38th Annual Meeting of the European Group for Blood and Marrow Transplantation
Geneva, Switzerland

01.04.2012 - 04.04.2012
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Home - 03.04.2012 - Nurses Session 7: Management

Nurses Session 7: Management

Tuesday, April 03, 2012, 14:00 - 14:20

Evaluating quality: introducing quality management in London stem cell transplant programmes

Tuula Rintala (London, GB)

In the UK, approximately 2,700 Haematopoietic Progenitor Cell (HPC) transplants are carried out annually with most transplants (in terms of absolute numbers) taking place in the London Transplant Centres. Quality of care is an increasingly important issue in health care and in HPC transplantation the driver for implementation of quality management has come from the JACIE accreditation scheme.
The aim of the research project was to analyse the key challenges in implementing Quality Management in London Stem Cell Transplant Centres. The project analysed these challenges in the context of three key areas: What was the key driver for implementing quality management; what was the most challenging aspect of introducing quality management; and what impact has the introduction of quality management had in the participating centres.
A single case study of four London HPC transplant centres was adopted. Data was collected using semi-structured interviews, which were digitally recorded, transcribed and analysed using a theoretical framework by Ferlie and Shortell (2001).
The key challenge in all participating centres was the existing organisational culture. The most significant impact of implementing quality management was on team development, with collaborative working across clinical, collection and processing facilities enabling the teams to address challenges efficiently and effectively.
This study showed that, in the context of the properties suggested by Ferlie & Shortell (2001), the key factors in the successful implementation of quality management were multi-level leadership and team development. Analysing the implementation of quality management in HPC transplantation has not only confirmed the framework's value in analysing quality improvement, but has also demonstrated why the HPC transplant community has been successful in implementing quality management when many other attempts in health care have failed. Having national and international drivers for the implementation of quality management that engaged both the clinical and scientific communities enabled the teams to adapt to the existing hospital infrastructure and meet the challenges of IT and organisational culture. Further research is required to explore translation of the findings to other areas of health care.
References: Ferlie EB, Shortell SM (2001)Improving the Quality of Health Care in the United Kingdom and the United States: A framework for change. The Millbank Quarterly, vol 79, 2, 281-315