power point presentation Highlighting the four phases of STEEEP Quality process

Assignment details You are required to present how you would plan, implement, and sustain Safe, Timely, Effective, Efficient, Equitable, Patient-Centered Care (STEEEP). Your presentation should cover the following areas: Title page Aim of your presentation Content of your presentation Highlighting the four phases of STEEEP Quality process (Initiation, Foundation Building, Operationalizing, and Continuous QI) Highlight the role and importance of the five components necessary for delivering successful and sustainable quality improvement in healthcare (Administration and Governance, Physician and Nurse Leadership, QI Programs and Expertise, Data and Conclusion References. Analytics, and Reputation and Accreditation) within each phase of the four phases of (STEEEP) Quality processrefer to the document attached to write the presentation
oral_presentation_steep_1.docx

ballard__2014_._guide_to_achieving_steeep____health_care.pdf

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Oral presentation
The main aim of this assignment is to assess your knowledge and skills in relation to planning,
implementing, and sustaining Safe, Timely, Effective, Efficient, Equitable, Patient-Centered
Care (STEEEP). This assignment carries 20% of your course grade. You assignment will be
evaluated using the oral presentation rubric; see table 1 below.
General Instructions:
• You should have a cover page with your name, ID and assignment title.
• Hand written work will NOT be accepted. No email submission.
• The whole work should be submitted on the Black Board.
• The presentation should be prepared and presented by each individual student as outlined
below.
• The presentation can be performed using power point, Prezi, or any other format agreed in
writing previously by the course instructor.
• Any sign of plagiarism means zero marks for the assignment. plagiarism software to check for
any plagiarism.
• Copying from each other in part or full, will lead to zero marks for all involved.
• Any complete sentence taken form a given source (article, textbook) should be within
“inverted” commas and indicating the page and line number within brackets. Likewise, if you
have taken sentences form any other sources, they should be duly referenced.
Assignment details
You are required to present how you would plan, implement, and sustain Safe, Timely,
Effective, Efficient, Equitable, Patient-Centered Care (STEEEP). Your presentation should
cover the following areas:
1. Title page
2. Aim of your presentation
3. Content of your presentation
4. Highlighting the four phases of STEEEP Quality process (Initiation, Foundation Building,
Operationalizing, and Continuous QI)
5. Highlight the role and importance of the five components necessary for delivering
successful and sustainable quality improvement in healthcare (Administration and
Governance, Physician and Nurse Leadership, QI Programs and Expertise, Data and
Analytics, and Reputation and Accreditation) within each phase of the four phases of
STEEEP Quality process
6. Conclusion
7.
References.
Page 1 of 2
Table 1- Oral presentation rubric
Exceeds expectations (90% – 100%)
Meets expectations (80%-89%)
Below expectations (>80%)
Points
Design 20%
All titles, subtitles, and text are clear
and readable, suitable font size to
enhance readability, good choice of
colors and slide designs, clear graphs
and illustrations if needed. Sizeable
effort to enhance understanding and
make the presentation more
appealing.
Most titles and text are clear and
readable, suitable font size is used
most of the times with few
exceptions, satisfactory use of colors
and slide designs and illustrations if
needed. Acceptable effort to enhance
understanding and make the
presentation more appealing.
Some titles and text are not clear,
over use of colors, unjustified
changes in font size and color.
Little
effort
to
enhance
understanding and make the
presentation more appealing.
4
Organization
20%
Clear logical sequence of information
presentation that reflects deep
understanding of the topic
Logical sequence of information Little or absent logical sequence of 4
presentation most of the time.
information presentation.
Content 40%
Comprehensive
and
extensive
information presented on the topic.
Evidence of critical analysis of the
topic. Well written with no or very few
grammatical or spelling errors.
Almost complete information on the
topic. Some analysis present. Written
in an acceptable way with some
grammatical or spelling errors.
Some information missing, little or
no analysis. Frequent errors in
spelling, grammar, and lacks flaw.
8
Presentation
20%
Proper use of verbal and nonverbal
communication and suitable use of
presentation time and pace.
Establishing good contact with
audience and delivering clear and
concise answers to their questions.
Some problems in the use of verbal
and non-verbal communication (clear
voice, eye contact …etc.) and
acceptable use of presentation time
and pace. Establishing acceptable
contact with audience and delivering
clear and concise answers to their
questions most of the time.
Communication problem with
audience. Unsuitable use of time and
pace. Inability to answer some of the
questions.
4
Page 2 of 2
The Guide to
Achieving STEEEP
Health Care
Baylor Scott & White
Health’s Quality
Improvement Journey
Practical Strategies for Delivering
Safe, Timely, Effective, Efficient, Equitable, PatientCentered Care
David J. Ballard, MD, PhD
Baylor Scott & White Health has again provided a road map, this time exceptionally documented
and annotated. This effort will assist health care institutions in consistently improving the care
provided to their patients. In today’s ultra-competitive world focused on the right care at the right
time in the right setting, Baylor Scott & White Health’s second effort is a must read. It provides
both the rational and in-depth tools to transform an organization into a world-class provider of safe
and efficient health care services. Combined with strong patient and family participation, it offers
the road map to substantially improved patient satisfaction, staff retention and community endorsement. Kudos to Dr. Ballard and his team—a clear, clean, and crisp presentation.
Arja P. Adair, Jr., MBA
President and Founder
TOKOBE, LLC
Retired President/CEO
CFMC
Achieving best clinical outcomes at lower costs, while creating an ideal patient and provider
experience, requires a set of intentional structures and processes. Dr. Ballard and his team have
developed the “How-To Manual.”
Ziad Haydar, MD, MBA
Senior Vice President and Chief Medical Officer
Ascension Health
This guide to achieving STEEEP health care lays out a very practical approach to patient
safety and quality improvement based on the extensive experience of Dr. Ballard and his team.
The practical examples included in this guide are a gold mine of useful approaches for any
health care system wondering where to start or how to take the next step in their journey. This
companion to the earlier book should be welcomed by many waking up to the importance of
driving change in the delivery of care at the present time.
J. Michael Henderson, MD
Chief Quality Officer
Cleveland Clinic
Organizations that can reliably and effectively implement best practices will be leaders in
the health care field in the 21st century. This book is a gold mine of practical and valuable
resources and tools for health care organizations to use today and for years to come in their
improvement journeys.
Maulik Joshi, DrPH
President
Health Research and Educational Trust
Senior Vice President of Research
American Hospital Association
For quality leaders who are wondering what to do and how to do it—this book provides the detail
that you have been seeking, right down to the level of the types of people to hire, what their qualifications should be, where they should fit in the governance chart, and the nature of their deliverables.
Thomas H. Lee, MD
Chief Medical Officer
Press Ganey Associates, Inc.
Baylor Scott & White Health’s journey to improve health care guided by the Institute of
Medicine’s STEEEP aims serves as a role model for all of us in health care. But then comes the
hard part—implementation. The practical, well-organized suggestions contained in this guide,
harvested from the organization’s real-life experience, are an invaluable resource for others
considering a similar journey. The guide is helpful for anyone, novice or expert, who is helping
to lead large-scale clinical change in today’s challenging health care environment.
Gary Yates, MD
President
Sentara Quality Care Network
President
Healthcare Performance Improvement, LLC
Former Senior Vice President and Chief Medical Officer
Sentara Healthcare
The Guide to
Achieving STEEEP
Health Care
Baylor Scott & White
Health’s Quality
Improvement Journey
David J. Ballard, MD, PhD
CRC Press
Taylor & Francis Group
6000 Broken Sound Parkway NW, Suite 300
Boca Raton, FL 33487-2742
© 2015 by Baylor Scott & White Health Company
CRC Press is an imprint of Taylor & Francis Group, an Informa business
No claim to original U.S. Government works
Version Date: 20141015
International Standard Book Number-13: 978-1-4822-3682-8 (eBook – PDF)
This book contains information obtained from authentic and highly regarded sources. Reasonable efforts have been made to
publish reliable data and information, but the author and publisher cannot assume responsibility for the validity of all materials
or the consequences of their use. The authors and publishers have attempted to trace the copyright holders of all material reproduced in this publication and apologize to copyright holders if permission to publish in this form has not been obtained. If any
copyright material has not been acknowledged please write and let us know so we may rectify in any future reprint.
Except as permitted under U.S. Copyright Law, no part of this book may be reprinted, reproduced, transmitted, or utilized in any
form by any electronic, mechanical, or other means, now known or hereafter invented, including photocopying, microfilming,
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Visit the Taylor & Francis Web site at

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and the CRC Press Web site at
http://www.crcpress.com
Contents
Preface
Acknowledgments
Introduction
About the Author
Chapter 1
Phase 1 of the STEEEP Quality Journey: The Initiation Phase
xi
xiii
xv
xxiii
1
Introduction to Phase 1: Initiation
1
Other Organizations
2
The Initiation Phase: The Administration and Governance Role in the
STEEEP Quality Journey
2
Develop an Awareness of the Importance of QI to Your Organization
2
Participate in Education Programs Focusing on QI’s Application to Health Care 3
Commit the Organization to Pursuing a Path toward Excellence in Quality
and Patient Safety That Will Culminate in Phase 4: Continuous QI
3
Create a Board Resolution That Challenges the Organization to Achieve
the Highest Levels of Quality and Patient Safety
4
Set Macro-Level Goals for the Organization for Quality and Patient Safety
4
Form a QI Governance Council
5
Develop an Organizational QI Entity
5
The Initiation Phase: The Physician and Nurse Leadership Role in the
STEEEP Quality Journey
5
Develop an Awareness of the Importance of QI to Your Organization
5
Participate in Education Programs Focusing on QI
5
Hire/Develop High-Level Clinician Leaders
6
Assess and Define Your Role in Organizational QI
6
Take a Leadership Role in Gaining Commitment from Your Board and
Administrative Leaders for the QI Program
7
Participate in QI Council and Programs with Your Nonclinician Colleagues
7
Put in Place a Structure to Provide Leadership to Other Clinicians
8
Initiate QI Projects within Your Network of Colleagues
8
The Initiation Phase: The Role of Quality Improvement Programs and
Expertise in the STEEEP Health Care Journey
8
Hire/Develop a Chief Quality Officer
8
Hire/Develop a Director of QI
9
Hire/Develop a QI Coordinator
9
Approve the Macro-Level Goals Set Prioritized and Agreed to by the
Board and Administration
9
Provide Education Programs to Train Administrative and Clinician
Leaders in QI
10
v
vi
Chapter 2
Contents
Establish Ability to Perform Data Collection, Abstraction, and Reporting
Ensure the Organization Meets Basic Performance Benchmarks for
Quality and Patient Safety
The Initiation Phase: The Role of Data and Analytics in the STEEEP Health
Care Journey
Develop Department and Systems to Measure, Analyze, and Report
Organizational Performance as Well as the Effects of Specific QI Initiatives
Develop Capabilities Critical to Organizing, Using, and Reporting Existing
Organizational Quality Data
Define and Identify Performance Metrics
Identify Requirements for Data Collection
The Initiation Phase: The Role of Reputation and Accreditation in the
STEEEP Health Care Journey
Establish Your Organization with Accrediting Agencies as One That
Prioritizes the Delivery of STEEEP Care
10
Phase 2 of the STEEEP Quality Journey: The Foundation Building Phase
15
Introduction to Phase 2: Foundation Building
The Foundation Building Phase: The Administration and Governance Role in
the STEEEP Quality Journey
Continue to Learn about QI by Participating in Education Programs and
Seeking Advanced Leadership Training
Set Moderately Aggressive Quality, Patient Safety, and Patient
Experience Goals
Continue to Develop a Culture of QI by Linking Financial Incentives to
Quality, Patient Safety, and Patient Experience
Establish a Formal Governance Structure for Quality and Patient Safety
Include Patients and Families in QI Efforts
Drive toward Measurement and Reporting That Will Highlight Successes
and Opportunities
The Foundation Building Phase: The Physician and Nurse Leadership Role in
the STEEEP Quality Journey
Take a More Public QI Leadership Role
Engage in Formal Clinician Leadership Training That Includes Education
in Finance
Collaborate with Administrative and Quality Leaders to Set Annual Quality,
Patient Safety, and Patient Experience Goals for the Organization
Establish Teams of Individuals from the Entire Organization Focused on
QI and Encourage Active Participation
Evolve QI Focus from Point Solutions to Solutions That Are More Systemic
and That Have an Impact on a Larger Portion of the Continuum of Care
The Foundation Building Phase: The Role of Quality Improvement Programs
and Expertise in the STEEEP Quality Journey
Collaborate with Administrative and Clinician Leaders to Set
Annual Quality, Patient Safety, and Patient Experience Goals for
the Organization
Hire/Develop QI and Patient Safety Staff, Preferably with Advanced
Degrees or Years of Experience
Ensure That QI Education Personnel Have Experience in Achieving QI
as Well as in Educating Others
Open the Door to Patient and Family Involvement in the QI Program
Deploy a Patient Safety Culture Survey
Deploy an Adverse Event Measurement Tool
Improve Equitable Care throughout the Community
The Foundation Building Phase: The Role of Data and Analytics in the
STEEEP Quality Journey
Develop Infrastructure for Data Collection and Analysis
15
10
11
11
12
12
12
13
13
16
16
17
17
18
19
19
19
19
20
20
20
21
21
21
22
23
23
23
24
24
25
25
vii
Contents
Support Administrative, Clinician, and Quality Leaders in Interpreting
Outcomes of QI Initiatives
Provide Measurement Support for the Patient Safety Culture Survey
Support Organizational Assessment of Adverse Events, Inpatient
Mortality, and Patient Satisfaction
The Foundation Building Phase: The Role of Reputation and Accreditation in
the STEEEP Quality Journey
Build Local Reputation through Community Affiliations, Relationships
with Key Stakeholders, and Employee Engagement
Identify and Apply for Some Advanced Accreditation
Chapter 3
25
26
26
26
26
27
Phase 3 of the STEEEP Quality Journey: The Operationalizing Phase
29
Introduction to Phase 3: Operationalizing
The Operationalizing Phase: The Administration and Governance Role in the
STEEEP Quality Journey
Provide Funding and Support to Achieve Phase 3 Quality, Patient Safety,
and Patient Experience Goals and Launch the Organization to Phase 4
Inculcate and Embed a Culture of Quality, Patient Safety, and Patient
Centeredness throughout the Organization
Evaluate and Refine QI Metrics and Commit to a Quantitative Approach
to Goal Setting
Insist on Transparency of Quality, Patient Safety, and Patient Experience
Data to Enable Internal Comparisons and Drive Organization-Wide QI
Engage Patients in Discussions and Decisions about the QI Program
The Operationalizing Phase: The Physician and Nurse Leadership Role in
the STEEEP Quality Journey
Drive a Model of Shared Governance throughout the Organization
Leverage the Effectiveness of Your QI Efforts by Expanding Your Focus
Organization-Wide
Expand Your Circle of Influence across the Organization through
Participation in Committees and Other Multidisciplinary Groups
Create and Strengthen Relationships with Finance Leaders and Leaders
of Core Business Support Functions
Serve as the Voice of the Patient in Discussions and Decisions about QI
The Operationalizing Phase: The Role of Quality Improvement Programs
and Expertise in the STEEEP Quality Journey
Make Education in QI Mandatory for All Senior-Level Administrative and
Clinician Leaders and Provide QI Training for Additional Leaders
Provide Senior-Level Administrative and Clinician Leaders with Continuing
QI Education
Dedicate Infrastructure and Resources to an Organization-Wide Patient
Safety Department
Dedicate Infrastructure and Resources to an Organization-Wide Patient
Experience Department
The Operationalizing Phase: The Role of Data and Analytics in the STEEEP
Quality Journey
Enhance Ability to Extract and Analyze Data to Drive QI Initiatives
Establish Data Governance Policies and Procedures
Employ Reporting Methods That Make Data Interactive, Dynamic, and
Drillable
Develop Facility and Service-Line Performance Reports
Use Comparative Data to Improve Patient Care
The Operationalizing Phase: The Role of Reputation and Accreditation in the
STEEEP Quality Journey
Build Regional Reputation through Quality Awards and Recognition
Further Develop Focus on Health Equity
Achieve Additional Advanced Accreditation and Certification
29
29
29
30
31
31
32
33
33
34
34
34
35
35
35
35
36
36
37
37
38
38
38
39
39
39
39
40
viii
Chapter 4
Contents
Phase 4 of the STEEEP Quality Journey: The Continuous Quality
Improvement Phase
Introduction to Phase 4: Continuous Quality Improvement
The Continuous Quality Improvement Phase: The Administration and
Governance Role in the STEEEP Quality Journey
Sustain an Organizational Culture That Embraces and Advances Quality,
Patient Safety, and Patient Experience at All Levels
Spread QI Successes by Acknowledging Achievements and the People
Responsible for Them
Promote Accountability for QI by Hardwiring Variable Pay and a
Quantitative Approach to Organizational Goal Setting
Continuously Drive a Care Partnership with Patients and Families
Measure and Publicize the Link between Quality and Cost
The Continuous Quality Improvement Phase: The Physician and Nurse
Leadership Role in the STEEEP Quality Journey
Continuously Drive Organizational Goal Setting with Your Clinical
Expertise, QI Experience, and Role as Patient Advocate
Drive Innovation within Your Discipline, Both Inside and Outside
the Organization
Continuously Define, Refine, and Implement Evidence-Based Best
Practices throughout the Organization
Establish and Lead Service-Line Quality Improvement Councils to Foster
a Stronger Connection among the Elements of STEEEP Care
The Continuous Quality Improvement Phase: The Role of Quality
Improvement Programs and Expertise in the STEEEP Quality Journey
Continuously Refine Organizational Goals and the QI Program to Enable
the Organization to Reach and Exceed Performance Established by
National Benchmarks
Continuously Develop Infrastructure for Coordinating and Managing
the QI Program
Provide Formal QI Training for Staff at Multiple Levels
Spread Successful QI Initiatives by Fostering and Rewarding Improvement
Utilize Decision Support Tools to Drive Innovation and STEEEP Care
The Continuous Quality Improvement Phase: The Role of Data and Analyt …
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