TY - JOUR T1 - The Reading Health System, Reading, PA<br/>Resident-Led Education in Process Improvement JF - Ochsner Journal JO - Ochsner J SP - 27 LP - 27 VL - 14 IS - Spec AIAMC Iss A2 - , Y1 - 2014/03/20 UR - http://www.ochsnerjournal.org/content/14/Spec_AIAMC_Iss/27.abstract N2 - Background: QI leads to better patient care, and residents need QI training to be successful in future practice. Many of our physicians never received training in QI and no mechanism currently exists within the institution for support of QI learning. Our team's goal was to create a train-the-trainer model in which residents receive additional training in QI and teach that material to our ambulatory offices. The train-the-trainer model is a cost-effective method of harnessing available resources to provide education across the institution.Methods: The team sought to develop a train-the-trainer supplementary curriculum for primary care residents in leadership and education, create a QI curriculum for physicians and staff at the ambulatory offices, train physicians and staff via 5 1-hour sessions, engage physicians and staff in project selection and implementation, enable residents' ongoing project support, provide data to QI department for analysis, and report findings to hospital leadership.Results: Evaluation measures included (1) a case-study analysis of the train-the-trainer model to examine the feasibility and efficacy of our program; (2) participant surveys, before and after the intervention, abstracted from the AIAMC NI III; and (3) presurvey and postsurvey documents to assess participant understanding of process improvement. Other process and outcome measures were specific to trainee-selected projects. Barriers included obtaining buy-in from administration, physicians, and staff and limited resident availability due to other responsibilities and scheduling conflicts.Conclusions: Next steps will include implementation of the educational sessions for the physicians and staff of the primary care office, project rollout and assessment, and completion of qualitative analysis resident perspectives. After a follow-up survey of office staff, final project metrics will be reported to administrative leadership. The curriculum will be modified based upon findings, and the program will be repeated in 2 practices. Graduating residents who join the staff will assume leadership positions in PI.View this table:FINAL WORK PLAN – The Reading Health System ER -