The verbal order read back initiated by the hospital has improved with all but one department exceeding a 90% ratio. This will be a focus area for the Ortho department, as they will have a goal to reach of exceed 90% within the remaining accreditation period. We will continue to quantify the results of all departments monthly as well as evaluate the Orhto department to determine if there are any roadblocks to attaining the improvement goal. The second lowest score is currently being achieved by the surgical unit although they are doing well we will target this department for ongoing training. All departments will continue to receive documentation and training in this area.
For the verbal orders and read backs graph needs to be broken down into quarters. This would help address the problems sooner for the next fiscal year. During a department’s grand rounds, it needs to be reiterate the important of verbal orders and read backs are to patients’ safety. The smaller sample size may point to an individual doctor or nurse who needs retraining. This will help with orthopedics department improvement at fast rate and take other department to one hundred percent. The rush of the orders being given may lead to the using of impropriate use of abbreviations. The U abbreviation needs to be address in grand rounds of each department. The reporting of critical results need to address with laboratory staff and nurses, The doctors should be warned that when order something, “stat” to ask for the results within a reasonable amount of time. This will help in patient’s safety because it saves of life.
Before the patients leave the clinic, the primary care nurse will give them a simple instruction such as doing the blood work, EKG and chest x-ray prior to pre-operative appointments. This is the end of primary care responsibility for the pre-operative process of patients undergoing surgical procedures. The accountability of making sure the patient is ready for the surgery is then handed over to the pre-operative management nurses. Cancellation of operations in hospitals is a significant problem with far reaching consequences (Kumar & Gandhi, 2012). One of the factors contributing to this cancelation is the pre-operative process itself.
Quality of service should be one of the most important and well monitored goals for any medical facility, from your small town family doctor’s office, to nursing and rehabilitation facilities, all the way to large hospital systems. The quality of service provided in a facility doesn’t just affect the patients. Quality of service also affects the bottom line, or whether or not the hospital system is profitable. In order to better access the system’s current quality of service and to devise improvement plans I would need to explore issues that have significant effect on quality of care such as, patient satisfaction and retention, medical errors
Patient satisfaction: This issue can affect funding, revenue and reimbursement from insurance providers. Patient satisfaction can be affected by nearly any aspect of the hospital experience, surveys are done randomly to gain insight on the patients overall treatment at the facility. Negative feedback can cause assumptions about treatment and quality by the HCO as well as decrease in incoming patients.
Executive Summary of Accreditation Audit June 2012 I prepared and reviewed an accreditation audit for Nightingale Community Hospital to organize and ensure compliance with Joint Commission standards for our hospital. We are preparing for a site visit that should occur within the next 13 months. I have reviewed the current compliance status
Capacity management in healthcare facilities have been well-known areas of focus in The additional revenues that were collected due to increase in ICU capacity by 20 beds enhanced the total ED revenues by 10%.4 The efficiency of care delivery is decreased when patients are diverted to other hospitals, they have to wait for long period to receive care or if they are placed on the floors where they do not belong. This is seen often due to delay in discharging patients.3 These delays and inefficiencies are the primary cause of decreased satisfaction among patients, their families, hospital employees, and physicians. They also result in avoidable increases in patient length-of-stay, reduced quality of care, and lost or diminished hospital revenue.3
Texas Health Harris Methodist–Cleburne is one of the top performers in the country on the surgical care process-of-care measures, often referred to as the "core" or Surgical Care Improvement Project (SCIP) measures. The measures, developed by the Hospital Quality Alliance and reported to the Centers for Medicare and Medicaid Services (CMS), relate to achievement of recommended treatment in four clinical areas: heart attack, heart failure, pneumonia, and surgical care. In addition to its high performance on surgical measures, Texas Health is performing in at least the top 15th percentile in these other areas. This case study focuses on Texas Health 's achievement in providing recommended treatment related to surgical care. The hospital has
On average, the guides took 27 minutes to complete. As the results indicate, Hospital A has not implemented some of the recommended practices in the following guides: Computerized Provider Order Entry with Decision Support, Patient Identification, and Test Result Reporting. The total number of these practices are 16 which accounts for 10% of the total recommended practices. Also, there is a number of practices that has been implemented partially in some areas in hospital A. These practices fall into the following guides: Computerized Provider Order Entry with Decision Support, Clinician Communication, High Priority Practice, Organizational Responsibilities, and system interfaces which account for 11% of the total recommended practices. The only guides that hospital A is fully complied with are Contingency Planning and System Configuration guides. The total number of practices that have been fully implemented across all guides is 125 which represent 79% of the total recommended practices.
I found it quite interesting that you mentioned Dr. Changs idea to help patients be treated more efficiently and effectively. Individual waiting in the waiting room is definitely an issue, and will continue to be a problem
1. I am picking up when Mai Thi Hiep (Heidi) is visiting her biological family in Vietnam and her siblings are talking telling her she needs to send money to help support her mother. At this point I feel Heidi is experiencing the dissonance stage, stage 2 of the (R/CID) model. She is attempting to find herself by returning to her homeland she has forgotten so much about. Since Heidi has been raised in the United States since the age of 7 and raised as a white child and told to never tell anyone she was Vietnamese she holds these values. Therefore I feel she is also experiencing Helms Disintegration stage by experiencing anxiety, guilt and anger (Erford, Hays, Crockett and Miller 2011). The anxiety Heidi is experiencing while her siblings are
The need for a perioperative surgical home model stems from healthcare’s transition to a more value-based process of care as opposed to a fee-for-service system. Additionally, patients that are required to undergo surgery are often times separated from their usual medical care. This can result in delays, lapses in care,
Throughout recent history, tremendous improvements have been made to healthcare, greatly improving outcomes of patient care while also increasing the costs of such operations. Part of delivering quality care is, not only positive outcomes, but keeping the costs of these procedures at a price the patients who need them can afford. One huge factor in determining cost reduction in the healthcare system is the particular facility’s protocol and routine. Each healthcare facility has the opportunity to stress to its employees the need for individual efficiency and professionalism, including, but not limited to: cross training of employees, keeping all attention on the job during business hours, thorough and accurate paperwork, good communication/teamwork
3. Patient Experience Measurements These measurements provide feedback of a patient’s experience with the care offered at a given hospital. These measurements assess a wide range of factors including interpersonal aspects of care, clarity of - and ease of access to - information provided by the physician, speed of medical staff’s response to the patient’s urgent care needs, among other factors. These measurements are used by patients in their subjective evaluation during their process of choosing a hospital for emergency care or
Introduction Pre- and post-operative Patient Reported Outcomes Measures (PROMs) are being used with increasing frequency to measure the severity of a patient’s symptoms and level of function. They can be important tools in assessing a patient’s suitability for surgery, expected outcome and post-operative recovery. Although their use derives helpful clinical data, not all clinicians have adopted their use into their busy clinical practice.