...Quality Improvement Email Glorybel Rodriguez HCS/588 Measuring Performance Standards November 24, 2014 Dr. Debbie Simmons Quality Improvement Email Health care organizations aim to provide both quality and safe patient care. These two fundamental and critical concepts in health care require continuous effort. “Organizations must make an intentional effort to measure, assess, and improve performance” (Spath, 2014, pp.266). Quality improvement (QI) is essential for the continued success of an organization as it reveals specific guidelines and methods to provide consistent and dependable quality services. This paper will discuss QI while focusing on quality management’s role and importance in health care, stakeholder’s different views of quality, QI roles, and what areas in health care require monitoring. Additionally, involved accrediting and regulatory organizations in QI and helpful resources and organizations that affect QI will be discussed. Quality Management According to Kelly (2011), quality management refers to how managers operating in various types of health services organizations and settings understand, explain, and continuously improve their organizations to allow them to deliver quality and safe patient care, promote quality patient and organizational outcomes, and improve health in their communities” (pp. 9). Therefore, the purpose of quality management is to enhance the effectiveness, efficiency, and safety of health care processes to achieve quality...
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...QI Plan Part I- Consumerism HCS/588 October 17, 2011 QI Plan Part I- Consumerism Healthcare organizations have a responsibility to its consumers and various stakeholders to ensure only the highest quality care is delivered. Quality measures such as performance measurement and quality improvement processes play a critical role in helping organizations achieve quality outcomes. This paper will contrast performance measurement and quality improvement processes. In addition, this paper will discuss a healthcare organization, Gulf Coast Medical Center, its mission and QI goals, and the role of the consumer and stakeholders in the QI process. Performance Measurement vs. Quality Improvement Processes Performance measures are an important element of the overall quality management of an organization. “Performance measures quantitatively tell us something important about our products, services, and the processes that produce them” (Oak Ridge Institute for Science and Education, n.d.). In the healthcare industry, performance measures are a tool used to help understand, manage, and improve what healthcare organizations do. Performance measures are composed of units of measure; a number to tell how much, a unit to give the number a meaning of what, each tying in to the overall target number. In contrast, quality improvement (QI) focuses on bridging the gap between current levels of quality and expected levels of quality. “QI uses...
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...Quality Improvement Report Cynthia Leonard, BSN, RN HCS/588 June 4, 2012 Darlene M. Cantu, RNC-NIC, C-EFM, MSN Quality Improvement report Quality measures and quality improvements are the focus of most health care organization today. Quality has many meanings and consumers, health care organization, regulatory agencies, and professionals have different view of the meaning of quality. Quality has advanced from the ability to give good care to the need to ensure that patient’s expectations are met. Quality in health care encompasses professional quality requirements and patients expectations. This paper will highlight the concepts of QI, including definitions of quality, along with patients, and professional roles in quality improvement. The paper will mention why quality management is requirement in the health care industry and how to monitor quality. The paper will also highlight the roles of accrediting and regulatory organization along with identifying helpful resources for organizations that affect QI. Foundational Frameworks of QI Industrial models have influenced how health care organization approaches quality improvement. Leaders, such as Armand Feigenbaum, who was the originator of total quality control, offered health care organization with “…a system that integrates quality development, quality improvement, and quality maintenance” (Ransom, Joshi, Nash, & Ransom, 2008, p. 67). Kaoru Ishikawa contributed to the quality movement by the...
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...QI Plan Part 1 Kewanna Hatter HCS/588 June 28, 2015 Instructor Cynthia Hughes QI Plan Part 1 Introduction Performance improvement plans are tools organizations can use to identify areas where employees are lacking in their performance. These plans can also establish detailed steps employees can follow to boost their ability to meet expected performance standards in the department they work in to help the organization reach their goal. The ultimate goal of a quality improvement plan is to enable an employee to reach their best performance level, which is key to any business reaching optimum performance and ensuring they are abiding by the rules and regulation that govern their organization. In this paper, I will create a plan for an organization and I will describe the data needed to monitor improvement. I will identify and describe at least three data collection tools I can use to collect performance information. I will also Research at least two tools that measure and display the QI data that can be gathered with the data collection tools. The Organization and Issues Aurora Health Care is an integrated, not-for-profit, and all-for-people health care provider serving communities throughout eastern Wisconsin and northern Illinois. Our approach keeps people in our minds and at the heart of everything we do. We treat each person as a person, not as a patient, an illness or an appointment. Today we serve communities throughout eastern Wisconsin and northern Illinois, with...
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...Quality Improvement Plan Part One—Consumerism HCS.588 Facilitator: Patricia Wolcott September 23, 2013 Quality Improvement Plan--Consumerism The Institute of Medicine’s widespread reports, To Err Is Human (2000) and Crossing the Quality Chasm, revealed widespread incidence of medical errors in U.S. hospitals, there has been a great deal of effort to measure and improve the quality of hospital care (Institute of Medicine, 2000). Progressive input have been made in establishing quality indicators and risk adjustment components to compare quality across organizations, and in analyzing processes and cultures in high-performing hospitals. There is a vast amount of knowledge to learn about the infrastructure of hospital performance. Health care organizations performance measures may include, which hospitals are improving (or deteriorating) over time and how they accomplish and provide for that improvement. This paper will seek to develop a quality improvement plan for St. Joseph Medical Center, the difference between performance measurement and quality improvement, examine quality indicators, and explain stakeholder feedback is used in the quality improvement process. Type of care Provided St. Joseph Medical Center has provided health care to the Kansas City metropolitan area since 1874. According to St. Joseph Medical Center (2013), “It is a joint accredited, 310-bed hospital offering a full array of acute care, outpatient and extended care services with a reputation for...
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...University Of Phoenix HCS/588 Measuring Performance Standards Instructor: NORMA LLOYD Schedule: 02/16/2016 - 03/28/2016 QI Plan Part 1: Patient Education By Aurdry Mondragon QI Plan Part 1: Patient Education Introduction Patient education is a vital process at Davis Health Care by which our health care professionals convey medical information to patients and their caregivers. In order to provide total care the patient must have a clear understanding of service they are obtaining. Patient Education is the route of this information, it may be provided by any healthcare professional with the correct training and education to do so. There are different kinds of patient education tool which is used in different areas of health care, such as, post-op, preventive, health promotions, and disease or condition specific education. It is important to include all elements of patient education, they are skill building and responsibility that the patient must reflect to determine their understanding. This paper will cover the Data Display, Measurement and Reporting of patient education. Part 1: Data Collection Tools Explain data needed to monitor improvements. A baseline of the understanding of the subject educated on should be obtained to have a point of view of the success the patient has obtained. The time in which the patient takes to convey the understanding of information is monitor to know that the goal is being met. Explain at least three data collection...
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...QUALITY DATA COLLECTION Anny streat HCS/588 August 14th, 2013 Quality Data Collection Quality data must be identified to improve organizational quality and respond to stakeholders needs. Quality should be collected, analyzed and used to develop and implement performance improvement. Many data sources and collection can be listed. In this paper, three data collection tools will be identified. Before then, because the main outcome of data collection is to measure and monitor the improvement of performance, three areas of improvement of the organization will be discussed. Furthermore, tools that measure and display the QI data will be selected and compared. Quality data focuses on four areas of improvement: clinical quality, financial performance, functional statues and patient satisfaction. Atlanta medical center (our chosen organization) had a good quality score of 99.3% in the CMS (center of Medicaid and Medicare service) core measures declared Bill Moore (2011). Nevertheless, three areas of improvement will be examined. The first area is patient safety. Kohn Corrigan (2000) states “Many as 98,000 people die every year in hospitals as results of injuries from their care”. For that reason, organization should comply with CMS core measures, the national patient safety goals initiative of the joint commission on accreditation...
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...Organizational Quality Improvement Plan Part 1 HCS/588 June 3, 2013 Organizational Quality Improvement Plan Since the Institute of Medicine’s report “To Err is to Human” enacted in 2000, effort has been made to improve the quality of health care. To implement correctly a quality improvement plan (QIP) the perception of the organization culture and the stakeholder’s culture need to be explored (Centers for Medicare & Medicaid Services, 2013). Quality improvement plan improves quality and efficiency of services to the highest levels rendered. In the United States, for example, consumers have the right to choose, bargain, and express their dissatisfaction or concerns about a product or service. The economy is based on consumerism and the opinion of the consumer is valuable. In the health care arena, consumers have the right to choose the right providers when they looking for medical attention. They have the option to choose the one that can accommodates their needs. This also can create competition in an open market. Competition is very good because it helps competitors to improve the quality of their goods and services. In this paper, a quality improvement plan will be developed for Mary Washington Hospital, the difference between performance measurement and quality improvement will be addressed along with the organization mission and goals. The role of the stakeholders, and which external quality indicators are available will also be discussed in this...
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...QI Plan Part Two Jessica Borgstedt HCS 588 Measuring Performance Standards January 19, 2015 Barbara Smith University of Phoenix QI Plan Part Two The organization, that has been selected, is a Critical Access Hospital. A Critical Access Hospital also known as (CAH) is considered a hospital that is under a set of Medicare Conditions of Participation (CoP). With that being said, it is structured differently than the acute hospital CoP. With some of the requirements for the Critical Access Hospital certification that will include having not more than a 25 inpatient bed, while maintaining an annual average length of stay of no more than 96 hours for an acute inpatient care, while offering a 24 hour and 7 day a week emergency care. That being stated they are in a rural area, at least 35 miles away from any other hospital or CAH (What Are Critical Access Hospitals (CAH)?" n.d.). The limited size and the short stay being allowed to CAH's is to encourage a focus on providing the care for common conditions and the outpatient care, meanwhile referring other conditions to larger hospitals (What Are Critical Access Hospitals (CAH)?", n.d.). . The certification will allow Critical Access Hospitals to receive cost-based reimbursement from Medicare instead of the standard fixed payment rate, this compensation has been shown to enhance the financial performance of the small rural hospitals that have been losing money prior to the CAH conversion and has reduced to the hospital closure...
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...Quality Improvement Part 1 Bledine Thelusma-Choudelor HCS/588 Measuring Performance Standards January 25, 2016 Dr. Richard Woerz Healthcare organizations is held up to very high standards by society especially when it comes to patient safety. The quality of care has to be at its best at all times. This paper will look into the Quality Improvement for the patient safety, some of the areas that will be covered are the data to monitor improvement, three tools that will be used to measure improvement, the information each tools will collect, will discuss the strengths and weakness of each tools and the similarities and difference for the tools been used. We will discuss what Davis Health Care goals are with patient safety. For proper monitoring there will be data that are needed from the Davis Organizations such as past patient safety reports from the past few years, organizations rating on patient safety from patient, The Joint Commission and other important organizations. The last piece of data that would need to be collected is where does Davis Health Care wants to go from here, so that can help the goal setting. Monitoring the improvement allows the Davis organizations to be aware of their starting point and future goals. Monitoring improvement will include setting goals such as clear and specific goals ( Kelly, 2012). Clear goals allows is the most effective progress, and it’s very clear. This goal allows the most effective solution to the improvement the Davis Health...
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...Quality Improvement Plan: Part III - Managing and Improving Quality University of Phoenix Measuring Performance Standards HCS/588 Quality Improvement Plan: Part III - Managing and Improving Quality In today’s health care environment, competition remains high and many organizations are seeking new ways to improve their quality of care, as well as remain competitive with other health care organizations in the process. Various methods exist today for organizations to integrate quality improvement strategies to help in the measurement of performance improvements. This paper will discuss:1) several methodologies, the pros and cons that exist with these methods, 2) describe information technology applications, how they may be used to improve patient falls, 3)discuss how benchmarking and milestones are involved in managing the use of quality indicators, and finally,4) describe how performance and quality measures are aligned to an organization’s mission, vision, and strategic plan, and how these measurements align with Self-Regional Hospital’s mission, vision, and strategic plan for improvement. Methods for Quality Improvement Strategies Accidental Falls have become the most commonly reported incident in hospitals today, and Self-Regional Hospital is no exception. Recently, Self-Regional researched and gathered specific fall data that included “mobility/gait, lower-extremity strength, history in fractures, visual, or auditory impairments, dizziness, dehydration, depression...
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...Final Organizational QI Plan Hani Mortada HCS 588 October 7, 2013 Ronald Konnick Final Organizational QI Plan Executive Summary The concept of using computer technology to improve the management of patient information is not new. Research into the implementation of health care information systems spans more than thirty years at a cost of millions of dollars (Zheng, McGrath, Hamilton, Tanner, White, Pohl, 2009). In spite of those costly efforts, patient records continue to be primarily paper-based. The Institute of Medicine (IOM) (1991) of the National Academy of Sciences recognized the magnitude of the problems associated with paper medical records systems and called for the adoption of computer-based patient records (CPR) or electronic medical records (EMR) as the standard for all patient records by the year 2001. EMR systems have been shown to have value in patient care; they are not widely used by clinicians in community-based practice. Although there are barriers to the productive use of EMR systems in primary care and there are situations in which such systems have failed, there are early adopters of this technology who have successfully implemented the systems and made them an integral part of their organizations. Gaining better understanding of the usefulness of EMR systems and how they might be broadly utilized...
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...REPO RT ON CEO(S A ND CFO (S RESP ONSIBILITIES I 078 INDEPENDENT A UDITOR#S REPORT I 08/ CONSOLIDATED BALA NCE SHEET I 081 CONSOLIDATED PROFIT A ND LOS S A CCO UNT I 083 CONSOLIDATED STATEMENT OF CAS H FLOW I 08 5 CONSOLIDATED STATEMENT OF CHANGES IN EQUITY I 086 CONSOLIDATED LIQ UIDITY S TATEMENT I 087 BALANCE S HEET I 088 PRO FIT AND LOSS ACCOUNT I 1/ 0 STATEMENT O F CASH FLOW I 1/1 STATEMENT O F CHA NGES IN EQUITY I 1/2 LIQUIDITY STATEMENT I 1/3 NO TES TO THE FINANCIAL STATEMENTS I 1/4 ANNEXURE I 1 48 OFF S HORE BA NKING UNIT )O BU* I 160 MTB S ECURITIES LIMITED I 168 MTB CAP ITAL LIMITED I 18 0 MTB EXCHANGE )UK* LIMITED I 2/1 IUU[I S XMWVXZ +)*- = *12 DPZY\^ YX 46A#] LXO 47A#] DP]ZYX]TMTVT^TP] gqq scb `w rfc Ilqrgrsrc md Cf_prc pcb Aaa mslr_lrq md B_lej_bcqf )ICA B*- rfc Cmkn_ lgcq Aar- 2;;5- rfc B_li Cmkn_ lgcq Aa r- 2 ;;2 _ q _kc lbcb gl 3124 _lb rfc Sc aspgrgcq _ lb Evaf_lec Rsjcq- 2 ;98/ Tfc _a amslrgle nmjgagc q sq cb gl rfc npc n_ p_rgml md dgl_lag_j q r_rckc lrq _ pc _ nnpmnpg_rc _lb _pc amlqgqrclrjw sqc b `w rfc epmsn/ A jj k_rcpg_j bc n_ prspc q )gd _ lw* f_tc `cc l bgqajmqcb _lb cv nj_ glcb gl rfc lmrcq rm rfc dgl_ la g_ j qr_rc. kclrq/ Tfcpc _pc lm bcn_prspc q dpmk rfc npc qapg`c b _aa mslrgle q r_lb_pbq/ Cmkn_ p_ rgtc gld mpk_rgml f_q `c cl pc aj_qqgdgcb ufcpctcp lcac qq_pw rm amknjw ugrf rfc asppclr wc _p#q npc qclr_rgml/ Tfc _ sbgr amkkgrrcc md rfc B_li kcc rq ncpgmbga_ jjw ugrf rfc glrcpl_ j _ sbgr rc_ k rm pc tgc u rfcgp _ sbgr nj_lq_qqc qq rfc gp pc qnmlqg`gjgrgc...
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...SCHAUM'S OUTLINE OF THEORY AND PROBLEMS OF COLLEGE PHYSICS Ninth Edition . FREDERICK J. BUECHE, Ph.D. Distinguished Professor at Large University of Dayton EUGENE HECHT, Ph.D. Professor of Physics Adelphi University . SCHAUM'S OUTLINE SERIES McGRAW-HILL New York St. Louis San Francisco Auckland Bogota Caracas Lisbon London Madrid Mexico City Milan Montreal New Delhi San Juan Singapore Sydney Tokyo Toronto McGraw-Hill abc Copyright © 1997, 1989, 1979, 1961, 1942, 1940, 1939, 1936 by The McGraw-Hill Companies, Inc All rights reserved. Manufactured in the United States of America. Except as permitted under the United States Copyright Act of 1976, no part of this publication may be reproduced or distributed in any form or by any means, or stored in a database or retrieval system, without the prior written permission of the publisher. 0-07-1367497 The material in this eBook also appears in the print version of this title: 0-07-008941-8. All trademarks are trademarks of their respective owners. Rather than put a trademark symbol after every occurrence of a trademarked name, we use names in an editorial fashion only, and to the benefit of the trademark owner, with no intention of infringement of the trademark. Where such designations appear in this book, they have been printed with initial caps. McGraw-Hill eBooks are available at special quantity discounts to use as premiums and sales promotions, or for use in corporate training programs. For more...
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...Acknowledgments ix Acknowledgments This book owes a great deal to the mental energy of several generations of scholars. As an undergraduate at the University of Cape Town, Francis Wilson made me aware of the importance of migrant labour and Robin Hallett inspired me, and a generation of students, to study the African past. At the School of Oriental and African Studies in London I was fortunate enough to have David Birmingham as a thesis supervisor. I hope that some of his knowledge and understanding of Lusophone Africa has found its way into this book. I owe an equal debt to Shula Marks who, over the years, has provided me with criticism and inspiration. In the United States I learnt a great deal from ]eanne Penvenne, Marcia Wright and, especially, Leroy Vail. In Switzerland I benefitted from the friendship and assistance of Laurent Monier of the IUED in Geneva, Francois Iecquier of the University of Lausanne and Mariette Ouwerhand of the dépurtement évangélrlyue (the former Swiss Mission). In South Africa, Patricia Davison of the South African Museum introduced me to material culture and made me aware of the richness of difference; the late Monica Wilson taught me the fundamentals of anthropology and Andrew Spiegel and Robert Thornton struggled to keep me abreast of changes in the discipline; Sue Newton-King and Nigel Penn brought shafts of light from the eighteenthcentury to bear on early industrialism. Charles van Onselen laid a major part of the intellectual foundations on...
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