contribute knowledge and experience
Support improvements in their areas
Help drive change
Team Members

7. Team Example: Reducing HF Readmissions
Aim: Reduce HF 30-day readmission rates and ensure patients are receiving GDMT
Emergency Department
Cardiac ICU
Quality Improvement
Care Coordination
Project Sponsor
Clinical Leader: Medical Director or Physician Champion
Clinical Leader: Cardiologist, Intensivist, Hospitalist or Medical Director
Clinical Leader: Quality Improvement Director or Care Coordination Director
Chief Operating Officer
Technical Expertise:
Director or Nurse Manager
Nursing Education Leader
Day-to-Day Leadership:
Front-line Nurse
Care/Case Manager

8. Team Example: Reducing HF Readmissions
Emergency Department
Cardiac ICU
Quality Improvement
Care Coordination
Project Sponsor
Clinical Leader: Medical Director or Physician Champion
Clinical Leader: Cardiologist, Intensivist, Hospitalist or Medical Director
Clinical Leader: Quality Improvement Director or Care Coordination Director
Chief Operating Officer
Technical Expertise:
Director or Nurse Manager
Nursing Education Leader
Day-to-Day Leadership:
Front-line Nurse
Care/Case Manager

9. Key Roles in a QI Program
QI ROLES
Day-to-Day Leader
Data Entry Person
Provider Champion
Operations Person
Data Specialist
Measurements and observations used to describe the health system outcomes, processes and patient experiences

10. Stakeholder Investment QI Summary
Identify Stakeholders
Document Needs
Analyze stakeholder influence/interest
Manage stakeholder expectations
Take action

11. Selecting Members for a Team
Consider someone who:
Represents any discipline and ideally works directly with the system targeted for improvement
Is willing to learn from other team members
Is willing to maintain open communication with staff, leadership, and consumers
Is willing to assume individual responsibility to contribute to the team's success
Commits to the success of the improvement project

12. Summary Success of your QI efforts rests on the team that is created
Choose people who represent the processes being improved
A well-defined, functional team is associated with success!