Donabedian Model

Goals:

(1) integrated infrastructure

(2) continuous quality improvement, and

(3) optimal use of data.

Possible solutions – in addressing the problems mentions above, the leadership agrees to remedy the situation by 1. developing a Strategic plan creating basic physical and organizational structures and facilities needed for the operation of a healthcare society. This would be a dedicated quality infrastructure across the clinic. What does this entails? Bringing together the necessary resources of each department of quality, accreditation, clinical risk safety, infection prevention, environmental health and safety, and performance improvement. In this process all of the participants will report to the chief quality officer and he reports

From a cost, resource utilization and quality perspective, implement the Donabedian model modified to assess the quality of medical care by way of structure, process, outcome, access and patient experience. Management can measure quality in settings where care is given in regards to actions in giving and receiving care and the consequences of care on patient. Ernest Codman believe that self-assessments of surgeons are the best management practice (Howell, 2016). It is also recommended that operational measure be link to the Donabedian model domains. The clinic should develop a culture of quality by communicating quality improvement to all stakeholder using the values, mission and vision statements with a clear set performance expectation. Collaboration from leadership should be shared across all institution along with goals and outcome data. Implement the steps in the quality measurement framework to include defining the healthcare context, outline the organizational operations then generate other related working categories. These operational categories should also be connected to all IOM aims allowing for the creation of indicators and metrics for each of the IOM aims at the level of operation, categories of operations, and the overall organization. Tether operational

To continue to emphasize patients first moto along with other innovative quality control, patient satisfaction and outcome measures to solidify the clinic’s brand image and reputation. The IOM defines patient safety as “freedom from accidental injury” (Sadeghi, 2013, p.69). Florence Nightingale said, “developing an aim statement of what one is trying to accomplish would help to improve the unit's quality” (Maxworthy, 2010). It is recommended that the clinic strive to grow its entire system, broaden their market by creating new structures in order to retain competitiveness, brand integrity and quality of service. Improve service to the community and retain referral patients. Develop an employee training program to promote education, research, leadership, teamwork, value-added care and information and technology. This program will aid in preparing a culture for the future of the healthcare organization. Adopt and modify quality improvement methodologies such as Plan-Do-Study-Act Cycle, Six Sigma. Lean Manufacturing and Visual Analysis Methods. The PDSA cycle assists in testing the ideas through small tests of change or "pilots". Six Sigma aims at reducing variations in processes, and the Lean methodology predominantly focuses on enhancing process efficiency and eliminating non-value added steps in the process (Varkey, 2011).