Accreditation is a globally and domestically prevalent practice. Compliance with

Accreditation is a globally and domestically prevalent practice. Compliance with accrediting criteria was favorably connected with the performance of several components of healthcare settings, including leadership, professional performance, patient safety, and organizational culture. The nationwide compliance rate with accrediting requirements is little understood. Consequently, it is crucial to evaluate the hospital’s compliance with the accreditation rate in the Kingdom of Saudi Arabia (KSA) and its associated elements (Althumairi et al., 2022).
An Accreditation/Regulatory Readiness Team or committee should establish and implement a survey preparedness plan for each organization. This organization implements and improves accreditation and regulatory requirements. These leaders and managers handle continual readiness and survey planning. The team must have organizational decision-making power. QM/Pl sponsors/champions are on the Quality Council, administrative council, or senior leadership survey team. Routine meetings assess environmental rounds, design a mechanism for checking and following patients and procedures through care settings, discuss accrediting agency and regulatory information, and plan information distribution (Brown, 2018).
The coordinators must know the regulations and performance criteria. Deemed accrediting agencies provide criteria and rationale to companies selecting this method. Purchase online or print handbooks. Download CMS rules. Organizations hold instructional lectures. Read the standards carefully for time-related phrases like annual, months, and minutes. The company is compliant or not?
The Deming cycle, often known as PDSA: Plan-Do-Study-Act, is a four-step procedure for quality improvement. Goals and intended results are defined during the planning phase. The first stage’s plan may be put into action during the “do” phase. Results are then gathered and examined during the “research” phase to ascertain the impact of the plan. The process is finally controlled to assure ongoing compliance during the “act” stage if it has succeeded in achieving the goal, or a new PDSA cycle is started if it has failed to do so in order to improve results. Notably, no one CQI methodology—including Lean, Six Sigma, PDSA, and Baldrige—is seen as being better than the others. Instead, the organization’s objectives, the viability of the data and other resources, the participants’ skill sets, and, in the end, the strategy that best suits the business should all be taken into consideration when choosing a technique (O’Donnell & Gupta, 2022).
References
Althumairi, A., Alzahrani, A., Alanzi, T., Al Wahabi, S., Alrowaie, S., Aljaffary, A., & Aljabri, D. (2022). Factors affecting compliance with national accreditation essential safety standards in the Kingdom of Saudi Arabia. Scientific Reports, 12(1), 1-9.
Brown, J. A. (2018). THE HEALTHCARE
QUALITY
HANDBOOK (30TH EDITION ed.)
O’Donnell, B., & Gupta, V. (2022). Continuous quality improvement. StatPearls [Internet] (). StatPearls Publishing.
this is was question Assume that you are a Healthcare Quality Specialist at a healthcare facility/organization preparing for an initial Joint Commission International accreditation visit in one year.
Discuss the value that accreditation brings to an organization.
Describe the steps and processes you will initiate and implement over a one-year period in preparation.
Include any key personnel and the risk prevention procedures you would be sure to put in place as well as your performance and quality improvement plans.