Hsc 588 Week 4 Part 4
Q I Part IV-Implementing and Revising
HSC/588
Q I Part IV-Implementing and Revising
The Parkland implementation of correct systems required a team including expert leader’s approach. Effective communications between leaders of Parkland, end users, the vendors, and the department staff is important when collecting data. For data transfer, authority need to assure that the new system communicate with the existing system. The administrative leaders guide the project activities, data protocol collection, clearly understand roles and responsibilities, and set up policy and procedure. Leader guide the staff to pursue the desire to achieve the goal. In completion of the system, training is provided by trainers for the staff to be efficient in using the system. A yearly system evaluation to …show more content…
improve quality performance is mandated. The final process of implementation and revising is to assure that the organization is complied with the Joint Commission and other accreditation agencies.
Authority Structure and Organization
Authority structure is crucial in implementing and revising plans to be successful. To achieve success in implementing project, roles and responsibilities must be organized. Included in the authority structures to achieve success are as follows: board of directors, executive leadership, quality improvement committee, medical staff, middle management, and department staff. Authority structure is complex with the specific job description, formalization emphasizing the definite procedure and protocol, and central authority and accountability. Authority structure addresses issues of interdependence. Job specialization models relatively decentralized. The process of decision-making and setting goals, and communication are shared within the organization. Different study suggesting the expansion of jobs, employee involved in problem solve, plan, and foster open communication that allow great job satisfaction and to have a better satisfaction (Nemeth, 2003).
The Parkland hospital board of director’s responsibility to ensure that the employees practice quality services at all times. The board of directors support and guide the implementation of quality improvement activities. They review, evaluate, approve the resources to execute the plan, and approve the quality improvement plan. As the board of directors monitor the staff for quality improvement this improves patient care and reduces the risks of liability claims. The executive leadership supports the medical staff and keeping within the accreditation compliance from the Joint Commission, and executive leaders provide guidance, communication, problem solve when problems arise ,share vision and goals, and evaluates the progress for the quality improvement committee (Nemeth, 2003).
The Quality Improvement Committee consists of a multiple disciplinary team management with one member from the clerical, nursing, and clinical units.
The duties, include identify and coordinate the quality improvement activity, promote and assist in developing standard evaluation reports, share information to prevent duplication. The available data sources used to identify problems and setting priorities, and protocols, setting standards for the appropriate use of studying, assessing, and resolving possible problems. Reappraise the plan annually for unity of organization function, comprehensiveness, and effectiveness in solving problems.
The medical staff interacts with the patient’s and listens to their concerns and the medical staff will influence the patient’s satisfaction ratings. With guidance, support, and information the middle management take on the responsibility of implementing the quality improvement process (Balding, n.d.).The middle management serves in areas of communications, campaigner, and coordinator of implementing the process to improve the quality of care with the department staff following the plans that the managers created.
Communication and
Education
The quality improvement committee will communicate using web conference and personally with managers, medical staff, and leaders to provide updates on the progress and verification of achieving the goals (Kaplan, Provost, Froehle, & Margolis, n.d.). Staff and middle managers oversee the data collection, preparing reports, make decisions about the improvements. Parkland hospital will provide regular updates on training dates with the progress recorded in the activity log. A component of quality improvement process requires education for entire staff on the new techniques to deliver quality care. The type of education depends on the job description the nurse’s receive training on the proper way to answer difficult questions; clerks receive training on the new systems and providing customer services. Staff education will ensure that the new quality improvement becomes the new culture for each department.
Annual Evaluations and External Entities
The monitoring the change and effects of the change on decision-making to improve the quality of health care, enhancing accountability of providers, and resource efficiency (Dodwad, 2013). The annual evaluation for improvements summarizes the activities of the year. The evaluation teams take the quality indicators to monitor the changes that could improve the performance. The annual evaluation monitors for possible high risk areas that affect the patient care. The data provides statistical facts for increasing the desired patient outcome. Leaders use these elements for decision-making that results in quality improvement care. The external entities include governmental agencies, accrediting agencies and professional interest groups, and these entities effective both the quality measures and the performance measure. The accrediting agencies, such as the Joint Commission effects the decisions because of the regulations that Parkland hospital must adhere to, and the government agencies created the regulations that needs observed and followed.
Challenges
There are some barriers that interfere the implementation and revision of the quality measures. Luke and Boss identified three barriers that interfere the implementation and revision of the quality measures such as conceptualization, the measurement, and the assessment (Keller, &, 2013). To determine quality of performance that describes conceptual measurement. The measurement of quality assurance including the how reliable and valid the data is.
Conclusion
The vitality of Parkland to provide the most up-to-date quality health care available, those with the responsibility of making the decisions include, board of directors, executive leaders, quality improvement committee, medical staff, and the middle management team. The communication and educations remain important components of quality improvement because they ensure the success, other components can affect the quality of improvement include annual evaluation and the external entities and the parkland leaders must take necessary steps that ensure an effective quality implementation.
References
Balding, C., (n.d.). A model for middle manager-led quality improvement in health care.
Dodwad, S.S. (2013). Quality management in health care. Indian J Public Health 2013:57:138-43 Maharashtra, India
Keller, B., U.S.A.F., & Wirthlin, J. R. (2013). Current barriers to successful implementation of FIST principles. Defense AR Journal, 20(2), 194-217. Retrieved from http://search.proquest.com/docview/1440345280?accountid=35812
Kaplan, H.C., Provost, L.P., Froehle, C.M., Margolis, M., (n.d.). The model of understanding success in quality: Building a theory of context in health care quality improvement
Nemeth, L.S., (2003). Implementing change for effective outcomes. Outcomes Management Issue: Vol7 (3), July/September 2003. Pp. 134-139
HSC/588
Q I Part IV-Implementing and Revising
The Parkland implementation of correct systems required a team including expert leader’s approach. Effective communications between leaders of Parkland, end users, the vendors, and the department staff is important when collecting data. For data transfer, authority need to assure that the new system communicate with the existing system. The administrative leaders guide the project activities, data protocol collection, clearly understand roles and responsibilities, and set up policy and procedure. Leader guide the staff to pursue the desire to achieve the goal. In completion of the system, training is provided by trainers for the staff to be efficient in using the system. A yearly system evaluation to …show more content…
improve quality performance is mandated. The final process of implementation and revising is to assure that the organization is complied with the Joint Commission and other accreditation agencies.
Authority Structure and Organization
Authority structure is crucial in implementing and revising plans to be successful. To achieve success in implementing project, roles and responsibilities must be organized. Included in the authority structures to achieve success are as follows: board of directors, executive leadership, quality improvement committee, medical staff, middle management, and department staff. Authority structure is complex with the specific job description, formalization emphasizing the definite procedure and protocol, and central authority and accountability. Authority structure addresses issues of interdependence. Job specialization models relatively decentralized. The process of decision-making and setting goals, and communication are shared within the organization. Different study suggesting the expansion of jobs, employee involved in problem solve, plan, and foster open communication that allow great job satisfaction and to have a better satisfaction (Nemeth, 2003).
The Parkland hospital board of director’s responsibility to ensure that the employees practice quality services at all times. The board of directors support and guide the implementation of quality improvement activities. They review, evaluate, approve the resources to execute the plan, and approve the quality improvement plan. As the board of directors monitor the staff for quality improvement this improves patient care and reduces the risks of liability claims. The executive leadership supports the medical staff and keeping within the accreditation compliance from the Joint Commission, and executive leaders provide guidance, communication, problem solve when problems arise ,share vision and goals, and evaluates the progress for the quality improvement committee (Nemeth, 2003).
The Quality Improvement Committee consists of a multiple disciplinary team management with one member from the clerical, nursing, and clinical units.
The duties, include identify and coordinate the quality improvement activity, promote and assist in developing standard evaluation reports, share information to prevent duplication. The available data sources used to identify problems and setting priorities, and protocols, setting standards for the appropriate use of studying, assessing, and resolving possible problems. Reappraise the plan annually for unity of organization function, comprehensiveness, and effectiveness in solving problems.
The medical staff interacts with the patient’s and listens to their concerns and the medical staff will influence the patient’s satisfaction ratings. With guidance, support, and information the middle management take on the responsibility of implementing the quality improvement process (Balding, n.d.).The middle management serves in areas of communications, campaigner, and coordinator of implementing the process to improve the quality of care with the department staff following the plans that the managers created.
Communication and
Education
The quality improvement committee will communicate using web conference and personally with managers, medical staff, and leaders to provide updates on the progress and verification of achieving the goals (Kaplan, Provost, Froehle, & Margolis, n.d.). Staff and middle managers oversee the data collection, preparing reports, make decisions about the improvements. Parkland hospital will provide regular updates on training dates with the progress recorded in the activity log. A component of quality improvement process requires education for entire staff on the new techniques to deliver quality care. The type of education depends on the job description the nurse’s receive training on the proper way to answer difficult questions; clerks receive training on the new systems and providing customer services. Staff education will ensure that the new quality improvement becomes the new culture for each department.
Annual Evaluations and External Entities
The monitoring the change and effects of the change on decision-making to improve the quality of health care, enhancing accountability of providers, and resource efficiency (Dodwad, 2013). The annual evaluation for improvements summarizes the activities of the year. The evaluation teams take the quality indicators to monitor the changes that could improve the performance. The annual evaluation monitors for possible high risk areas that affect the patient care. The data provides statistical facts for increasing the desired patient outcome. Leaders use these elements for decision-making that results in quality improvement care. The external entities include governmental agencies, accrediting agencies and professional interest groups, and these entities effective both the quality measures and the performance measure. The accrediting agencies, such as the Joint Commission effects the decisions because of the regulations that Parkland hospital must adhere to, and the government agencies created the regulations that needs observed and followed.
Challenges
There are some barriers that interfere the implementation and revision of the quality measures. Luke and Boss identified three barriers that interfere the implementation and revision of the quality measures such as conceptualization, the measurement, and the assessment (Keller, &, 2013). To determine quality of performance that describes conceptual measurement. The measurement of quality assurance including the how reliable and valid the data is.
Conclusion
The vitality of Parkland to provide the most up-to-date quality health care available, those with the responsibility of making the decisions include, board of directors, executive leaders, quality improvement committee, medical staff, and the middle management team. The communication and educations remain important components of quality improvement because they ensure the success, other components can affect the quality of improvement include annual evaluation and the external entities and the parkland leaders must take necessary steps that ensure an effective quality implementation.
References
Balding, C., (n.d.). A model for middle manager-led quality improvement in health care.
Dodwad, S.S. (2013). Quality management in health care. Indian J Public Health 2013:57:138-43 Maharashtra, India
Keller, B., U.S.A.F., & Wirthlin, J. R. (2013). Current barriers to successful implementation of FIST principles. Defense AR Journal, 20(2), 194-217. Retrieved from http://search.proquest.com/docview/1440345280?accountid=35812
Kaplan, H.C., Provost, L.P., Froehle, C.M., Margolis, M., (n.d.). The model of understanding success in quality: Building a theory of context in health care quality improvement
Nemeth, L.S., (2003). Implementing change for effective outcomes. Outcomes Management Issue: Vol7 (3), July/September 2003. Pp. 134-139