Patient Safety In 1999, the Institute of Medicine released a report citing that medical errors accounted for approximately 98,000 deaths in the United States each year. It was also determined that medical errors have a direct impact on the spiraling cost of healthcare. With this revelation regulatory organizations, insurance companies and government official starting putting protocols and guidelines in place to decrease medical errors and create a culture of quality improvement (McGowan & Healey, 2009). This paper will discuss the impact of medical errors on patient care and the advantages of creating a culture of safety within a healthcare organization. Medical Errors The Institute of Medicine (IOM) defined medical errors
3.3 CHARACTERISTICS OF HANDOVER Laxmisan et al (2007) conducted an ethnographic study involving analysis of emergency department handover in a US hospital. The study found that interruptions within the emergency department were prevalent and diverse in nature and that there were gaps in information flow due to multi-tasking and shift changes. The communication process is complex and cognitively taxing during and after team handover, that can compromise patient safety. The study also discusses the need to tailor generic electronic tools to support adaptive processes like multi-tasking and handoffs in time constrained environments. Arora et al (2005) conducted interviews using the critical incident technique to handover failures between inpatient physicians in a US hospital.
You may be asking yourself if better communication would in fact decrease the number of deaths per year or more importantly, what can we do to ensure more effective communication? Throughout the years, death by medical error and miscommunication has indeed become more recognized and many new tools have been implemented to help decrease the statistics of deaths per year via medical error. Many people in healthcare who have seen so many preventable deaths happen have come up with programs that have changed the very fabric of communication between doctor and patient. A computer program was created in which documents would first be scanned through a computer software, while being scanned the program would change medical lingo to words and phrases
Many barriers prevent nurses from being able to respond effectively to rapidly changing health care settings and evolving health care system. These barriers need to be overcome to ensure that nurses are well- positioned to lead changes and advance health. (IOM, Leading Change, A advancing health). More nurse need to be prepared to help lead improvements in health care quality, safety, access, and value. A recent survey of one thousand hospitals in the United States by the America Hospital Association found that nurses account for six percent of hospital board members, while Physicians account for twenty percent.
In this country, the healthcare system is struggling to incorporate a proper formula to insure an adequate transitions of care between different facilities. Due to these issues, hospitals and community practices are trying to develop better transitions of care systems to coordinate better care with their patients. Hospital readmission rates are becoming alarming, with almost 20% of discharged elderly patients returning to hospitals within a month for the same medical conditions (1). These readmission rates both hurt the hospitals, and more importantly, the patients involved; so, an effective system must be implemented that could ease this transition of care and help reduce readmission rates and healthcare expenses. The National Transitions
Achieving stage 1 meaningful use The milestone system also ensured consistent results across RECs while encouraging creativity in the methods and means employed by a REC to best support their provider population (HealthIT, 2014). Objectives of RECs Under the HITECH Act of 2009, the specific objectives of the RECs are: • Provide training and support services to assist in EHR adoption. • Offer information and guidance with EHR implementation (but not to carry out such an implementation). • Give other technical assistance as needed in the implementation of health IT and its proper use as a meaningful way to improve care. • Outreach and education and EHR support (working with vendors but also help health care providers choose a certified EHR system (Hartzband, 2015).
Patients dictated healthcare This assignment will discuss the The problem with patient satisfaction and safety , which could change Balancing the desire to practice the quality .It will focus on the process of change and growth to evidence-based practice and positive feedback from patients . As with providing services to patients and the goal of the hospital work environment to satisfy the staff and its patients (such as better staffing of patients to nurses, nurse involvement in decision making, and positive doctor/nurse relations) are related with improved patient outcomes, to improve patient satisfaction in addiction patient satisfaction leads to patient loyalty as well .This association is probably the most important role the control
Patient-centered care places the patient “as the source of control and full partner in providing compassionate and coordinated care based on respect for patient’s preferences, values, and needs.” (QSEN, 2012) Too often healthcare professionals look at the patient as only a medical problem, not as an individual person. In a 2013 publication, Chen and Snyder noted the traditional disease-focused model is changing to one where care is customized to each individual person. There are six dimensions of patient-centered care, including the previously mentioned definition to include: comfort, coordination and integration of care, free flow of information, spiritual awareness and involvement of family and friends (Drenkard, 2013). These dimensions show the importance of patient-centered care. Patient-centered care forces the providers, nurses included, to look at each patient as an individual person; not every patient diagnosed with pneumonia is the same, each has different values and cultures that must be treated exclusively.
A hybrid staffing grid has been developed to allow both considerations to be accomplished (see Table 4.0, 4.01 and 4.02). The evidence reflects that appropriate nurse staffing is not only crucial for the well-being and safety needs of the staff; it is also essential to the safety of the patients. According to Butler et al., (2011), “Hospital nurse stafﬁng models and patient and staff-related outcomes”, interventions involving hospital nurse stafﬁng models may improve patient results and staff-related outcomes, which applies in particular to the introduction of primary nursing and self-scheduling. CAN Vantage point (2009) “Safe Nurse Staffing: Looking Beyond the Raw Numbers”, has implied when implementing a staffing model, many variables must be included such as
Improving Patient Safety Patient safety is a critical component when it comes to providing health care to all individuals. It is the freedom from additional harm or injury caused by preventable mistakes. Furthermore, when it comes to our elder’s senior adults, patient safety should be number one. They require more protection from any form of medical errors or additional harm that may jeopardize their safety. Research has shown that if the basis moral standards were applied then patient safety would significantly improve, (Sandars, & Cook., 2009).
According to Thomas Allen Coburn, a senator, and medical doctor, reports that “Over the past decade, more than 1,000 veterans may have died as a result of VA malfeasance.” (Devine) That is a worriment, and the problem lies within management and lack of liability. CNN reported that clerks and administrators had made “secret waiting lists” to camouflage the long waiting times on the VA’s wait-list system. (Issitt) The Office of Inspector General reported “a systemic lack of integrity within some Veterans Health Administration facilities.”(Issitt) The scandal caused the deaths of the people that the program was there to protect. The mismanagement was not only in the waiting lists but also with the money. Four VA construction projects in Las Vegas, Orlando, Denver, and New Orleans an extra cost of $1.5 billion because poor scheduling and unnecessary luxuries.