Issue Analysis
2 years ago 40
cf_cqi_importance_and_features.pdf
cf_Collaborate_on_Quality_template.doc
cf_cqi_importance_and_features.pdf
1
Importance and Features of Continuous Quality Improvement (CQI) Depending on the organization, continuous quality improvement (CQI) programs differ in size and scope. Likewise, they may be called a variety of names, such as quality and performance improvement, quality management, regulatory compliance, and quality improvement (Sollecito & Johnson, 2013). Despite the progress in CQI, health care quality improvement requires greater continued efforts due to the health care environment’s vibrant and complex nature.
CQI is a "structured organizational process for involving personnel in planning and executing a continuous flow of improvements to provide quality health care that meets or exceeds expectations" (Sollecito & Johnson, 2013, p. 4). A common set of features characterizes CQI, which includes the following (Sollecito & Johnson, 2013, pp. 4–5):
• A link to key elements of the organization's strategic plan. • A quality council made up of the institution's top leadership. • Training programs for personnel. • Mechanisms for selecting improvement opportunities. • Formation of process improvement teams. • Staff support for process analysis and redesign. • Personnel policies that motivate and support staff participation in process
improvement. • Application of the most current and rigorous techniques of the scientific method
and statistical process control.
For CQI to flourish within an organization, it needs to be rooted in the organization’s culture. Culture is the combination of shared attitudes, values, competencies, goals and behaviors that define the organization's practices (Silva, Barbosa, Padilha, & Malik, 2016). All stakeholders within the organization are responsible for health care quality and safety.
Leaders who wish to create a safety culture must first assess their organization's readiness to implement the necessary safety practices. In addition, the Agency for Healthcare Research and Quality (AHRQ) has created culture assessment tools that allow organizations to identify benchmarks to establish a culture of safety in comparison to similar hospitals or hospital units. The fair and just culture concept encourages leaders to ask what happened instead of who made the error (Pelletier & Beaudin, 2018). Additionally, a fair and just culture aids in making the system safer. Stakeholders understand errors are inevitable and that all errors need to be reported, even when events may not cause patient harm (Pelletier & Beaudin, 2018).
2
Pelletier and Beaudin emphasize how critical it is for leaders to assume responsibility for driving improved patient safety practices throughout the organization (2018). To demonstrate this, leaders need to incorporate health care safety practices as a part of the organization's strategic direction and to develop goals to guarantee adoption and measurement of safe practices. The governing body or board of directors is responsible for endorsing and upholding quality of care and preserving safety. Quality oversight is recognized more clearly as a core fiduciary duty relating not only to financial health and reputation but to safety and quality of care (Pelletier & Beaudin, 2018).
References
Pelletier, L. R., & Beaudin, C. L. (2018) HQ solutions: Resource for the healthcare quality professional (4th ed.). Philadelphia, PA: Wolters Kluwer.
Silva, Natasha Dejigov Monteiro da, Barbosa, A. P., Padilha, K. G., & Malik, A. M. (2016). Patient safety in organizational culture as perceived by leaderships of hospital institutions with different types of administration. Revista Da Escola De Enfermagem Da U S P, 50(3), 490-497.
Sollecito, W. A., & Johnson, J. K. (2013). Mclaughlin and Kaluzny's continuous quality improvement in health care (4th ed.). Burlington, MA: Jones & Bartlett Learning.
- Importance and Features of Continuous Quality Improvement (CQI)
cf_Collaborate_on_Quality_template.doc
1
PAGE
2
Collaborate on Quality: Issue Analysis & Leadership Action Plan
Your Name
Date:
Collaborate on Quality: Issue Analysis & Leadership Action Plan
[Provide a brief introduction to this paper. Delete all statements within brackets, such as this paragraph, and replace with your discussion. Also, before you begin, review the “Scoring Guide” and understand the difference between “Distinguished”, “Proficient”, “Basic” and “Non-Performance”. These “Scoring Guides” are used to grade the assignment. This is why each Template is set up with headings (below) that correspond with the “Scoring Guides” for this specific assignment. Please leave the Headings (below) in the paper.]
Culture
[Explain what culture is and why it is a critical priority for safety and quality; what you know about the existing organizational culture, based on the knowledge you have about the selected issue; providing at least two evidence-based strategies for cultivating a culture of safety.]
IHI Triple Aim
[Apply the IHI Triple Aim to develop a health care leadership strategy that focuses on optimizing health care system performance. Include: What is the IHI Triple AIM? How does the IHI Triple Aim apply to this specific incident? What IHI Triple Aim elements will you incorporate into your organizational improvement strategy?]
Leadership & Collaboration Strategies
[Propose evidence-based (requires sources that support the strategies) leadership and collaboration strategies to enlist the aid of key organizational leaders in establishing a safety and quality culture. Include: Which key departments need to be directly involved with the corrective action process? What is your rationale for selecting these departments? For example, you may want to involve nursing because many of errors involve nurses and obtaining their buy-in is critical to achieving the organizational priority. Which specific senior leader, front-line staff member, and clinical expert will you include in your action plan and hold accountable for implementation? What are the implications of not engaging with all departments toward making safety and quality top of mind? How might you involve other departments in addressing the specific issue and the cultural issue? Which specific leaders within the organization could assist you in addressing this issue and in making patient safety and quality top of mind throughout the organization? Examples for you to consider include the chief nursing officer, the chief medical officer, the patient safety officer, et cetera. What role do you expect these leaders to play in addressing the specific issue and the issue of culture? What best practices would you employ to enlist their aid in the improvement effort?]
Leadership Action Plan
[Propose an evidence-based (requires sources that support the strategies) leadership action plan that includes leadership strategies to establish a safety and quality culture. What are three evidence-based leadership strategies your recommend that would help to solve the incident that occurred? What are three evidence-based best practices you recommend to address the issue on an organizational level?]
Opportunities to Enlist Governing Board
[Determine opportunities to enlist the governing board’s aid in fostering a fair and just culture. Include: What role does the organization's governing board have in terms of quality and safety in the organization? How could you enlist the governing board's aid in your improvement initiative? What additional information could you provide them to increase their involvement in the organization's safety and quality improvement efforts?]
Conclusion
[Provide a summary of your discussion.]
References
[Lastname, C. (2008). Title of the source without caps except Proper Nouns or: First word after colon. The Journal or Publication Italicized and Capped, Vol# (Issue#), Page numbers.
Lastname, O. (2010). Online journal using DOI or digital object identifier. Main Online Journal Name, Vol#(Issue#), 159-192. doi: 10.1000/182
Lastname, W. (2009). If there is no DOI use the URL of the main website referenced. Article Without DOI Reference, Vol#(Issue#), 166-212. Retrieved from http://www.mainwebsite.org
NOTE: The above references are SAMPLES ONLY. For more information and example related to references, visit Capella’s Writing Center. YOU ARE RESPONSIBLE FOR SUBMITTING APPROPRIATE IN-TEXT AND REFERENCE PAGE CITATIONS.]
cf_cqi_importance_and_features.pdf
1
Importance and Features of Continuous Quality Improvement (CQI) Depending on the organization, continuous quality improvement (CQI) programs differ in size and scope. Likewise, they may be called a variety of names, such as quality and performance improvement, quality management, regulatory compliance, and quality improvement (Sollecito & Johnson, 2013). Despite the progress in CQI, health care quality improvement requires greater continued efforts due to the health care environment’s vibrant and complex nature.
CQI is a "structured organizational process for involving personnel in planning and executing a continuous flow of improvements to provide quality health care that meets or exceeds expectations" (Sollecito & Johnson, 2013, p. 4). A common set of features characterizes CQI, which includes the following (Sollecito & Johnson, 2013, pp. 4–5):
• A link to key elements of the organization's strategic plan. • A quality council made up of the institution's top leadership. • Training programs for personnel. • Mechanisms for selecting improvement opportunities. • Formation of process improvement teams. • Staff support for process analysis and redesign. • Personnel policies that motivate and support staff participation in process
improvement. • Application of the most current and rigorous techniques of the scientific method
and statistical process control.
For CQI to flourish within an organization, it needs to be rooted in the organization’s culture. Culture is the combination of shared attitudes, values, competencies, goals and behaviors that define the organization's practices (Silva, Barbosa, Padilha, & Malik, 2016). All stakeholders within the organization are responsible for health care quality and safety.
Leaders who wish to create a safety culture must first assess their organization's readiness to implement the necessary safety practices. In addition, the Agency for Healthcare Research and Quality (AHRQ) has created culture assessment tools that allow organizations to identify benchmarks to establish a culture of safety in comparison to similar hospitals or hospital units. The fair and just culture concept encourages leaders to ask what happened instead of who made the error (Pelletier & Beaudin, 2018). Additionally, a fair and just culture aids in making the system safer. Stakeholders understand errors are inevitable and that all errors need to be reported, even when events may not cause patient harm (Pelletier & Beaudin, 2018).
2
Pelletier and Beaudin emphasize how critical it is for leaders to assume responsibility for driving improved patient safety practices throughout the organization (2018). To demonstrate this, leaders need to incorporate health care safety practices as a part of the organization's strategic direction and to develop goals to guarantee adoption and measurement of safe practices. The governing body or board of directors is responsible for endorsing and upholding quality of care and preserving safety. Quality oversight is recognized more clearly as a core fiduciary duty relating not only to financial health and reputation but to safety and quality of care (Pelletier & Beaudin, 2018).
References
Pelletier, L. R., & Beaudin, C. L. (2018) HQ solutions: Resource for the healthcare quality professional (4th ed.). Philadelphia, PA: Wolters Kluwer.
Silva, Natasha Dejigov Monteiro da, Barbosa, A. P., Padilha, K. G., & Malik, A. M. (2016). Patient safety in organizational culture as perceived by leaderships of hospital institutions with different types of administration. Revista Da Escola De Enfermagem Da U S P, 50(3), 490-497.
Sollecito, W. A., & Johnson, J. K. (2013). Mclaughlin and Kaluzny's continuous quality improvement in health care (4th ed.). Burlington, MA: Jones & Bartlett Learning.
- Importance and Features of Continuous Quality Improvement (CQI)
cf_Collaborate_on_Quality_template.doc
1
PAGE
2
Collaborate on Quality: Issue Analysis & Leadership Action Plan
Your Name
Date:
Collaborate on Quality: Issue Analysis & Leadership Action Plan
[Provide a brief introduction to this paper. Delete all statements within brackets, such as this paragraph, and replace with your discussion. Also, before you begin, review the “Scoring Guide” and understand the difference between “Distinguished”, “Proficient”, “Basic” and “Non-Performance”. These “Scoring Guides” are used to grade the assignment. This is why each Template is set up with headings (below) that correspond with the “Scoring Guides” for this specific assignment. Please leave the Headings (below) in the paper.]
Culture
[Explain what culture is and why it is a critical priority for safety and quality; what you know about the existing organizational culture, based on the knowledge you have about the selected issue; providing at least two evidence-based strategies for cultivating a culture of safety.]
IHI Triple Aim
[Apply the IHI Triple Aim to develop a health care leadership strategy that focuses on optimizing health care system performance. Include: What is the IHI Triple AIM? How does the IHI Triple Aim apply to this specific incident? What IHI Triple Aim elements will you incorporate into your organizational improvement strategy?]
Leadership & Collaboration Strategies
[Propose evidence-based (requires sources that support the strategies) leadership and collaboration strategies to enlist the aid of key organizational leaders in establishing a safety and quality culture. Include: Which key departments need to be directly involved with the corrective action process? What is your rationale for selecting these departments? For example, you may want to involve nursing because many of errors involve nurses and obtaining their buy-in is critical to achieving the organizational priority. Which specific senior leader, front-line staff member, and clinical expert will you include in your action plan and hold accountable for implementation? What are the implications of not engaging with all departments toward making safety and quality top of mind? How might you involve other departments in addressing the specific issue and the cultural issue? Which specific leaders within the organization could assist you in addressing this issue and in making patient safety and quality top of mind throughout the organization? Examples for you to consider include the chief nursing officer, the chief medical officer, the patient safety officer, et cetera. What role do you expect these leaders to play in addressing the specific issue and the issue of culture? What best practices would you employ to enlist their aid in the improvement effort?]
Leadership Action Plan
[Propose an evidence-based (requires sources that support the strategies) leadership action plan that includes leadership strategies to establish a safety and quality culture. What are three evidence-based leadership strategies your recommend that would help to solve the incident that occurred? What are three evidence-based best practices you recommend to address the issue on an organizational level?]
Opportunities to Enlist Governing Board
[Determine opportunities to enlist the governing board’s aid in fostering a fair and just culture. Include: What role does the organization's governing board have in terms of quality and safety in the organization? How could you enlist the governing board's aid in your improvement initiative? What additional information could you provide them to increase their involvement in the organization's safety and quality improvement efforts?]
Conclusion
[Provide a summary of your discussion.]
References
[Lastname, C. (2008). Title of the source without caps except Proper Nouns or: First word after colon. The Journal or Publication Italicized and Capped, Vol# (Issue#), Page numbers.
Lastname, O. (2010). Online journal using DOI or digital object identifier. Main Online Journal Name, Vol#(Issue#), 159-192. doi: 10.1000/182
Lastname, W. (2009). If there is no DOI use the URL of the main website referenced. Article Without DOI Reference, Vol#(Issue#), 166-212. Retrieved from http://www.mainwebsite.org
NOTE: The above references are SAMPLES ONLY. For more information and example related to references, visit Capella’s Writing Center. YOU ARE RESPONSIBLE FOR SUBMITTING APPROPRIATE IN-TEXT AND REFERENCE PAGE CITATIONS.]