Continuous quality improvement (CQI) is taken very serious at my organization, as I am sure it is taken serious at my fellow classmates facilities. CQI is a quality management process that encourages the health care team members to continuous ask “how are we doing” and “can we get better” (Moran, 2012). CQI is for the safety and education of the patients and staff members. We report out each morning about 30-day readmissions in house or patients at high risk for a 30-day readmit. We have a team that identifies the trends of the readmission predictors in order to identified patients currently in house at high risk for 30-day readmission. After the identification of the high risk patients, a structured discharge plan is put in place. Education on the disease process and discharge instructions is immediately started with the patient and care givers. Outside resources are immediately identified, such as home health and hospice, and the patient is given the patient choice form to pick the company that they would like to use on discharge. On discharge, the patient will know their disease process and how to manage at home. The patient will state what medications they are taking and what they are taking them for.
The patient will also state what time of day the medication is due. The patient will receive a phone call within forty eight hours after discharge from the hospital to make sure the patient continues to understand all discharge instructions and medications.
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Continuous quality improvement, CQI, is a viewpoint or attitude for evaluating processes and improving them to attain customer satisfaction (Huber, 2014). CQI focus in healthcare is usually related to improving patient outcomes (Conner, 2014).
There is no delaying that hospitals need to deal a brand in today’s medical world. I can speak for the organization where our brand is high-quality care at low cost. A part of growing a brand that delivers high-quality care consistently it is vital to continue to maintain an emphasis/focus on identified quality improvement initiatives. To create a hospital culture supportive of quality improvement, respondents stressed the importance of hospital leadership being in the vanguard to engage nurses and other staff. As a representative of an accrediting organization said, “For any quality improvement project to be successful, the literature shows that support has to trickle down from the top (Draper, Felland, Liebhaber, & Melichar, 2008).
The chief nursing officer, CNO, is passionate about the delivery of high-quality care, she talks about it each month at nursing leadership, and it is a constant in my staff meeting minutes. It is vital that we empower the nurses who are delivering the care at the front line to buy into initiatives. We have encouraged staff to participate in hospital-wide performance improvement and report out our progress as a healthcare system in unit councils.
One example of how we are applying CQI in our current practice is through our CAUTI initiative. We have developed an education package for the staff which was accompanied by a nurse-driven protocol for patients that have a foley. If we have a patient who comes through the emergency department, they need to meet specific criteria before a foley can be inserted. We have seen great successes in this project, and the results have been extremely positive.