Quality Improvement Initiative
People view quality improvement activities as educational. Staff nurses take part in the process of quality improvement thus perceiving the process as the one helping in the improvement of the quality of healthcare delivered in the health centers and hospitals. Quality and safety has always been the guide of the practice at Massachusetts General Hospital. However, according to the Institute of Medicine, there is increased attention to the quality and safety at the healthcare centers nationwide and the industry in general. Therefore, Massachusetts General Hospital has recently been challenged to improve the quality of its systems and service delivery.
Massachusetts General Hospital needs to meet edict together with rapidly increasing requirements of quality benchmarking and reporting. Therefore, this paper presents a comprehensive review of the hospital’s quality. A strategy in quality and safety sometimes emerged back from the executive leadership retreat to help in creating a new culture at Massachusetts General Hospital. This was given supporting the vision of the leading the United States in the quality and safety of the patient. This objective would not have been achieved without reorganizing both Hospital and Patient Care Services levels thus helping in the advancement of the agenda of quality and safety of the patient. Therefore, the target audience is patients and employees within the Hospital and Patient Care Services (Lohr & Schroeder, 1990).
In the achievement of the objective of quality improvement initiative, Massachusetts General Hospital launched the Center for Quality and Safety. Additionally, it led to the creation of the Patient Care Services Office of Quality and Safety. Below are the six goals and objectives of the Institute of Medicine for quality improvement which are going to serve as a framework for the departments at Massachusetts General Hospital: Patient-centered care and services, timely patient care and services, efficient patient care and services, effective patient care and services, equitable patient care and services, and safe patient care and services among many others.The implementation team identified the strategic goals and tactics for the hospital’s quality and safety initiatives. This executive summary depicts the description of the programs, fiscal allocations, progress, and the results.
The ways and methods in which these changes at the organization will be disseminated are important to the actualization of the quality, safety goals and objectives, and initiatives. Some of the communication channels in this will include:
- Caring headlines
- Making presentations during the meeting of the Nurse Director
- Meeting of the combined leadership
- Committee of the staff nurse advisory
- Meeting of the Committee leaders
- Open forums for clinicians and other support staff in the organization
It is important to make a contribution to the activities of quality improvement. This contribution is essential to the roles and responsibilities played by the professional nurses at Massachusetts General Hospital and a core component of the Professional Practice Model. However, its most fundamental importance is embedded in the description of the position of the organization’s Senior Vice President for Patient Care and the Chief Nurse. Besides what has been seen, the implementation has some specific benefits that impel the organization to implement it. Some of the specific benefits of the program are (Marshall, Shekelle, & Davies, 2003):
- Undertaking quality improvement initiative will help Massachusetts General Hospital to manage comprehensively and understand the needs of the patients and the workers at the organization.
- The implementation of the program will lead to the satisfaction of the patients and various people visiting the hospital.
- The implementation of this program will help in the development and maintenance of the goals and objectives of the organization. These goals and objectives feed into the hospital’s core processes thus maximizing the results.
- Quality improvement will lead to the reduction of the errors the organization makes while disseminating healthcare services. Some of the errors here are defective products and services.
- There will be an increase in the adaptability where the organization will become better equipped thus enabling it adapt to the changes in the healthcare industry as well as the taking of the available advantages and avoid threats.
- It will improve the morale of the nurses and the doctors since its focus will be on improvement of the business processes as one of the means of improving the organization instead of blaming the nurses for the inefficiency.
The benefits of which the implementation of the program comes and many others such as the population-based opportunities and collaborative governance are the justification why Massachusetts General Hospital needs to continue with the implementation of the program. Although the costs of the program have not been counted, it can be estimated the benefits with which it will come will exceed the costs by far. This makes the implementation of the program be taken seriously and quickly implemented to avoid wastage of time. Some of the costs of the program will come in the form of collection and dissemination of the relevant quality data and information to the hospital stakeholders throughout the hospital. However, this will be critical to advance the quality and goals and objectives at Massachusetts General Hospital.
It will not be advisable to implement the program at the organization and fail to have ways of evaluation to see whether it has paid time, effort, and money. The program will be evaluated by comparing benefits of the program and goals and objectives of the organization or the implementation of the program. Therefore, each of the goals and objectives of the organization will be pitted against the benefits brought about by the implementation of the program. The program will be assumed to have been successful if its benefits which the organization will experience have met the goals and objectives of the organization and that there is a possibility of the expansion of the benefits in the future. The organization will continuously evaluate the ways in which methods and ways of program evaluation were selected thus ensuring they were soundly and that the organization can explain the project and its achievements (Reinhardt & Ray, 2003).
Lohr, K. N., & Schroeder, S. A. (1990). A strategy for quality assurance in medicare. N English Journal of Medicine, 322, 1161-1171.
Marshall, M., Shekelle, P., & Davies, H. (2003). Public reporting on quality in the United States and the United Kingdom. Health Aff, 22 (3), 134-148.
Reinhardt, A. C., & Ray, L. N. (2003). Differentiating quality improvement from research. Application Nursing Research, 16 (1), 2-8.