Management And Project Review Process

The Steering Committee will participate in the timely execution of the Project Plan (i.e., timely approval cycles and meeting when required).

According to Chtourou (2013), a CDI program focuses on enhancing the accuracy of clinical documentation quality which requires a huge input from CDI specialists, heath information management professionals, coders and clinicians to collaborate together to review the quality of documentation reported/captured in order to ensure accuracy and complete of patient’s clinical encounter. As a healthcare provider, medical records that are incomplete or inaccurate often times, compromise the quality of care reporting and inevitably affect the clinical decision support system of the organization including the accuracy of reimbursement. This is reasonable since the CDI program has emerged as a new paradigm to meet the changing needs of maintaining a sound health record documentation across the healthcare industry (Hauger, 2014). Most of the CDI programs have to a great extent concentrated on boosting the Diagnosis-Related Groups (DRGs) installments by securing clinical documentation to support medical complications and co-morbidities (Hauger, 2014).

This memorandum describes Central Health’s Readmission Reduction Program set to commence in May 2017. The Centers for Medicare and Medicaid Services (CMS) has raised concern over the increasing readmission rate and poor quality of care. To address this issue, Congress has created Hospital Readmission Reduction Program (HRRP) statute under the Affordable Care Act, 2010, which was recently updated under 21st Century Cures Act of 2016. Under the constant pressure of a penalty, Central Health has considered to establish its own Hospital Readmission Reduction Program to address specific imperatives, such as care-coordination, treatment adherence program, and streamlined patient discharge process.

Recently the hospital had a meeting about the way the facility would be reimbursed due to hospitalizations that occurred within a thirty day readmission connected to the same diagnosis. The educators were forced to evaluate how staff could improve in eliminating infrequently readmissions. The lack of information given and understood by the patient guarantees a readmission due to the nurse not fully understanding that for patients with CHF to avoid readmission due to noncompliance nurses and health care staff must ensure that the

There will be corrective action plan made by the Project Manager. The corrective action plan will be meeting with the team members and raise the issues mentioned by stakeholders. Each member’s performance will be evaluated and also include measurements for achieving the intended outcomes and anticipated timeline for

In December 2015, The Joint Commission launched a campaign seeking to reduce readmissions by providing resources for both health care providers and patients to engage patients in the discharge planning process.1,2 According to voluntarily reported data collected by The Joint Commission between January 2014 and October 2015, the major contributors to 197 sentinel events were failures in patient communication, patient education, and patient rights.2 A review of communication during the hospital discharge process found that discharge summaries often lacked information on counseling, treatments, discharge medications, test results, and follow-up plans.3

Measurable – All tasks will be listed, allocated and assigned to the most appropriate person within the Quality department. Expected completion dates will be set, weekly progress meeting held to monitor the project and the associated tasks. The goal is to complete all the tasks by the 31 January 2013.

The project had regular meetings with the team members. These meetings were used to evaluate the progress of the project. At these meetings we evaluated the project. We also discussed how to proceed in order to plan our upcoming activities.

The third section of the CSCC is its Digital Outreach Team. This team is responsible for

With the options in hand, the first thing that the IT steering committee should consider is continue doing the ongoing projects. It is because of the fact that the company has already invested important resources like time and money into the projects. The other reason is the company might have already allocated the resources to the ongoing projects.

At the end of this semester, our group will articulate the results related to issues faced in different domains of CDSS. Then, we will also propose our own recommendation based on the literature sources that we will review about Clinical Decision Support System.

Stakeholder communication plans are developed by monitoring and reviewing the current communication processes within the organisation and then identifying what communication methods are the most suitable and effective with each stakeholder and then to compare and analyse these methods to make

In order to achieve the goals set by the department heads, communication and interaction within the team is important. We would usually begin a project with a whole team meeting and brainstorm ideas. Everyone would be invited to these early meeting to ensure that all members of the team have an opportunity to voice any concerns or make any suggestions they may have. We would also invite the team leaders from other teams that may be involved or affected by the project to ensure the goals are achievable. Once tasks have been agreed upon and set, communicating the progress both up and down the chain is important. I would expect progress reports from my team members on an agreed time frame. I would in turn provide progress reports to my managers and department heads. These reports can come in many forms from Emails, telephone calls, meetings or sometimes one on one conversation. It is important to promote synergy, if a team works well together the final result can often be far greater than the sum of its parts.

 This section should discuss proposed mechanisms and procedures for monitoring of project operations to ensure that activities occur as planned, that they remain directed towards stated objectives, and that appropriate corrective action is taken if required.

3. Principle 3 - Ensure separation of stakeholder management and project decision making activities: The decision making effectiveness of a committee can be thought of as being inversely proportional to its size. Not only can large committees fail to make timely decisions, those it does make are often ill considered because of the particular group dynamics at play. There is always the concern that this solution will lead to a further problem if disgruntled stakeholders do not consider their needs are being met. Whatever stakeholder management mechanism that is put in place must adequately address the needs of all project stakeholders.