...QI Plan Part III - Implementation and Revision HSC/588 Anna Caluza May 26, 2014 Linda Roan Q I Part III – Implementing and Revising The implementation of correct systems required a team including expert leader’s approach. Effective communications between leaders of Doctor’s Medical Center, end users, the vendors, and the department staff is important when collecting data. For data transfer, authority need to assure that the new system communicate with the existing system. The administrative leaders guide the project activities, data protocol collection, clearly understand roles and responsibilities, and set up policy and procedure. Leader guide the staff to pursue the desire to achieve the goal. In completion of the system, training is provided by trainers for the to staff to be efficient in using the system. A yearly system evaluation to improve quality performance is mandated. The final process of implementation and revising is to assure that the organization is complied with the Joint Commission and other accreditation agencies. Authority Structure and Organization Authority structure is crucial in implementing and revising plans to be successful. To achieve success in implementing project, roles and responsibilities must be organized. Included in the authority structures to achieve success are as follows: board of directors, executive leadership, quality improvement committee, medical staff, middle management, and department...
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...Care Management Model Based on My Philosophy Care Management A shift from encounter based care to continuums of care is one of the biggest changes occurring in health care today. This change is driven by governmental legislation, payer incentives, and the recognized need by providers and healthcare systems. The lack of coordinated care results in medical errors, unnecessary procedures, and other forms of waste. This also creates higher costs for the patient, lower quality, and produces an unsatisfactory patient experience. A study performed by the Midwest Business Group on Health in collaboration with the Juran Institute revealed that 30% of all health care expenses result from poor quality care. In 2009, total health expenditures in the U.S. were $2.5 trillion. This means that $750 billion was the result of poor quality (Ralston & Park, 2011). Care Management Model Based on My Philosophy Case management and clinical pathways are strategies used to manage patient care. Although they use different approaches, both are related. The primary function of a case management program is to enhance the coordination of needed resources for patients and their families. Case managers facilitate access to services, both clinical and non-clinical, by connecting the individuals to resources that support him/her in playing an active role in the self-direction of his/her health care needs. Clinical pathways, on the other hand, are tools and systems. The tool reflects only part of the case...
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...health care is being delivered. There are two measures that play a huge role in ensuring the highest quality care is being delivered and they performance measures and quality improvement. This study will address the authority, structure, and organization by identifying who is responsible for implementing the plan discussed in the early papers. It will provide who is responsible for communicating the plan to be implemented. It will provide a description of the education the staff will receive. It will also provide a description of the annual evaluation, external entities involved if any, and challenges faced. Authority, Structure, and Organization At St. Joseph’s Hospital in Denver, Co the board of directors is responsible for making sure the employees are providing the patients with quality care. It is important for the board of directors to know the importance of monitoring quality improvement within the facility and ensure the employees are following the standards that have been set. The quality improvement standards set for the hospital are important and by leaders monitoring the quality improvement it can also lower the risk of liability as well as improve patient care (Farrell, 2008). The executive leaders of the hospital have a responsibility to provide guidance, evaluate the improvement process and coordinate activities (HRSA, 2010). The medical staff should be responsible for helping to implement the changes with the discharge forms as well as how the discharge...
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...monitoring and evaluation of projects: 1. Provide constant feedback Monitoring and evaluation provides constant feedback on the extent to which the projects are achieving their goals. It also helps in checking for projects strengths and weaknesses, from the feedback elicited. 2. Identify potential problems Monitoring and evaluation helps in identifying potential problems at an early stage and propose possible solutions. 3. Monitor the accessibility of the project to all sectors of the target population. 4. Monitor the efficiency with which the different components of the project are being implemented and suggest improvements.Did it work or not, and why? How could it be done differently for better results? The interest is on what works, why and in what context. Decision makers, such as managers, use evaluations to make necessary improvements, adjustments to the implementation approach or strategies, and to decide on alternatives. Evaluations addressing these questions need to provide concrete information on how improvements could be made or what alternatives exist to address the necessary improvements. 5. Evaluate the extent to which the project is able to achieve its general objectives. 6. Provide guidelines for the planning of future projects (Bamberger 4). 7. Influence sector assistance strategy. Relevant analysis from project and policy evaluation can highlight the outcomes of previous interventions, and the strengths and weaknesses of their implementation. 8....
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...St Joe’s Hospital Organizational Change-Part III St Joe’s Hospital Organizational Change-Part III Part three of St Joe’s Hospital comprehensive plan is focusing on strategies for evaluating the organizational change; this will include a description of the effectiveness of the organizational change after implementation, measurements of the outcome of the organizational change, and measuring quality, cost and satisfaction of the organizational change. The Chief Executive Officer (CEO) is developing an evaluation team for the task of evaluating the change after implementation. The implementation of the organizational change of placing a Pyxis Medstation System in the nursing departments and emergency room is complete. The daily monitoring of the nursing staff is successful, and there has not been any resistance from the nursing staff on the new way to give medication. To review the organizational change plan part one and two. The organizational change was to place a Pyxis Medstation System in the nursing departments and the emergency room. The leaders did a review of the needs, barriers, and things influencing the change. Some of the needs and things influencing the hospital to make the change were, decreasing pharmacies times with medication deliveries...
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...POlytecnic university of the philippines open university Lopez, quezon The School Improvement Plan of Maulawin National High School towards the Attainment of its Mission and Vision Statement –An example of OD in the 21st century A Term Paper Submitted to Professor Rufo N. Bueza In Partial Fulfillment of the Requirement in Organizational Development and Leadership Effectiveness (MEM 643) Andrew C. Imperial October, 2013 ABSTRACT Every public school in the Philippines is mandated to have a three-year School Improvement Plan (SIP). It is a document which embodies what a school wants to achieve and the manner with which to achieve it. Mission and Vision, which the SIP contains, are one of the essential parts of the SIP. School Vision will provide the direction and leadership toward collaborative actions, steer the administration, teachers and the stakeholders to act in one course, serve as guide with the critical point such as dreams, goals and aspiration of the institution while the School Mission is something that describe the path that the school chooses to take to become what it wants to be as expressed in the vision statement. This term paper describes the issue on the process on school improvement planning that includes an instrument by which the community can hold a certain school accountable for student performance. The goal of every school improvement plan should be to reach every student. In order to accomplish this, school administrators and staff must focus on...
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...Scenario Evaluation Plan Christina Bowers HSM/270 April 23, 2015 Kristen Peak The Madison Children’s Hospital mission is to the worldwide leader in improving children’s health by providing the highest quality of health care. To do this they need to be the leading source of research and discovery, educate the next generation of leaders in child health, and enhance the health and well-being of children and families in our local community (Appendix B). With this goal I have chosen the Project-Wide Evaluation Plan. The Project-Wide Evaluation Plan has what the Madison Children’s Hospital needs. A evaluation question, source of information, timeline, method and responsible person (Yuen/Terao, 2003, p.53).The Madison Children’s Hospital goal is to make the children better and do research to figure out how to control the chronic illness. Researchers suspect the unmanaged status of the children’s chronic illnesses is strongly related to this concern. The hospital and schools are very interested in addressing this concern (Appendix B). Biobehavioral studies of the children in the context of family and family-community dynamics are encouraged. The FOA is for ages 8-21, they are put into groups of developmental stages and cognitive disabilities (Appendix B). The children is what matters the most, and finding a cure for their chronic illnesses. Performance measurement is the ongoing monitoring and reporting of program accomplishments and progress toward pre-established goals...
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...CHAPTER DEVELOPING AN EVALUATION PLAN 4 As program staff start planning for program development and begin addressing the components of the logic model, they should keep in mind that as the logic model takes shape, the development of evaluation plans will follow soon after. The logic model can act as a guide to assist you in determining when your evaluation plan should be developed. As you identify the accomplishments and outcomes in your logic model, the next question to ask yourself is, “How will I determine if I met my accomplishments and reached the outcomes I identified?” The evaluation plan will provide a framework for why the evaluation is to be conducted, what is to be evaluated, and how the evaluation will be conducted. After you have assessed the community needs and determined what services/activities will be implemented to address those needs, the evaluation plan is the next step in your planning process. Empowerment Evaluation Before learning how to develop an evaluation plan, it is important to look at the purpose of conducting a program evaluation and understand the type of evaluation models available. This section of the chapter introduces the empowerment evaluation model and the benefits of using this model for program development and improvement. Gutierrez (1994) defines empowerment as the “process of increasing personal, interpersonal, or political power so that individuals, families, and communities can take action to improve their situations” (p. 202)...
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...CUSTOMER AND SUPPLIER LINKAGES FOR SMALL JIT MANUFACTURING FIRMS by Carol Lee Stamm and Damodar Y. Golhar Customers around the world are increasingly selective about the quality and cost of purchased goods. To be competitive in a global market, a manufacturing firm, regardless of its size, must devise ways to produce quality goods at a lower cost. The JustIn-Time (JIT) philosophy has been proposed and implemented as a way of meeting this challenge. Three major tenets of the JIT philosophy include waste reduction, continuous quality improvement, and increased participation in decision making (Hannah 1987, Schonberger 1986, and Warne 1986). Successful implementation of the JIT philosophy strengthens both customer and supplier linkages. Large manufacturing firms are reporting success with JIT implementation (Schonberger 1986, and O'Neal 1987). As a result, more manufacturing firms are expected to embrace the JIT philosophy in the future (Stokes 1989). This will increase the number of small firms implementing JIT; however, little attention has been devoted to the experiences of small JIT firms. Existing literature provides only a generic description of the expected Dr. Stamm is an associate professor and the chair of the Department of Management at Western Michigan University, Kalamazoo. Her research interests include the JIT philosophy, inventory, and quality control. Dr. Golhar is an associate professor of management in the Haworth College of Business...
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...EDUCATIONAL PLANNING AT THE INSTITUTIONAL LEVEL The program of institutional planning is both a challenge and an opportunity. It is a challenge because of the several intricacies and complex problems for which practical and realistic solutions will have to be found. It also requires that all persons concerned-the officials of the ministry, the principal, the teachers, the parents and the students should be properly motivated. This is no means an easy task. The program is also an opportunity. It is probably the principal tool which help us improve education in the present situation when financial resources are so scarce and the need is so urgent. Characteristics of an Institutional Plan Institutional plans are not a charter of additional demands. Their primary objective is to make the best utilization of existing resources and, from this point of view, they emphasize human efforts rather than additional money investment. Institutional plans must be broad-based and democratic. They must involve everyone concerned- the principal, teachers, parents and students. A good educational plan must be known to all- the supervisor, the teacher, and whenever necessary, to parents and students; that it must be able to secure their full cooperation and that it must assign specific responsibilities and duties to each teacher and other school officials. Institutional plans must be practical and realistic rather than utopian or over-ambitious. For educational plans, our motto...
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...organisational practices.Moreover, to develop an implementation plan for the new and revised policy documents. 1. Interim report 2.1 identify and describe required sustainability initiatives for MacVille •MacVille need to make it eco-efficiency by using less energy, material and water, more recycling. •By re-programming of all the air-conditioning services and switching off the lights at night MacVille can reduce the environmental licence fees, as well as by encouraging staff use of dual-flush capability of toilets. •Better sorting the recyclable paper from general rubbish helps MacVille cut down cost on waste management. 2.2 research and describe best practice models relevant to the business sector, especially as it relates to this case study •train the new staff to use the coffee making machine to help save electricity and water. •set harsh penalties for incorrect disposal of waste •use electricity saving machine to lower the usage of energy •use environmental cups for coffee or encourage customers to bring their own cups •lights off when it is unnecessary 2.3 identify and describe shortfalls •the new environment approach for MacVille doesn’t reference any legislation or comply with any relevant environmental law. •it should be signed up by the manager or chairman to show commitment from the highest level of the company. •it doesn’t specifically point out who is responsible for the implementation of the new approach. 2.4 Make recommendations...
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...developed an ergonomics process to manage issues related to injury and illness (e.g., musculoskeletal diseases) and to ensure the appropriate use of human resources on the plant floor. The ergonomics programme uses joint labour and management teams to identify and evaluate jobs and develop and implement solutions. This paper summarises the efforts of the Ford Motor Company in implementing and maintaining the programme. Key strategies are outlined that provide important links to internal organisational units that are critical to fully utilise the ergonomics process. In addition, the paper outlines differences between proactive and reactive efforts and shows the importance of using the information generated by the initiatives for process improvement. r 2002 Elsevier Science Ltd. All rights reserved. Keywords: Ergonomics process; Proactive; Reactive; International 1. Background Ford Motor Company is the largest producer of trucks and second largest producer of vehicles in the world. They produce 70 different vehicle types in over 30 countries including Jaguar, Lincoln, Volvo, Mercury, Aston Martin and Ford. Ford has over 300,000 employees world wide. In the United States, Ford has approximately 100,000 hourly employees and vehicle sales over 3,000,000 units. The United Auto Workers (UAW) is the primary labour union that represents Ford hourly employees in the United States. In the early 1980s,...
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...Job Redesign Functional flexibility is a concept that advocates job redesign as a method to improve organizational performance. “The re-organization of work and the redeployment of staff associated with the implementation of functional flexibility are likely to have significant implications for the employees and managers involved” (Desombre, 2006, para. 1 [1]). Job redesign will focus on enhancement of services through a holistic approach by increasing the number of skills to a job description and reducing the number of employees required to fulfil all tasks. Collection of Information Successful redesign of a job requires the person assigned to the task to collect all available information on the current job and work environment (Hayman, 2008 [2]). This task includes current job descriptions, documents pertaining to the different tasks assigned to the job, databases, minutes of meetings, duty rosters, employee behavior, and outcomes of tasks. Another important aspect of this preparatory phase is observation of workers during their daily routine. Movement and work studies provide valuable information on the workflow and productivity of staff members in their current roles. Observation of interaction between employees among themselves and with patients and associated activities provides good insight of the efficiency of the current job specifications. Meetings with staff and informal conversations about their expectations of the job are good sources for planning job redesign...
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...department of a company can be challenging. The management team should have a plan of action before implementing change. To implement new changes the manager’s responsibility and position within the department is truly vital. The manager’s position is to assess the change that should take place, come up with a strategy to implement a change, implement the change, and examine the change in a suitable manner. To have a productive implementation of a new system it is essential for the manager to be included in every step. The manager should include the employees and keep them abreast so that they may understand why the change is taking place and how it will impact the work environment. The manager encounters many demands such as dealing with employees who might resist to change, and meeting the company’s goals. This paper will point out the manager’s responsibility and position on implementing change, the way a manager should handle employees who are resistant to change, and define the steps of the change system such as assessment, planning, implementation, and evaluation. When implementing change in the work environment within the department, the manager’s position and responsibility is to make certain it is a smooth transition with the help of the employees. Management should be able to offer support to their employees if they are reluctant to change, communicate honestly and openly, stress positive outcomes from implementing change, find resolutions to problems that are barriers to change...
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...generate value for the owners…value for owners results from satisfying customers, operating efficiently, and having the infrastructure necessary to accomplish all those activities.” 2. Objective performance measures are those which are directly quantifiable and are not subject to the beliefs and interpretations of the observer. According to Robert Simons’ Performance Measurement & Control Systems for Implementing Strategy, “an objective measure can be independently measured and verified.” Subjective measures on the other hand require interpretation and judgment, and while numerical scores can indirectly be attributed to them, the interpretive element means they are not necessarily absolute or indisputable. Citibank’s Performance Evaluation Form: Performance Scorecard includes six measures: Financial,...
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