With reform and reimbursement in the forefront of everyone's minds, quality improvement (QI) makes its way into discussions about what leaders can to do ensure quality patient care, as well as lower the cost of healthcare. Although it may seem like a tremendous undertaking, the secret to hospital QI is organization-wide engagement, from front-line physicians all the way up to the decision-makers on the board. Based on a list from the U.S. Department of Health & Human Services (HHS), the following eight tips are practical ways to make simple changes to further your QI efforts:

1. Add quality improvement to all board meeting agendas.
It goes without saying that leadership buy-in is key to QI throughout the institution. To get QI in front of their eyes, include a dedicated time slot to improvement on regular board meeting agendas. Having that designated time will remind board members during (and in between) meetings to think about ways to improve. In addition, assign a lead "sponsor" to each adverse event, such as medication errors, catheter-acquired infections, or patient falls. The sponsor can briefly update the group on matters related to that adverse event at the hospital or any regulatory news regarding that issue. 

2. Require your CFO to become a "Quality Champion."
Preventable adverse events and readmissions directly contribute to increased costs for the hospital and the overall health system, so why shouldn't your CFO give QI the same priority and attention as other initiatives critical to the bottom line? As you know, Medicare reimbursement is increasingly tied to patient outcomes and quality. In addition, health insurers are also examinig pay-for-performance models. Along with other financial issues, the CFO should prioritize quality as a way to improve productivity and efficiency.

3. Recruit popular, respected staff to spread the word.
Choose well-respected, approachable staff members from multiple departments who already show an interest in the initiative. They will be the ones who champion the movement with in-the-trenches providers.

4. Partner with outside organizations from across the care continuum.
Home care agencies and other community-based organizations share in the patient care initiative and should also be treated as key stakeholders in your QI efforts. 

5. Gather 'Improvement Teams' to huddle around each adverse event.
For areas that don't already exist, create teams to address specific adverse events. With the support of senior and middle managers, each team should start by identifying appropriate measures and interventions. These teams can also take on the responsibility of approaching other hospitals that have had success in overcoming a particular adverse event.

6. Set goals and expectations -- and give 'em teeth.
Set expectations in iterations, in which new ideas are tested, studied, refined, and retested in days, not months. Keep in mind that the first try won't necessarily be successful. It's better to make progress in daily increments, rather than in months of planning and tweaking processes. Be sure to set specific deadlines to create a sense of urgency. For example, one goal could be "achieve 95 percent reliability for medication reconciliation by 2013" or "no preventable harm to patients in 2013."

7. Measure your results.
Best-practice hospitals not only measure outcomes but also compile results quickly and report them back to improvement teams. To ensure quick turnaround, simplify measures and data collection, and communicate the results back to appropriate stakeholders.

8. They may hem and haw, but make sure your hospital leaders participate in patient safety leadership rounds.

For more strategies and ideas, visit HealthCare.gov.