Initial Proposal
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Wk5Assign.docxRunning Head: PROPOSAL 1
PROPOSAL 7
Initial Proposal
MHA 616 Health Care Management Information Systems
Instructor Taiyee Queeneh
September 18, 2017
Introduction
Quality improvement (QI) is an effective approach towards the improvement of care for patients and the improvement of practice for health care providers. Quality improvement is a continuous process and an integral part of a successful health care system; it provides the opportunities to streamline, optimize, test, and develop processes. According to the Minnesota Department of Health, as it relates to public health, quality improvement plays a significant role in the “achievement of measurable goals such as efficiency, effectiveness, performance, accountability, and outcomes which serve as indicators of quality health care services and process” (2013, para.1). The Minnesota Department of Public Health defines quality improvement as an intentional and continuous search for solutions with the capacity to increase the existing processes and services while creating the opportunities which seek to improve the adaptability of health care providers to meet the needs of the public (2013, para. 1). This paper will attempt to discuss information security on databases and ways to enhance database security.
Quality Improvement Leadership and Organizational Structure
Quality improvement activities are as a direct consequence of the adoption and implementation of a systematic and organized framework which is geared towards the improvement of processes and services. The adoption of this framework by the leadership of an organization requires that all the essential aspects of the structure to be understood and widely accepted thus a culture which embraces quality must be present. Both the leadership and the staff of the organization must be fully committed to quality; the basics of quality improvement must be deeply rooted in the organizational culture. The executive leadership of the organization must always demonstrate support for continuous quality improvement, maintain, and monitor a set of key agency performance measures. The executive leadership needs to advocate for the consultation, facilitation, and training for quality improvement efforts throughout the organization and all its departments. All the departmental heads are expected to possess a basic understanding of quality improvement; they are also expected to lead by example thus effectively fostering a culture of excellence within their respective departments. They are also expected to “use performance measures to make data driven decisions in the attempt to identify and put forward opportunities for improvement” (Brownson, Baker, Deshpande, and Gillespie, 2017). This will play a significant role in the integration of quality improvement into their daily work while recognizing those who contribute to efficiencies and cost savings.
The employees of an organization are expected to always strive for ways which make their job better, effective, and more efficient. They are also expected to share their ideas with their workmates, participate in quality improvement initiatives, contribute, and to adapt to changes in the workplace.
Training
The development of staff capacity and competency in the engagement in continuous quality improvement is a significant and vital component in the cultivation of an organizational culture which embraces quality. The training of the workforce in quality improvement is essential for the establishment of a culture of quality and plays a critical and central role in the implementation of continuous quality improvement. Total quality management can be realized when new employees undergo basic quality improvement training as part of new employee orientation while current employees participate in quality improvement training on a regular basis. An effective performance management system is fully integrated into the daily practices of the employees; therefore, it is essential to set organizational objectives across all levels of the department and to identify the indicators responsible for the measuring of progress geared towards meeting the set goals on a regular basis. The identification of all the individuals responsible for monitoring progress and reporting, and the determination of the areas where achieving objectives requires focused quality improvement processes is also an essential part of employee training and development.
Quality Improvement Initiatives
The executive leadership is responsible for the identification and implementation of cross-departmental quality improvement initiatives. Projects are identified and initiated as the resources allow, this is because of the determination of the existing performance gaps. Quality improvement initiatives also rely upon the available data thus are derived from the current goals and the strategic goals of the organization.
Goals, Objectives, and Performance Measures
The success of a quality improvement plan requires the adoption of specific and robust objectives which have the capacity to effectively monitor the progress towards achieving the set goals and outcomes. This requires the development, implementation, and the attainment the set of targets to prove the success of the quality improvement initiatives thus the goals must be a measure to ascertain their impact on all the stakeholders. The set objectives must, therefore, be specific, measurable, achievable, relevant and time-bound; the executive leadership is thus required to assess and monitor progress in advancing the culture of quality (Minnesota Department of Health, 2013). The primary goals and objectives related to the establishment and sustainability of a culture of quality at the Minnesota Department of Public Health and Environment is geared towards customer satisfaction, continuous quality improvement, and capacity building. The purpose of the quality improvement plan (QIP) is driven towards the “establishment of a framework for department-wide quality improvement efforts and to provide a structure for developing, monitoring, evaluating and promoting these activities” (Minnesota Department of Public Health, 2013, pg. 4, para. 1). This concept makes it possible to protect, maintain and improve the health of all Minnesotans.
Evaluation of Quality Improvement Plan
The evaluation of the effectiveness of the quality improvement plan is measured through the assessment of the achievement of the set goals and objectives. There are multiple approaches to measuring different aspects of quality care, and the categorization of quality measures and concepts is differentiated by structure, process, and outcome (Issel and Wells, 2017). Structure measures are designed to provide a sense of a provider’s capacity, systems, and processes to provide high-quality care. They look at the policies that are in place that have any effect on the quality of the care provided. On the other hand, process measures are designed to provide an examination of the interactions between the health care provider and the patients to understand whether an activity proven to benefit the patient was performed. Consequently, outcome measures are designed to figure out whether the care the patient received resulted in a change in the patient’s health status.
Communication and Sustainability
The communication of a quality improvement plan is critical to the establishment of an organizational culture which embraces and is committed to continuous quality improvement thus it must be clear, concise, and consistent. All the communication strategies and activities must be visible and informative, they must, therefore, recognize, document, and report quality improvement efforts regularly. This will enhance, maintain, and promote quality improvement tools and resources. After a quality improvement plan has been implemented and change has been realized, it is crucial for the organizations to take steps which not only sustain the improvements which have been made but also to help spread the improvements to all relevant parts of the organization.
Conclusion
References
Brownson, R. C., Baker, E. A., Deshpande, A. D., & Gillespie, K. N. (2017). Evidence-based public health. Oxford University Press. Retrieved from http://libro.eb20.net/Reader/rdr.aspx?b=95769645
Issel, L. M., & Wells, R. (2014). Health program planning and evaluation, Fourth Edition Includes Navigate 2 Advantage Access. Jones & Bartlett Learning. Retrieved from http://www.jblearning.com/catalog/9781284112115/
Minnesota Department of Health. (2013a). QI & Performance Management. Retrieved from http://www.health.state.mn.us/qi/
Minnesota Department of Health. (2013b). SMART and meaningful objectives . Retrieved September 12, 2017, from http://www.health.state.mn.us/divs/opi/qi/toolbox/print/objectives.pdf
Wager, K. A., Lee, F. W., & Glaser, J. P. (2013). Health care information systems: A practical approach for health care management (3rd ed.). San Francisco, CA: Jossey-Bass.
