ANSWER
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QUESTION
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STD #
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- Documented evidence of oversight
- Documented evidence
- Quarterly, Regular business is done by Executive Committee, until board meeting. The less the board meets, the more the executive committee, is authorized to run business
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- What is the mechanism?
- Approvals of mission
- Monitor the indicators
- How frequent is the meeting every 3-4 months? So how do we monitor through the indicators monthly ?
- Is it needed to be signed by the board members or their representative (CEO) is enough to sign?
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LD.1.1
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- Are the term of references enough?
- Are the medical bylaws need to be mentioned?
- Performance evaluation of the boards or the hospital indicators
- How frequent will it be for the board (bi-yearly or yearly)?
- Who arethe members of the Governing body in MOH hospitals and responsibilities?
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LD.1.2
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- Signature of the chairperson of the governing body at the time of document approval
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- To have signature of approval by old or new director general of general directorate so we need to be discussed at the governing board meeting
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LD.1.3.1
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- If an assignment comes from the general directorate are this needs to discuss the selection from several CVs during the meeting?
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LD.1.3.2
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- What do you mean by regular basis? Does this mean every meeting?
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LD.1.3.3
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- The governing body should approve the org. Chart either on the chart itself or through discussion and approval minutes of the meeting
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- Do we need a delegation letter to hospital director to approve the items?
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LD.1.3.4
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- This responsibility should be included under the responsibilities of the governing body which described in the document needed in this standard (bylaws or similar document). Additionally, signature of the governing body representative should be clear in the medical staff bylaws
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- The substandard is not clear, more explanation is needed
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LD.1.3.9
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- Future annual plan covering different departments and major activities including at least manpower, consumables, and equipment in financial or quantitative terms
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- How do we do annual budget for the hospital?
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LD.1.3.10
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- Adequate staffing can be assessed against staffing plans, and supplies can be assessed by observing their availability based on the scope of service and the workload
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- How to ensure the governing board providing the adequate resources what is the mechanisms?
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LD.1.3.11
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- The governing body approves the process of delegation
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- Are the delegation letter covered or must it be still be approved by the director general of health affairs?
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LD.1.3.12
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- Quarterly, Documented regular meeting minutes of the governing body members
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- What do you mean by regularly? every how many months?
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LD.1.4
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- The three requirements will be assessing all together, education OR training OR experience i.e. proper training and adequate experience can be fine. However, a Bachelor’s degree in a related field is a must.
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- Does the staff need a certification in hospital administration or local hospital training is adequate?
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LD.2.1
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- Is medical bachelor degree is enough?
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LD.2.2
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- Compliance with laws such as Saudi Council of Health Specialties, civil defense, retention of medical records, etc.
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LD.2.3
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- Not allowing incompetent staff to practice in the hospital.
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- How if the recruitment is central?
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LD.2.4
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- By taking action in case of misconduct.
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- How to account for the professional conduct of the staff?
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LD.2.5
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- Hospital policies that have been approved by governing the body.
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- What do you mean set by governing body?
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LD.2.6
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Not only by incidents. And can be on a collective basis.
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- How to prove review of reported incident is one by one or the monthly report of the committee headed by the medical director?
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LD.2.7
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Yes
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- What do you mean by the hospital leadership group?Is it the same like executive committee?
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LD.2.8
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Yes
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- How to prove it are through correspondence to the MOH and General Directorate?
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LD.2.9
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Planning for resources and supporting department heads and communicating with them regarding the availability of resources, as well as through his rounds and unit visits.
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LD.2.10
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Setting and approving processes as well as follow up of implementation.
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LD.2.11
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Through communication with department heads and stores and inventory control as well as committee chairperson.
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LD.2.12
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Identification of those laws and can have copies of them.
Laws and regulations worksheet are required mainly to listthe laws governing the hospital according to its reporting authority,as Ministry of Health lawsfor governmental hospitals andMilitary services laws for military hospitals and the like.
The answer is yes; you stillneed to include MOH laws and regulations.
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LD.3.1
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Not necessary to have periodical reports but rather to obey those regulations through compliance to their requirements in all hospital practices .
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- How they ensure this compliance are through monthly reports ?
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LD.3.2
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Yes
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LD.4.1
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Should be approved by the governing body
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- Through the delegation letter.
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LD.4.6
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Not enough. EMC is the highest executive team in the hospital and should be led by hospital director or chief executive officer and reports to the governing body.
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- Is to have the assistance, and maintenance plus quality and nursing directors are enough?
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LD.5.1
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Usually, in-house training is inadequate.
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- Are the local hospital training is adequate?
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LD.5.2
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The revision is not only to re-sign the document but to review it and make a necessary update if any.
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- What do you mean by current?
- If every three years are to update the signature only or to have the new version?
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LD.5.3
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Yes, regarding reference of Executive Management Committee.
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- Committees’ term of references is adequate?
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LD.5.4
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Conflict of Interest can be defined as any situation in which an employee is in a position to exploit professional or official capacity in some way for his/her financial/personal benefit.This situation conflicts with the ethical obligations of an individual in the organization. An example of conflict of interest:
Financial/Economic Interestis any relationship entered into by the employee or his/her family, other than employment by the hospital, which could result in a financial/economic gain for the employee or his/her family. Financial/Economic interests include consulting income; value or potential value of stock shares, equity holdings; and membership on a company’s Board of Directors or anything of monetary value received from such business.
This policy specifically aims to:
- Define the relations of employees with entities that have business with the hospital;
- Ensure that the employment of qualified immediate family members and relatives by with the standards set by the hospital;
- Reduce the probability of inappropriate activities;
- Ensure that employee exercise substantial responsibility to avoid real/actual as well as perceived conflicts of interest/commitment in their relationship with external organizations; and
- Protect both the organization and the individuals involved from any appearance of impropriety
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- CONFLICT OF INTEREST is not understandable; would you clarify more?
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LD.6.3.7
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Every three years or when there is a change in hospital mission or major change in scope of service
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- Is mission to be updated yearly?
- Is it enough to sign on a mission, vision & values?
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LD.7.1
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Through posters, orientation program, hospital printed materials, hospital web-site, etc
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LD.7.2
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It requires a document that describes hospital values and code of conduct adopted.
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LD.8
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Approvals, awareness, and implementation
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LD.8.1
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No. Just the mechanism of taking decisions in the committee (e.g., majority vote) and the members that are not allowed to vote like the invited members.
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- Does it mean the conflict of interest for a member that aren’t allowed to vote?
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LD.9.3
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Hospital director, his/her assistants (medical director, admin/finance director, nursing director, etc.), and departments heads
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- What are the definitions of hospital leaders?
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LD.10.1
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Involvement and participation in plans and projects
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- How to prove to participate actively?
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LD.10.2
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Posters, website(if available), newsletters, community representatives are members of governing body
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- How to communicate quality work to community and customers?
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LD.10.3
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Evidence of community participation in the hospital planning for healthcare needs. This may be evident in documented meetings with community leaders, inputs of the strategic plan, analysis of customer needs and recommendations and actions taken
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LD.11.1
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Communication with community leaders to get feedback on health need assessment and inclusion of these requirements in plans .
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- How to prove to participate in planning?
- What is the evidence required?
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LD.11.2
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Plans should include performance indicators to review performance against those indicators
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- What do you mean by evaluation by hospital leaders against plans and budgets?
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LD.12.6
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Plans should include upgrade and replacements if required
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- What do you mean by The planning process considers the upgrade or replacement of buildings?
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LD.12.7
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e.g., Nursery, ER, OT
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- What do you mean by patients care units?
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LD.13.4
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Annually at least
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- What the meaning of regular basis?
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LD.15.4
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Differ from one indicator to the other. And should be clarified in the description of each indicator
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- What the meaning by regularly?
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LD.15.8.2
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Annual or other grand meeting, committees, memos
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- How to be communicated to relevant staff?
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LD.15.10
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All required staff should be included in the staffing plan
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- Staffing need to be general or at each specialist for each unit?
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LD.16.3
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Have the right to accept or reject their employment in the department through clear professional process
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LD.16.7
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Group of customers, e.g., nursing staff, OPD patients, pharmacists
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- Who to identify new customer?
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LD.19.1
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After introducing a new process or modifying an old one, there should be more frequent (differ from one process to the other) monitoring to ensure the good performance of the new/modified process
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LD.19.6
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According to the standard and organizational chart is needed for each department
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- Do we need an organizational chart for each department?
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LD.26.1
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Each department head has to:
- Identify internal and external customers.
- Identify customers’ needs
- Plan to satisfy the customers’ needs.
- Obtaining feedback about customers’ satisfaction.
- Correcting performance based on the satisfaction results.
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LD.27.1
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Whenever required, there iswritten agreement or verbal understanding between the department and other clinical departmentsand external customers, explaining the expectations of each party.
Interdepartmental communication is fundamental to the provision of quality patient care. Therefore, agreements are used to describe the cooperative relationship between two parties wishing to work together on a project or to meet an agreed upon objective. They outline and memorialize the specific expectations and obligations of each party.
Agreements are not to replace hospital policies or practice guidelines. They are used to cover areas that were not covered in hospital policies and other regulatory hospital documents, as the structure and format of those documents usually do not fit the content and structure of agreements.
Agreements are writtenin the form of amemorandum of agreement or understanding and usually arefocused on a specific task or work issue,
Examples of agreements may include: agreement for holding blood refrigerator in clinical departments, agreement for transporting patients from and to operation rooms, agreement for training of medical students between hospital and medical school, agreement between hospitals during declared emergencies, and blood supply agreement between two hospitals
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- Does it mean the multidisciplinary policies/clinical guidelines/protocol/ pathways are guiding departments and enforcing systems between departments?
- Does it mean memos, committees recommendations and RCAs corrective actions binding departments in a certain system?
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LD.27.2
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No, should be for all hospital departments.
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- Is it enough for clinical departments?
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LD.31.3
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Yes, the standard is general forall internal medicine physicians.
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- Does this apply to general internal medicine physicians only or with that physician with internal medicine background and had subspecialty from internal medicine, e.g., hematology, pulmonology, endocrinology?
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HR.12.2.2
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Yes, Data Flow verification is accepted for the education and experience (if both were done) but a confirmatory document is needed to prove that (not the receipt) according to HR.5.8
HR need to verify four credentials according to the standard (license, education, training, and experience), the reference lettershave to be verifiedif it refers to the experience of the employee as part of the experience verification. Other credentials need formal documents through which the verification will be done.
Primary source verification is required for(license, education,training, certification and experience) for the following staff:
- New hires during the last four months’ track periodfor hospitals applies forthe initial survey
- New hires starting from the effective date of the standards (Jan 2016) for hospitals appliesforre-accreditation for the 1st time on CBAHI3rd edition
- All hospital staff for hospitals applies for re-accreditationon CBAHI3rd edition for the 2nd time.
If primary source verification was not done by data flow, the hospitals have to do it themselves.
The hospital has to provide evidenceforthe verification of the following:
1- SCHSLicense (if it was ready foremployment and brought by the employee). Can be done through SCHS website.
2- Education (can be through confirmatory documentfrom data flow)
3- Experience or employment(can be through confirmatorydocumentfrom data flow)
4- Training (if will be used to grant new privilege or job responsibility)
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Is "data flow document evidence" as the third party accepted by several CBAHI to be the Clinical Staff credential verification required in ESR HR? Or shall HR at the hospital do the verification?
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Shall HR verify the " reference letters" for clinical staff?
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Regarding credential from the source for old staff which already licenses from scenes and MOH need to make for them new credential from the source as there is no paper from data flow before?
- For new medical staff credential, it is enough to have evidence from 3rd party data flow or need to make additional credential by the hospital?
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HR.5
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Protected time for the attendance of educational activities and team meetings, sponsoring training courses.
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QM.1.4
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No need to prove the informal training will be checked during staff interview
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- How to prove the training informal conducted during mentoring?
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QM.2.3
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Will be proved by the indicators selected, interview with departments’ heads, the way of data collection analysis and presentation
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- How to prove this if it is not formal training?
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QM.3.3
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In the quality or the executive committees
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QM.8.1
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Will be enough
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- Now it is categorized as CLBSI-VAP-Cath. Infection-Wound infection
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QM.9.2.2
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Yes, with the same diagnosis.
Selected to detect the cases of immature discharge or cases developed complications
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- Are with the same diagnosis? What are the rational of this indicator
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QM.9.2.9
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Managerial risks include any risks not directly related to the clinical care of the patient like financial risks, insurance claims, invoice errors.
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- What are the managerial risks
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QM.13.1
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Timely according to the hospital policy and the type of the incidents
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- What is the appropriate time?
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QM.14.3
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For QM.15 reporting sentinel events should be done for any SE happened afterJan 2016 (effective date) and their portable events are already listed in the same standard QM.15.2
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- Do we have to report the sentinel events to CBAHI? IF YES from when and do CBAHI have a list of those reportable sentinel events?
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QM.15.3
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Available online: AHRQ
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- Do we need the format of culture assessment?
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QM.16.5
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To use the information resulted from patient safety activities (e.g., rounds and culture assessment) in initiating improvement projects or risk assessment and risk management.
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- How to make the integration?
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QM.16.8
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The site marking should be done while the patient is conscious and to share in locating the site of procedure
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QM.18.4.3
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no standard in CBAHI requiring re-approval of P&Pif appointing new hospital director.
Signatures are intended to authenticate that the signers have reviewed, recommended, and approved the P&P as written. Therefore, it might not be necessary or practical to revise and approve hospital'svalidP&P due to appointing new hospital director.
If your concern is to set forth the responsibility of the newly appointed director (i.e.: department heads and hospital director)towards understanding and implementing P&P, the Job Description is the appropriate place wherein to indicate that the leaders are responsiblefor implementing /following / enforcing related hospitalP&P’s
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- Hospital Policies and Procedures are still valid; recently we had a newly appointed Hospital Director. Is it necessary to revise all our policies according to our new Hospital Directordueto the approval signatory and dates?
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QM.20
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