Healthcare entities exhibit the motive of providing safe and effective patient treatment as a goal to maintain formidable initiatives to deliver a healthy populous. The aspiration creates the platform of assessing various acronyms that show resonance with quality improvement and the monitoring of quality patient care by multiple organizations. Indeed, they offer the Nurse Leader the capability of handling the issue of delivery on quality standards and integration of findings into daily nursing practice.
Quality Terms in Healthcare
The quality terms in healthcare such as Value-Based Purchasing, Hospital Consumer Assessment of Healthcare Providers and Systems, Quality and Safety Education for Nurses, Six Sigma, and Plan, Do, Check (Study), and Act is engaging techniques for adoption that seek to improve standards in the systems. They offer the Nurse Leader the avenue to meet their mandate of improving everyday nursing practices.
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Value-Based Purchasing
Value-based purchasing offers the Nurse Leader an opportunity to meet specific performance measures as it enables him/her to have a go at assessing the quality and efficiency of operations (Spaulding et al., 2018). The model entails the avenue for issuing punitive measures on engagements that surmount to poor outcomes such as medical errors and costly initiatives. The daily nursing practice faces tons of challenges, some that are difficult to measure, such as clinical outcomes. Value-based purchasing is a model that would come in handy for the Nurse Leader in adhering to quality standards as some of the benefits of its engagement includes the elimination of adverse occurrences and transforming patient care experience for the better.
Hospital Consumer Assessment of Healthcare Providers and Systems
Hospital Consumer Assessment of Healthcare Providers and Systems (HCAPS) seeks to improve quality care by giving the patient a listening ear to their perspectives regarding hospital care (Al-Amin et al., 2018). It is significant as it offers physicians an insight into the most relevant player in the health sector, giving a voice to patients. The Nurse Leader would engage the report given it is publicly provided in fine-tuning programs to exhibit the motive of addressing the underlining issues that require an address. It helps the leader to remain current and improve on quality standards that require integration into everyday nursing practice through relevant adjustments that would result in significant positive impacts in the improvements.
Quality and Safety Education for Nurses
More (2017) submits that Quality and Safety Education for Nurses (QSEN) entails the aspiration of engaging nurses through preparations using essential competencies that seek to improve the quality and safety standards of healthcare systems continuously. It is a critical tool for Nurse Leaders as it hands them the necessary skills, knowledge, and attitudes for adoption to achieve the goal mentioned above. It offers leadership the sufficient know-how of engaging in everyday nursing practice to adhere to quality standards from multiple establishments as they exhibit similar attributes in operations that seek to improve the experience of patients’ and remain relevant to the contemporary aspects in the health sector.
Plan, Do, Check (Study), and Act
Plan, Do, Check (Study), and Act (PDCA/PDSA) is a four-stage approach in management that involves steps of a continually improving initiative for products and services as it offers the avenue of testing solutions, checking the results, and implementing those that show promise of construing to success. PDCA offers the Nurse Leader an iterative platform to identify the problem or opportunity in planning, test the potential solution in the doing step, study the result in the checking stage, and implement the successful operation in the act juncture. It is a continuous cycle that gives the Nurse Leader the chance of making necessary adjustments in the everyday nursing practice to offer standard care and keep up with contemporary transformations.
Six Sigma
Six Sigma is an approach that seeks perfection through measuring quality for improvement in the output of a process. It adopts the initiative of eradicating elements that construe to defects as a goal of minimizing variability in operations (Raja et al., 2018). It is a facilitating technique for the Nurse Leaders to do away with impediments that seek to render actions as surmounting to poor standards such as clinical errors and costly engagements. They pose a threat to adhering to the current status of wants and needs of multiple organizations in the healthcare sector that require daily adjustments to achieve operational excellence and customer perfection, which the Six Sigma technique offers.
Quality and/or Regulatory Organizations
Quality and regulatory organizations such as Institution of Medicine, Joint Commission on Accreditation of Healthcare Organizations, Centers for Medicare and Medicaid Services, and Leapfrog are structures whose set up seek to establish improvements in healthcare operations and patient treatment. They offer a yardstick for measure for the Nurse Leader in achieving the mandate of safety operations in the everyday nursing practices as demanded by the multiple firms.
Institution of Medicine
Savoia et al. (2017) opines that the Institute of Medicine (IOM) is “a nonprofit organization, which is a health arm of the National Academy of Sciences, that exercises its liberty through engagements that entail no connection to the federal government as it provides impartial and authoritative advice to decision-makers and the public.” The evidence-based research and recommendations the establishment offers for public health are critical for the Nurse Leader as the adoption captures the motive of engaging ideal practices in daily nursing practice. The recommendations are significant in achieving quality care subject to the contemporary engagements that seek to set the framework for successful operations void of hitches.
Joint Commission on Accreditation of Healthcare Organizations
The Joint Commission on Accreditation of Healthcare Organizations (JCAHO) releases standards for healthcare standards that entail elements of recent trends and patient safety as an aspiration for improving the systems of public health. It is a non-profitable organization whose initiative is administering accreditation programs for the mentioned firms. It is a regulatory entity that keeps the Nurse Leader in check owing to failure to meet ideal standards set by JCAHO alludes to the loss of licensing in the most adverse case that leads to job termination. The leaders require the watchdog to keep up with the contemporary changes in the health sector and meet the quality standards of JCAHO.
Centers for Medicare and Medicaid Services
The Centers for Medicare and Medicaid Services (CMS) engages “Medicaid, Medicare, and the Health Insurance Exchanges in the motive of empowering patients as it facilitates their collaborative efforts with the relevant physicians in reaching agreements regarding the best healthcare decisions for adoption” (Perla et al., 2018). The Nurse Leader would benefit from the organizational structure that introduces quality as it offers a means of acquiring meaningful information regarding impeccable standards. It is a significant avenue as the patient holds considerable value for consideration, which transcends to setting changes that reflect contemporary aspects in a transformative initiative. The operational engagements of information, in this case, would benefit daily nursing practices by setting them up for success.
Leapfrog
Leapfrog Group is a national non-profit organization that strives to establish better healthcare systems that reflect adequate safety practices, keep in touch with quality standards, and sets affordability in the department. Its operations entail the measurement of organizational performance in a transparent and evidence-based approach to champion for quality and safety from hospitals. It is a compelling entity that sets the Nurse Leader to enacting ideal programs that mirror the organizational motive of integrating the findings into daily nursing practices. The adoption is essential for the transformative agenda of improving healthcare services and products, which is a contemporary organization demand that transcends to future deployments.
Conclusion
Relevant approaches such as Value-Based Purchasing, HCAHPS, QSEN, PDCA, and Six Sigma are engaging techniques that offer the Nurse Leader the avenue to improve on the delivery of quality and standard healthcare. IOM, JCAHO, CMS, and Leapfrog are organizations that compel the active adoption of ideal nursing practices. The two fronts require sufficient facilitation as health systems entail room for improvement.
References
Spaulding, A., PhD., Edwardson, N., PhD., & Zhao, M., PhD. (2018). Hospital value-based purchasing performance: Do organizational and market characteristics matter? Journal of Healthcare Management, 63(1), 31-48.
Al-Amin, M., Schiaffino, M. K., PhD., Park, S., PhD., & Harman, J., PhD. (2018). Sustained hospital performance on hospital consumer assessment of healthcare providers and systems SurveyMeasures: What are the determinants? Journal of Healthcare Management, 63(1), 15-28.
More, L. (2017). Transition to practice – part 2 implementing an ambulatory care registered nurse residency program: Competency – it's not just a task. Nursing Economics, 35(6), 317-321,326.
Raja Sreedharan, V., Vijaya, S. M., & Raju, R. (2018). Critical success factors of TQM, six sigma, lean and lean six sigma. Benchmarking, 25(9), 3479-3504.
Savoia, Elena,M.D., M.P.H., Lin, L., M.S.P.H., Bernard, D., M.P.H., Klein, N., B.S., James, L. P., M.B.B.S., & Guicciardi, S., M.D. (2017). Public health system research in public health emergency preparedness in the united states (2009–2015): Actionable knowledge base. American Journal of Public Health, 107, E1-E6.
Perla, R. J., Pham, H., Gilfillan, R., Berwick, D. M., Baron, R. J., Lee, P., . . . Shrank, W. H. (2018). Government as innovation catalyst: Lessons from the early center for medicare and medicaid innovation models. Health Affairs, 37(2), 213-221.
