Back to Annual Meeting Page		American Public Health Association 133rd Annual Meeting & Exposition December 10-14, 2005 Philadelphia, PA

Abstract #111917

William G. Lehrman, PhD¹, Sunil Sinha, MD, MBA², Mark Koepke³, Thomas E. Vaughn, PhD⁴, and Samuel Levey, PhD⁴. (1) Division of Beneficiary Analysis, Centers for Medicare & Medicaid Services, Mail Stop S1-13-05, 7500 Security Blvd., Baltimore, MD 21244-1850, 410-786-1037, wlehrman@cms.hhs.gov, (2) Division of Clinical and Economic Performance, Centers for Medicare & Medicaid Services, Mail Stop S3-24-15, 7500 Security Blvd., Baltimore, MD 21244-1850, (3) Office of Clinical Standards and Quality, Centers for Medicare and Medicaid Services, Mail Stop S3-23-24, 7500 Security Blvd., Baltimore, MD 21244-1850, (4) Department of Health Management and Policy, University of Iowa, 200 Hawkins Drive, E230 GH, Iowa City, IA 52242

We present a set of findings from a recent empirical study of key hospital leaders' (CEOs, board members, chief medical officers, quality improvement officers, and chairs of medical staff quality committees) involvement in quality improvement activities.

First, we present results from a survey of more than 350 hospitals across eight states to illustrate the manner and degree to which top leadership is involved in quality improvement, and how that involvement varies across different types of hospitals (e.g., size, ownership, system affiliation, location, and performance on quality indicators).

Second, we discuss findings from in-depth, face-to-face interviews conducted with key leaders in twenty hospitals. We report on how a range of hospital leaders view quality improvement, allocate resources for quality improvement, the activities and initiatives in which they participate, the organization structures and cultures and the external influences that most affect quality improvement in a diverse set of hospitals.

Based on this research, we offer some “lessons learned” about how the leadership team and governance structures of hospitals can better steer and intensify quality improvement efforts.

Learning Objectives:

• At the conclusion of this presentation, the participant will understand how top leadership is involved in quality improvement, and how this differs across types of hospitals. More importantly, participants will learn how hospital leaders can become more fully engaged in and committed to quaility improvement.

Keywords: Hospitals, Leadership

Presenting author's disclosure statement:

I wish to disclose that I have NO financial interests or other relationship with the manufactures of commercial products, suppliers of commercial services or commercial supporters.

Recorded presentation