The document outlines the steps involved in the hospital accreditation process with the Central Board for Accreditation of Healthcare Institutions (CBAHI) in Saudi Arabia. It describes the registration process with CBAHI, the survey team composition and activities, including pre-survey, on-site survey, and post-survey activities. The on-site survey typically lasts 3 days and involves reviewing documents, conducting staff interviews and facility tours, and presenting findings. Hospitals are responsible for coordinating logistics and providing required documents and personnel files to facilitate the survey.
Joint Commission International provides accreditation services to improve safety and quality of care internationally. It has accredited over 236 organizations in 35 countries. Accreditation involves evaluating organizations against established standards to ensure structures and processes are in place to deliver good patient outcomes and continuous quality improvement. Evidence shows accreditation reduces risks to patients and sets principles that are now standard in healthcare worldwide.
Cbahi hospital accreditation guide october 2016Badheeb
The document provides guidance for hospitals on the Saudi Central Board for Accreditation of Healthcare Institutions (CBAHI) hospital accreditation process. It describes the CBAHI organization and its mission to promote healthcare quality and safety. It also outlines the hospital registration process with CBAHI, the scope and goal of accreditation surveys, how compliance is assessed, accreditation decision rules, and possible accreditation outcomes.
IMPORTANT COMMITTEE LIST for a hospital going for NABH /JCI by Dr.Mahboob ali...Healthcare consultant
The document lists 13 committees that are important for a hospital seeking accreditation from NABH or JCI. The committees meet with varying frequencies from monthly to yearly and are chaired by senior staff such as the Chairman, Medical Director, and Safety Officer. The committees include members from departments like Quality, Nursing, Pharmacy to oversee functions such as safety, infection control, mortality, ethics, and blood transfusion.
The document outlines standards for nursing services at hospitals in Saudi Arabia. It specifies that the nursing director is responsible for managing nursing services, participating in leadership decisions, and ensuring policies and competent staff are in place. The standards require sufficient nurses to meet patient needs, updated schedules, and qualified nurses and assistants providing care 24/7. A comprehensive nursing assessment is required upon admission to identify patient needs.
This document outlines various hospital protocols and procedures related to patient safety, including ensuring correct patient identification, preventing wrong site/procedure errors, and proper handling of blood products. It discusses the surgical safety checklist that must be performed before procedures, including sign in, time out, and sign out steps. Site marking protocol and exemptions are covered. Risk assessment for venous thromboembolism is also mentioned.
Credentialing is the process of verifying a practitioner's qualifications to participate in a healthcare organization. It involves primary source verification of licensure, education, training, experience and competence. Re-credentialing occurs every two years. There are three types of credentialing: primary source verification, centralized credentialing, and delegated credentialing which is performed by a third party organization. The credentialing process determines a practitioner's clinical privileges which specify the scope and limits of their approved practice within the organization. Privileges can have different statuses such as approved, temporary, emergency or have limitations. The goal of credentialing and privileging is to ensure quality care through oversight of practitioner competency.
Patient Safety, Culture of Safety and Just Culture by Tennessee Center for Pa...Atlantic Training, LLC.
This document discusses patient safety culture and just culture in healthcare. It defines patient safety, adverse events, and medical errors. It discusses important patient safety studies that found most errors are due to systemic issues rather than individual blame. The document introduces the concept of a just culture, which balances accountability for reckless behaviors with a non-punitive approach for errors. It also discusses measuring and improving a culture of safety through initiatives, surveys, and training to promote safety and teamwork.
Patient safety is an important part of healthcare. It aims to prevent harm caused by accidents, errors, and complications during treatment. Some key aspects of ensuring patient safety include accurate patient identification, effective communication of medical information, safe medication practices, reducing risks of infections, conducting risk assessments, following safety protocols for radiation and surgery, and maintaining a safe clinic environment. Organizations are working to promote a culture of safety and establish systems to safeguard patients.
Joint Commission International provides accreditation services to improve safety and quality of care internationally. It has accredited over 236 organizations in 35 countries. Accreditation involves evaluating organizations against established standards to ensure structures and processes are in place to deliver good patient outcomes and continuous quality improvement. Evidence shows accreditation reduces risks to patients and sets principles that are now standard in healthcare worldwide.
Cbahi hospital accreditation guide october 2016Badheeb
The document provides guidance for hospitals on the Saudi Central Board for Accreditation of Healthcare Institutions (CBAHI) hospital accreditation process. It describes the CBAHI organization and its mission to promote healthcare quality and safety. It also outlines the hospital registration process with CBAHI, the scope and goal of accreditation surveys, how compliance is assessed, accreditation decision rules, and possible accreditation outcomes.
IMPORTANT COMMITTEE LIST for a hospital going for NABH /JCI by Dr.Mahboob ali...Healthcare consultant
The document lists 13 committees that are important for a hospital seeking accreditation from NABH or JCI. The committees meet with varying frequencies from monthly to yearly and are chaired by senior staff such as the Chairman, Medical Director, and Safety Officer. The committees include members from departments like Quality, Nursing, Pharmacy to oversee functions such as safety, infection control, mortality, ethics, and blood transfusion.
The document outlines standards for nursing services at hospitals in Saudi Arabia. It specifies that the nursing director is responsible for managing nursing services, participating in leadership decisions, and ensuring policies and competent staff are in place. The standards require sufficient nurses to meet patient needs, updated schedules, and qualified nurses and assistants providing care 24/7. A comprehensive nursing assessment is required upon admission to identify patient needs.
This document outlines various hospital protocols and procedures related to patient safety, including ensuring correct patient identification, preventing wrong site/procedure errors, and proper handling of blood products. It discusses the surgical safety checklist that must be performed before procedures, including sign in, time out, and sign out steps. Site marking protocol and exemptions are covered. Risk assessment for venous thromboembolism is also mentioned.
Credentialing is the process of verifying a practitioner's qualifications to participate in a healthcare organization. It involves primary source verification of licensure, education, training, experience and competence. Re-credentialing occurs every two years. There are three types of credentialing: primary source verification, centralized credentialing, and delegated credentialing which is performed by a third party organization. The credentialing process determines a practitioner's clinical privileges which specify the scope and limits of their approved practice within the organization. Privileges can have different statuses such as approved, temporary, emergency or have limitations. The goal of credentialing and privileging is to ensure quality care through oversight of practitioner competency.
Patient Safety, Culture of Safety and Just Culture by Tennessee Center for Pa...Atlantic Training, LLC.
This document discusses patient safety culture and just culture in healthcare. It defines patient safety, adverse events, and medical errors. It discusses important patient safety studies that found most errors are due to systemic issues rather than individual blame. The document introduces the concept of a just culture, which balances accountability for reckless behaviors with a non-punitive approach for errors. It also discusses measuring and improving a culture of safety through initiatives, surveys, and training to promote safety and teamwork.
Patient safety is an important part of healthcare. It aims to prevent harm caused by accidents, errors, and complications during treatment. Some key aspects of ensuring patient safety include accurate patient identification, effective communication of medical information, safe medication practices, reducing risks of infections, conducting risk assessments, following safety protocols for radiation and surgery, and maintaining a safe clinic environment. Organizations are working to promote a culture of safety and establish systems to safeguard patients.
The document provides an overview of the Joint Commission International (JCI) accreditation process for hospitals. It describes what accreditation is, its benefits, and timeline. The standards are organized around important hospital functions and patient care. During an on-site survey, surveyors use various methods like document review, interviews, patient tracers, and facility tours to evaluate hospitals' compliance with JCI standards. Scoring guidelines are provided to assess standards as fully met, partially met, not met, or not applicable.
This document discusses patient safety and the International Patient Safety Goals. It defines patient safety as the prevention of errors and adverse effects associated with healthcare. It also defines key terms like sentinel events and near misses. The document then summarizes each of the 6 International Patient Safety Goals which focus on correctly identifying patients, improving communication, safety of high-alert medications, correct site surgery, reducing healthcare associated infections, and reducing falls. It provides examples of processes to meet each goal.
The document outlines the policies and procedures of a hospital's patient safety plan. It establishes a patient safety committee to identify risks, prevent medical errors, and improve safety. It defines key terms like adverse events, near misses, and medication errors. It also lists the standard safety policies the hospital has implemented covering areas like clinical care, medication management, infection control, and facility maintenance. The goal is to institutionalize patient safety as a fundamental part of healthcare delivery.
The document discusses best practices for staffing adult inpatient units based on patient census and acuity. It provides background on the history of patient classification systems and acuity tools. Several studies concluded that there is a need for a universal acuity tool and that staffing should consider multiple factors beyond just patient ratios, including acuity, skill mix, and nursing workload. While some tools have been developed and tested, more research is still needed to establish standardized acuity measurement and determine optimal staffing levels based on patient acuity.
The document discusses patient safety culture and climate. It defines safety culture as the shared values and behaviors regarding safety in an organization. Safety climate refers to perceptions of safety at a point in time and is measurable. The document outlines tools for assessing safety culture, including the AHRQ Hospital Survey on Patient Safety Culture, which measures 12 dimensions of safety culture. It provides guidance on using the survey results to identify strengths and areas for improvement to enhance patient safety.
patient safety and staff Management system ppt.pptxanjalatchi
Patient Safety is a health care discipline that emerged with the evolving complexity in health care systems and the resulting rise of patient harm in health care facilities. It aims to prevent and reduce risks, errors and harm that occur to patients during provision of health care.
The document discusses Joint Commission International (JCI) accreditation. It provides information on what accreditation is, the benefits of accreditation, and an introduction to JCI. Some key points include:
- Accreditation is a voluntary process where an independent entity assesses a healthcare organization against set standards to improve safety and quality.
- Benefits of accreditation include improving public trust, establishing a safe work environment, and creating a culture of continuous learning.
- JCI is a US-based nonprofit that sets international standards for healthcare providers. Over 820 hospitals in 47 countries are JCI-accredited.
- The JCI accreditation process involves surveys to evaluate
An introductory overview of the basic concepts of Healthcare Quality, a starter for beginners.
Prepared in 2014 for the new staff of the Quality Management Department in King Saud University Medical City in Riyadh as a part of their capacity building plan.
Acknowledgments:
*Dr. Magdy Gamal Yousef, MBBCh, MS, CPHQ - for his contribution in the scientific content
**Ms. Maram Baksh, MS, CPHQ - for the design of the full HCQ capacity building plan in KSUMC
This document discusses a case involving a patient who received incompatible blood products during treatment for injuries from a car accident and later died. A root cause analysis found the nurse was pressured into administering the wrong blood by a surgeon during a busy period in the emergency department. The document then outlines considerations for addressing accountability and promoting a culture of safety, including defining disruptive behavior, just culture principles, and tools for evaluating safety culture such as leadership rounds. It provides example scripts and guidelines for conducting leadership rounds to openly discuss safety issues with frontline staff.
A hospital faces challenges to safety almost every day-right from spillage and radiation exposure to the risk of being the focal point in the face of disaster and expected to work beyond capacity. Each of these challenges expect the management and staff of a hospital to be stable in their thought process and be well-coordinated in their efforts to avoid chaos and act with responsibility.
Safety training for hospital prepares the hospital to be prepared for failures-identifying them, avoiding them, responding to them and managing them efficiently. Useful for JCI, CBAHI,NABH,NABL,CODA
The document provides information about NABH (National Accreditation Board for Hospitals and Healthcare Providers) accreditation and certification processes. It discusses that NABH was established in 2006 by the Quality Council of India to set standards for healthcare organizations and improve quality of care in India. It operates various accreditation and certification programs for different types of healthcare facilities. The document outlines the benefits of NABH accreditation for patients, healthcare staff, organizations, and regulatory bodies. It also describes the differences between NABH accreditation and entry-level certification, which provides a stepping stone for organizations to enhance quality and work towards full accreditation. Key patient-centered and organization-centered quality standards developed
The document provides information about NABH (National Accreditation Board for Hospitals and Healthcare Providers) accreditation. It discusses that NABH was established in 2006 by the Quality Council of India to set standards for healthcare organizations and accredit those that meet the standards. It outlines NABH's accreditation programs, certification programs, empanelment, and training/education activities. The document also summarizes the benefits of NABH accreditation for patients, healthcare staff, healthcare organizations, and regulatory bodies. Finally, it provides a brief overview of the differences between NABH accreditation and entry-level certification.
This document discusses the importance and benefits of hospital accreditation in India. It notes that accreditation will help hospitals comply with quality standards due to the increasing role of health insurance, rise in medical lawsuits, and emphasis on patient rights. The National Accreditation Board for Hospitals and Healthcare Providers (NABH) was established to develop accreditation standards tailored for India. The document outlines the 10 steps for obtaining accreditation and highlights that accreditation leads to high quality patient care, satisfied staff, and objective empanelment with insurance providers.
The document discusses 14 quality standards for improving healthcare delivery in India. It begins by outlining challenges in Delhi's healthcare system like high infant mortality rates and too few hospital beds. It then describes the importance of achieving international accreditation standards for quality care. The main part lists the 14 standards which address issues like daily doctor assessments, vulnerable patient care, pain management, and more. These standards are meant to improve outcomes, safety, and establish a quality culture.
Patient safety aims to prevent harm caused by healthcare itself. While most medical care is delivered safely, errors still occur and patient safety has increasingly been recognized as an important global issue, though more work is needed to address it. Common causes of harm include individual errors, system issues, and environmental factors, and strategies like checklists and protocols seek to improve safety.
Uniform care is guided by all laws & regulations. It is further ensured that the care and treatment orders are legibly signed, named, timed and dated by the concerned doctors and nurses, the main idea being that the authors of these orders are identifiable by all and the chronology of care process is maintained.
Meaningful Use Survivor: 4 Steps to a Successful AuditQualifacts
This document provides an overview and guidance on preparing for audits of the CMS EHR Incentive Programs. It discusses that CMS and state Medicaid agencies will audit providers who attest to receive EHR incentive payments. It outlines the audit process, including triggers for an audit, who may be audited, and the steps of receiving an audit letter, providing documentation, and receiving a determination. It emphasizes the importance of creating an audit trail and retaining all documentation used for attestation for six years. Finally, it provides some tips and examples of documentation that could be requested during an audit.
Hospital accreditation guide october 2016MajiiiAbd
The document provides guidance for hospitals on the Saudi Central Board for Accreditation of Healthcare Institutions (CBAHI) hospital accreditation process. It describes the CBAHI organization and its mission to promote healthcare quality and safety. It also outlines the hospital registration process with CBAHI, the scope and goal of accreditation surveys, how compliance is assessed, accreditation decision rules, and possible accreditation outcomes.
The document provides an overview of the Joint Commission International (JCI) accreditation process for hospitals. It describes what accreditation is, its benefits, and timeline. The standards are organized around important hospital functions and patient care. During an on-site survey, surveyors use various methods like document review, interviews, patient tracers, and facility tours to evaluate hospitals' compliance with JCI standards. Scoring guidelines are provided to assess standards as fully met, partially met, not met, or not applicable.
This document discusses patient safety and the International Patient Safety Goals. It defines patient safety as the prevention of errors and adverse effects associated with healthcare. It also defines key terms like sentinel events and near misses. The document then summarizes each of the 6 International Patient Safety Goals which focus on correctly identifying patients, improving communication, safety of high-alert medications, correct site surgery, reducing healthcare associated infections, and reducing falls. It provides examples of processes to meet each goal.
The document outlines the policies and procedures of a hospital's patient safety plan. It establishes a patient safety committee to identify risks, prevent medical errors, and improve safety. It defines key terms like adverse events, near misses, and medication errors. It also lists the standard safety policies the hospital has implemented covering areas like clinical care, medication management, infection control, and facility maintenance. The goal is to institutionalize patient safety as a fundamental part of healthcare delivery.
The document discusses best practices for staffing adult inpatient units based on patient census and acuity. It provides background on the history of patient classification systems and acuity tools. Several studies concluded that there is a need for a universal acuity tool and that staffing should consider multiple factors beyond just patient ratios, including acuity, skill mix, and nursing workload. While some tools have been developed and tested, more research is still needed to establish standardized acuity measurement and determine optimal staffing levels based on patient acuity.
The document discusses patient safety culture and climate. It defines safety culture as the shared values and behaviors regarding safety in an organization. Safety climate refers to perceptions of safety at a point in time and is measurable. The document outlines tools for assessing safety culture, including the AHRQ Hospital Survey on Patient Safety Culture, which measures 12 dimensions of safety culture. It provides guidance on using the survey results to identify strengths and areas for improvement to enhance patient safety.
patient safety and staff Management system ppt.pptxanjalatchi
Patient Safety is a health care discipline that emerged with the evolving complexity in health care systems and the resulting rise of patient harm in health care facilities. It aims to prevent and reduce risks, errors and harm that occur to patients during provision of health care.
The document discusses Joint Commission International (JCI) accreditation. It provides information on what accreditation is, the benefits of accreditation, and an introduction to JCI. Some key points include:
- Accreditation is a voluntary process where an independent entity assesses a healthcare organization against set standards to improve safety and quality.
- Benefits of accreditation include improving public trust, establishing a safe work environment, and creating a culture of continuous learning.
- JCI is a US-based nonprofit that sets international standards for healthcare providers. Over 820 hospitals in 47 countries are JCI-accredited.
- The JCI accreditation process involves surveys to evaluate
An introductory overview of the basic concepts of Healthcare Quality, a starter for beginners.
Prepared in 2014 for the new staff of the Quality Management Department in King Saud University Medical City in Riyadh as a part of their capacity building plan.
Acknowledgments:
*Dr. Magdy Gamal Yousef, MBBCh, MS, CPHQ - for his contribution in the scientific content
**Ms. Maram Baksh, MS, CPHQ - for the design of the full HCQ capacity building plan in KSUMC
This document discusses a case involving a patient who received incompatible blood products during treatment for injuries from a car accident and later died. A root cause analysis found the nurse was pressured into administering the wrong blood by a surgeon during a busy period in the emergency department. The document then outlines considerations for addressing accountability and promoting a culture of safety, including defining disruptive behavior, just culture principles, and tools for evaluating safety culture such as leadership rounds. It provides example scripts and guidelines for conducting leadership rounds to openly discuss safety issues with frontline staff.
A hospital faces challenges to safety almost every day-right from spillage and radiation exposure to the risk of being the focal point in the face of disaster and expected to work beyond capacity. Each of these challenges expect the management and staff of a hospital to be stable in their thought process and be well-coordinated in their efforts to avoid chaos and act with responsibility.
Safety training for hospital prepares the hospital to be prepared for failures-identifying them, avoiding them, responding to them and managing them efficiently. Useful for JCI, CBAHI,NABH,NABL,CODA
The document provides information about NABH (National Accreditation Board for Hospitals and Healthcare Providers) accreditation and certification processes. It discusses that NABH was established in 2006 by the Quality Council of India to set standards for healthcare organizations and improve quality of care in India. It operates various accreditation and certification programs for different types of healthcare facilities. The document outlines the benefits of NABH accreditation for patients, healthcare staff, organizations, and regulatory bodies. It also describes the differences between NABH accreditation and entry-level certification, which provides a stepping stone for organizations to enhance quality and work towards full accreditation. Key patient-centered and organization-centered quality standards developed
The document provides information about NABH (National Accreditation Board for Hospitals and Healthcare Providers) accreditation. It discusses that NABH was established in 2006 by the Quality Council of India to set standards for healthcare organizations and accredit those that meet the standards. It outlines NABH's accreditation programs, certification programs, empanelment, and training/education activities. The document also summarizes the benefits of NABH accreditation for patients, healthcare staff, healthcare organizations, and regulatory bodies. Finally, it provides a brief overview of the differences between NABH accreditation and entry-level certification.
This document discusses the importance and benefits of hospital accreditation in India. It notes that accreditation will help hospitals comply with quality standards due to the increasing role of health insurance, rise in medical lawsuits, and emphasis on patient rights. The National Accreditation Board for Hospitals and Healthcare Providers (NABH) was established to develop accreditation standards tailored for India. The document outlines the 10 steps for obtaining accreditation and highlights that accreditation leads to high quality patient care, satisfied staff, and objective empanelment with insurance providers.
The document discusses 14 quality standards for improving healthcare delivery in India. It begins by outlining challenges in Delhi's healthcare system like high infant mortality rates and too few hospital beds. It then describes the importance of achieving international accreditation standards for quality care. The main part lists the 14 standards which address issues like daily doctor assessments, vulnerable patient care, pain management, and more. These standards are meant to improve outcomes, safety, and establish a quality culture.
Patient safety aims to prevent harm caused by healthcare itself. While most medical care is delivered safely, errors still occur and patient safety has increasingly been recognized as an important global issue, though more work is needed to address it. Common causes of harm include individual errors, system issues, and environmental factors, and strategies like checklists and protocols seek to improve safety.
Uniform care is guided by all laws & regulations. It is further ensured that the care and treatment orders are legibly signed, named, timed and dated by the concerned doctors and nurses, the main idea being that the authors of these orders are identifiable by all and the chronology of care process is maintained.
Meaningful Use Survivor: 4 Steps to a Successful AuditQualifacts
This document provides an overview and guidance on preparing for audits of the CMS EHR Incentive Programs. It discusses that CMS and state Medicaid agencies will audit providers who attest to receive EHR incentive payments. It outlines the audit process, including triggers for an audit, who may be audited, and the steps of receiving an audit letter, providing documentation, and receiving a determination. It emphasizes the importance of creating an audit trail and retaining all documentation used for attestation for six years. Finally, it provides some tips and examples of documentation that could be requested during an audit.
Hospital accreditation guide october 2016MajiiiAbd
The document provides guidance for hospitals on the Saudi Central Board for Accreditation of Healthcare Institutions (CBAHI) hospital accreditation process. It describes the CBAHI organization and its mission to promote healthcare quality and safety. It also outlines the hospital registration process with CBAHI, the scope and goal of accreditation surveys, how compliance is assessed, accreditation decision rules, and possible accreditation outcomes.
This document outlines the CBAHI standards and survey process. It discusses the structure of the new 3rd edition NHS standards, which are organized into 23 chapters. It introduces the concept of Essential Safety Requirements, which are critical standards that are more closely evaluated. The survey process has been updated to focus more on direct observation, interviews and tracers. Hospitals are given an accreditation decision of accredited, conditionally accredited, or denied based on their overall score and compliance with ESRs. Requirements for maintaining accreditation such as corrective action plans and self-assessments are also outlined.
Implementing CMS Hospital QAPI Guidelines for 2024Conference Panel
Explore the significance of Quality Assessment and Performance Improvement (QAPI) programs in Medicare-certified hospitals, focusing on the updated CMS standards and interpretive guidelines. Learn about essential requirements, assessment areas, and hospital leadership's role in ensuring compliance and enhancing patient safety.
Title: Understanding CMS Hospital QAPI Standards and Guidelines: Key Elements for Implementation and Compliance
Description: Explore the significance of Quality Assessment and Performance Improvement (QAPI) programs in Medicare-certified hospitals, focusing on the updated CMS standards and interpretive guidelines. Learn about essential requirements, areas of assessment, and the role of hospital leadership in ensuring compliance and enhancing patient safety.
Quality Assessment and Performance Improvement (QAPI) Conditions of Participation deficiencies rank among the top three cited issues for Medicare-certified hospitals, highlighting the critical need for robust QAPI programs. CMS emphasizes the pivotal role of well-designed and maintained QAPI initiatives in enhancing patient care quality, reducing medical errors, and fostering a safer healthcare environment.
Register,
https://conferencepanel.com/conference/cms-hospital-qapi-standards-2024
Dissertation presentation: Study of the Process of Hospital Accreditation and Its Impact on Healthcare Facilities.
Presented By: Yasser Alsharif, Muwafag Kamash, Nasrat Esmat, Amer Tayeb
Supervised By: Dr. Mohammad Kamal Hussain
The document provides guidance on the steps for an organization to take in preparing for JCI (Joint Commission International) accreditation. It recommends that organizations: 1) allocate 18-24 months to prepare; 2) conduct an initial assessment of adherence to JCI standards; 3) develop an action plan and project timeline to address gaps; and 4) complete a final mock survey 4-6 months before the actual accreditation survey to ensure readiness. The key steps outlined include establishing leadership commitment, educating staff, ongoing monitoring of quality data, and adjusting strategies based on mid-point evaluations to facilitate a successful accreditation process.
How to apply for COPPs (Certificate of Pharmaceutical Products)?ambitbiomedix12
The certificate of a pharmaceutical products (COPPs) is a certificate issued in the format recommended by the World Health Organization (WHO), which establishes the status of the pharmaceutical product and of the applicant for this certificate in the exporting country. Read More: https://bit.ly/31cfTYl
Strategies for Auditors to Prepare Clinical Research Personnel For a Regulato...IMARC Research
Strategies for Auditors to Prepare Clinical Research Personnel For a Regulatory Inspection: a Presentation by Paul Cobb, MPH, CCRA
Clinical Auditor, IMARC Research
This document describes an initiative by Catholic Health East (CHE) to implement system-wide Medicare compliance standards across their network of hospitals. A task force developed 12 standards of practice focused on accurate patient status determination and communication between case management, billing, and other departments. A large teaching hospital pilotted the standards, which improved billing timeliness and reduced aged Medicare accounts. All CHE hospitals were then required to implement the standards within 3 months. The standards addressed issues like physician-led utilization reviews, concurrent case management, electronic communication, and data analysis. Overall the goal was to promote early and accurate status assessments to support compliant billing and reimbursement.
Implementing ICD-10 In Five Simple StepsHarold Gibson
M-Scribe outlines a 5-step plan for healthcare practices to implement ICD-10: 1) Planning and assessment, 2) Training, 3) Process changes, 4) Transition management, and 5) Testing. The first step involves mapping workflows, identifying gaps, and developing an implementation plan. Step 2 focuses on training staff on ICD-10 codes and documentation changes. Step 3 is updating processes like forms and policies. Step 4 is dual coding during transition and monitoring progress. The final step is testing internally and with external partners like payers. M-Scribe offers practices consultation and recommendations to help with their ICD-10 implementation.
The document provides information on the Joint Commission International (JCI) accreditation program. It discusses that JCI was started in 1994 based on quality standards developed by the Joint Commission for hospital accreditation in the US. The JCI accreditation process involves hospitals conducting self-assessments and on-site surveys to evaluate compliance with JCI's standards. Over 1000 international organizations across 90 countries have received JCI accreditation. The document outlines the four sections of JCI standards and provides details on the accreditation process and comparison between JCI and India's National Accreditation Board for Hospitals.
This document provides information about the accreditation process for blood storage centers through the National Accreditation Board for Hospitals and Healthcare Providers (NABH) in India. It describes the benefits of accreditation for patients, centers, and staff. The accreditation process involves centers implementing NABH quality standards, undergoing assessment visits, and receiving certification if standards are met. Centers prepare quality manuals, submit applications, respond to feedback, and pay fees to participate. The goal of the program is to improve quality, safety, and management of blood and blood products.
The document outlines key concepts in quality management systems for health care organizations. It discusses that quality goals should include excellent care, strong coordination, high consumer satisfaction and good health outcomes. It also summarizes the components of quality management systems which include adopting medical standards, establishing a quality committee, utilization review, and more. Additionally, it discusses the various drivers that influence health care quality including federal/state regulations, contracts, accreditation standards, and health organization missions.
This document summarizes a national call on October 1st, 2013 about a Canadian MedRec Quality Audit. It includes an overview of the audit tool and experiences using the tool from two organizations. The Winnipeg Regional Health Authority audited admission medication reconciliation processes at Churchill Health Centre and found opportunities for improvement around collecting medication histories and documenting rationales for medication changes. Interior Health in British Columbia also used the audit tool and found that medication histories were usually based on more than one information source but rationales could be documented more consistently. The call promoted a Canadian MedRec Quality Audit Month in October for healthcare organizations to use the audit tool to measure and improve admission medication reconciliation.
Preparation is the Key to Meaningful Use SuccessIatric Systems
This document summarizes a presentation on preparing for meaningful use audits. It provides an overview of recent CMS updates to stage 2 meaningful use requirements, common stumbling blocks providers face, how to conduct a gap analysis, lessons from customer audit experiences, the benefits of mock audits, how intelligent medical objects can help with requirements, and an outlook on future stage 3 goals. Contact information is provided for attendees to ask questions or provide feedback through a post-webcast survey for a chance to win a gift card.
Physician contracting compliance is a serious concern for healthcare executives, attorneys, and compliance professionals. Maintaining compliance of physician contracts requires balancing physician relationships and paying fairly.
This webinar will cover best practices hospital leaders can use to refine their organization's compliance processes, including:
-Educating staff
-Determining and documenting FMV
-Identifying and handling potentially risky contracts
Health Information Exchange Workgroup 110310Brian Ahier
The document discusses scenarios where an entity-level provider directory could help enable health information exchange. It analyzes how such a directory could support use cases involving directing clinical summaries and test results between providers, facilitating referrals, and enabling queries from public health agencies. The workgroup reviews what content a directory needs, how it could be maintained, and potential business models. It plans to draft recommendations on establishing baseline directory functionality and technical standards to support nationwide health information exchange.
Quality assurance in nursing, (nursing audit).pptxTulsiDhidhi1
This document discusses nursing audit, including its definition, purpose, characteristics, and methods. It defines nursing audit as a process to evaluate nursing care quality by comparing actual practice to agreed standards. The main methods discussed are retrospective review of patient records and concurrent review involving bedside assessment. Retrospective review examines records after discharge while concurrent review evaluates patients still undergoing care. Tools, training, the audit cycle, and uses of nursing audit are also outlined.
A comprehensive-study-of-biparjoy-cyclone-disaster-management-in-gujarat-a-ca...Samirsinh Parmar
Disaster management;
Cyclone Disaster Management;;
Biparjoy Cyclone Case Study;
Meteorological Observations;
Best practices in Disaster Management;
Synchronization of Agencies;
GSDMA in Cyclone disaster Management;
History of Cyclone in Arabian ocean;
Intensity of Cyclone in Gujarat;
Cyclone preparedness;
Miscellaneous observations - Biparjoy cyclone;
Role of social Media in Disaster Management;
Unique features of Biparjoy cyclone;
Role of IMD in Biparjoy Prediction;
Lessons Learned; Disaster Preparedness; published paper;
Case study; for disaster management agencies; for guideline to manage cyclone disaster; cyclone management; cyclone risks; rescue and rehabilitation for cyclone; timely evacuation during cyclone; port closure; tourism closure etc.
Small Business Management An Entrepreneur’s Guidebook 8th edition by Byrd tes...ssuserf63bd7
Small Business Management An Entrepreneur’s Guidebook 8th edition by Byrd test bank.docx
https://qidiantiku.com/test-bank-for-small-business-management-an-entrepreneurs-guidebook-8th-edition-by-mary-jane-byrd.shtml
Neal Elbaum Shares Top 5 Trends Shaping the Logistics Industry in 2024Neal Elbaum
In the ever-evolving world of logistics, staying ahead of the curve is crucial. Industry expert Neal Elbaum highlights the top five trends shaping the logistics industry in 2024, offering valuable insights into the future of supply chain management.
Maximize Your Efficiency with This Comprehensive Project Management Platform ...SOFTTECHHUB
In today's work environment, staying organized and productive can be a daunting challenge. With multiple tasks, projects, and tools to juggle, it's easy to feel overwhelmed and lose focus. Fortunately, liftOS offers a comprehensive solution to streamline your workflow and boost your productivity. This innovative platform brings together all your essential tools, files, and tasks into a single, centralized workspace, allowing you to work smarter and more efficiently.
Designing and Sustaining Large-Scale Value-Centered Agile Ecosystems (powered...Alexey Krivitsky
Is Agile dead? It depends on what you mean by 'Agile'. If you mean that the organizations are not getting the promised benefits because they were focusing too much on the team-level agile "ways of working" instead of systemic global improvements -- then we are in agreement. It is a misunderstanding of Agility that led us down a dead-end. At Org Topologies, we see bright sparks -- the signs of the 'second wave of Agile' as we call it. The emphasis is shifting towards both in-team and inter-team collaboration. Away from false dichotomies. Both: team autonomy and shared broad product ownership are required to sustain true result-oriented organizational agility. Org Topologies is a package offering a visual language plus thinking tools required to communicate org development direction and can be used to help design and then sustain org change aiming at higher organizational archetypes.
This presentation, "The Morale Killers: 9 Ways Managers Unintentionally Demotivate Employees (and How to Fix It)," is a deep dive into the critical factors that can negatively impact employee morale and engagement. Based on extensive research and real-world experiences, this presentation reveals the nine most common mistakes managers make, often without even realizing it.
The presentation begins by highlighting the alarming statistic that 70% of employees report feeling disengaged at work, underscoring the urgency of addressing this issue. It then delves into each of the nine "morale killers," providing clear explanations and illustrative examples.
1. Ignoring Achievements: The presentation emphasizes the importance of recognizing and rewarding employees' efforts, tailored to their individual preferences.
2. Bad Hiring/Promotions & Broken Promises: It reveals the detrimental effects of poor hiring and promotion decisions, along with the erosion of trust that results from broken promises.
3. Treating Everyone Equally & Tolerating Poor Performance: This section stresses the need for fair treatment while acknowledging that employees have different needs. It also emphasizes the importance of addressing poor performance promptly.
4. Stifling Growth & Lack of Interest: The presentation highlights the importance of providing opportunities for learning and growth, as well as showing genuine care for employees' well-being.
5. Unclear Communication & Micromanaging: It exposes the frustration and resentment caused by vague expectations and excessive control, advocating for clear communication and employee empowerment.
The presentation then shifts its focus to the power of recognition and empowerment, highlighting how a culture of appreciation can fuel engagement and motivation. It provides actionable takeaways for managers, emphasizing the need to stop demotivating behaviors and start actively fostering a positive workplace culture.
The presentation concludes with a strong call to action, encouraging viewers to explore the accompanying blog post, "9 Proven Ways to Crush Employee Morale (and How to Avoid Them)," for a more in-depth analysis and practical solutions.
m249-saw PMI To familiarize the soldier with the M249 Squad Automatic Weapon ...LinghuaKong2
M249 Saw marksman PMIThe Squad Automatic Weapon (SAW), or 5.56mm M249 is an individually portable, gas operated, magazine or disintegrating metallic link-belt fed, light machine gun with fixed headspace and quick change barrel feature. The M249 engages point targets out to 800 meters, firing the improved NATO standard 5.56mm cartridge.The SAW forms the basis of firepower for the fire team. The gunner has the option of using 30-round M16 magazines or linked ammunition from pre-loaded 200-round plastic magazines. The gunner's basic load is 600 rounds of linked ammunition.The SAW was developed through an initially Army-led research and development effort and eventually a Joint NDO program in the late 1970s/early 1980s to restore sustained and accurate automatic weapons fire to the fire team and squad. When actually fielded in the mid-1980s, the SAW was issued as a one-for-one replacement for the designated "automatic rifle" (M16A1) in the Fire Team. In this regard, the SAW filled the void created by the retirement of the Browning Automatic Rifle (BAR) during the 1950s because interim automatic weapons (e.g. M-14E2/M16A1) had failed as viable "base of fire" weapons.
Early in the SAW's fielding, the Army identified the need for a Product Improvement Program (PIP) to enhance the weapon. This effort resulted in a "PIP kit" which modifies the barrel, handguard, stock, pistol grip, buffer, and sights.
The M249 machine gun is an ideal complementary weapon system for the infantry squad platoon. It is light enough to be carried and operated by one man, and can be fired from the hip in an assault, even when loaded with a 200-round ammunition box. The barrel change facility ensures that it can continue to fire for long periods. The US Army has conducted strenuous trials on the M249 MG, showing that this weapon has a reliability factor that is well above that of most other small arms weapon systems. Today, the US Army and Marine Corps utilize the license-produced M249 SAW.
Many companies have perceived CRM that accompanied by numerous
uncoordinated initiatives as a technological solution for problems in
individual areas. However, CRM should be considered as a strategy when
a company decides to implement it due to its humanitarian, technological
and process-related effects (Mendoza et al., 2007, p. 913). CRM is
evolving today as it should be seen as a strategy for maintaining a longterm relationship with customers.
A CRM business strategy includes the internet with the marketing,
sales, operations, customer services, human resources, R&D, finance, and
information technology departments to achieve the company’s purpose and
maximize the profitability of customer interactions (Chen and Popovich,
2003, p. 673).
After Corona Virus Disease-2019/Covid-19 (Coronavirus) first
appeared in Wuhan, China towards the end of 2019, its effects began to
be felt clearly all over the world. If the Coronavirus crisis is not managed
properly in business-to-business (B2B) and business-to-consumer
(B2C) sectors, it can have serious negative consequences. In this crisis,
companies can typically face significant losses in their sales performance,
existing customers and customer satisfaction, interruptions in operations
and accordingly bankruptcy
From Concept to reality : Implementing Lean Managements DMAIC Methodology for...Rokibul Hasan
The Ready-Made Garments (RMG) industry in Bangladesh is a cornerstone of the economy, but increasing costs and stagnant productivity pose significant challenges to profitability. This study explores the implementation of Lean Management in the Sampling Section of RMG factories to enhance productivity. Drawing from a comprehensive literature review, theoretical framework, and action research methodology, the study identifies key areas for improvement and proposes solutions.
Through the DMAIC approach (Define, Measure, Analyze, Improve, Control), the research identifies low productivity as the primary problem in the Sampling Section, with a PPH (Productivity per head) of only 4.0. Using Lean Management techniques such as 5S, Standardized work, PDCA/Kaizen, KANBAN, and Quick Changeover, the study addresses issues such as pre and post Quick Changeover (QCO) time, improper line balancing, and sudden plan changes.
The research employs regression analysis to test hypotheses, revealing a significant correlation between reducing QCO time and increasing productivity. With a regression equation of Y = -0.000501X + 6.72 and an R-squared value of 0.98, the study demonstrates a strong relationship between the independent variables (QCO downtime and improper line balancing downtime) and the dependent variable (productivity per head).
The findings suggest that by implementing Lean Management practices and addressing key productivity inhibitors, RMG factories can achieve substantial improvements in efficiency and profitability. The study provides valuable insights for practitioners, policymakers, and researchers seeking to enhance productivity in the RMG industry and similar manufacturing sectors.
5. How to Register with CBAHI
• Open your web browser e.g. Internet Explorer
• Type www.cbahi.gov.sa in the address bar
• Choose "Health Care Facility" and click Login.
• You will be directed to other web page. Click on the icon "register to
become a CBAHI Accredited Healthcare Facility" and you will again be
directed to other web page.
• Start entering your hospital information.
• After completing all required information, you are required to:
• Type the security numbers as they appear on the left bottom of the
page.
• A message about completion of registration will be displayed
specifying the Username and Password.
• Use the specified Username and Password to access the CBAHI
portal
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6.
7.
8. How to Register with CBAHI
• Open your web browser e.g. Internet Explorer
• Type www.cbahi.gov.sa in the address bar
• Choose "Health Care Facility" and click Login.
• You will be directed to other web page. Click on the icon "register to
become a CBAHI Accredited Healthcare Facility" and you will again be
directed to other web page.
• Start entering your hospital information.
• After completing all required information, you are required to:
• Type the security numbers as they appear on the left bottom of the
page.
• A message about completion of registration will be displayed
specifying the Username and Password.
• Use the specified Username and Password to access the CBAHI
portal
Page 3
10. • Each sub-standard has equal weight and is scored on a three
point scale as follows:
0 = < 50% Compliance
1 = >= 50% - < 80% Compliance
2 = >= 80% Compliance
N/A = Not Applicable
• The overall score of the hospital is automatically calculated by
the software application using the average (arithmetic mean)
score of all applicable sub-standards, i.e. as the sum of all values
divided by the number of values added.
• 3,588 scorable sub-standards.
• There is no chapter score
10
Scoring Guidelines
11. Scoring Guidelines
Special scoring considerations
• All ESRs should be in full compliance. If more than 25% of ESRs are
partially or not met, the hospital will get Conditional Accreditation.
The hospital is required then to develop a “Standards Compliance
Progress Report”, followed by a “follow up Focused Survey” if
required before changing the accreditation status.
• Criticality of a non-compliant standard.
o Criticality has several levels, the most serious of which is when the
surveyor notices an immediate threat to safety or quality of care.
Such as: Healthcare provider is entering an isolation room without
proper Personal Protective Equipment (PPE).
o The criticality of non-compliant standards affects the accreditation
decision.
13. Responsibilities of Participating Hospitals
Survey Visit Coordinator
• The survey visit coordinator designated by the hospital will
serve as the liaison with the Healthcare Accreditation
Department (HAD) and the survey team leader about the
survey visit arrangements.
Survey Team Biographies
• A list of survey team members, with their biographies, will
be sent to the hospital prior to the survey visit.
• The hospital should contact the Healthcare Accreditation
Department promptly if any surveyor is deemed to be
inappropriate due to conflict of interest or other valid
reasons.
• Note: CBAHI cannot honor requests for specific surveyors for
the purpose of objectivity.
• Page 6
14. Responsibilities of participating hospitals
Travel Arrangements
• The hotel and flight reservations will be arranged by CBAHI.
A list of assigned surveyors together with their flights’ details
and mobile numbers will be sent to the hospital’s survey
coordinator prior to the survey.
• The hospital should arrange ground transportation from the
airport to the hotel.
• The hospital should decide how to transport the team
members each day between their hotel and the hospital and
to any remote sites they will visit as part of the survey.
• Additionally, the hospital should arrange transportation
from the hotel to the airport according to the departure time
of surveyors
Gifts to Survey Team Members
15. Responsibilities of participating hospitals
Survey Logistics
• Hospitals should provide appropriate logistics that include the
following:
• A workroom that is large enough for the survey team members
to review documents and leave computers and binders. The
workroom needs to be furnished with a desk or table, access to
electrical outlets, and internet access, if available.
• Workrooms for group meetings and interviews with staff as
specified in the survey agenda.
• Assigning a counterpart for each surveyor who is a responsible
person for the same specialty during the survey.
Survey Observers
• One or more observers or mentors may join the CBAHI survey
team as part of the surveyors’ training process.
• Observers and mentors from CBAHI side will be included in the
list of the surveyors sent by hospital accreditation department
prior to the survey.
18. Pre-survey Activities
Enrollment for Survey
• The accreditation process begins with selection of the hospitals to be
surveyed.
• Each year, CBAHI selects the hospitals to be enrolled in the
accreditation program.
• CBAHI sends a letter of enrollment to the selected hospitals to start
their application process.
Application for Survey
• After completion of the enrollment process, hospitals selected for
the accreditation process must complete an applicationform
(demographic questionnaire) available on the CBAHI website which
include:
o Hospital Information
o Leadership Contacts
o In-patient Units
o Specialty Units
o Out-patient services
o Top 5 diagnosis Page 7
o Site demographics
19. Pre-survey activities
Update of Application Information
• If a hospital experiences significant changes after it submits
its application, the changes must be made in the application
form within five (5) business days of this change.
• The requirement of updating the application information
includes updates of the main contact persons of the hospital
to ensure an ongoing communication channel
Update for Reaccreditation Survey
• The update for a re-accreditation survey should be
completed by accredited hospitals. This update for re-survey
must be completed and submitted to CBAHI twelve (12)
weeks prior to the accreditation expiration.
22. Resources to Assist Hospitals
• Self-Assessment Tool (SAT)
• Critical and integral part of CBAHI accreditation process
• Valuable information for improvement
• Hospital Orientation Program (HOP)
• Standard introduction and implementation
• Accreditation policies
• Survey process preparation
• Mock Survey
• Recommended but not mandatory
• Consultative Visit
• Upon request
• Optional
• One or more selected area(s)
• Requests for Interpretation of Accreditation Standards and
Policies
• CBAHI website “contact us”
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25. Survey Team Composition
• The survey team size and composition is based on a careful
review of:
Size of the facility to be surveyed, based on average daily
census.
Complexity of services offered, including surgical and
anesthesia services.
Whether the facility has special care units or off-site
clinics or locations.
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26. Survey Team Composition
• A typical full survey of a hospital, the survey team would
include seven (7) surveyors who will be at the facility for three
(3) or more days:
• Main (Core) Team
• Leadership & Quality Management Surveyor
• Medical Surveyor
• Nursing Surveyor
• Specialty Team
• Medication Management Surveyor
• Infection Control Surveyor
• Laboratory Surveyor
• Facility Management and Safety Surveyor
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28. Off-Site Survey Activities
• The hospital scheduled for the onsite survey shall send a list of the
off-site required documents, for the off-site review by the
surveyors at least two (2) weeks prior to the date of the onsite
survey.
• The list shall be communicated, as a signed and scanned PDF
document, with the scheduling coordinator in the HAD
department.
• Sample of off-site documents:
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29. Role of the Visit Team Leader:
• Review the uploaded hospital demographic data.
• Review hospital website (if any) for any additional
information related to the survey.
• Deal with any conflicts arising between surveyors and/or
with the hospital.
• Communicate with hospital visit coordinator the required
medical records to be selected.
• Communicate with hospital visit coordinator to ensure that
the requested personnel files ready prior to the personnel
files review session.
• Coordinate and arrange a new session “if needed”.
30. On-Site Survey Activities
• The survey visit will last for 3 days.
• The survey commences with:
- Opening conference
- Closed document session.
- Facility tour
- Observation/staff interview
- Open medical record
- Closed medical record
- Personnel files
- Multiple committees meetings:
Quality management
Environmental safety
P&T committee
Medical executive
Executive leadership
Infection control
Contract review committee
32. On-Site Survey Activities
Surveyor Planning Session P.16
• Only surveyors attend this session
Opening Conference P.17
• Greeting on behalf of the team members & CBAHI.
• Introduction of survey team members.
• Call hospital leader to start the hospital presentation. The
hospital leadership shall introduce:
o The hospital structure
oThe hospital scope of services
o Highlight the hospital improvement initiatives.
o The surveyors' counterpart to facilitate the smooth flow of
the survey process.
35. On-Site Survey Activities
Surveyors Business Lunch
Only surveyors attend this meeting
Surveyors End of the Day Meeting
Only surveyors attend this meeting.
Surveyors Debriefing
oThe surveyors present their findings to their counterparts for
discussion and clarification.
oThis allows for direct face-to-face interaction with the
surveyors.
oAllows the hospital to clarify or explain possible discrepancies
or compliance issues.
36. On-Site Survey Activities
Medical Record Review (Closed and open)
• Surveyors will use both closed and open medical
records.
• While closed records determine the past practice and
the frequency of a deficient practice, open records
reflect services provided at the time of the survey.
Annex C
38. On-Site Survey Activities
Personnel Files Review
• Hospitals are required to have the requested personnel files
ready prior to the personnel files review session.
• The surveyors will provide the hospital with the randomly
selected personnel files list required to be reviewed during
the session
• Hospitals are encouraged to present the needed
documentation in one location to ensure comprehensiveness
of personnel data and the employment history in the hospital
40. On-Site Survey Activities
Facility Tour and Unit Visits
• Hospitals should assign a counterpart for each surveyor to guide the
surveyor to the various survey sites.
• At all times during the unit visits, the surveyors gather information
with minimal disruption of the daily activities of the hospital being
surveyed.
• During this activity, the surveyor moves through the hospital and
visits all areas of the hospital that affect the delivery of care and
services.
• The hospital staff are interviewed, facilities are observed, and
records are checked to ensure compliance with certain standards’
requirements. This activity also includes a facility tour conducted for
review of infection control and facility management and safety
standards.
43. On-Site Survey Activities
Report Preparation session
• Only surveyors attend this session.
• To provide the hospital with the possible challenges and areas for
improvement.
• Provide the hospital with the list of non-compliant “ESR’s” that need
immediate leadership attention.
Closing Conference
• At the conclusion of the on-site survey, after collection of final data, the
surveyors hold a closing conference at which they present key findings
and the hospital’s areas for improvement.
• Exit report will be provided to the hospital director including the draft of
major findings in ESRs and other standards in all specialties
Note: As the surveyors are “fact finders” for the CBAHI, they do not render
the final accreditation decision, but instead they report findings to the
CBAHI. Therefore, during the exit conference, the surveyors will not state
whether the hospital will be awarded an accreditation.
P.40
45. Post Survey Activities
Survey Report
• Within 30 days
• Cover letter, detailed sub-standards by chapter, ESRs, Executive summary.
• Accreditation is valid for 3 years.
Accreditation Maintenance
• Maintain compliance for the entire accreditation duration
• Right of CBAHI to review hospital compliance
• Mid-term self assessment.
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46. Post Survey Activities
Self-assessment Tool (SAT)
• To assist hospitals measure their compliance with CBAHI standards,
maintain a status of accreditation readiness and oversees the quality and
safety of patient care.
• It is intended for use by the hospital leadership, planners, hospital
committees’ team members.
• The tool is expected to provide hospitals with means of evaluating their
plans, policies, procedures and capabilities against current CBAHI standards
• Identify its own strengths and areas for improvement
• Understand more clearly the issues that are of interest to CBAHI
• Export the data for analysis and evaluation by CBAHI
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47. Post Survey Activities
Self-assessment tool (SAT)
• Initial (prior to initial survey)
• At the middle of accreditation cycle (18-month)
• CBAHI reminder at 15-month
• Submit SAT with action plans for non-satisfactory compliances, date,
responsible staff, and measures to ensure sustainability.
• 0 = insufficient compliance,
• 1 = partial compliance, and
• 2 = satisfactory compliance
• “NA” = Not Applicable
• How to access SAT (next presentation)
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48. Post Survey Activities
Survey Feedback
• CBAHI wish to evaluate and improve its performance.
• Hospital feedback.
• Ensure the continuing growth and improvement of CBAHI’s
accreditation program.
• Email reminder
• Feedback:
CBAHI standards,
Survey process
Surveyors performance.
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