“Quality and performance improvement initiatives are driving significant changes in the United States (U.S) healthcare system. In anticipation of the full implementation of national health reform over the next several years, the pace of these changes has been increasing” (Weston & Roberts 2013) Improvement in the quality of care is of fundamental importance to every stakeholder in health care. There are several strategies that are needed to improve the quality of health care. According to So and Wright (2012), there are multiple possible strategies to enhance the quality of care. The Institute of Medicine’s definition of quality has six elements characterized according to the acronym STEEEP: Safe, Timely, Effective, Efficient, Equitable, and Patient-centered. The stakeholders in healthcare are multiple, but at a minimum include patients, healthcare professionals (and their professional associations), hospitals, health agencies, third-party payors/ insurers, and government. If Caring Angels Hospital is truly dedicated to improving the quality of care that they provide to their patients, STEEP would be a suitable start to pattern their ultimate goal after.
Health care moved into the spotlight on March 23, 2010 with the Affordable Care Act becoming a law that plans to provide insurance to all Americans, reduce the high cost of health care, and continue to maintain the current standard of care. How will health care management organizations be able to accomplish this daunting task? One way for any organization to meet a new requirement is to review their mission, vision, goals, and objectives and readjust or realign as needed. As changes occur in the organization they are clearly delineated to the staff responsible for implementation and as the staff begins to focus on these new and shared goals, teams will form and develop to achieve the new goals. Appointed as the head of a local division of a health care management organization, my plan will be to use my leadership skills and build a strong, motivated, productive team.
These enhancement strategies are typically designed to improve organizational processes and make healthcare more efficient (Ginter et al., 2013). In addition, enhancement strategies may also “direct towards innovative management processes, speeding up the delivery of products of services”(Ginter et al., 2013). One such enhancement strategy is to maintain a health patient-provider relationship through professionalism. Professionalism is defined as “the ability to align personal and organizational conduct with ethical and professional standards that include a responsibility to the patient and community, and a commitment to lifelong learning and improvement” (Garman, Evans, Krause, & Anfossi, 2006). Given that there is a constant change in the working environment, especially due to rising consumerism and competition, it is important for the healthcare leaders to maintain an awareness of current practices (Garman et al., 2006). Also, maintain healthy relations with their fellow colleagues and participate in professional associations such as the American Health Care Association (AMCA) to stay proactive in their organizations (Garman et al., 2006). Additionally, both the delivering and receiving of constructive feedback is another hallmark of professionalism (Garman et al., 2006). This is a great strategy that could help our organization in educating their leaders, which can further bring
... and nurses, have greatly improved in their efforts to provide quality care to patients, there are still important clinical components that need further improvement on. By being more efficient in resource utilizations and in the documentations of patient information, hospitals can be greatly benefited in terms of reduced costs, time, and errors, while increasing patient satisfactions. Furthermore, by incorporating indicators in assessing performance and taking steps to find opportunities in improvements, hospitals can decrease certain types of undesirable conditions and events that occur while further increasing the quality of care and delivering safer performance. Resolving the current gaps in care would lay the ways to excellence in clinical quality of care which leads to better patient outcomes, ultimately leading to better health of the community as a whole.
Amplifying health results and patient safety requires a patient-centered, well-designed health care organization which includes all encounters with the patient. This includes the clerks, paraprofessionals, nurses, and physicians. Good quality care performed by a competent individual cannot
Quality care, safe practices and principles, and accountability constitute the foundation of any health care organization (Huber, 2014). Addressing patient safety issues and improving health care quality may include reorganizing operations to improve efficiency, coordinating care with interdisciplinary team members, and using information technologies (Wang, Cha, Sebek, McCullough, Parsons, Singer, & Shih, 2014). In this paper, I will review my organization’s quality program goals, objectives, and management structure, how quality improvement (QI) projects are selected, managed, and monitored, and how nursing staff are trained and supported in
In the healthcare sector, change is inevitable and is desirable to ensure that organizations are in position to respond to ever-changing healthcare system and technologies. However, the process of change requires good management, communication processes and able leadership, which will ensure any change initiatives do not disrupt but rather improve service delivery to patients. Through organizational assessment and analyses strategies organizations can adapt to numerous changes that will ensure the longevity of the healthcare facility.
...ity to support the national strategy. This center will be responsible to develop, disseminate, and provide training in strategies for quality improvement. Part of this role will include identifying providers that consistently deliver high-quality, efficient care, and use best practices that are adaptable to other companies or circumstances. These providers will be used as a model for what can be achieved by other providers, and the new center will make recommendations for how other providers can implement some of the same practices. This program could provide a tremendous leadership opportunity for health plans that succeed in improving their quality and efficiency. Insurers who are dedicated to providing excellent quality and efficiency will receive public recognition of their efforts, and this leadership role could prove to be an important competitive advantage.
There are mainly seven important elements which is essential for an effective clinical which is based on five major foundation stones of practice with patient-professional relationship crowns the framework. The seven pillars are,