miércoles, 6 de agosto de 2014

Priorities in Action ► National Quality Strategy Priorities in Action Features Nationally Recognized Center that Promotes Person- and Family-Centered Care

Priorities in Action



National Quality Strategy: Better Care. Healthy People/Healthy Communities. Affordable Care.



National Quality Strategy Priorities in Action Features Nationally Recognized Center that Promotes Person- and Family-Centered Care

This month's National Quality Strategy (NQS) Priorities in Actionfeatures the Oregon Health Care Quality Corporation, an independent nonprofit organization dedicated to improving the quality and affordability of health care in Oregon by leading community collaborations and producing unbiased public reporting information. The organization’s work helped to reduce avoidable emergency department visits for children and adults. As a percentage of total emergency department visits, avoidable emergency department visits declined from 16.8 percent to 13.9 percent among children and from 11.0 percent to 10.1 percent among adults. Oregon Health Care Quality Corporation promotes effective communication and coordination of care by using the NQS levers of Public Reporting, Measurement and Feedback, and Health Information Technology. Review the complete list of NQS levers, which represents core business functions, resources or actions that stakeholders can use to align their work with this national strategy.

NQS Priorities

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Making care safer by reducing harm caused in the delivery of care.
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Ensuring that each person and family are engaged as partners in their care.
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Promoting effective communication and coordination of care.
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Promoting the most effective prevention and treatment practices for the leading causes of mortality, starting with cardiovascular disease.
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Working with communities to promote wide use of best practices to enable healthy living.
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Making quality care more affordable for individuals, families, employers, and governments by developing and spreading new health care delivery models.







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