Quality Improvement Plan
This report presents an analysis and evaluation of the quality improvement plan at Davis health care. The evaluation includes the current state of the quality improvement at the facility, its organization, operations, authority, mission, methodology, and the tools used in the process of collecting data. Davis Health Care, just like most organizations has invested many resources geared towards the realization of a continuous improvement in the quality of health care services that are offered within the facility (Tabrizi, 2013). Both the management and health care specialists are in the forefront to ensure that a quality improvement plan that will guarantee a sustainable and effective process of quality appraisal within the organization is achieved. The current state of Quality improvement plan at Davis Health Care is good although significant adjustments such as ensuring that all safety requirements within the facility are adhered to will go a long way in ensuring that the quality improvement becomes even better.
In Davis Health Care, the major players charged with the responsibility of ensuring that Quality improvement within the facility is realized include the board of directors, executive leadership, quality improvement committee, medical staff, middle management, and department staff. Each player is tasked with distinct roles that are essential in the implementation of the quality improvement process with the board of directors taking the central role of supporting and offering guidance necessary for the implementation of QI activities. The steps involved in Quality improvement include implementation, communication, education, monitoring and revision, annual evaluation, regulation and accreditation, and the involvement of external entities (Andrew & Halcomb, 2009).
The mission of Davis Health Care is to provide quality health care services to its clients who in this case are patients. Methodology involves the collection of both qualitative and quantitative data (Sollecto & Johnson, 2013). The total patient harm rate as a measure of the quality of medical services provided in Davis Health Care is the most appropriate and effective kind of data for this study. Total harm rate entails recording all events that seemingly undermine the safety of the patient and also the frequency of patients being harmed within the facility. Tools that were used in the process of gathering the relevant data include survey, interview, and observation (Andrew & Halcomb, 2009).
Proper training of its employees with adequate awareness creation is a very important undertaking if Davis Health Care wishes to achieve its objectives over the long term. Quality improvement in the services offered is realized and maintained in an organization if employees take it upon themselves to uphold ethics and hard work (Vincent, 2010). Additionally, soliciting for funds from all quarters will ensure that setbacks towards realizing quality improvement that come because of financial constraints are done away with. The process of quality improvement especially in the health care system is challenging in the sense that the field itself deals with human beings solely (McLaughlin, Johnson, & Sollecito, 2012). Financial constraint is one major challenge that face quality improvement threatening its future because the lack of enough money hinders the effective implementation of viable quality improvement plans. Lack of commitment from relevant policy makers such as governments and various managements also threaten the future of quality improvement (McLaughlin et al., 2012). Human factors such as willingness to learn, conform, and accept changes that come with quality improvement process is also a challenge that threatens the future of quality improvement.
Health care quality improvement automatically affects operational and financial performance of any organization Davis Health Care included. Improving the quality of services rendered in Davis Health care means that more patients will be served faster and according to set standards; thus the operational performance improves. Further, the process of realizing quality improvement requires huge finances, which will most likely weigh down to clients. Consequently, the clients will have to incur more costs to access improved health care services translating to increased financial performance.
References
Andrew, S., & Halcomb, E. (2009). Mixed methods research for nursing and the health sciences. Chichester: Wiley-Blackwell.
McLaughlin, C. P., Johnson, J. K., & Sollecito, W. A. (2012). Implementing continuous quality improvement in health care: A global casebook. Sudbury, MA: Jones and Bartlett Learning.
Sollecto, W. A., & Johnson, J. K. (2013). Mclaughlin and Kaluzny’s continuous quality improvement in health care. Burlington, MA: Jones and Bartlett Learning.
Tabrizi, J. S. (2013). Continuous quality improvement in health care. Quality Management in Health Care, 9(2), 61-62.
Vincent, C. (2010). Patient safety. West Sussex: Wiley-Blackwell.
