Dashboard based on the Community General Hospital Case Study
Quality Improvement Dashboard
Performance quality measures are critical in evaluating how the community health organization is performing on an array of quality healthcare indicators. The measures used to assess how the community healthcare organization s performing are evaluated on the set industry standards. The value of six performance measures have been presented in this task.
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Selected Quality Measures
There are six quality measures that have been selected to assess the performance of the community health organization. The first one is the rate of hospital acquired infections as at October 2021 compared to January-December 2020. The focus of this indicator has been on the surgical site infections as well as the central catheter site infections. The two areas of focus are critical since they are a threat to the provision of patient-centered care as well as the guarantee of quality care (Weggelaar et al., 2018). For instance, central line infections are known to cause serious and life-threatening bloodstream infections. Therefore, seeking to reduce such readmission cases helps to achieve the overall quality desired in the community health organization. The second quality measure is the overall patient safety indicator, which is preceded by assessing the readmission rates. Other factors considered as quality measures include the mortality rate and the average wait times particularly at the surgical care setting.
Why the Measures are important to the Organization
Many reasons explain why the performance measures outlined in the previous section is critical for the organization. Firstly, the community organization has focused its efforts in improving the quality of care guaranteed to its population. Looking at the facts presented in the case study, CGH has focused on the number of quality indicators with the priority being reducing surgical site infections, reducing the rate of readmission as well as reducing the average wait times especially in the emergency department (Austin et al., 2017). According to Dr. Schenk, there is need to focus on measures which are relevant to its quality and safety issues. The focus on the quality improvement is to demonstrate that there is general improvement and there are notable gaps which if the facility seeks to focus on, there will be general improvement in the facility’s performance. Dr. Schenk also states that reporting on the measures that the facility deems to be key to assessing the organization’s overall performance will be essential.
Focusing on the patient quality is also critical since it paints a bigger picture of the perceptions that patients are likely to have regarding the services offered by the healthcare organization. Quality can be measured based on the AHRQ patient safety indicator hence allowing a general picture of the wellbeing of the organization to the target patient population. Assessing the infection rates between the identified time period also helps to assess whether the facility is addressing its performance targets or not. The focus on the identified key performance measures is also critical in understanding whether there is a general improvement in the facility’s premise of providing quality care or not (Clough & Nash, 2007). Since the quality indicators are more of an organization’s performance score card, the focus should be on factors that provide a wider perspective that outline whether there is progress or not.
How the Triple Aim/Quadruple Aim is represented
The triple aim of healthcare measures focuses on improving the experience of care, enhancing the healthcare wellbeing of populations and then reducing the per capita healthcare costs. Performance measures such as reducing readmission cases are geared towards guaranteeing a positive healthcare experience for patients. Enhancing the healthcare wellbeing is reflected in the patient safety index as well as investing in quality improvement programs depicted in the quest to reduce readmissions. The reduced readmissions and working to improve quality are all geared towards building healthcare intervention measures with reduced costs.
How Measures were Displayed
The measures were displayed using an excel worksheet. To help provide a comparative analysis that explain whether the community health organization is making headway in the identified key performance measures or not, most recent data from the identified performance measures were compared to baseline data; chosen to be in 2019. Thereafter, a trend could be provided; ether being an upward trend if there is improvement or a downward trend if the performance is below expectations. Through the trend, it is possible to assess which areas have improved and those that require better attention as depicted in the trend results. The choice of this trend is informed by the fact that it is easier to monitor the facility’s performance using the trend method.
Strategy for Communicating the Dashboard
Many approaches can be used to communicate the utility of the dashboard to the target patient population. One way to communicate the findings is through email. The data can be compiled and sent to all the stakeholders via email. The electronic approach is easier for any recipient since it has provision for follow-up questions. The second approach that can be used to communicate the dashboard is to print the dashboard report and display it on the facility’s notice board where every stakeholder can have access to the report and probably implement a follow-up plan (Hester et al., 2019). It is also possible to communicate the results during a team building session with the relevant stakeholders. The team building approach can be used to provide a wider scope of the dashboard results. It also allows for brainstorming sessions and review of how to improve the desired outcomes.
How the Dashboard can be used as a leadership Tool
The dashboard can be used to assess the level of competency of the healthcare team members in as far as meeting the set quality indicators is concerned. Secondly, the dashboard can be used to measure and monitor the progress that the community health organization has made in improving its outlined performance measures. Leaders can look back and assess what they need to improve and the mechanisms to be put in place to ensure that the set performance measures are addressed.
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