Introduction
The purpose of this quality improvement initiative is actually to provide comprehensive data that will be imperative in assessing the efficiency and efficacy of this organization operation. This data will be utilized in identifying the educational needs of administrative staff and patient care, help in assuring that our patients together with their families get quality care, and provide data that supports the organization’s management staff in making sound operational and fiscal decisions. Thus, this initiative provides a better way to both organize and harmonize provision of care through engaging the service providers at point of delivering service in reflecting and assessing their program performance and also deciding how they can organize themselves better to do their jobs perfectly (United States 2000).
In terms of the audience or target population, this quality improvement initiative targets the administrative staff, our patients, and their families. The process of quality improvement focuses on assessment of fiscal and clinical practices in addition to the regulatory compliance of this organization. Empirically validated tools are essentially utilized to engage in state wide and national benchmarking (United States 2000). This process serves to encourage and support the planned and directed change in addition to analyzing effectiveness of the implemented changes.
This program has a number of benefits. First and foremost, it builds on notion that performance is a care provision characteristic and that quality improvement will take place only when the changes in the system are made. Additionally, its principles are beneficial to the patients and include being client centered, meaning that the staff have to keep the needs of the clients first (Riley et al 2010). The other principle is that of a multi-disciplinary team approach, meaning that it aims to bring together range of staff that makes a team, which is responsible for the service delivery to our patients. Focusing on how care is provided is the other principle of this initiative. Finally, this crucial initiative is based on the principle of data based decision making, this means that we will be in a position to use data in determining where we are, the things we want to do, the gaps, and whether the things that we engaged ourselves in made any difference.
Moreover, the benefits of this quality improvement program are manifested in a number of goals for patient care that it plans to achieve. The first goal is that of providing care that does not harm our patients, next is to make sure that, services are delivered most efficiently, meaning that there will be no wastage of resources. The other goal is that of making sure that our patients and their families are well informed and educated, meaning that their wishes will be central in care planning. Equitable care is the other goal of this program (Riley et al 2010). Thus, the project aims to deliver equitable care regardless of personal resources, culture, location, or diagnosis. Last but not least, this project is made to uphold high level of professionalism. The entire staff operations whether in field or office reflects high standards of professionalism and rigorous business practices.
Concerning the issue of budget justification or cost, it is important to note that this program is pocket friendly. Its implementation is not costly since its broad areas of review that is, operational efficiency and clinical performance will only be examined on quarterly basis. Therefore, this program will be evaluated by using comprehensive assessment tools, where every operations and patient care area will be systematically assessed to collect the basic quality indicator data on a quarterly basis.
References
United States. (2000). Health Care Quality Improvement Initiative: The integrated peer review process: Medicare's foundation for improving quality of care. Washington, D.C.: The Administration.
Riley WJ, Moran JW, Corso LC, Beitsch LM, Bialek R, Cofsky A. (2010) Defining quality improvement in public health. J Public Health Management Practice. 16(1), 5–7.
