org 2010). The FOCUS PDCA method for implement quality improvement changes in the organization will be carried out in the manner that defines the methodology itself, with distinct stages being performed in a cyclical manner that identifies needed changes, makes those changes, evaluates the outcome, and identifies additional changes and refinements to processes as needed (Ransom et al. 2008). Comparisons and Performance Measures

There are a variety of methods that can be utilized to analyze the performance of the implemented changes, and several of them will be specifically implemented to ensure adequate performance by the proposed changes. Comparisons between the yearly annual reports available form the University of Kansas Hospital as well as other less long-term internal measures will be used to determine improvements in efficiency and the quality of care within the organization itself (University of Kansas Hospital 2009). Comparison to other similar organizations' reports will also be utilized to determine how the improved quality of care at the Center compares to industry standards and averages.

Structure and Communication

The structure of the Center for Advanced Heart Care is similar to that of any other hospital facility, and the implementation will involved individuals and departments at all levels of the organizational structure (University of Kansas Hospital 2009). Executive leadership will approve all proposed changes before they are implemented, and will be instrumental in analyzing the changes' effects. Medical staff as well as middle management will form the quality improvement committee, enabling all decisions to be made by those that will directly implement and analyze them. Department staff will be involved only insofar as...

Outcomes of the implemented changes will be communicated up the hierarchy from those that observe patients through to higher medical staff, management, and executives; long-term assessment will take place from the top down, with executives citing issues that are passed on to middle management and medical staff.
Education and Evaluation

Staff will educated regarding the plan by a list of specific duties and methods for performing these duties at the onset of plan implementation. Any new training that must take place will occur during work hours in a hands-on manner, with oversight by members of the quality improvement committee occurring until satisfactory acquisition of new knowledge and techniques have been obtained. Annual evaluations will consider bed-turnover rates as a measure of care efficiency, cost per treatment as a measure of cost efficiency, and overall patient outcomes including specific identified errors in patient treatment to assess the overall quality of care.

References

The Institute for Healthcare Improvement. (2010). Tools. Accessed 25 October 2010. http://www.ihi.org/IHI/Topics/Improvement/ImprovementMethods/Tools/

The National Coordinating Council for Medication Error Reporting and Prevention. (2010). About Medication Error. Accessed 25 October 2010. http://www.nccmerp.org/aboutMedErrors.html

Ransom, E. R, Joshi, M.S., Nash, D.B., & Ransom, S.B. (2008). The healthcare quality book: Vision, strategy, and tools. (2nd ed.). Health Administration Press: Chicago, IL.

The University of Kansas Hospital (2009). The Center for Advanced Heart Care Outcomes Report. Accessed 25 October 2010. http://www.kumed.com/default.aspx?id=4937