Performance And Outcome Of Care

The Performance Measurement is a way to either measure or give a understandable value to what has been done compared to what was supposed to be done. It applies to all aspects in the working environment, such as procedures, critical activities and processes. In other words, first you set pre-defined goals and give away tasks and responsibilities to other workers, then at the deadline you can compare the achieved results to what the original goal was at the beginning. It is also useful to evaluate not only the final result, but even all the actions taken to get that particular results and the way the actions have been taken as well.

To evaluate the Performance in any organization would simply mean to understand the goals and objectives of the company and how the goals/ objectives are achieved are the means of measurement. Different organization will have different objectives. For some it would mean high revenue, managing resources, customer satisfaction, and strong governance, building

Outcome based processes geared towards improving outcomes by implementing performance improvement checks on all complaints or negative feedback acquired from patients, healthcare providers, employees, vendors (all stakeholders) and environment of care rounds. These would include QC measures, infectious control measures, ACC measures, HCAP measures to name a few. Align with nationally recognized locators for healthcare facilities to compare our organization with local and nationally recognized healthcare organizations to see where we rank. Strategic goals established by The Joint Commission and initiatives by CMS will help improve overall performance.

Benchmarking for clinical performance measurement involves collecting and reporting data on practices’ clinical processes and outcomes. Measuring clinical performance can create buy-in for improvement work in the practice and enables the practice to track their improvements over time. This information should also be used to identify and prioritize improvement goals and to track progress toward those goals. In addition, these data should be used to monitor maintenance of changes already made ("Module 7. measuring," 2013). Benchmarking can also be utilized to do a comparison between other health care organizations, provide areas where training could improve staff functions.

Claxton, Cox, Gonzales, Kamal, and Levitt (2015) explains measuring the effectiveness and quality of care provided for the patients were unclear. Therefore, quality measures were developed by organizations, such as healthcare providers, the federal government, and accredited organizations. Thereby, focusing on measuring specific areas of care and performance

Clawson, J., Lawyer, P., Schweizer, C., & Larsaon, S. (2014, January 16). Competing on Outcomes: Winning Strategies for Value-Based Hea

Quality measures are tools that help us measure or quantify healthcare processes, outcomes, patient outreach, and organizational structure and/or systems that are associated with the ability to provide high-quality health care and that relate to one or more quality goals for health care. These goals include: effective, safe, efficient, patient-centered, equitable, and timely care.

Dr. Stephen Bekanich presented an overview of the Better Quality & Improved Patient Outcomes report (attachment III).

Measuring performance means when a business will measure the quality of the activities that are passing and the quality of the services provided to the customers by employees. It involves creating a simple, but effective, system for determining whether organizations meet objectives. It’s also a process of collecting and reporting information regarding the performance of an individual, group or organizations. It can

Escalating healthcare costs, decreased reimbursement rates, and increased emphasis on the patients perception of care have hospitals researching methods to improve quality metrics ad maximize reimbursement. One such intervention is multidisciplinary rounding (MDR). The research question addressed in this research summary and table is: “In hospitalized patients, will a unit’s initiation of bedside MDR increase patient satisfaction and decrease patient length of stay, within 6 months of introduction, as opposed to units who do not initiate bedside MDR?” A literature search of databases including Health Source: Nursing/Academic Edition, CINAHL Complete, Academic Search Complete, ProQuest Nursing and Allied Health Source, and

Florence Nightingale stated, “To be ‘in charge’ is certainly not only to carry out the proper measures yourself but to see that everyone else does too. It is neither to do everything yourself nor to appoint a number of people to each duty, but to ensure that each does that duty to which he is appointed” (Hill & Howlett, 2009, p. 285). Delegation is empowering another person to perform a task or responsibility that are in the job description of the charge nurse to a competent unregulated care provider (UCP) in selected situations (College of Nurses of Ontario [CNO], 2013). Essentially this is “transferring the authority to perform a controlled act procedure to a person not authorized to perform that act” (CNO, 2013, pg. 7). An example of delegation would be an RPN and a UCP working within a long-term care facility where the RPN determines the UCP is competent in administering a rectal suppository to a resident who’s condition is both stable and predictable. The RPN then instructs the UCP to give feedback concerning the results of the suppository. Assigning tasks encompasses the job description of the RPN/RN charge nurse position by allocating responsibility for providing care to another individual (CNO, 2013). An example of assigning would incorporate an RPN who is giving the responsibility of taking a client’s vital signs to a UCP in a long-term care facility as it is in their education and training and the facilities policy and procedure guidelines. The UCP is accountable

There are several items that can impact the quality of care a patient receives. Judy Smetzer identifies fourteen of these in her 1998 article “Lesson From Colorado: Beyond Blaming Individuals.” This paper will focus on two of these items, which relate to lack of information, incomplete clinical information and insufficient drug information.

4.1 Performance Indicators are quantifiable measurements, agreed to beforehand, that reflect the critical success factors of an organization. They will differ depending on the organization.

Both partnerships measure their successes by using the performance measures. Performance measures are used for evaluating the impact of programs and services. It is also used for generating feedback for internal quality improvement. Performance measures can also serve as a basis for quality improvement efforts (Scutchfield & Keck, 2009).

Explained by Medicare.gov (n.d.), quality care was failed to be provided for the nursing home residents. This was based upon the resident and staff interviews. Residents were not served their meals at their tables on time, and received timely feeding assistance. Recent survey inspection results has shown complaints at the (Medicare.gov, n.d.) website, for the reporting period dates of 2/1/2014 -1/31/2015 at Chandler Post Acute and Rehabilitation. The deficiency category’s are rated with numbers, which 0 being no harm, 1 being minimal harm, 2 means minimal harm or potential for actual harm, 3 means actual harm and 4 means many risk of harm. The nursing home had mistreatment