In the field of healthcare and medical treatment, striving for improvements in healthcare safety and quality have always been of the utmost priority. As the medical field has evolved, great strides have been made in this area. Such advancements have contributed to the greater life expectancy generally enjoyed by people in the modern world and in advanced economies. However, this doesn’t mean that the work is done, or that things cannot be improved. Healthcare executives are in a critical position to take the lead in this area, and there are actionable strategies that they can implement to improve treatment safety and quality.
The challenge of healthcare quality and safety today is a more serious issue than it may first appear. A 2022 report from the Department of Health and Human Services Office of Inspector General found that 25% of Medicare patients in October 2018 experienced harm during the course of their treatment.
How Should Healthcare Leadership Approach These Issues?
It can be tempting to think of quality and safety as purely clinical issues; isn’t this primarily the responsibility of care providers, such as physicians and nurses? But the effects of substandard care and safety carry implications for the financial, strategic, and operational effectiveness of a medical center or hospital as well.
Healthcare safety requires the minimization of preventable harm to patients throughout the delivery of care, fostered through a proactive culture of adherence to best practices, risk management, and continuous process improvement. For executives, safety is also a business imperative. After all, adverse events harm institutional reputation, drive up costs, and reduce efficiency.
Healthcare quality requires consistent delivery of care that is evidence-based, efficient, and patient-centered. Ideally, this care will result in the most optimal possible outcome while mitigating costs and enhancing patient satisfaction. Healthcare leaders have the ability to elevate patient care into a competitive advantage by driving loyalty and trust, achieving excellence in value-based reimbursement, and reducing costly readmissions. By pushing for quality at every level, they can shape a future where exceptional care both heals patients and strengthens their organization’s success and reputation.
The Scope of the Problem
Hospital-acquired medical conditions, adverse events, and preventable medical errors continue to have a massive impact. One study reported that medical error could be considered the third leading cause of death in the US, with around 400,000 patients experiencing preventable medical harm each year. This research found that at least 200,000 deaths annually could be attributed to medical errors. These are sobering numbers, and, aside from the inevitable reputational damage that these deaths and harm cause, they are also expensive. Estimates range from $20 billion a year to possibly as much as $45 billion annually for hospital-acquired infections, one of the most widespread and dangerous forms of harm.
Stepping Into Leadership
Healthcare executives are at the forefront of minimizing preventable medical harm and deaths. Setting an institutional vision for safety is paramount. Leadership is in the perfect position to establish a culture of safety and make safety a strategic priority. Establishing a culture of safety requires leadership to visibly and actively support safety initiatives, as well as fostering an atmosphere of transparency, where errors can be reported without fear of reprisals.
Implementing Evidence-Based Strategies for Quality Improvement
The latest data and analytics tools can be valuable resources for improving healthcare quality and safety. Predictive analytics, for instance, can identify potential safety risks before adverse events occur. A study in BMC Infectious Diseases found that adoption of real-time automatic infection surveillance systems could identify and report infections more accurately, resulting in more effective control and prevention measures.
Meanwhile, clinical best practices should be standardized across all facility departments. A common and effective example is the World Health Organization (WHO) surgical safety checklist, which reduced post-surgical deaths by 22% in a 2017 study.
Leaders play a vital role in facilitating interdisciplinary communication and teamwork. Continuous investment in workforce development, training, safety protocols, and patient-centered care practices can help ensure that healthcare safety and quality mechanisms remain effective.
The Importance of Staff and Patient Engagement
With healthcare safety and quality being an ongoing and dynamic challenge, engagement with staff members and patients is of vital importance. Feedback from patients can be a useful tool for improving care quality and safety.
Policy, Accountability, and Regulations
Both government agencies and nonprofit professional organizations contribute to setting standards for safety and quality. The Centers for Medicare & Medicaid Services (CMS) is an agency within the US Department of Health and Human Services (HHS) that is responsible for implementing the government’s healthcare programs, including Medicare, Medicaid, and the Children’s Health Insurance Program (CHIP). It also provides regulatory oversight by setting national safety and care quality standards. This includes value-based programs that link hospital payments to performance on objective quality measures. Compliance with these programs is of concern to leadership because it can directly impact revenue. Poor performance can erode reputation and result in cuts to reimbursement.
The independent, nonprofit organization The Joint Commission (TJC) certifies and accredits more than 22,000 healthcare organizations in the US, and it has gained recognition as a leading standard for quality and safety. Accreditation from TJC is also a metric that is recognized by CMS as aligning with and meeting federal requirements. As a result, a hospital is required to pass TJC evaluations in order to participate in Medicaid or Medicare. Participation in the Agency for Healthcare Research and Quality (AHRQ) Safety Program can also contribute to improving care quality and safety.
Overall, healthcare executives are uniquely positioned to take the lead on improving healthcare quality and safety. Improving patient safety and quality is not just a regulatory requirement— it is a strategic priority that impacts financial sustainability, institutional reputation, and patient outcomes. By fostering a culture of safety, leveraging data-driven decision-making, investing in evidence-based protocols, and engaging frontline staff, executives can create a healthcare environment where quality and safety are embedded into daily operations.