NUR 512 Module 7 Discussion: Quality of Care
Sample Answer for NUR 512 Module 7 Discussion: Quality of Care
Healthcare organizations are ethically and professionally mandated to provide and sustain high-quality care. However, many variances occur at different times depending on the workload, organizational resources, and severity of patient issues, among other factors. To address such variances and sustain high performance, the Advanced Practice Nurse (APN) should collaborate with other care providers to measure and monitor care quality and the achieved outcomes. Understanding this process, tools, and systems needed is critical to standard care that addresses patient needs comprehensively.
In a typical healthcare organization, APNs and other providers rely on process, outcome, and structural measures to determine whether the delivered care meets the desired standards. According to Jazieh (2020), process measures reflect care providers’ compliance with actions implemented to achieve quality improvement goals. A suitable example is the percentage of people receiving preventive care services. The presence of such interventions demonstrates the providers’ commitment to improve and sustain health. Outcome measures are the indicators used to determine whether healthcare interventions improve patients’ health or other treatment-associated effects (Buck, 2022; Snowdon et al., 2023). For example, the rate of hospital-acquired infections is a highly reliable reflection of the impact of healthcare services for patients at a given time. Since outcomes depend on numerous factors, outcome measures guide care providers in risk adjustment and process standardization to enhance care quality. Structural measures have much to do with an organization’s capacity in terms of systems and processes. For instance, APNs can assess the nurse-to-patient ratio to determine variance in care quality and expected outcomes. A high ratio increases workload and hampers patient outcomes.
Accurate measurement and monitoring of care quality and outcomes is usually data-driven. In this case, healthcare professionals and organizational leaders should have adequate and accurate data to make informed choices. Typically, a comparative analysis of data from clinical records can help APNs determine variances and formulate interventions for higher care quality and outcomes. Data could be sourced from clinical records and is essential for outcome and collective evaluation of the effectiveness of procedures. Care experiences can also guide APNs in determining variances and opportunities for improving quality. Interactions with patients regarding communication, patient-provider interactions, and timeliness of care can help APNs determine gaps between the delivered and expected outcomes. Positive patient care experiences accurately reflect high-quality care (Wong et al., 2020). On the other hand, dissatisfaction denotes gaps that should be addressed to optimize processes and achieve better results.
Care quality measurement and monitoring should be continuous and designed to achieve safe and healthy patient care environments. Based on the gaps that emerge at different times, APNs should collaborate with colleagues and leaders to improve outcomes guided by quality improvement frameworks/models. For instance, the Plan-Do-Study-Act (PDSA) approach can be used to implement and evaluate healthcare interventions. Planning involves selecting and defining the components of a measure, while doing involves collecting and monitoring the measured data (Jazieh, 2020). In this study step, care providers analyze the situation and decide about the needed changes. The last step (act) involves implementing the desired changes (Chen et al., 2021). The inference is that care quality measurement is goal-driven and outcome-oriented. Hence, APNs should measure and monitor it purposefully to address performance gaps that hamper care quality.
Need a high-quality paper urgently?
We can deliver within hours.
References
Buck, J. A. (2022). The limits of using outcomes as quality measures. Psychiatric Services, 73(6), 693-694. https://doi.org/10.1176/appi.ps.202000873
Chen, Y., VanderLaan, P. A., & Heher, Y. K. (2021). Using the model for improvement and plan‐do‐study‐act to effect smart change and advance quality. Cancer Cytopathology, 129(1), 9-14. https://doi.org/10.1002/cncy.22319
Jazieh, A. R. (2020). Quality measures: Types, selection, and application in health care quality improvement projects. Global Journal on Quality and Safety in Healthcare, 3(4), 144–146. https://doi.org/10.36401/JQSH-20-X6
Snowdon, D. A., Srikanth, V., Beare, R., Marsh, L., Parker, E., Naude, K., & Andrew, N. E. (2023). A landscape assessment of the use of patient reported outcome measures in research, quality improvement and clinical care across a healthcare organisation. BMC Health Services Research, 23(1), 94. https://doi.org/10.1186/s12913-023-09050-1
Wong, E., Mavondo, F., & Fisher, J. (2020). Patient feedback to improve quality of patient-centred care in public hospitals: a systematic review of the evidence. BMC Health Services Research, 20, 1-17. https://doi.org/10.1186/s12913-020-05383-3
NUR 512 Module 6 Discussion APN Business Planning STU
Strategic Planning for Advanced Practice Nurses with a Systems Thinking Perspective
With the progression of psychiatric nursing, the significance of the role of Advanced Practice Nurses (APNs) in mental health care has become progressively important. The APN’s practices must stay viable and successful by engaging in strategic business planning. This case study will illustrate the process of APN business planning from a systems thinking perspective, pointing out the continuum that affects their practices. It will explain how successful business planning is approached holistically concerning the healthcare system.
Understanding Systems Thinking
Systems thinking involves seeing a situation or problem as part of a larger, more interrelated system (Li et al., 2021). In the context of APN business planning, this means recognizing the dynamic relationships and interdependencies among various components, such as organizational structures, regulatory frameworks, financial realities, and professional collaborations. By applying systems thinking, APNs can create business plans that recognize the complexity and interconnectedness of these factors.
Analyzing Organizational Structures
APNs can build successful business plans by understanding the organizational structure they practice. An understanding of administrative hierarchies, decision-making processes, and communication channels within a healthcare organization is necessary to successfully develop business plans (Joseph & Gaba, 2020). Aligning business plans with an organizational structure makes for efficient integration, effective collaboration with other healthcare professionals, and the delivery of mental healthcare services at an optimal level.
Considering Regulatory Frameworks
APN business planning requires understanding regulatory frameworks that can vary depending on the practice environment. State and federal regulations shape the scope of practice, reimbursement policies, and licensure requirements for APNs. Analyzing these regulations is necessary to ensure compliance and identify opportunities for advocacy from a systems-thinking perspective (Li et al., 2021). APNs promote legal and ethical practice in an increasingly complex healthcare environment by aligning business plans with regulatory requirements.
Financial Considerations in Business Planning
When creating an APN practice that will last, the first step lies in a firm foundation of financials. Through the lens of a systems thinker, a detailed analysis of budgeting, reimbursement models, and resource allocation is necessary (Li et al., 2021). APNs must balance delivering high-quality mental health care while staying financially viable. Partnering with someone knowledgeable in financial planning or an administrator is crucial in this phase to develop a realistic and sustainable financial model for the practice.
Professional Collaboration and Networking
The interconnectedness of healthcare systems emphasizes the significance of professional collaboration for APNs. Developing associations with healthcare professionals nurtures interdisciplinary relationships and increases the spectrum of mental healthcare services. Partnering with physicians, psychologists, social workers, and others improves referral networks and adds to enhanced client mental health outcomes. Systems thinking supports this collaboration as part of shaping a business plan that is comprehensive and effective (Ahlström et al., 2020).
Conclusion
In summary, APNS needs to approach strategic business planning from a systems thinking perspective and be aware of the complexity of the healthcare landscape. Understanding organizational structure, policies and regulations, financial accountability, and collaborations will allow APNs to develop responsive business plans. As behavioral healthcare redesign evolves, APNS must be flexible enough to adapt their strategies to align with the people served and enrich the outcomes impacting mental health.
References
Ahlström, H., Williams, A., & Vildåsen, S. S. (2020). Enhancing systems thinking in corporate sustainability through a transdisciplinary research process. Journal of Cleaner Production, 256, 120691. https://doi.org/10.1016/j.jclepro.2020.120691
Joseph, J., & Gaba, V. (2020). Organizational structure, information processing, and decision-making: A retrospective and road map for research. Academy of Management Annals, 14(1), 267-302. https://doi.org/10.5465/annals.2017.0103
Li, Q., Zhang, L., Zhang, L., & Jha, S. (2021). Exploring multi-level motivations towards green design practices: A system dynamics approach. Sustainable Cities and Society, 64, 102490. https://doi.org/10.1016/j.scs.2020.102490