The Department of Health has commitment towards a quality improvement (QI) program that will improve the performance of the organization as well as the objective. The QI program entails an organized approach that details the plans and implementation strategy. This holds the promise for improving the health care in the hospitals. Different organizations such as the National Committee for Quality Assurance and the Joint Commission on Accreditation of Healthcare organization encourage the hospitals to make use of QI processes to address the challenges of clinical quality and the safety of the patients. The QI program is a continuous process where the organization and the stakeholders measure and monitor the quality of services in the Medicare.
The QI implementation program provides a review and evaluation of the healthcare that take in the external and the internal customers. All the department of the organization has to participate to improve the healthcare. The Chief Medical Officer (CMO) has to integrate the review and evaluate the components to improve the health care (Dlugacz, 2006). The CMO assists the senior management in the design and the implementation of the health care services. The CMO communicates directly with the clinical professionals and the senior management team. This office has the mandate to develop policies and procedures to steer QI in the organization.
The senior leaders and the medical officers sit at the helm of the organizational chart. These people guide and lead the entire health organization towards its success. The leadership determines the capacity of the organization in implementing the QI program. The top brass physical presence and transformation roles in the organization can influence an organization. The senior leadership implements the strategic plan and details the vision of the organization. The leadership makes decision regarding accessing of funds for expansion purpose. The management of the organization plans the day-to-day activities of the organization. In this case, the leadership must attain balance between the vision of the firm and the ongoing operational work and other quality improvements. The executive leadership monitors the performance of the QI implementation program. The senior leadership makes definition on the acceptable quality in the organization.
The Board of Directors (BOD) of the health care organization has to scrutinize the safety of the organization since they are held accountable incase of failure. The BOD has responsibility for the entire organization. The BOD work in collaboration with the organization management to offer oversight solutions such as improved communication to aid in adequate investment and disjointed committee structures (Ransom, 2008). The BOD approves the QI plan developed by the executive and other clinical leaders in an organization.
The Quality Improvement Committee (QIC) provides the organization with agency oversight and guides the projects activities. The QIC performs reviews and approves the QI implementation plans. The QIC encourages and fosters a beneficial environment for the success of the QI implementation plan. The QIC recommends policy decision and evaluates the results of QI activities.
The departmental staff endeavors to manage and monitor performance of the QI program. The leader of the staff has to orchestrate the work to attain desired improvement.
Upon data completion, the information on the results should target different people (Ransom, 2008). The administrators must present the data using medical boards or governmental audiences. A pie chart can communicate the occurrence of a fall during the night. Depending on the restriction of the analysis, the data can reveal many issues in graphical formats.
Information flow in the organization applies QI reports, oral presentations, minutes of meetings, memorandums, and discussions. The Quality Improvement committee has the responsibility of coordinating and distributing improvement data in the organization.
The data analyst or the database administrator collects the data and prepares report to communicate the performance. A data analyst uses a clinical decision support system that is cost effective for the organization (Alexander, 2006). The departmental staff collects the data for analysis purpose. The sources of data include the medical records, surveys, focus groups, and media interviews. The medical record offers the accurate information during the data collection stage (Dlugacz, 2006). This entails a series of well-conceived steps from the manual system to electronic systems. The administrative databases provide an excellent source of reporting on the clinical quality, financial performance, and certain patient outcomes.
Measuring healthcare educates the business administration, management, and the public health policy on the evaluation of the measures. Measures underlie quality management and the business ideology of quality management. The departmental staff and other health professionals must use clinical tools and techniques to analyze the health care services. The measure intention is to change the clinical behavior and improve processes in the organization. Measures and databases provide a channel for communication in the different department of the organization. Measure assists the administrators in the evaluation of the use of resources to determine efficiency.
The annual review of the QI program is essential to demonstrate quality improvements in the healthcare service. This can necessitate any appropriate corrective action by determining the quality improvement strategy. To ensure a successful QI implementation often there is need for an annual review to assist in quality improvement activities. The CMO reviews and approves the QI program annually.
Alexander, J. A., Weiner, B. J., Shortell,S. M., Baker, L. C., & Becker, M. P. (2006).The Role of Organizational Infrastructure in Implementation of Hospitals' Quality Improvement. Hospital Topics, 84(1), 11-20.
Dlugacz, Y. D., (2006). Measuring health care: Using data for operational, financial, and clinical improvement. San Francisco, CA: Jossey-Bass.
Ransom, E. R., Joshi, M. S., Nash, D. B., & Ransom, S. B. (Eds.). (2008).The healthcare quality book: Vision, strategy, and tools. (2nd ed.). Chicago, IL: Health Administration Press.