PERFORMANCE MANAGEMENT PLAN PROPOSAL 1
Organizational goals are strategicobjectives that provide employees with direction, warrant thefunctions of an organization, and determine performance standards(Shahzad, Luqman, Khan, & Shabbir, 2012). Regarding qualityimprovement, the organizational goal is to better health care,implement advanced scientific knowledge and invention, implementadvanced health safety, maximize capability and talents oforganization personnel, and improve efficiency, transparency,answerability and effectiveness.
Better Health Care
To achieve a better health care inthe organization these are the organizational objectives set
Ensuring patients with insurance covers are secured and providing affordable coverage for patients not covered.
To ameliorate the quality of health care and patient safety.
Focus more on basic and preventative care.
Minimize health care cost while at the same time encouraging high quality and effective health care.
Provide access to quality health care services to vulnerable people.
Make use of information technology to ameliorate health care.
Implement Advanced ScientificKnowledge and Inventions
To implement advanced scientificknowledge and inventions in the organization these are theorganizational objectives set
Hasten the scientific discoveries to make health care better.
Encourage and implement forward-looking solutions to health and organization challenges.
Commit to the advancement regulation of medical product evolution.
Invest in understanding the best practices in public health.
Make laboratory and epidemiology capacity better.
Implement Advanced Health Safety
To implement advanced health safetythese are the organizational objectives set
Encourage the safety and healthy growth of children and youth.
Encourage economic and social prosperity for the people in the community.
Ameliorate accessibility of quality services to older and disabled patients.
Encourage prevention and good health throughout the lifetime.
Maximize Capability and Talentsof Organization Personnel
To maximize capability and talentsof organization personnel these are the organizational objectivesset
Provide support and recognition of valuable staff.
Ensure there is an effective human resource plan.
Implement a complete personnel model that supports all services.
Improve Efficiency,Transparency, Answerability and Effectiveness
To improve efficiency,transparency, answerability and effectiveness in the organizationthese are the organizational objectives set
Improve the integrity and responsible management through the reduction of illegal payments, fighting intentional deception, and incorporate management of finances, performance, and risk.
Improve access and use of data to ameliorate the organization’s programs and aid advancements in the health of its patients.
Encourage sustainability through the amelioration of the organization’s environmental and economic performance.
Invest in the organization’s workforce to assist in achieving patient’s needs.
It`s a clear indicator that can bemeasured to determine if a business is meeting its set objectives(Stefan et al., 2013). The primary performance measures for ourorganizations are
Quality of Care
The quality of care refers to theclinical capacity of care given to a given group of patients. Thismeasure can be quite broad, but the organization will focus on theaccepted practices of treatment for particular conditions developedby experts or the local habitual practices, or an official acceptedguideline that is under use nationally (Anderson et al., 2014). Arational system to measure the quality of care is put in place toprovide structure.
Utilization, Cost or Efficiency
In this case, efficiency refers tothe organizational or administrative efficiency. The focus is not onthe quality of each activity but instead on its correctness. Anexample of efficiency is the amount of time a patient stays at thehospital. This amount of time should be as minimal as can bemedically justified. Time reduction beyond this point is likely toundermine the quality of service. Unfortunately, it`s hard toimplement cost measures.
The utilization measures include
Inpatient days or admissions per 1000 for a specified population.
The time patients stay at the hospital.
The cost for either admission or adjusted admission.
The rate of bed occupancy.
The monthly cost for each member.
The emergency visit rate.
Satisfaction represents theapproved sections of the service quality although it can viewseparately by each department, for example, the marketing departmentand the quality assurance department. In this case, satisfactionrefers to the level to which the patients are satisfied with theservices provided by the organization. Another aspect is the reportsof care which focus on specific and targeted problems. For example, apatient may be asked if the medication instructions provided by thenurse were easy to understand or how long did you queue before yousaw a doctor.
This performance aspect refers tothe operational loss or gain of the organization. This measuremanifests the deep analysis of the difference between gross incomeand disbursals or expenses. Cash at hand and account receivables perday help measure the efficiency of the financial management process.There are national and local accounting standards which determine anelevated level of normalization of financial measures. Additionalmeasures taken are the number of hours a full-time employee takes perbed in use, the cost for each adjusted discharge, or gross income foreach revenue value unit.
This is the level to which theorganization has prepared itself for the special needs of specificgroups in the population. The organization provides written materialsthat are custom-made to meet these demands, for example, providingFrench-language handouts in a huge French population.
Community welfare refers to thelevel to which the organization provides useful services to thecommunity in most cases in exchange for tax exemptions. Thisperformance measure is challenging to measure and discuss.
A baseline is the first evaluationmade before any interventions. A performance baseline is created tobe the point of reference to determine if there have been anyimprovements (Phillips, 2012). Additionally, the performance baselinewill help record the effects of implementing performance measures. Ithelps make a comparison of what was there previously to what will beafter that. It makes it easier to determine any changes or progressmade. The performance baselines include
The quality of care: degree of mortality, complexities and infection rates, patient safety issue rates, unplanned return to surgery, and HEDIS (Healthcare Effectiveness Data and Information Set) measure of care effectiveness (Hedis, 2014). Also, less than optimal birth weight rate, and cancer survival rate over a period of five years.
Utilization, cost or efficiency: the bed occupancy rate, time spent at hospital, admissions and bed days for each 1,000 members, the cost for each altered discharge, and hours each full-time employee works for each bed or discharge.
Satisfaction: reports of satisfaction with patients and care.
Financial measure: operating revenues and expenses, and pharmacy cost.
Cultural competence: availability of written materials for all languages, and effective translation tools.
Community welfare: unsalaried care, care given in public programs, and some patients served in free clinical service programs.
There are three standard ways of evaluatingperformance (Drummond, 2015):
Percent Compliance: This is the simplest technique whereby a numerator/denominator formula is created to assess compliance. The numerator constitutes the number of times when care was given whereas the denominator constitutes the number of times the organization had the chance to give the patient a component of recommended care. This technique is suitable when measuring processes that have been shown to be useful for patients. The denominator ought to be defined correctly since not all treatments are appropriate for all patients making the denominator a difficult variable to obtain. Additionally, documentation of opportunities to provide care is not always without error or complete.
Actual against Expected Performance: In health care, it is impossible for the organization to control some components which determine the eventual health status of a patient. Providing information and guidance, and keeping tabs on patients is possible but ensuring the patient follows all instructions is impossible. This technique helps account for this shortcoming. The organization compares the results of a patient with the results anticipated from a group of patients suffering from the same condition and having the same health status. This data is obtained from benchmarks available regionally or nationally.
Performance against Benchmark: This technique requires the organization to compare its performance to that of benchmarks available nationally or regionally. Most preferably, it should present the best care rather than average performance.
For this organization, the most suitable techniqueis the percent compliance since it best meets the organizationalgoals and objectives. The formula helps the organization identifyprocesses that are falling short and those that are successful.
For organizational performance tobe successful, the measures should be as follows
The quality of care: low mortality degree, low complexities and infection rates, low patient safety issue rates, low unplanned return to surgery, high HEDIS measure of care effectiveness, low less than optimal birth weight rate, and high rate of cancer survival.
Utilization, cost or efficiency: the medium rate of bed occupancy, minimal time spent at the hospital, medium admissions and bed days for each 1,000 members, minimal cost for each altered discharge, and a lot of time full-time employees spend on each bed or discharge.
Satisfaction: many reports of patient satisfaction and care.
Financial measure: high operating revenues, minimal expenses, low pharmacy cost.
Cultural Competence: high availability of all materials and translation tools.
Community welfare: a huge number of patients served in community health programs.
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Stefan, M. S., Pekow, P. S., Nsa,W., Priya, A., Miller, L. E., Bratzler, D. W., … & Lindenauer,P. K. (2013). Hospital performance measures and 30-day readmissionrates. Journalof general internal medicine, 28(3),377-385.
Drummond, Michael F., etal. Methodsfor the economic evaluation of health care programmes.Oxford university press, 2015.
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