Wait Times The Institute Of Medicine Defines Quality As ✓ Solved

Wait Times The Institute of Medicine defines quality as “the

The Institute of Medicine defines quality as “the degree to which health services for individuals and populations increase the likelihood of desired health outcomes and are consistent with current professional knowledge.” Waiting to obtain an appointment with your MD or sitting for long periods in the Emergency Room can have negative health effects. Recently, there has been a concerning report from a local news station highlighting deaths attributed to long wait times at Memorial Hospital, including both inpatient and outpatient services. The report indicates that wait times to be seen in the emergency room (ER) exceed quality standards, with patients waiting three to four hours, and primary care appointments taking one to two hours. Furthermore, surgical appointments are booking weeks in advance, potentially contributing to patient fatalities. In response to these issues, the Center for Medicare & Medicaid Services (CMS) will conduct an audit, which could lead to reduced federal funding for the hospital.

Your task is to write a report that leads to a positive outcome for the hospital. It should examine the existing report titled "Measuring Health Care Quality: An Overview of Quality Measures" and implement quality measures at Memorial Hospital. The report must include the following aspects:

  • Choose a quality measure for each identified problem.
  • Consider how to implement changes to achieve the standards.
  • Outline the financial impact of the changes.
  • Describe the systems that need to be created to track progress.

Paper For Above Instructions

## Introduction

Quality healthcare is crucial for ensuring positive health outcomes and maintaining patient trust. The recent findings concerning long wait times at Memorial Hospital pose significant threats not only to patient health but also to hospital funding and reputation. By adopting strategic quality measures, the hospital can enhance patient experiences, mitigate adverse health outcomes, and safeguard its funding from the CMS audit.

## Identifying Quality Measures for Key Issues

To address the urgent concerns raised in the recent report, we will identify quality measures specific to the problems of extended wait times in the Emergency Room and for primary care, as well as the backlog of surgical appointments.

1. Emergency Room Wait Times: A suitable quality measure for reducing ER wait times is the "Average Time to Provider" (ATTP). This measure evaluates the duration between patient check-in and the initial consultation with a healthcare provider.

2. Primary Care Appointment Wait Times: For primary care, the "Access to Care" metric should be employed. This measure assesses the average time patients must wait for a primary care appointment, aiming to meet the ideal standard of less than 14 days.

3. Surgical Appointment Backlog: We will utilize the “Surgery Scheduling Efficiency” metric. This measure looks at the number of days between scheduling a surgery and the actual procedure, which should ideally be less than 30 days.

## Implementation of Changes

Implementing changes will require a robust strategy involving personnel training, resource allocation, and dedicated systems for tracking performance. For the ER, a triage protocol can be revamped to prioritize patients based on the severity of their conditions. Introducing more staff during peak times and implementing a mobile app for check-in may alleviate bottlenecks.

For primary care, extending clinic hours, utilizing telehealth alternatives, and employing additional healthcare providers will create more appointment slots and reduce waiting times. Surgical wait times can be improved by streamlining the scheduling process, potentially using algorithms to optimize the scheduling of surgeries based on provider availability and patient needs.

## Financial Impact Analysis

While implementing these quality measures will involve initial costs—such as staff training and technology investment—the long-term financial implications are promising. By reducing wait times, patient satisfaction will increase, leading to enhanced patient retention and attraction. Research indicates that hospitals that achieve high-quality ratings often see better reimbursement rates from insurers and reduced payouts for malpractice claims (McHugh & Ma, 2013). Also, by meeting CMS standards, Memorial Hospital can avoid penalties and preserve its funding.

## Systems for Tracking Progress

Effective systems must be established to monitor progress and ensure continual improvement in service quality. A Health Information System (HIS) should be implemented to systematically gather data on patient wait times across different departments. Furthermore, performance dashboards can be introduced to display real-time data and trends. Regular quality improvement meetings with department heads will facilitate open communication regarding progress, obstacles, and further strategies for improvement.

## Conclusion

In conclusion, addressing the issues of long wait times in the ER, primary care, and surgical appointments through targeted quality measures will not only enhance patient care but also secure the hospital's funding and future viability. By implementing evidence-based strategies to measure and mitigate these wait times, Memorial Hospital can ensure that it delivers high-quality care, consistent with the Institute of Medicine's definition of healthcare quality.

References

  • McHugh, M. D., & Ma, C. (2013). “Patient Satisfaction and Hospital Quality: The QI Phenomenon.” Journal of the American Medical Association, 310(5), 707-708.
  • Institute of Medicine. (2001). “Crossing the Quality Chasm: A New Health System for the 21st Century.” Washington, DC: National Academies Press.
  • Berwick, D. M., & Navaie-Waliser, M. (2003). “Quality of Care: What is it and how is it measured?” Hospital Topics, 81(3), 7-16.
  • Friedberg, M. W., et al. (2015). “The Effect of Telehealth on Health Outcomes: A Systematic Review.” Medical Care Research and Review, 72(4), 357-397.
  • Centers for Medicare & Medicaid Services. (2021). “Quality Measures.” Retrieved from https://www.cms.gov/Medicare/Quality-Initiatives-Patient-Assessment-Instruments/QualityMeasures
  • Blumenthal, D., & Abrams, M. (2010). “The Affordable Care Act and the Future of Health Care.” The New England Journal of Medicine, 363, 301-303.
  • Weisbaum, G. (2019). “Improving Patient Satisfaction: What Happens When Hospital Wait Times Are Decreased.” Patient Experience Journal, 6(1), Article 12.
  • Wagner, E. H. (2004). “Chronic Disease Management: What Will It Take to Improve Care for Chronic Illness?” Effective Clinical Practice, 7(4), 145-147.
  • Shortell, S. M., et al. (2000). “The Effects of Continuous Quality Improvement on Clinical Performance and Patient Outcomes.” Medical Care Research and Review, 57(3), 191-234.
  • Hartsock, D. (2018). “Time and the Evaluation of Quality in Health Care.” International Journal of Health Care Quality Assurance, 31(2), 123-133.

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