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Adverse Drug Events (ADEs) have been defined by the Institute for Healthcare Improvement (IHI) as "an injury, large or small, caused by the use of a drug." The use of “triggers,” or clues, to identify ADEs has been shown to be an effective method for measuring the overall level of harm from medication errors among adult hospital populations. As part of the IHI Saving 100K Lives Campaign, twelve U.S. children’s hospitals, convened through the Child Health Corporation of America (CHCA), adapted IHI's adult ADE trigger tool for pediatric patients.
The National Initiative for Children’s Healthcare Quality (NICHQ), a partner in IHI's Saving 5 Million Lives Campaign, has supported the organization of The Pediatric Affinity Group, a partnership of four organizations, working with leading U.S. hospitals, to create tools to provide adapt IHI's How-to-Guides for patient safety to children's health care. The NICHQ web site features this guide to help hospitals prevent medication errors in children. The pediatric ADE How-to-Guide includes the Pediatric Adverse Drug Event Trigger Toolkit developed by CHCA, along with example standard order sets, a sample script to standardize the collection of pediatric patient allergy information, and "20 tips to help prevent medical errors in children."
Competence encompasses knowledge, skills, abilities, and traits, which are acquired through pre-service education, in-service training, and work experience in the healthcare industry. Competence is a major determinant of provider performance and is represented by conformance with various clinical, non-clinical, and interpersonal standards. Measuring competence is essential in determining the ability of health workers to provide quality services. Although a precursor to doing a job correctly, measuring performance periodically is also crucial to determine whether providers are using their competence in their work. A provider could possess the appropriate knowledge and skill, but might not demonstrate this due to individual factors (e.g. abilities, traits, goals, values, inertia, etc.) or external factors (e.g. unavailability of drugs, equipment, organizational support, etc.). This paper provides a framework for understanding the key factors that affect provider competence. Different methods for measuring competence are discussed, in addition to criteria for selecting measurement indicators. Furthermore, evidence from various research studies on measuring the effectiveness of different assessment techniques is also presented.
This glossary represents both an important "process" and "outcome" of the cooperation between the United States Department of Health and Human Services and the Ministry of Health of the Russian Federation in the Priority Area of Access to Quality Health Care. On the "process" side it is a tangible manifestation of the cooperation between the two towards a shared goal. The "outcome" is the creation of this glossary which will assist both Russian and non-Russian health care personnel in improving the quality of health care through communications using a shared lexicon. It is the hope of the authors that this product is disseminated widely and becomes a valuable tool for all those interested in improving health care quality. (author's)
The task of improving quality is a demanding job. It requires focusing on clients, using data, working collaboratively with other team members, and maintaining an overarching view of the health system in which we work. At the Quality Assurance Project (QAP), we have developed quality-improvement technologies that health care managers can use in developing countries. One such approach is benchmarking. While much has been written about benchmarking in domestic business and health literature, virtually no reference works exist on the use of benchmarking in developing countries. This Project Report summary is intended to offer readers a brief background on the approach and some examples of its application in health and development. Benchmarking is a process for finding, adapting, and applying best practices. The concept of learning from others’ experience is perhaps as old as human society; however, the first widely publicized use of the term “benchmarking” was by the Xerox Corporation in Rochester, NY, in the 1970s. It was defined by Xerox as “the continuous process of measuring products, services, and practices against the company's toughest competitors or those companies renowned as industry leaders” (Camp, 1994). In general, the two key concepts in benchmarking are the idea of systems or processes and the concept of “benchmarks.” (excerpt)