The Nuts and Bolts of Patient Quality and Safety in Health Care

Duration: 60 Minutes
Instructor: Keith Marton
Webinar Id: 800198


One Attendee


The presentation will begin with a brief outline of the history of health care quality efforts, beginning with efforts to measure quality in the early 20th century and moving through mentions of leaders in quality development up to the present day.It will then discuss the principles and basic tools used to improve quality and safety, as well as the kinds of metrics used to monitor those efforts.It will touch upon what health care has learned from other non-medical industries.

Finally, it will make recommendations for what is required for an organization to become a high quality, safer organization.

Why should you attend: The overlapping fields of health care quality and patient safety are rapidly changing, especially with the growing presence of public scrutiny of health care organizations, consumer oriented choice, a plethora of tools for managing quality and safety, and the movement to health care reform. Anyone entering or participating in the delivery of American health care needs to have at a basic understanding of the principles underlying high quality and safe health care.

Areas Covered in the Session:

  • History patient quality/safety efforts
  • Key leaders in quality improvement efforts
  • Basic principles of quality improvement/patient safety
  • Key tools in quality and safety: six sigma, lean, PDSA, high reliability, etc.
  • Publicly reported quality metrics for health care
  • Understanding the promise and pitfalls in quality metrics

Who Will Benefit:
  • Directors of Quality
  • Patient Safety
  • Medical Directors
  • Physician Leaders
  • Public Health Officials

Educational Objectives(S)
Upon completion of this activity, participants will be able to:
  • Discuss the principles and basic tools used to improve quality and safety as well as the kinds of metrics used to monitor those efforts.

CME Credit Statement
This activity has been planned and implemented in accordance with the Essential Areas and Policies of the Accreditation Council for Continuing Medical Education (ACCME) through the joint sponsorship of CFMC and MentorHealth. CFMC is accredited by the ACCME to provide continuing medical education for physicians.

CFMC designates this educational activity for a maximum of 1 AMA PRA Category 1 Creditâ„¢. Physicians should only claim credit commensurate with the extent of their participation in the activity.

Other Healthcare Professionals Credit Statement
This educational activity has been planned and implemented following the administrative and educational design criteria required for certification of health care professions continuing education credits. Registrants attending this activity may submit their certificate along with a copy of the course content to their professional organizations or state licensing agencies for recognition for 1 hour.

Disclosure Statement
It is the policy of CFMC and MentorHealth that the faculty discloses real or apparent conflicts of interest relating to the topics of the educational activity. All members of the faculty and planning team have nothing to disclose nor do they have any vested interests or affiliations

Obtaining Certificate of Credit

Colorado Foundation for Medical Care (CFMC) hosts an online activity evaluation system, certificate and outcomes measurement process. Following the activity, you must link to CFMC's online site (link below) to complete the evaluation form in order to receive your certificate of credit. Once the evaluation form is complete and submitted, you will be automatically sent a copy of your certificate via email. Please note, participants must attend the entire activity to receive all types of credit. Continuing Education evaluation and request for certificates will be accepted up to 60 days post activity date. CFMC will keep a record of attendance on file for 6 years.

Speaker Profile
Dr. Marton has been involved in the development and operation of hospitals and health systems for about 40 years. In his present role as a board member of 2 health systems and consultant to leadership of other large health systems he has been involved in several merger activities and has first hand knowledge of the complexities of what makes for a successful or failed endeavor.

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