The document discusses quality improvement and patient safety in healthcare. It outlines some of the key issues in quality according to reports by the Institute of Medicine, including medical errors that kill tens of thousands annually and slow adoption of best practices. It also discusses tools and strategies for improving processes, standardizing care, initiatives by organizations like the Institute for Healthcare Improvement, and programs to enhance patient safety.
Healthcare’s Challenging Trio: Quality, Safety, and Complexity Health Catalyst
Dr. John Haughom expands upon the challenges with patient safety and quality in today’s modern healthcare system. First brought to light in the Institute of Medicine’s (IOM) publication of “To Err is Human: Building a Safer Health System”, the situation has only grown more complex since that seminal report. With the total cost of preventable adverse events at as much as $29 billion, preventable readmissions at $17 billion, and preventable medication errors at $16.4 billion, these are all examples of terrible medical waste that must be eliminated.
How to commission for improving health outcomes: an introduction to choosing ...The King's Fund
This slide set is the first of two looking at how commissioners can make the best use of measurement to support commissioning for improved outcomes.
The slides introduce general concepts about approaches to measurement in health care, the uses of structure, process and outcome indicators, and how to achieve a good mix of indicators for commissioning.
How to commission for improving health outcomes: measuring quality along care...The King's Fund
This slide set is the second of two looking at how Clinical Commissioning Groups (CCGs) can make the best use of measurement to support them to commission for improved outcomes.
This set looks specifically at how commissioners can build up sets of measures along whole pathways of care.
This presentation by the Bureau of Health Information to the Royal Australasian College of Physicians looks at using clinical outcome data to improve patient care.
It examines:
Why measure and report on performance?
- Accountability and quality improvement
What is performance really?
- It is not a measure of what the system is, it is a measure of how well the system does
Whose performance is it anyway?
- Attributing results to providers, units or sectors requires a careful assessment
Presentation given at the Foundation's Jan. 26, 2011 Research and Policy Forum by David Swieskowski, MD, MBA and Kelly Taylor, RN, MSN, CCM from Mercy Clinics in Des Moines, IA.
Purpose of the Call:
•Review the results of the Canadian MedRec Audit Month 2015
•Discuss lessons learned from the audit month – strengths and areas for improvement
•Gather ideas about how to improve the quality of MedRec at admission
Healthcare’s Challenging Trio: Quality, Safety, and Complexity Health Catalyst
Dr. John Haughom expands upon the challenges with patient safety and quality in today’s modern healthcare system. First brought to light in the Institute of Medicine’s (IOM) publication of “To Err is Human: Building a Safer Health System”, the situation has only grown more complex since that seminal report. With the total cost of preventable adverse events at as much as $29 billion, preventable readmissions at $17 billion, and preventable medication errors at $16.4 billion, these are all examples of terrible medical waste that must be eliminated.
How to commission for improving health outcomes: an introduction to choosing ...The King's Fund
This slide set is the first of two looking at how commissioners can make the best use of measurement to support commissioning for improved outcomes.
The slides introduce general concepts about approaches to measurement in health care, the uses of structure, process and outcome indicators, and how to achieve a good mix of indicators for commissioning.
How to commission for improving health outcomes: measuring quality along care...The King's Fund
This slide set is the second of two looking at how Clinical Commissioning Groups (CCGs) can make the best use of measurement to support them to commission for improved outcomes.
This set looks specifically at how commissioners can build up sets of measures along whole pathways of care.
This presentation by the Bureau of Health Information to the Royal Australasian College of Physicians looks at using clinical outcome data to improve patient care.
It examines:
Why measure and report on performance?
- Accountability and quality improvement
What is performance really?
- It is not a measure of what the system is, it is a measure of how well the system does
Whose performance is it anyway?
- Attributing results to providers, units or sectors requires a careful assessment
Presentation given at the Foundation's Jan. 26, 2011 Research and Policy Forum by David Swieskowski, MD, MBA and Kelly Taylor, RN, MSN, CCM from Mercy Clinics in Des Moines, IA.
Purpose of the Call:
•Review the results of the Canadian MedRec Audit Month 2015
•Discuss lessons learned from the audit month – strengths and areas for improvement
•Gather ideas about how to improve the quality of MedRec at admission
How to Prepare to For the HIMSS Value ScoreAdam Bazer
This presentation provides information on the features and benefits of the HIMSS Value Score, how to prepare your organization for completing a HIMSS Value Score, and who to contact for more information on how to leverage your HIMSS Value Score in your strategic planning processes
The Imperative of Linking Clinical and Financial Data to Improve Outcomes - H...Health Catalyst
Quality and cost improvements require the intelligent use of financial and clinical data coupled with education for multi-disciplinary teams who are driving process improvements. Once a data warehouse is established, healthcare organizations need to set up multi-disciplinary clinical, financial, and IT specialist teams to make the best use of the data. Sometimes, financial involvement is minimized or even excluded for a number of reasons that can turn out to be counterproductive. However, including financial measurements and participation up front can help enhance the recognized value and sustainability of quality improvement or waste reduction efforts. the In this session you will learn keys to success and real-life examples of linking clinical, financial and patient satisfaction data via multi-disciplinary teams that produce impressive results.
Quality improvement is integral to the practice of medicine. Sometimes, QI strays over into clinical research. This presentation provides an overview of the intersection between QI and research
This White Paper discusses the intersection of the corporate onus of performance measurement data collection and reporting with that of health information technology. KSA shares its thoughts on the planning for the future-state architecture for efficient and effective performance measurement.
How to Eliminate the Burden of Provider Quality Measurement: Able HealthHealth Catalyst
Quality measurement is complicated by incomplete data, calculations, visualizations, and workflows. As a result, quality measurement is a significant burden for medical groups. In fact, research that Health Affairs published in 2016 quantified the burden as 785 hours per provider per year.
That's why Health Catalyst is excited to introduce Able Health, the only quality measures solution that’s truly complete.
In this webinar, you’ll learn how Able Health combines all data, measures, visualizations, and workflows (monitor, improve, and submit) into one complete solution. Eliminating the complexity, and therefore the burden, of provider quality measurement means you spend more time improving performance and less time managing data.
You’ll also learn how each of the three core components of the Able Health solution makes more efficient quality measurement possible:
-Measures engine—calculates performance for all provider quality measures for all payer programs using every available data element.
-Performance dashboard—visualizes all performance metrics for daily tracking, prioritization, and internal reporting for all stakeholders, especially physicians.
-Submission engine—submits compliant data to payers.
Improving Healthcare Outcomes: Keep the Triple Aim in MindHealth Catalyst
The battle cry for healthcare organizations throughout the United States? Improve outcomes! However, as organizations begin to measure outcomes they realize not all outcomes are created equal and the question of what constitutes an improvement becomes more challenging. Healthcare leaders would be wise to keep the Triple Aim in mind when creating a strategy for optimizing outcomes. Achieving the appropriate balance among the three dimensions of the Triple Aim is critical to driving real, long-term change in healthcare delivery outcomes.
7 Features of Highly Effective Outcomes Improvement ProjectsHealth Catalyst
There’s a formula for success when putting together outcomes improvement projects and organizing the teams that make them prosper. Too often, critically strategic projects launch without the proper planning, structure, and people in place to ensure viability and long-term sustainability. They never achieve the critical mass required to realize substantial improvements, or they do, but then the project fades away and the former state returns. The formula for enduring success follows seven simple steps:
Take an Accountability Versus Outcomes Focus
Define Your Goal and Aim Statements Early and Stick to Them
Assign an Owner of the Analytics (Report or Application) Up Front
Get End Users Involved In the Process
Design to Make Doing the Right Thing Easy
Don’t Underestimate the Power of 1:1 Training
Get the Champion Involved
For more classes visit
www.snaptutorial.com
100-question multiple-choice exam
HCA 375 Final Exam (100 Question)
1. Federal regulations require that states who contract with Medicaid managed care organizations (MCO) or Prepaid Inpatient Health Plans (PIHP) do which of the following?
Question 2. The organization that is best known for evaluating hospitals and physicians based on clinical outcomes and patient surveys is
Surviving Value-Based Purchasing in Healthcare: Connecting Your Clinical and ...Health Catalyst
Reducing healthcare costs is a major driving force in bundled payments, home-centered medical care, and accountable care organizations. But each new delivery model is built on the premise of reducing revenue per patient. So how can a health system win? Find out what you can do financially survive in today’s environment.
Against the Odds: How this Small Community Hospital Used Six Strategies to Su...Health Catalyst
The constant thread weaving through every healthcare organizational strategy should be adherence to the Triple Aim. But with uncertainty generated by the changes at the federal level, healthcare organizations may be tempted to put their value-based care plans on hold. This article explains why that’s not necessary and lists six strategies for thriving under a fee-for-value model: 1.) Use Leadership and Team Structure to Support Improvement 2.) Drive Down Costs 3.) Reduce Unnecessary Waste 4.) Encourage the Learning Organization 5.) Prioritize Patient Education 6.) Track Data and Outcomes This blog cites one small medical center with odds stacked against it, and how it is managing to not only weather the changes, but also distinguish itself by staying true to the values of the Triple Aim.
How to Prepare to For the HIMSS Value ScoreAdam Bazer
This presentation provides information on the features and benefits of the HIMSS Value Score, how to prepare your organization for completing a HIMSS Value Score, and who to contact for more information on how to leverage your HIMSS Value Score in your strategic planning processes
The Imperative of Linking Clinical and Financial Data to Improve Outcomes - H...Health Catalyst
Quality and cost improvements require the intelligent use of financial and clinical data coupled with education for multi-disciplinary teams who are driving process improvements. Once a data warehouse is established, healthcare organizations need to set up multi-disciplinary clinical, financial, and IT specialist teams to make the best use of the data. Sometimes, financial involvement is minimized or even excluded for a number of reasons that can turn out to be counterproductive. However, including financial measurements and participation up front can help enhance the recognized value and sustainability of quality improvement or waste reduction efforts. the In this session you will learn keys to success and real-life examples of linking clinical, financial and patient satisfaction data via multi-disciplinary teams that produce impressive results.
Quality improvement is integral to the practice of medicine. Sometimes, QI strays over into clinical research. This presentation provides an overview of the intersection between QI and research
This White Paper discusses the intersection of the corporate onus of performance measurement data collection and reporting with that of health information technology. KSA shares its thoughts on the planning for the future-state architecture for efficient and effective performance measurement.
How to Eliminate the Burden of Provider Quality Measurement: Able HealthHealth Catalyst
Quality measurement is complicated by incomplete data, calculations, visualizations, and workflows. As a result, quality measurement is a significant burden for medical groups. In fact, research that Health Affairs published in 2016 quantified the burden as 785 hours per provider per year.
That's why Health Catalyst is excited to introduce Able Health, the only quality measures solution that’s truly complete.
In this webinar, you’ll learn how Able Health combines all data, measures, visualizations, and workflows (monitor, improve, and submit) into one complete solution. Eliminating the complexity, and therefore the burden, of provider quality measurement means you spend more time improving performance and less time managing data.
You’ll also learn how each of the three core components of the Able Health solution makes more efficient quality measurement possible:
-Measures engine—calculates performance for all provider quality measures for all payer programs using every available data element.
-Performance dashboard—visualizes all performance metrics for daily tracking, prioritization, and internal reporting for all stakeholders, especially physicians.
-Submission engine—submits compliant data to payers.
Improving Healthcare Outcomes: Keep the Triple Aim in MindHealth Catalyst
The battle cry for healthcare organizations throughout the United States? Improve outcomes! However, as organizations begin to measure outcomes they realize not all outcomes are created equal and the question of what constitutes an improvement becomes more challenging. Healthcare leaders would be wise to keep the Triple Aim in mind when creating a strategy for optimizing outcomes. Achieving the appropriate balance among the three dimensions of the Triple Aim is critical to driving real, long-term change in healthcare delivery outcomes.
7 Features of Highly Effective Outcomes Improvement ProjectsHealth Catalyst
There’s a formula for success when putting together outcomes improvement projects and organizing the teams that make them prosper. Too often, critically strategic projects launch without the proper planning, structure, and people in place to ensure viability and long-term sustainability. They never achieve the critical mass required to realize substantial improvements, or they do, but then the project fades away and the former state returns. The formula for enduring success follows seven simple steps:
Take an Accountability Versus Outcomes Focus
Define Your Goal and Aim Statements Early and Stick to Them
Assign an Owner of the Analytics (Report or Application) Up Front
Get End Users Involved In the Process
Design to Make Doing the Right Thing Easy
Don’t Underestimate the Power of 1:1 Training
Get the Champion Involved
For more classes visit
www.snaptutorial.com
100-question multiple-choice exam
HCA 375 Final Exam (100 Question)
1. Federal regulations require that states who contract with Medicaid managed care organizations (MCO) or Prepaid Inpatient Health Plans (PIHP) do which of the following?
Question 2. The organization that is best known for evaluating hospitals and physicians based on clinical outcomes and patient surveys is
Surviving Value-Based Purchasing in Healthcare: Connecting Your Clinical and ...Health Catalyst
Reducing healthcare costs is a major driving force in bundled payments, home-centered medical care, and accountable care organizations. But each new delivery model is built on the premise of reducing revenue per patient. So how can a health system win? Find out what you can do financially survive in today’s environment.
Against the Odds: How this Small Community Hospital Used Six Strategies to Su...Health Catalyst
The constant thread weaving through every healthcare organizational strategy should be adherence to the Triple Aim. But with uncertainty generated by the changes at the federal level, healthcare organizations may be tempted to put their value-based care plans on hold. This article explains why that’s not necessary and lists six strategies for thriving under a fee-for-value model: 1.) Use Leadership and Team Structure to Support Improvement 2.) Drive Down Costs 3.) Reduce Unnecessary Waste 4.) Encourage the Learning Organization 5.) Prioritize Patient Education 6.) Track Data and Outcomes This blog cites one small medical center with odds stacked against it, and how it is managing to not only weather the changes, but also distinguish itself by staying true to the values of the Triple Aim.
M Heenan_PhD Dissertation Lecture_eHealth Lecture_Engaging Leaders in KPI Sel...Mike Heenan
Presentation of the proliferation of measurement in health care and how organizations should redesign indicator selection processes to engage and motivate managers to improve performance. Presentation to eHealth students based on 2023 PhD dissertation.
HS410 Unit 6 Quality Management - DiscussionDiscussionThi.docxAlysonDuongtw
HS410 Unit 6: Quality Management - Discussion
Discussion
This is a graded Discussion
. Please refer to the Discussion Board Grading Rubric in Course Home / Grading Rubrics.
Respond to all of the following questions and be sure to respond to two of your other classmates’ postings:
1.
What are the steps in the quality improvement model and how is benchmarking involved?
2. What are the stages in which data quality errors found in a health record most commonly occur?
3. What is the definition of risk management?
4. What are the parts of an effective risk management program?
5. What is utilization review and why is it important in healthcare?
6. What is the process of utilization review?
Please paper should be 400-500 words and in an essay format, strictly on topic, original with real scholar references to support your answers.
NO PHARGIARISM PLEASE!
This is the Chapter reading for this assignment:
Read Chapter 7 in
Today’s Health Information Management
.
INTRODUCTION
Quality health care “means doing the right thing at the right time, in the right way, for the right person, and getting the best possible results.”1 The term quality, by definition, can mean excellence, status, or grade; thus, it can be measured and quantified. The patient, and perhaps the patient's family, may interpret quality health care differently from the way that health care providers interpret it. Therefore, it is important to determine—if possible—what is “right” and what is “wrong” with regard to quality health care. The study and analysis of health care are important to maintain a level of quality that is satisfactory to all parties involved. As a result of the current focus on patient safety, and in an attempt to reduce deaths and complications, providing the best quality health care while maintaining cost controls has become a challenge to all involved. Current quality initiatives are multifaceted and include government-directed, private sectorsupported, and consumer-driven projects.
This chapter explores the historical development of health care quality including a review of the important pioneers and the tools they developed. Their work has been studied, refined, and widely used in a variety of applications related to performance-improvement activities. Risk management is discussed, with emphasis on the importance of coordination with quality activities. The evolution of utilization management is also reviewed, with a focus on its relationship to quality management.
In addition, this chapter explores current trends in data collection and storage, and their application to improvements in quality care and patient safety. Current events are identified that influence and provide direction to legislative support and funding. This chapter also provides multiple tips and tools for both personal and institutional use.
DATA QUALITY
Data quality refers to the high grade, superiority, or excellence of data. Data quality is intertwined with the concept of.
PREPARATIONConsider the hospital-acquired conditions that ar.docxkeilenettie
PREPARATION
Consider the hospital-acquired conditions that are not reimbursed for under Medicare/Medicaid. Among these conditions are specific safety issues such as infections, falls, medication errors, and other safety concerns that could have been prevented or alleviated with the use of evidence-based guidelines. Hospital Safety Score, an independent nonprofit organization, uses national performance measures to determine the safety score for hospitals in the United States. The Hospital Safety Score Web site and other online resources provide hospital safety scores to the public.
Read the scenario below:
Scenario
As the manager of a unit, you have been advised by the patient safety office of an alarming increase in the hospital safety score for your unit. This is a very serious public relations matter because patient safety data is public information. It is also a financial crisis because the organization stands to lose a significant amount of reimbursement money from Medicare and Medicaid unless the source of the problem can be identified and corrected. You are required to submit a safety score improvement plan to the organization's leadership and the patient safety office.
Select a specific patient safety goal that has been identified by an organization, or one that is widely regarded in the nursing profession as relevant to quality patient care delivery, such as patient falls, infection rates, catheter-induced urinary infections, IV infections, et cetera.
DELIVERABLE: SAFETY SCORE IMPROVEMENT PLAN
Develop a 3–5 page safety score improvement plan.
Identify the health care setting and nursing unit of your choice
in the title of the mitigation plan. For example, "Safety Score Improvement Plan for XYZ Rehabilitation Center."
You may choose to use information on a patient safety issue for the organization in which you currently work, or search for information from a setting you are familiar with, perhaps from your clinical work.
Demonstrate systems theory and systems thinking as you develop your recommendations.
Organize your report with these headings:
Study of Factors
Identify a patient safety issue.
Describe the influence of nursing leadership in driving the needed changes.
Apply systems thinking to explain how current policies and procedures may affect a safety issue.
Recommendations
Recommend an evidence-based strategy to improve the safety issue.
Explain a strategy to collect information about the safety concern.
How would you determine the sources of the problem?
Explain a plan to implement a recommendation and monitor outcomes.
What quality indicators will you use?
How will you monitor outcomes?
Will policies or procedures need to be changed?
Will nursing staff need training?
What tools will you need to do this?
Additional Requirements
Written communication: Written communication should be free of errors that detract from the overall message.
APA formatting: Resources and in-te ...
US Healthcare Delivery SystemsQuality Outcome MeasuresDonna .docxdickonsondorris
US Healthcare Delivery Systems
Quality Outcome Measures
Donna Wilson, RN MPH MSJ CPHQ
Director, Quality Improvement/Patient Safety
Mount Sinai Beth Israel
History Pre- 1913
The godmother of quality was Florence Nightingale. She was a wealthy woman who went to work in the nurse corp during the Crimean war. She studied illness – the dysentery that the soldiers were getting.
She was the first one credited with thinking about washing hands, how close the beds were to one another and sharing needles.
2
EMERGENCE OF Continue
Quality Improvement in Health Care
1913 - American College of Surgeons (ACS)- started to measure what we are doing and what difference it makes.
1918 - Hospital Standardization Program
1951 - Joint Commission on Accreditation of
Hospitals Organizations (JCAHO)-certifies 99% of hospitals
1963 – Corporate Liability introduced to Hospitals 1st lawsuit
1986 - Corporatization of medicine (HMO’s started, PPO’s)
1988 - Harvard Health Care Demo Project
Need for objective information on physician performance
Data on cost/ outcomes of medical care used by CMS
3
3
1913
First step toward improving quality care in American hospital. Developed minimal essential standards of care for hospital. Became the Hospital’s Standardization Program (HSP).
1951
HSP became JCAH - assumed responsibility for accreditation
Shift focus from structure to process
Increasing demand for availability of data on quality outcomes, and cost
1963
Hospital can be held accountable for failing to establish system of safe practices as defined by the industry.
EMERGENCE OF CQI IN HEALTH CARE
1990 - Introduction of TQM/CQI principles to hospital management by industry people
1999:Institute of Medicine (IOM) Report said that over 100,000 patients died from medical errors
Started Patient Safety
Transparency in Healthcare
Creation of Institute for Healthcare Quality (IHI)
2000 - CMS Core Measures
2006 – Pay for Performance
2009 – Present on Admission & Readmissions
4
4
70’s-80’s
Organization demanded data on cost, use patterns and practice patterns because such information was crucial in managing care in these systems. Essential to evaluating costs and quality of care.
TQM
Growing focus on using scientific methods. TQM was introduced to hospitals to change the way certain hospitals approached quality.
Physician Performance
For appointment and reappointment process
Cost and Out come
Medicare Prospective Payment System - Center for Medicare and Medicaid (CMS)
Continuous Quality Improvement
This term started in 1990s and started to look at quality on a continuum
We would say “ this is the problem” then we would collect data to see where we were weak and then come up with a solution
Then we would measure it ( the outcome) to see if what I put in place actually helped.
If it worked we move onto a different problem. If not, we tried a new solution
5
5
CQI came from Japan’s car industry
Toyota wo ...
ANS: C
Rationale: C is correct because The Joint Commission initiated the performance measurement and improvement initiative known as “Core Measures” intended to support organizations in their quality improvement efforts as well as supplement their accreditation process. A is incorrect because Pareto charts are bar graphs, with the height of bars reflecting the frequency with which events occur or the effect events have on a process problem, and are used in analyzing quality improvements initiatives but not required as part of The Joint Commission Accreditation process. B is incorrect because Never Events were initiated by The Centers for Medicare and Medicaid and are serious adverse events during an inpatient stay that should never occur or are reasonably preventable through adherence to evidence-based guidelines. D is incorrect because the PDSA cycle is one type of quality improvement model and not specified as required by The Joint Commission.
Level of Difficulty: Comprehension
ANS: C
Rationale: C is correct because the Pareto chart is a graphic tool that helps break a big problem down into its parts and then identifies which parts are the most important or common. A is incorrect because a cause-and-effect diagram lists all potential causes of a problem, arranged by categories. B is incorrect because a flowchart provides pictures of the sequence of steps in a process and does not identify the causes of the problem. D is incorrect because a time plot graphs data points as they occur over time but does not identify the major causes of variation.
Level of Difficulty: Application