OTHM Level 6 Diploma: Quality in Health and Social Care Report

This report provides an executive summary on the importance of quality in health and social care, highlighting the need to prevent clinical errors and improve patient outcomes. It discusses various strategies for measuring quality, including the assessment of medication errors, hospital-acquired infections, patient satisfaction, and compliance with standard practices. The report also outlines the contributions of different stakeholders such as physicians, nurses, social workers, managers, risk assessment officers, external agencies, policymakers, and patients in ensuring quality care. It references statistics from the United Kingdom and the NHS to emphasize the significance of addressing quality issues and provides a comprehensive overview of the key elements involved in delivering effective health and social care services. The report is based on the OTHM Level 6 Diploma in Health and Social Care Management (RQF) Unit 03: Managing Quality in Health and Social Care.

Running head: EXECUTIVE SUMMARY
EXECUTIVE SUMMARY
Name of the student:
Name of the university:
Author note

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EXECUTIVE SUMMARY
Introduction:
In the clinical setting, the quality of providing care has gained increased attention for
preventing clinical errors and premature mortality rate. The increased interest in quality of care
has established in response to contemporary drastic alterations of health care systems,
complemented by new organizational infrastructures as well as reimbursement strategies that
may influence the quality of care. The recent statistics of the clinical setting of United Kingdom
suggested that 1.5% of medication errors are observed due to poor quality of health care1. On the
other hand, according to the recent statistics of NHS, 237 million medication errors are observed
due to compromised quality of care which resulted in premature mortality and potential health
issues 2. These statistics further intensified the need for measuring the quality of health and social
care.
Strategies for measuring quality in health and social care:
One of the most common strategies of measuring the quality of health and social care is
to measure indicators of quality care within the clinical setting. The quality indicator
measurement as well as monitoring serves many purposes such as consistent quality
improvement, improve patient satisfaction, reduce clinical errors and reduce health care
expenditure3. The common strategies are the following:
1 Www.manchester.ac.uk. More than 200 million medication errors occur in NHS per year, say researchers, 2020.
Retrieved 10 April 2020, from https://www.manchester.ac.uk/discover/news/more-than-200-million-medication-
errors-occur-in-nhs-per-year-say-researchers/
2 Jeyaratnam, Dakshika, and Timothy Planche. "Laboratory data as a quality indicator of health-care-associated
infections in England." British Journal of Hospital Medicine 79, no. 6 (2018): 333-340.
3 Allen, Thomas, Kieran Walshe, Nathan Proudlove, and Matt Sutton. "Do performance indicators predict regulator
ratings of healthcare providers? Cross-sectional study of acute hospitals in England." International Journal for
Quality in Health Care 1 (2019): 7.

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EXECUTIVE SUMMARY
 Medication errors: the assessment can be done by evaluating the causes of medication
errors per years and repeated cases per year. Interview of the nurses regarding
contributing factors can provide the details.
 Hospital-acquired infection: The assessment of the rate of Hospital-acquired the infection
through audit and survey (total number of bacteremia cases). Interview of the nurses
regarding hand hygiene
 Number of patients living a healthy life: audit regarding the number of patients living a
healthy life after rehabilitation
 Assessment of compliance of professionals with the standard practice: Survey of the
management and patients regarding satisfaction and knowledge regarding basic practice,
technological advancement4.
 Readmission of patients: audit of the number of readmission per year.
 Patient’s satisfaction regarding support of daily activities: an interview with the patients
regarding the assistance of social worker in completing daily activities.
Contribution of stakeholders, service users and external companies
The common stakeholders in the health and social care are physicians, nurses, social workers
managers, risk assessment officers, pharmaceutics farms and patients.
 The role of health care professionals such as is to comply with standard practice so that
patients receive care without clinical errors and readmission.
4 Hall, Kelly, Robin Miller, and Ross Millar. "Public, private or neither? Analysing the publicness of health care
social enterprises." Public Management Review 18, no. 4 (2016): 539-557.

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EXECUTIVE SUMMARY
 The role of nurses is to provide care to the patients that reflect empathy and compassion
and empower patients5
 The role of the social worker in the quality care is to address the additional need of the
patients such as employment, housing and counselling the mental health issues.
 The role of managers is to ensure the proper workflow according to benchmark
 The role of risk assessment officer is to assess the risk and hazards present within the
health and social care setting
 The role of external agencies such as non-profitable organizations and insurance
companies 6. The role of insurance companies is to sell health coverage plan to the patient
so that funding and health care expenses can be aligned with practice
 The role of the policymaker is to develop an organizational policy that provides
flexibility to the professionals to comply with practice7.
 The role of patients is to involve actively in the care process so that quality of care can be
facilitated
5 Orellana, Katharine, Jill Manthorpe, and Jo Moriarty. "What do we know about care home managers? Findings of
a scoping review." Health & social care in the community 25, no. 2 (2017): 366-377.
6 Pascale, Federica, Efthimia Pantzartzis, Ilias Krystallis, and Andrew DF Price. "Rationales and practices for
dynamic stakeholder engagement and disengagement. Evidence from dementia-friendly health and social care
environments." Construction Management and Economics (2019): 1-17.
7 Allen, Thomas, Kieran Walshe, Nathan Proudlove, and Matt Sutton. "Using quality indicators to predict inspection
ratings: cross-sectional study of general practices in England." British Journal of General Practice 70, no. 690
(2020): e55-e63.

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EXECUTIVE SUMMARY
References:
1. Www.manchester.ac.uk. More than 200 million medication errors occur in NHS per year,
say researchers, 2020. Retrieved 10 April 2020, from
https://www.manchester.ac.uk/discover/news/more-than-200-million-medication-errors-
occur-in-nhs-per-year-say-researchers/
2. Jeyaratnam, Dakshika, and Timothy Planche. "Laboratory data as a quality indicator of
health-care-associated infections in England." British Journal of Hospital Medicine 79,
no. 6 (2018): 333-340.
3. Allen, Thomas, Kieran Walshe, Nathan Proudlove, and Matt Sutton. "Do performance
indicators predict regulator ratings of healthcare providers? Cross-sectional study of acute
hospitals in England." International Journal for Quality in Health Care 1 (2019): 7.
4. Hall, Kelly, Robin Miller, and Ross Millar. "Public, private or neither? Analysing the
publicness of health care social enterprises." Public Management Review 18, no. 4
(2016): 539-557.
5. Orellana, Katharine, Jill Manthorpe, and Jo Moriarty. "What do we know about care
home managers? Findings of a scoping review." Health & social care in the
community 25, no. 2 (2017): 366-377.
6. Allen, Thomas, Kieran Walshe, Nathan Proudlove, and Matt Sutton. "Using quality
indicators to predict inspection ratings: cross-sectional study of general practices in
England." British Journal of General Practice 70, no. 690 (2020): e55-e63.
7. Pascale, Federica, Efthimia Pantzartzis, Ilias Krystallis, and Andrew DF Price.
"Rationales and practices for dynamic stakeholder engagement and disengagement.

5
EXECUTIVE SUMMARY
Evidence from dementia-friendly health and social care environments." Construction
Management and Economics (2019): 1-17.