NABH 5th edition hospital std april 2020anjalatchi
A. National Accreditation Board for Hospitals & Healthcare Providers (NABH) is a constituent board of Quality Council of India (QCI), set up to establish and operate accreditation programme for healthcare organizations.
Improving Surgical Safety and Patient OutcomesC Daniel Smith
Keynote talk delivered at New Jersey Hospital Association Seminary on Improving Surgical Safety & Patient Outcomes held on September 25, 2013 at their Conference Center in Princeton New Jersey. Over physicians, administrators, nurses and perioperative services providers in attendance.
NABH 5th edition hospital std april 2020anjalatchi
A. National Accreditation Board for Hospitals & Healthcare Providers (NABH) is a constituent board of Quality Council of India (QCI), set up to establish and operate accreditation programme for healthcare organizations.
Improving Surgical Safety and Patient OutcomesC Daniel Smith
Keynote talk delivered at New Jersey Hospital Association Seminary on Improving Surgical Safety & Patient Outcomes held on September 25, 2013 at their Conference Center in Princeton New Jersey. Over physicians, administrators, nurses and perioperative services providers in attendance.
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.
Patient safety goals effective january 1, 2016Hisham Aldabagh
Includes the patient safety goals which must be achieved during the year 2016, focusing on patient identification, proper patient medication, protection patient against infection, and strict per operative patient safety procedures
An Introduction Patient Reported Outcome Measures (PROMS)Keith Meadows
An introduction to the key concepts of patient Reported Outcome Measures, including reliability and validity, generic versus disease specific,selection criteria and their adaptation for different cultural groups.
There are several main dimensions most frequently used to measure hospitals performance via clinical efficiency ( Clinical quality , evidence -based practices , health improvement and outcomes for individual and patients)
Importance of Measuring Patient SatisfactionZonkaFeedback
Patient Satisfaction is an important metric to measure overall healthcare quality. With the help of Patient Satisfaction Surveys, constant measuring of Patient Satisfaction and improving Patient Experience can be achieved. It is a valuable tool to capture Patient Feedback without much effort.
https://www.zonkafeedback.com/blog/importance-of-measuring-patient-satisfaction
This presentation has the measures to be taken for the safety of patients. It covers the 6 goals
Goal 1: Identify patients correctly
Goal 2: Improve effective communication
Goal 3: Improve the safety of high-alert medications
Goal 4: Ensure safe surgery
Goal 5: Reduce the risk of health care-associated infections
Goal 6: Reduce the risk of patient harm resulting from falls
Running Head INTEGRATED QUALITY AND RISK MANAGEMENT PLAN 1 .docxwlynn1
Running Head: INTEGRATED QUALITY AND RISK MANAGEMENT PLAN 1
INTEGRATED QUALITY AND RISK MANAGEMENT PLAN 30
MPM357 Project Performance and Quality Assurance
Quality Dimensions
Charles Williams
3/4/2019
Table of Contents
Project outline 4
Purpose of the project 4
Structure of the project 4
Goals and objectives of the project 6
Project deliverables 7
Report about patient’s response 7
Organizational Readiness for Quality Management 7
Organizational quality management program readiness 7
Quality management project readiness 7
Quality Systems Analysis 8
Current Quality system 8
Organizational readiness to incorporate IQRMP 8
Pros and Cons of ISO 9000 8
Pros and cons of Six Sigma 10
Pros and cons of Capability Maturity Model Integration 10
The combination most appropriate for this project 11
Quality dimension and criteria 12
Quality Process Improvement Tools and Techniques 17
Quality Performance Monitoring and Control 23
Management's Role in Quality Management 28
Quality Performance Communication Plan 29
References 30
Project outlinePurpose of the project
The goal of this plan is to establish a coordinated approach that will address the superiority assessment and course enhancement within the Patient Care Section of the Bureau of HIV/AIDS, North Carolina Department of Health. The Patient Care Section is dedicated to ensuring the highest quality of HIV medical care and support services provided to HIV/AIDS clients throughout the state of North Carolina.Structure of the project
Framework: Ryan Act 200 demands that all Ryan White agendas need to create a quality management program. This program will, therefore, support providers in ensuring that supportive services give access and adherence, ensuring adherence to PHS guidelines and lastly ensure that clinical, demographic and consumption information is accessible when monitoring and evaluation of the native endemic are needed.
Legislative requirements of this project are categorized into six themes.
i. Enhanced access
ii. Eminence management
iii. Aptitude improvement
iv. Embattled resources
v. Synchronization and associations
vi. Contribution and collaboration of other agencies.
The state of North Carolina in conjunction with the unit of health has embraced the sterling criteria of organizational brilliance. This criterion was founded on a set of interrelated core values, behaviors and beliefs that are present in accomplishment organizations. The basic framework of quality assurance is based on the Sterling criteria because this criterion is a foundation for integrity key business requirement in a result-oriented context (Kerzner, 2018).
The senior management team in the patients care section is responsible for planning, directing and coordinating health services related to the States HIV programs. The leadership of this team approves and reviews the activities of the plan when they carry out their activities. A committee has been established to evaluate the plan's objectiv.
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.
Patient safety goals effective january 1, 2016Hisham Aldabagh
Includes the patient safety goals which must be achieved during the year 2016, focusing on patient identification, proper patient medication, protection patient against infection, and strict per operative patient safety procedures
An Introduction Patient Reported Outcome Measures (PROMS)Keith Meadows
An introduction to the key concepts of patient Reported Outcome Measures, including reliability and validity, generic versus disease specific,selection criteria and their adaptation for different cultural groups.
There are several main dimensions most frequently used to measure hospitals performance via clinical efficiency ( Clinical quality , evidence -based practices , health improvement and outcomes for individual and patients)
Importance of Measuring Patient SatisfactionZonkaFeedback
Patient Satisfaction is an important metric to measure overall healthcare quality. With the help of Patient Satisfaction Surveys, constant measuring of Patient Satisfaction and improving Patient Experience can be achieved. It is a valuable tool to capture Patient Feedback without much effort.
https://www.zonkafeedback.com/blog/importance-of-measuring-patient-satisfaction
This presentation has the measures to be taken for the safety of patients. It covers the 6 goals
Goal 1: Identify patients correctly
Goal 2: Improve effective communication
Goal 3: Improve the safety of high-alert medications
Goal 4: Ensure safe surgery
Goal 5: Reduce the risk of health care-associated infections
Goal 6: Reduce the risk of patient harm resulting from falls
Running Head INTEGRATED QUALITY AND RISK MANAGEMENT PLAN 1 .docxwlynn1
Running Head: INTEGRATED QUALITY AND RISK MANAGEMENT PLAN 1
INTEGRATED QUALITY AND RISK MANAGEMENT PLAN 30
MPM357 Project Performance and Quality Assurance
Quality Dimensions
Charles Williams
3/4/2019
Table of Contents
Project outline 4
Purpose of the project 4
Structure of the project 4
Goals and objectives of the project 6
Project deliverables 7
Report about patient’s response 7
Organizational Readiness for Quality Management 7
Organizational quality management program readiness 7
Quality management project readiness 7
Quality Systems Analysis 8
Current Quality system 8
Organizational readiness to incorporate IQRMP 8
Pros and Cons of ISO 9000 8
Pros and cons of Six Sigma 10
Pros and cons of Capability Maturity Model Integration 10
The combination most appropriate for this project 11
Quality dimension and criteria 12
Quality Process Improvement Tools and Techniques 17
Quality Performance Monitoring and Control 23
Management's Role in Quality Management 28
Quality Performance Communication Plan 29
References 30
Project outlinePurpose of the project
The goal of this plan is to establish a coordinated approach that will address the superiority assessment and course enhancement within the Patient Care Section of the Bureau of HIV/AIDS, North Carolina Department of Health. The Patient Care Section is dedicated to ensuring the highest quality of HIV medical care and support services provided to HIV/AIDS clients throughout the state of North Carolina.Structure of the project
Framework: Ryan Act 200 demands that all Ryan White agendas need to create a quality management program. This program will, therefore, support providers in ensuring that supportive services give access and adherence, ensuring adherence to PHS guidelines and lastly ensure that clinical, demographic and consumption information is accessible when monitoring and evaluation of the native endemic are needed.
Legislative requirements of this project are categorized into six themes.
i. Enhanced access
ii. Eminence management
iii. Aptitude improvement
iv. Embattled resources
v. Synchronization and associations
vi. Contribution and collaboration of other agencies.
The state of North Carolina in conjunction with the unit of health has embraced the sterling criteria of organizational brilliance. This criterion was founded on a set of interrelated core values, behaviors and beliefs that are present in accomplishment organizations. The basic framework of quality assurance is based on the Sterling criteria because this criterion is a foundation for integrity key business requirement in a result-oriented context (Kerzner, 2018).
The senior management team in the patients care section is responsible for planning, directing and coordinating health services related to the States HIV programs. The leadership of this team approves and reviews the activities of the plan when they carry out their activities. A committee has been established to evaluate the plan's objectiv.
Clinical Assignment Quality Improvement Final Project GoalWilheminaRossi174
Clinical Assignment: Quality Improvement Final Project
Goal:
· Combine your Quality Improvement Project Part 1 through Part 3 and finalize the Quality Improvement Project.
· Compose a conclusion for your Quality Improvement Project.
Content Requirements:
1. A description of the clinical issue to be addressed in the project.
2. An assessment of clinical issue that is the focus of the quality improvement project.
3. A SWOT (strengths, weaknesses, opportunities, threats) analysis for the project. Analysis of the strengths, weaknesses, opportunities, and threats related to the quality improvement process.
4. An outline of the action plan for the project.
5. Discuss stakeholders and decision makers who need to be involved in the quality improvement project.
6. Discuss resources including budget, personnel and time needed for the quality improvement project.
7. Discuss potential strategies for implementation and evaluation.
8. Conclusion
Submission Instructions:
· Refine your Quality Improvement Project Part 1, Part 2, and Part 3 based on your instructor's feedback.
· The paper is to be clear and concise, and students will lose points for improper grammar, punctuation and misspelling.
· The final project is to be 8 - 12 pages in length and formatted per current APA, excluding the title, abstract and references page.
· Incorporate a minimum of 12 current (published within the last five years) scholarly journal articles or primary legal sources (statutes, court opinions) within your work.
· Journal articles and books should be referenced according to the current APA style (the library has a copy of the APA Manual).
Running Head: QUALITY IMPROVEMENT PROJECT 3
QUALITY IMPROVEMENT PROJECT
Part 3
June 20, 2021
Quality Improvement Project
Action Plan
Outline
-Defining the scope of the recruitment work plan, nursing residency enhancement, and career development projects.
-Allocation of responsibilities to stakeholders of the project departments.
-Estimate and create workable timelines and activities for each team.
-Note down the budget for the project.
The project involves an action plan to ensure quality improvement in the nursing profession. It is based on the fact that there is a significant shortage of nursing practitioners, which directly affects their quality of service. The action plan itself involves defining the nature of the recruitment work plan, which will be in connection to the newly graduated nurses with no experience and using their feedback on the job to determine if they will retain them. The work plan will involve questionnaire interviews, group sessions, and one-on-one interviews about the state of the job as the nurse continues.
The action plan will also include research on the state of nursing residency facilities at different medical institutions and later crafting proposals to the medical center and the government department involved in their nursing residency facilities with recommendations. Th ...
The clinicalaudit.ie website is dedicated to improving patient care standards by providing information for anyone interested in clinical audit. Please download a copy of this PDF for offline viewing.
Quality plans are used by healthcare facilities to provide framework.docxhildredzr1di
Quality plans are used by healthcare facilities to provide frameworks for collaboratively planned, systematic, and organization-wide approaches to improvement. These quality plans are always kept on-site, updated yearly, and reviewed by surveyors and accreditors. For your final project, you will develop a healthcare organization quality plan. This will assist you in synthesizing your prior knowledge of performance improvement. This will also help you to see how quality performance encompasses all stakeholders and departments in the healthcare organization. This assessment addresses the following course outcomes: Incorporate regulatory requirements and accreditation standards into quality planning Evaluate appropriate methods of healthcare data collection, interpretation, and presentation for informing decision making Prioritize performance improvement initiatives and data collection needs in healthcare organizations through evaluation of organizational quality programs Synthesize changes in healthcare reimbursement for their influences on the healthcare organization’s ability to provide quality and safe patient care Evaluate requirements of current quality and safety initiatives for how they influence delivery of ethical care in healthcare organizations Assess leadership strategies that promote interdisciplinary collaborative care within healthcare organizations Prompt In this assignment, you will be developing a quality plan—also known as a performance improvement plan—for a healthcare organization. This plan may be developed for an acute care facility, a day surgery facility, an ambulatory care organization, a clinic setting, a long-term care facility, or some other type of healthcare organization with which you may be familiar, given your own professional healthcare work experience. In addressing the critical elements for this assignment, all APA formatting and citation requirements apply. Furthermore, as this is a scholarly initiative, you must use peer-reviewed or evidence-based sources for this assignment. Data may be derived from public healthcare databases, or you may use data from your own healthcare organization. Specifically, the following critical elements must be addressed: I. Quality Statement A. Craft your healthcare organization’s quality philosophy by discussing the National Quality Strategy priorities and their application to the overall organizational quality plan. B. Analyze how this healthcare organization’s mission is correlated with its quality philosophy. C. Assess the role of quality within value-based reimbursement in this particular healthcare organization. D. How is leadership involved in the dissemination and application of quality data at this healthcare organization? II. Quality Infrastructure A. Provide brief details about the organization’s information management system, including what type of system is used and patient records management. B. What phases of meaningful use have been implemented to d.
A hospital organization with multiple locations and departments is a dynamic organization, which has to deal with a large number of
internal and external factors. For the purpose of providing good quality and an effective and efficient patient care, tailored to the
actual needs of patients, the focus must be on continuous quality improvement. Therefore, a smart and transparent quality management system for employees and stakeholders is necessary, which is widely accepted in the organization.
To realize structure, coherence and easy accessibility of information about ambitions, results, developments and regulations, the Northwest Clinics (The Netherlands) implemented an integrated quality management system, called Northwest How we Work, including The House with Achievement books and the Improve 2.0 App.
The House with Achievement books is an instrument for employees, staff and managers to document all agreements that are essential for optimal patient care and management. The House demonstrates what you do and the Achievement books how you do in your department. In addition, the Improve 2.0 App with a digital tracking system to register points for improvement has been implemented to achieve structure, transparency and coherence in the multiple lists with action points.
Employees participate in quality groups to understand the necessity and usefulness of an integrated quality management system, to realize acceptance and to contribute to an environment of continuous improvement.
As Operational Site Visits (OSVs) resume virtually, it is important for Community Health Centers to maintain continuous compliance. Compliatric is excited to continue their “Compliance Webinar Series” where each month, program requirements are reviewed to assist health centers in understanding various elements. Participants will be able to utilize these webinars to increase their knowledge of the requirements, and also take compliance to the next level.
Global launch of the Healthy Ageing and Prevention Index 2nd wave – alongside...ILC- UK
The Healthy Ageing and Prevention Index is an online tool created by ILC that ranks countries on six metrics including, life span, health span, work span, income, environmental performance, and happiness. The Index helps us understand how well countries have adapted to longevity and inform decision makers on what must be done to maximise the economic benefits that comes with living well for longer.
Alongside the 77th World Health Assembly in Geneva on 28 May 2024, we launched the second version of our Index, allowing us to track progress and give new insights into what needs to be done to keep populations healthier for longer.
The speakers included:
Professor Orazio Schillaci, Minister of Health, Italy
Dr Hans Groth, Chairman of the Board, World Demographic & Ageing Forum
Professor Ilona Kickbusch, Founder and Chair, Global Health Centre, Geneva Graduate Institute and co-chair, World Health Summit Council
Dr Natasha Azzopardi Muscat, Director, Country Health Policies and Systems Division, World Health Organisation EURO
Dr Marta Lomazzi, Executive Manager, World Federation of Public Health Associations
Dr Shyam Bishen, Head, Centre for Health and Healthcare and Member of the Executive Committee, World Economic Forum
Dr Karin Tegmark Wisell, Director General, Public Health Agency of Sweden
Antibiotic Stewardship by Anushri Srivastava.pptxAnushriSrivastav
Stewardship is the act of taking good care of something.
Antimicrobial stewardship is a coordinated program that promotes the appropriate use of antimicrobials (including antibiotics), improves patient outcomes, reduces microbial resistance, and decreases the spread of infections caused by multidrug-resistant organisms.
WHO launched the Global Antimicrobial Resistance and Use Surveillance System (GLASS) in 2015 to fill knowledge gaps and inform strategies at all levels.
ACCORDING TO apic.org,
Antimicrobial stewardship is a coordinated program that promotes the appropriate use of antimicrobials (including antibiotics), improves patient outcomes, reduces microbial resistance, and decreases the spread of infections caused by multidrug-resistant organisms.
ACCORDING TO pewtrusts.org,
Antibiotic stewardship refers to efforts in doctors’ offices, hospitals, long term care facilities, and other health care settings to ensure that antibiotics are used only when necessary and appropriate
According to WHO,
Antimicrobial stewardship is a systematic approach to educate and support health care professionals to follow evidence-based guidelines for prescribing and administering antimicrobials
In 1996, John McGowan and Dale Gerding first applied the term antimicrobial stewardship, where they suggested a causal association between antimicrobial agent use and resistance. They also focused on the urgency of large-scale controlled trials of antimicrobial-use regulation employing sophisticated epidemiologic methods, molecular typing, and precise resistance mechanism analysis.
Antimicrobial Stewardship(AMS) refers to the optimal selection, dosing, and duration of antimicrobial treatment resulting in the best clinical outcome with minimal side effects to the patients and minimal impact on subsequent resistance.
According to the 2019 report, in the US, more than 2.8 million antibiotic-resistant infections occur each year, and more than 35000 people die. In addition to this, it also mentioned that 223,900 cases of Clostridoides difficile occurred in 2017, of which 12800 people died. The report did not include viruses or parasites
VISION
Being proactive
Supporting optimal animal and human health
Exploring ways to reduce overall use of antimicrobials
Using the drugs that prevent and treat disease by killing microscopic organisms in a responsible way
GOAL
to prevent the generation and spread of antimicrobial resistance (AMR). Doing so will preserve the effectiveness of these drugs in animals and humans for years to come.
being to preserve human and animal health and the effectiveness of antimicrobial medications.
to implement a multidisciplinary approach in assembling a stewardship team to include an infectious disease physician, a clinical pharmacist with infectious diseases training, infection preventionist, and a close collaboration with the staff in the clinical microbiology laboratory
to prevent antimicrobial overuse, misuse and abuse.
to minimize the developme
The Importance of Community Nursing Care.pdfAD Healthcare
NDIS and Community 24/7 Nursing Care is a specific type of support that may be provided under the NDIS for individuals with complex medical needs who require ongoing nursing care in a community setting, such as their home or a supported accommodation facility.
Telehealth Psychology Building Trust with Clients.pptxThe Harvest Clinic
Telehealth psychology is a digital approach that offers psychological services and mental health care to clients remotely, using technologies like video conferencing, phone calls, text messaging, and mobile apps for communication.
How many patients does case series should have In comparison to case reports.pdfpubrica101
Pubrica’s team of researchers and writers create scientific and medical research articles, which may be important resources for authors and practitioners. Pubrica medical writers assist you in creating and revising the introduction by alerting the reader to gaps in the chosen study subject. Our professionals understand the order in which the hypothesis topic is followed by the broad subject, the issue, and the backdrop.
https://pubrica.com/academy/case-study-or-series/how-many-patients-does-case-series-should-have-in-comparison-to-case-reports/
The dimensions of healthcare quality refer to various attributes or aspects that define the standard of healthcare services. These dimensions are used to evaluate, measure, and improve the quality of care provided to patients. A comprehensive understanding of these dimensions ensures that healthcare systems can address various aspects of patient care effectively and holistically. Dimensions of Healthcare Quality and Performance of care include the following; Appropriateness, Availability, Competence, Continuity, Effectiveness, Efficiency, Efficacy, Prevention, Respect and Care, Safety as well as Timeliness.
Medical Technology Tackles New Health Care Demand - Research Report - March 2...pchutichetpong
M Capital Group (“MCG”) predicts that with, against, despite, and even without the global pandemic, the medical technology (MedTech) industry shows signs of continuous healthy growth, driven by smaller, faster, and cheaper devices, growing demand for home-based applications, technological innovation, strategic acquisitions, investments, and SPAC listings. MCG predicts that this should reflects itself in annual growth of over 6%, well beyond 2028.
According to Chris Mouchabhani, Managing Partner at M Capital Group, “Despite all economic scenarios that one may consider, beyond overall economic shocks, medical technology should remain one of the most promising and robust sectors over the short to medium term and well beyond 2028.”
There is a movement towards home-based care for the elderly, next generation scanning and MRI devices, wearable technology, artificial intelligence incorporation, and online connectivity. Experts also see a focus on predictive, preventive, personalized, participatory, and precision medicine, with rising levels of integration of home care and technological innovation.
The average cost of treatment has been rising across the board, creating additional financial burdens to governments, healthcare providers and insurance companies. According to MCG, cost-per-inpatient-stay in the United States alone rose on average annually by over 13% between 2014 to 2021, leading MedTech to focus research efforts on optimized medical equipment at lower price points, whilst emphasizing portability and ease of use. Namely, 46% of the 1,008 medical technology companies in the 2021 MedTech Innovator (“MTI”) database are focusing on prevention, wellness, detection, or diagnosis, signaling a clear push for preventive care to also tackle costs.
In addition, there has also been a lasting impact on consumer and medical demand for home care, supported by the pandemic. Lockdowns, closure of care facilities, and healthcare systems subjected to capacity pressure, accelerated demand away from traditional inpatient care. Now, outpatient care solutions are driving industry production, with nearly 70% of recent diagnostics start-up companies producing products in areas such as ambulatory clinics, at-home care, and self-administered diagnostics.
CRISPR-Cas9, a revolutionary gene-editing tool, holds immense potential to reshape medicine, agriculture, and our understanding of life. But like any powerful tool, it comes with ethical considerations.
Unveiling CRISPR: This naturally occurring bacterial defense system (crRNA & Cas9 protein) fights viruses. Scientists repurposed it for precise gene editing (correction, deletion, insertion) by targeting specific DNA sequences.
The Promise: CRISPR offers exciting possibilities:
Gene Therapy: Correcting genetic diseases like cystic fibrosis.
Agriculture: Engineering crops resistant to pests and harsh environments.
Research: Studying gene function to unlock new knowledge.
The Peril: Ethical concerns demand attention:
Off-target Effects: Unintended DNA edits can have unforeseen consequences.
Eugenics: Misusing CRISPR for designer babies raises social and ethical questions.
Equity: High costs could limit access to this potentially life-saving technology.
The Path Forward: Responsible development is crucial:
International Collaboration: Clear guidelines are needed for research and human trials.
Public Education: Open discussions ensure informed decisions about CRISPR.
Prioritize Safety and Ethics: Safety and ethical principles must be paramount.
CRISPR offers a powerful tool for a better future, but responsible development and addressing ethical concerns are essential. By prioritizing safety, fostering open dialogue, and ensuring equitable access, we can harness CRISPR's power for the benefit of all. (2998 characters)
Explore our infographic on 'Essential Metrics for Palliative Care Management' which highlights key performance indicators crucial for enhancing the quality and efficiency of palliative care services.
This visual guide breaks down important metrics across four categories: Patient-Centered Metrics, Care Efficiency Metrics, Quality of Life Metrics, and Staff Metrics. Each section is designed to help healthcare professionals monitor and improve care delivery for patients facing serious illnesses. Understand how to implement these metrics in your palliative care practices for better outcomes and higher satisfaction levels.
Leading the Way in Nephrology: Dr. David Greene's Work with Stem Cells for Ki...Dr. David Greene Arizona
As we watch Dr. Greene's continued efforts and research in Arizona, it's clear that stem cell therapy holds a promising key to unlocking new doors in the treatment of kidney disease. With each study and trial, we step closer to a world where kidney disease is no longer a life sentence but a treatable condition, thanks to pioneers like Dr. David Greene.
R3 Stem Cells and Kidney Repair A New Horizon in Nephrology.pptxR3 Stem Cell
R3 Stem Cells and Kidney Repair: A New Horizon in Nephrology" explores groundbreaking advancements in the use of R3 stem cells for kidney disease treatment. This insightful piece delves into the potential of these cells to regenerate damaged kidney tissue, offering new hope for patients and reshaping the future of nephrology.
Empowering ACOs: Leveraging Quality Management Tools for MIPS and BeyondHealth Catalyst
Join us as we delve into the crucial realm of quality reporting for MSSP (Medicare Shared Savings Program) Accountable Care Organizations (ACOs).
In this session, we will explore how a robust quality management solution can empower your organization to meet regulatory requirements and improve processes for MIPS reporting and internal quality programs. Learn how our MeasureAble application enables compliance and fosters continuous improvement.
India Clinical Trials Market: Industry Size and Growth Trends [2030] Analyzed...Kumar Satyam
According to TechSci Research report, "India Clinical Trials Market- By Region, Competition, Forecast & Opportunities, 2030F," the India Clinical Trials Market was valued at USD 2.05 billion in 2024 and is projected to grow at a compound annual growth rate (CAGR) of 8.64% through 2030. The market is driven by a variety of factors, making India an attractive destination for pharmaceutical companies and researchers. India's vast and diverse patient population, cost-effective operational environment, and a large pool of skilled medical professionals contribute significantly to the market's growth. Additionally, increasing government support in streamlining regulations and the growing prevalence of lifestyle diseases further propel the clinical trials market.
Growing Prevalence of Lifestyle Diseases
The rising incidence of lifestyle diseases such as diabetes, cardiovascular diseases, and cancer is a major trend driving the clinical trials market in India. These conditions necessitate the development and testing of new treatment methods, creating a robust demand for clinical trials. The increasing burden of these diseases highlights the need for innovative therapies and underscores the importance of India as a key player in global clinical research.
1. Clinical Audit Policy & Strategy
Source: Clinical Audit RMS
Issue date:
Status:
Review : March 2020
Page 1 of 13
Response Med Policy and Procedure
Clinical Audit Policy & Strategy
For use in: Hospital clinics all departments
For use by: Audit Staff
For use for: All clinical audit activities
Document owner: Response Med
Status: Ongoing
1. Statutory and mandatoryrequirements for clinical audit
THE HEALTH ACT, 2017 AN ACT of Parliament to establish a unified health system, to
coordinate the inter-relationship between the national government and county government
health systems, to provide for regulation of health care service and health care service
providers, health products and health technologies and for connected purposes. This covers
agreements between Universal Health Coverage (UHC) the government of Kenya and public
private partnership, stating that providers must adopt Kenya Quality Model for Health (KQMH)
as a national standard for Quality and Patients safety. Regular Mandatory Clinical Audit
Programs that are relevant to the services they provide and must implement all relevant
recommendations of any appropriate clinical audit.
The MOH is guided by the Kenya Health Sector Strategic Plan (KHSSP) In addition to this
contractual requirement, the regulatory framework operated by the Kenya Healthcare
Federation(KHF) & Healthcare Regulations and Quality & Standards Committee (HR and
Q&S) requires registered healthcare providers to regularly assess and monitor the quality of the
services provided. They must use the findings from clinical audit to ensure that action is taken
to protect people who use services from risks associated with unsafe care, treatment and
support. They must also ensure healthcare professionals are enabled to participate in clinical
audit in order to satisfy the demands of the relevant professional bodies.
The Hospital Clinic is required by Monitor to certify that they have effective arrangements in
place for the purpose of monitoring and continually improving the quality of healthcare provided
to patients, and must therefore ensure they have in place system processes and procedures to
monitor, audit and improve quality.
The Hospital Clinic is required to produce an annual Quality Account, which must include
information on participation in local clinical audits, and the actions which have been taken as a
consequence to improve the services we provide.
2. Purposesand outcomesof this document
2.1 Purposes
The purposes of this document are to:
Define a framework for carrying out clinical audits to be followed by staff, consistent with
current evidence of best practice in clinical audit.
Facilitate a shared understanding of the purpose of clinical audit and the clinical audit
process.
Clarify responsibilities for carrying out, approving and acting on the clinical audit
programme.
Inform staff carrying out clinical audits about data protection requirements to be followed.
2. Clinical Audit Policy & Strategy
Source: Clinical Audit RMS
Issue date:
Status:
Review : March 2020
Page 2 of 13
2.2 Outcomes
The intended outcomes of this document are evidence that:
There is a robust clinical audit programme being implemented.
The clinical audit process is being carried out consistent with best practice in clinical audit.
Good practice in comparison with national and professional guidance is being provided or
improvements are being made as a result of the findings of clinical audits.
Roles, responsibilities and accountabilities for the clinical audit programme are clear and
are being implemented.
3. Definitions
3.1 Clinical audit
“Clinical audit is a quality improvement process that seeks to improve patient care and
outcomes through systematic review of care against explicit criteria and the implementation of
change.” (Burgess 2011, p.6).
Clinical audit is a tool which enables staff to assess if best practice standards have been met
and therefore can identify which aspects of care need to be improved. It is an approach used to
reflect and review practice as part of a continuous cycle to improve the quality of care for
patients.
3.2 Clinical audit process
The clinical audit process is best represented as a cycle, whereby each stage needs to be
completed before moving onto the next stage.
The clinical audit process involves the following steps:
Select the clinical audit topic. High priority topics include areas where problems have been
identified by RMS Team, staff, service users or carers, areas where there is potential to
improve patient care, and compliance with national guidance, local policies and
procedures.
3. Clinical Audit Policy & Strategy
Source: Clinical Audit RMS
Issue date:
Status:
Review : March 2020
Page 3 of 13
Create a Clinical Audit Project Team with consideration to all relevant stakeholders,
including clinicians, clinical audit staff, managers/supervisors, and service users.
Define aims and objectives of the clinical audit.
Create a project plan to ensure the Clinical Audit Project Team are aware of expectations.
Set evidence-based standards to measure clinical practice against. Standards may
incorporate agreed national or local measures, orconsensus among appropriate colleagues
in the absence of agreed standards.
Design methodology with consideration of target population, sample size, sampling
techniques, question design, data collection methods, consent and ethics.
Collect data based on agreed methodology.
Analyse data to determine if the standards have been met. If the findings show the
standards are being met provide feedback on good practice. If the findings show that
standards are not being met analyse the problems identified to find root causes and take
action to eliminate or minimise the causes of the problems.
Re-audit when action is taken to check that implemented actions and changes have led to
quality improvement.
3.3 Clinical Audit Project Team
The Clinical Audit Project Team is a professional or speciality group that assume responsibility
and accountability for the completion of a clinical audit.
3.4 Project Lead
Project Leads are members of staff who are responsible for supervising the progress of the
clinical audit. If the clinical audit covers more than one profession or speciality the overall lead
must be agreed when the registration form is submitted for approval.
3.5 Clinical Audit Programme
The Clinical Audit Programme is a document that identifies the following:
The clinical audit topics to be carried out over the financial year.
The drivers for clinical audits; including national, regional and local priorities.
The names of members of staff who are responsible for assisting or leading the clinical
audits.
The department which the clinical audit project belongs to.
The committee which will receive the clinical audit report.
The status of the clinical audit project.
The planned activity for the clinical audit project, by quarter or year.
4. Procedure for conductinga clinical audit
4.1 Review of the Clinical Audit Proposal
The Clinical Audit RMS will review the Hospital Clinic proposal and may offer suggestions
about how the proposal could be changed to improve the appropriateness and/or
effectiveness of the clinical audit.
After the scope of the clinical audit has been agreed the Clinical Audit RMS will add the project
to the RMS Deliverables. Support for clinical audit depends on the priority of the project and
the available resources of the Clinical Audit RMS.
4. Clinical Audit Policy & Strategy
Source: Clinical Audit RMS
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Status:
Review : March 2020
Page 4 of 13
4.2 Completion of the Clinical Audit Report
Once the data has been completed and analysed the Clinical Audit Project Team should
complete a draft report on the clinical audit (a RMS clinical audit report template be made
available). The draft report should then be submitted to the Project lead and Clinical Audit RMS
for approval and to discuss recommendations and actions for improvement. Action plans
should be specific, measurable, realistic and must have clear implementation timescales with
identified leads for each action.
When the final report has been completed with recommendations and actions it should be sent
to the Hospital Clinic for FINAL reporting and updating the Clinical Audit Programme.
5. Process for developing and monitoring the Clinical Audit Programme
5.1 Development of the Clinical Audit Programme
The Clinical Audit RMS will prepare a draft Clinical Audit Programme for each department
recommended and at the beginning of each financial year that will consist of the following:
Regional and local clinical audits that are relevant for the Hospital Clinic to participate in
for the following financial year.
Requirements for clinical audit imposed by the Kenya Healthcare Federation (KHF) &
Healthcare Regulations and Quality & Standards Committee (HR and Q&S)
National guidance for which evidence of implementation is required for the following
financial year.
It is the responsibility of the Clinical Audit RMS, in liaison with relevant clinicians, to add local
specialty topics to the draft Clinical Audit Programme.
Discussion, agreement and prioritisation of Clinical Audit Programmes should be discussed
annually RMS Team, Hospital Clinic steering committee meetings to ensure projects are
agreed and appropriate support is in place.
5.2 Monitoring of the Clinical Audit Programme
The Clinical Audit RMS will monitor completion of the Clinical Audit Programme,
including checking if clinical audits are being carried out in accordance with the planned
timetable and if any interventions are needed to keep the programme on schedule.
5.3 Reporting of the Clinical Audit Programme
The Clinical Audit RMS will regularly report the status of the Clinical Audit Programme to the
RMS Team and the Hospital Clinic Audit Committee.
5. Clinical Audit Policy & Strategy
Source: Clinical Audit RMS
Issue date:
Status:
Review : March 2020
Page 5 of 13
6. Protection ofData
All clinical audit projects must adhere to the Constitution of Kenya 2010, under Article 31
recognizes the right to privacy. Clinical Audit Project Teams should pay particular attention to
The African Charter on Human and Peoples Rights (ACHPR) and African Union Convention
on Cyber Security and Personal Data Protection (2014) :
1. Justify the purpose(s) of using confidential information
2. Do not use patient-identifiable information unless it is absolutely necessary
3. Use the minimum necessary patient-identifiable information that is required
4. Access to patient-identifiable information should be on a strict need-to-know basis
5. Everyone with access to patient-identifiable information should be aware of their
responsibilities
6. Understood and comply with the law
Patient or professional identifiable data should never be reported in any clinical audit project.
7. Ethical Approval
Any clinical audit project that involves any of the following should contact the local Accredited
Institutional Ethics Review Committee for guidance on applying for ethical approval:
The clinical audit includes any clinically significant departure from usual clinical care,
for example, in implementing a significant change in practice.
Patient information that is being collection is beyond the information ordinarily collected as
part of providing routine patient care.
Patients or carers are being asked directly for information that would subject them to burden
or risk, for example, requesting sensitive information or completion of a long questionnaire
or interview.
The clinical audit collects or discloses any data that could be used to identify a patient or
practitioner.
8. Roles and Responsibilities
The roles and responsibilities for clinical audit in RMS Team for Hospital Clinic are outlined
below and are also available as flowcharts in Appendix B (Clinical Audit Responsibilities
Flowchart) and Appendix C (Clinical Audit RMS Reporting Structure).
8.1 Clinical Audit RMS
The Clinical Audit RMS has overall responsibility for all aspects of clinical audit management
and delivery within the Hospital Clinic. This includes ensuring:
The Clinical Audit is allied to the Committees strategic interests and concerns.
Clinical audit is used appropriately to support the Board AssuranceFramework.
The Clinical Audit Policy is implemented across all clinical areas.
Adequate resources are available to support delivery of this policy.
Any serious concerns regarding the Hospital Clinic policy and practice in clinical audit, or
regarding the results and outcomes of clinical audits, are brought to the attention of the
Board.
6. Clinical Audit Policy & Strategy
Source: Clinical Audit RMS
Issue date:
Status:
Review : March 2020
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8.2 Clinical Audit RMS Team
The Clinical Audit RMS Team has overall responsibility for supporting the clinical audit
process, including:
Developing the Regional, Local Clinical Audit Programmes.
Supporting Departments in prioritisation, development and implementation of local Clinical
Audit Programmes.
Advising, supporting and training staff in clinical audit methodology, project management
and reporting of clinical audit activity.
Co-ordinating participation in Regional clinical audits to ensure timely and accurate
data submission.
Maintaining the Hospital Clinic clinical audit database.
The Clinical Audit Policy is implemented throughout their Departments.
The Department participates in all Regional clinical audits which are relevant to the
services it provides.
Support implementing audit recommendations.
Specialties review clinical practices through effective clinical audit arrangements.
Relevant service and quality issues are included in the Department Clinical Audit Programme.
Each speciality has a nominated Clinical Audit Lead.
8.3 Speciality Clinical Audit Lead
Each specialty is required to identify an individual to coordinate clinical audit activities for the
area. These individuals are responsible for:
Agreeing clinical audit priorities for the specialty.
Ensuring that clinical audit projects are registered on the department Clinical
Audit Programme.
Allocating projects from the Department Clinical Audit Programme to members of theteam.
Ensuring that Regional clinical audit data is reviewed and submitted prior to the deadline.
Ensuring recommendations from agreed action plans are implemented.
8.4 Clinical Audit Project Supervisor
Hospital Clinic audit project must have a Project Supervisor, who retains overall
responsibility for the project. For projects being undertaken by medical staff the Project
Supervisor must be a consultant, who will retain overall responsibility for the project when
junior doctors move on to their next placement or leave the Hospital Clinic.
The Project Supervisor has responsibility for:
Ensuring the project is registered on the Department Clinical Audit Programme.
Ensuring the project meets the criteria for clinical audit.
Providing a summary of the project’s progress to the Clinical Audit RMS as
requested.
Ensuring the outcome of the project is reported and presented to relevant peer group for
discussion of recommendations and actions for improvement.
Ensuring action plans are implemented
7. Clinical Audit Policy & Strategy
Source: Clinical Audit RMS
Issue date:
Status:
Review : March 2020
Page 7 of 13
8.5 Hospital Clinic Board
The Hospital Clinic Board has responsibility for receiving and reviewing the annual Quality
Accounts report, which includes a summary of clinical audit activity in the Hospital Clinic.
8.6 Clinical Safety & Effectiveness Committee
The Clinical Safety & Effectiveness Committee has responsibility for:
Approving the Hospital Clinic Clinical Audit Policy & Strategy.
Approving the Hospital Clinic Clinical Audit Programme.
Receiving a performance and monitoring report which considers:
o Progress against the Department Clinical Audit Programme.
o Compliance with defined key performance indicators for clinical audit.
o Findings of Regional and local clinical audits, including outcomes
and recommendations to address risks.
o Actions to address risks identified through clinical audit, ensuring theseare
appropriately captured on the Risk Register and implemented.
8.7 Department/Speciality/Ward Governance Meetings
Department/Speciality/Ward Governance Meetings have responsibility for:
Identifying clinical audit topics to register on the Clinical Audit Programme.
Monitoring progress of Department/Speciality/Ward clinical audits.
Receiving Regional and local clinical audit results to discuss and agree
recommendations and actions.
9. Training and development
Staff who require training or support to carry out the clinical audit process should contact the
Clinical Audit RMS, who can provide training as required..
10. Monitoring
The Clinical Safety & Effectiveness Committee will monitor implementation, compliance and
effectiveness of this policy. This will be achieved through reporting against defined key
performance indicators and review of progress against the Hospital Clinic Clinical Audit
Programme. Key performance indicators for this policy are as follows:
9. Clinical Audit Policy & Strategy
Source: Clinical Audit RMS
Issue date:
Status:
Review : March 2020
Page 9 of 13
Activity Key Performance Indicator Target Performance
Planning
Regional Clinical Audit Programmes agreed by
Governance Steering Groups
evidenced through the minutes of the meeting
100%
Implementation
Arrangements are in place to support clinical audit
activities at Departmentl/Specialty levels
100%
Each specialty identifies a Clinical Audit Lead 100%
Agreed priority audits from Local/Hospital Clinic
programmes are undertaken with appropriate
support
100%
Multidisciplinary forums are in place to discuss
audit findings
100%
Discussion of audit findings at multidisciplinary
forums are minuted/recorded
100%
Learning
Each completed audit to have recommendations 100%
Action plans are formulated from
recommendations that suggest a change in
practice
100%
Action plans are implemented, or progress
reported to the relevant Regional Governance
Steering Group within 3 months of approval of
plan
100%
Training in clinical audit methodology available to
all staff as needed
100%
11. Scope
This policy applies to anyone involved in the clinical audit process within the RMS Team,
Hospital Clinic. This includes:
All staff, both clinical and non-clinical, including staff on short-term, agency, locum, voluntary
or honorary contracts.
Students and trainees.
12. Review
This policy will be reviewed every 2 years. Earlier review may be required in response to
exceptional circumstances, organisational change or relevant changes in legislation or
guidance.
13. DocumentConfiguration
10. Clinical Audit Policy & Strategy
Source: Clinical Audit RMS
Issue date:
Status:
Review : March 2020
Page 10 of 13
Author(s): RMS Team , Clinical Audit RMS
Other contributors:
Approvals and endorsements:
Consultation:
Issue no:
File name: Clinic Audit Report Template
Supercedes: Version
Equality Assessed
Implementation
Monitoring: See section 9 - Monitoring
Other relevant
policies/documents &
references:
Risk Management Policy & Procedure
Information Security
Data Protection Policy
Additional Information:
Appendices
A: Levels of support for clinical audit projects
B: Clinical Audit Responsibilities Flowchart
C: Clinical Audit Hospital Clinic Reporting
Structure
11. Clinical Audit Policy & Strategy
Source: Clinical Audit RMS
Issue date:
Status:
Review : March 2020
Page 11 of 13
Appendix A: Levels of Supportfor Clinical Audit Projects
All clinical audit projects must be registered, even if help with the project is not required.
PRIORITY TYPE OF PROJECT LEVEL OF SUPPORT
Priority 1 –
“Must Do”
Regional clinical audit (mandatory)
Departmental audit
Evidence for accreditation
Local audit report
recommendations
Outcome of root cause analysis or
incident
Identification of patient sample
Patient list retrieval
Advice on audit methodology
Design of data collection forms
Arrangements for data collection
Analysis of data
Preparation of reports
Formulation of action plan
Support to ensure action plan is
implemented
Support for escalation of findings
Priority 2 –
Departme
nt/
Speciality
Good
Practice
Regional clinical audit
(non- mandatory)
Local/multi-centre audit
Audit of KFS Clinical Guideline
or Policy
Audit of KFS/MOH guidance
Audit of Royal Colleges guidance
Other Departmental priorities
including high risk, high volume,
high cost or known problems
Identification of patient sample
Patient list retrieval
Advice on audit methodology
Assistance with analysis of data
Assistance with preparation of
reports
Advice on development of action
plan
Monitoring completion of action plan
Priority 3 –
Clinician
Interest
Clinician interest audit
Other Speciality priorities including
high risk, high volume, high cost or
known problems
Identification of patient sample
Patient list retrieval
Advice on audit methodology
Advice on development of action
plan
12. Clinical Audit Policy & Strategy
Source: Clinical Audit RMS
Issue date:
Status:
Review : March 2020
Page 12 of 13
Executive Medical Director
Overall responsibilityfor all aspects ofclinical auditmanagementand deliverywithin the Hospital Clinic.
Ensure the Clinical AuditStrategyis allied to the Board’s strategic interests and concerns.
Ensure clinical auditis used appropriatelyto supportthe Board Assurance Framework.
Ensure the Clinical Audit Policy is implemented across all clinical areas.
Ensure adequate resources are available to supportdelivery of this policy.
Ensuring thatany serious concerns regarding the Hospital Clinics policyand practice in clinical audit, or
regarding the results and outcomes of clinical audits are broughtto the attention of the Board.
Clinical Audit RMS
Develop HospitalClinic andDepartment Clinical Audit Programmes.
SupportDepartment in prioritisation, developmentand implementation ofDepartment Clinical Audit Programmes.
Advise, support and train staffin clinical auditmethodology,projectmanagementand reporting.
Co-ordinate participation in Regional clinical audits to ensure timelyand accurate data submission.
Maintain the Hospital Clinic clinical audit database.
Appendix B: Clinical Audit Responsibilities Flowchart
Clinical Audit Project Supervisor
Ensure the project is registered on the Local/ Department
Clinical AuditProgramme.
Ensure the project meets the criteria for clinical audit.
Provide summaryofthe project’s progress to the Clinical Audit
RMS as requested.
Ensure the outcome of the projectis reported and presentedto relevant
peer groups for discussion ofrecommendations and actions for
improvement.
Ensure action plans are implemented.
Department Managers
Ensure service and quality
issues are included in the
Department Clinical Audit
Programme,including
findings from complaints,
incidents or claims.
Review the Department
Clinical Audit Programme.
Monitor progress ofaction
plans from clinical audit
recommendations.
Supportand direct the
delivery of clinical audit
within the Department.
Speciality Clinical Audit Lead
Agree clinical auditpriorities for the speciality.
Ensure clinical auditprojects are registered on the DivisionalClinical
Audit Programme.
Allocate projects from the Divisional Clinical AuditProgramme to
members ofthe team.
Ensure national clinical auditdata is reviewed and submitted prior to the
deadline.
Ensure recommendations from agreed action plans are implemented.
Clinical Audit RMS Team
Ensure the Clinical Audit Policy is implemented throughout the
Departments.
Ensure the Departments participates in all relevant Regional clinical audits.
Support implementation of audit recommendations.
Ensure specialities review clinical practices through effective clinical
audit arrangements.
Ensure service and quality issues are included in the DivisionalClinical
Audit Programme.
Ensure each speciality has a nominated Clinical Audit Lead.
Head of Patient Safety
& Effectiveness
Manage the clinical audit
process.
Ensure the Clinical Audit
Policy is fit for purpose.
Ensure resource are used
effectively and efficiently to
supportdelivery of the
Clinical Audit Policy.
Ensure performance
monitoring arrangements
are in place at
Department andStaff
level.
13. Clinical Audit Policy & Strategy
Source: Clinical Audit RMS
Issue date:
Status:
Review : March 2020
Page 13 of 13
Hospital Clinic Board
Receive annual Quality Accounts report, which includes summary ofclinical auditactivity in theHospital Clinic.
Audit Committee
Receive a performance report which considers:
o Participation in relevant Regional clinical audits
o Findings ofRegional clinical audits,including recommendations to address risks
Clinical Safety & Effectiveness Committee
Approve the Hospital Clinic Clinical Audit Policy& Strategy.
Approve the Hospital Clinic Clinical Audit Programme.
Receive a quarterly performance and monitoring reportwhich considers:
o Progress againstthe Department Clinical Audit Programme
o Compliance with defined keyperformance indicators for clinical audit
o Findings ofRegional and local clinical audits,including outcomes and recommendations to address risks
o Actions to address risks identified through clinical audit,ensuring these are appropriatelycaptured on
the Risk Register and implemented
Department/Speciality/Ward Governance Meetings
Identify clinical audittopics to register on the Clinical AuditProgramme.
Monitor progress ofDepartment/Speciality/Ward clinical audits.
Receive Regional and local clinical auditresults to discuss and agree recommendations andactions.
Appendix C: Clinical Audit Hospital Clinic Reporting Structure