Past literature establishes quality management frameworks such as Beauchamp and Childress’s Principles of Biomedical Ethics, six aims for improvement and the Triple Aim. At the macro-level, policymakers devise and recommend healthcare policies that at the micro-level, leadership, management, and clinicians enforce, adopt, and practice, respectively, at the point of patient care. However, does that imply that policymakers, leadership, and managers are separate and distinct components not involved in patient safety? The answer to the above question is not likely because these entities devise and enforce policies to preserve and augment patient safety in communities, institutions, and departments. Clinicians are involved in direct patient care. The impetus here is to exemplify existing policies supporting patient centeredness while preserving the parameters that improve patient care, preserve quality, and promote patient safety.Īs one of the cornerstones of high-quality healthcare, patient safety is intrinsic to all healthcare professionals. The present review elaborates and explains the clinical and managerial roles inherent in the logistics of patient safety in emergencies and non-emergencies. We, hereby, present a synthesis of how the perspectives of biomedical ethics, six aims for improvement, and the Triple Aim converge into a focal point of preserving patient safety and promoting improvement in care delivery. The Institute of Healthcare Improvement’s (IHI's) Triple Aim comprises of three aspects: improving the experience of care, improving the health of populations, and reducing per capita costs of healthcare. In addition to the above healthcare recognition, the Institute of Medicine (IOM) categorizes aspects of care delivery with its six aims for improvement. The Magnet Recognition Program designates organizations worldwide where nursing leaders successfully align their nursing strategic goals to improve the organization’s patient outcomes. MBNQA is the nation’s highest presidential honor for performance excellence. It is an independent not-for-profit organization that offers an unbiased assessment of quality achievement in patient care and safety. TJC is the recognized global leader of healthcare accreditation. The Joint Commission (TJC), Malcolm Baldrige National Quality Award (MBNQA), and The Magnet Recognition Program signify healthcare accreditation, performance excellence, and nursing excellence, respectively. The logistics of patient care and healthcare management revolve around many aspects of optimized high-quality care. We, conclusively, explore prototype policies such as the Delivery System Reform Incentive Payment Program that imbues the elements of quality management frameworks, Hospital-Acquired Conditions Reduction Program that supports patient safety, and Hospital Readmissions Reduction Program that focuses on curbing readmissions. The present review, furthermore, outlines measures and policies that management and administration implement and enforce, respectively, to ensure patient centered care. We, hereby, present a contemplative review of the concepts of informed consent, informed refusal, healthcare laws, policy programs, and regulations. Given the above frameworks, the present review was designed to emphasize the initiatives the system has taken to address various efforts of improving quality and patient safety. The Institute of Healthcare Improvement’s Triple Aim focuses on three aspects of care, cost, and health. The Institute of Medicine’s six aims for improvement encapsulates elements of high-quality patient care. Of the many quality management frameworks, Beauchamp and Childress’s four principles of biomedical ethics presents aspects of patient centeredness in clinical care. Patient safety is one of the overarching goals of patient care and quality management.
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