Clinical Audit Case Study

Practice: review, plan and monitor, eg respect for the value base of care, professional interactions with

Training is used to build knowledge and skills after employees have made the personal decision to support the change.

This would include physicians, nurses, directors, and any other support staff. Getting the input of coworkers can help find if the mission, vision, and values of the facility are correctly understood and to evaluate how they are received by the organizations staff. After completing this task, seeking input from those outsides of the facility should be received. This could contain input from the community, patients, family of those patients, or other facilities within the surrounding areas. After collecting the information from both, internal and external sources, the outcomes need to be evaluated to find mutual themes and then compare them to the existing values that the practice holds presently. Next, removing obsolete information and reports that presently do not line up with the organization will then permit the usage of the Teals process of refreshing the way the practice can keep up with current medicine. Customers and coworkers need to be able to see how every value is signified and how each value will line up with the practices mission and vision statement. The organization needs to continue to communicate the values constantly because it will allow the staff to have a better and more concise understanding of what they stand

Whilst there has and continues to be widespread debate, the elements of clinical audit, research, continuing professional development and reflective practice are

NHS quality improvement programs main purpose is to collect and review data entered in order to recognize the opportunities to improve business operations in healthcare. To bring changes in quality, it is necessary to respond to patient’s ideas and implement them for the better results. The key issues that are to be considered for quality-improvement NHS program, as it moves forward are the needs for the patients, necessity of the funds for quality improvements, needs of the service providers and expectations of the community. Outcomes for people and also change expertise. And to improve business operations in healthcare and also recognize opportunities.

McLaughlin, C.P., & Kaluzny, A.D. (2006). Continuous Quality Improvement in Health Care, Third Edition, Jones & Bartlett Publishers, Sudbury, MA.

Implementing a change project is a challenging step of the Capstone Change Project. This paper focuses on steps that must be taken to implement a change, strategies to ensure the success, involved stakeholders and their roles, educational requirements, safety issues, ethical considerations, and external or internal regulations’ effects on the process. It also include the change theory, nursing theory, and evidence based practice influences on the implementation process.

In any continuous quality improvement effort, measurement is the key element (Sollecito, & Johnson, 2013). “Measurement and statistical analysis are used to assess the impact of an improvement effort” (Sollecito & Johnson, 2013). To Measure the impact of the program, the hospital utilized a departmental quality improvement assessment with a scoring matrix for self-assessment (McLaughlin, et. al., 2012). The scoring matrix consisted of five category ratings which each department head had to complete. Univer4sal Charting and Resource Utilization were also used for measurement (McLaughlin, et. al., 2012).

A widely known challenge chronic in healthcare is the readmission of a large percentage of patients who do not follow their medication regimen. The readmission is normally caused due to poor adherence to non-adherence. For the purpose of this week’s discussion this post will cover the definition of quality improvement (QI). QI is defined as the use of data to monitor the outcomes of care processes, improvement methods to design and test changes to continuously improve the quality and safety of health care systems (Hinkle, Cheever, & Kerry, 2014).

The NHS Operating Framework introduced by the coalition government sets out the planning and financial requirements for RUHB in 2012/13 and the basis of their accountability (DH, 2012). As a result, the 2013 certified that funding for health in England be frozen for up 2015/16 thereby requiring RUBH to underspend allocated funding from the government such as putting a 1% cap on pay award. Socially, this will include factors such as behavior of staff and service users, partnership working, quality of care, etc. These factors can drive change in diverse ways in the RUHB. For example, the NICE Guidelines on Behavior Change make recommendations on individual level behavior interventions that is aimed at changing the behavior that can be dangerous to the health of staff and service users such as smoking, alcohol abuse, lack of physical activity, safe sex, etc. (NICE, 2014). Technologically, the introduction of information communication technology has resulted in faster communication, appropriate storing and sharing of information and records of service users between health and social care professionals. As a result of the CQC inspection, the RUHB revises their health records management policy to more accurately reflect where information about service user such as fluid intake and output in each ward should be recorded (CQC Report, 2013)

Introduction A clinical audit is an approach used to determine if healthcare is administered in the most effective and appropriate manner whilst meeting internationally recognized standards. The National Institute for Health and Care Excellence (NICE)(1) recently updated published standards of care for management of Acute Upper Gastrointestinal bleed (UGIB). The medical records of eighty-seven patients who presented with an upper gastrointestinal bleed over a three month period from December 2013 to February 2014 to the Port of Spain General Hospital (POSGH) were audited. Results showed that recommendations in the NICE guidelines were followed accordingly. Acute upper gastrointestinal bleed (UGIB) can be defined as bleeding from a source (duodenum,

For professionals working with clients it may seem that quality of care has always been an issue of importance. Most work places will have some sort of quality assurance system in place and it is assumed that quality can therefore be measured. As definitions relating to quality tend to be less concrete, measuring quality is a complex matter. One mechanism used to monitor quality is the audit. The audit in healthcare is used to examine the outcomes resulting from the utilisation of resources, and it is not restricted simply to an examination of the quality of outcome; it could involve themes

AAPC was founded in 1988 to offer education and professional certification to physician-based medical coders and to lift the standards of medical coding by providing training, certification, networking, and job opportunities. AAPC offers 32 certifications about the whole business side of healthcare, including professional service coding (CPC), professional billing (CPB), medical auditing (CPMA), clinical documentation (CDEO), medical compliance (CPCO), and physician practice management (CPPM). It cost for individuals $160.00 annually, for students $90 if you are an AAPC student or $110 for non-AAPC student. If you are a corporation it will be $950.00 a year and $95.00 each add on. AAPC offers training for all stages of a healthcare career,

In order to make change that engaging employees, “influence is the name of the game in today's era in which patients, staff, physicians and diverse stakeholders must all be engaged to achieve results.” The ADKAR process helps to address the 4 “P’s” (Picture, Plan, Purpose, and Part) which are critical success factors tackling the motivational needs people have during change. The picture creates an exciting and compelling vision of how the future will be once the change is implemented so employees can imagine what the change will personally mean to them. The plan provides the detailed steps, task, and milestone required in order to achieve the future state; it provides a road map for what is going to happen during the change so employees have a clear idea of what they need to take. The purpose provides the need for why the change required and what problem is being solved so that employees can understand the logic of a driving the change. The part focused on the need to proactive engage stakeholder in the process so that employees understand how they can actively participate in problem solving and contribute to the success of the project.

A clinical audit is a quality improvement process which aims to improve care through a systematic review of practice against evidenced based criteria, followed by the implementation of change (Healthcare Quality Improvement Partnership, 2011). There are many different audit cycles to choose from which could be confusing for practitioners (Dixon & Pearce, 2011). The audit cycle pictured below (figure1) was selected as a bases for this project because it is simple to use and emphasises the importance of maintaining improvements.