Performance Management

1
Performance Management
University of Phoenix HCS/451 Team B Qualisia
Clayton and Jocelyn Garcia May 29, 2013
2
Objectives

• Presentation will include the following
• Summary of how the scenario might apply to the
  chosen organization
• Information needed and the most appropriate tools
  for responding to the scenario
• Why the process, information, and tools were
  chosen and how they should contribute to a
  response
• The decision the team made regarding the scenario
  and how the decision was reached
• How any changes resulting from the decisions
  could be disseminated and implemented in the
  organization
• An explanation of the concept of continuous
  quality management in the health care industry
• Challenges the team faced in this project

3
Introduction
Parkland serves as a level one trauma center
along with other hospitals in the area such as
Baylor and Methodist hospital. Parkland is funded
by Dallas County tax payers, hospital reserve
funds and private donations. (National
Center for Biotechnology Information , 2011)
4
Summary of how the scenario might apply to your
chosen organization

• Currently Parkland Hospital has an average wait
  time in the ER around 10 hours depending on
  current health status. This issue has caused
  deaths and many loss suits within the
  organization

5
(No Transcript)
6
Information needed and the most appropriate tools
for responding to the scenario

• Patient surveys
• How long is the process?
• Total number of staff at work during peek hours
• Staff options

7
Common tools used to enhance decision making

• Discover the problem within the organization
• What are some possible solutions to the problem
• choose the best solution to the problem
• Is the decision made is working for the problem
• (National Center for Biotechnology
  Information, 2011)

8
How to acquire relevant information required for
decision making

• Deep Research
• Educational
• Government
• Scholar

9
Why the process, information, and tools were
chosen and how they should contribute to a
response

• philosophical and structural elements
• associated with CQI, including
• 1. Epidemiological and clinical studies, coupled
  with insurance payment
• and medical records data, often referred to as
  the basis of
• evidence-based medicine
• 2. Involvement of the medical staff governance
  process, including
• quality assurance, tissue committees, pharmacy
  and therapeutics
• committees, and peer review
• 14 CHAPTER 1 THE GLOBAL EVOLUTION OF CQI
• 3. Use of risk-adjusted outcome measures
• 4. Use of cost-effectiveness analysis
• 5. Use of quality assurance data and techniques
  and risk management
• data

10
Current and future trends in risk and quality
management
11
The decision your team made regarding the
scenario and how you reached your decision

• Identify the issue
• Solve the issue
• What strategy to come up with to resolve issue
• Managing the performance

12
How any changes resulting from your decisions
could be disseminated and implemented in the
organization
A drastic change in implementing the regulations
of the CAP shows a major improvement
13
Challenges that may be encountered in making
risk-management and quality-management decisions

• Under staff
• Demand
• Resources

14
An explanation of the concept of continuous
quality management in the health care industry
15
What strategies should be adapted to improve
ongoing performance

• Interaction between risk/quality management
• Enforcing regulation to improve patient quality
  care
• Educating staff
• Having a great management team

Egerton, Moffeit, Dunklin, 2013)
16
Challenges your team faced in this project

• Communication
• Gathering information

17
Common problems encountered by your chosen
organization type

• Current Emergency room wait time
• ER check in process in long
• Old facility
• Patient satisfaction

18
Conclusion

• Quality and risk management are apart of all
  organizations to solve or improve current or
  future problem within the organization. Many
  issues within the organization causes the
  performance to decrease as well as patient
  satisfaction. Communication between the risk,
  quality, and management units will increase
  patient safety and reduced liability effectively
• (Dunne,E., 2007)

19
Questions
20
References

• Carroll, R. L. (2009). Risk management handbook
  for health care organizations (Student ed.). San
  Francisco, CA Jossey-Bass.
• Sollecito, W. A., Johnson, J. K. (2013).
  McLaughlin and Kaluzny's Continuous Quality
  Improvement in Health Care (4th ed.). Sudbury,
  MA Jones and Bartlett.
• Decision Making . (2011). Retrieved on May 25,
  2013 from http//www.ncbi.nlm.nih.gov/pubmed/21140
  861
• Sollecito, W. A., Johnson, J. K. (2013).
  McLaughlin and Kaluzny's Continuous Quality
  Improvement in Health Care (4th ed.). Sudbury,
  MA Jones and Bartlett.
• IntegratedQualityMgmtMode. (2010, November).
  Retrieved May 29, 2013, from yukonhospitals
  http//yukonhospitals.ca/Documents/IntegratedQuali
  tyMgmtModel_Nov2010.pdf
• Egerton, B., Moffeit, M., Dunklin, R. (2013).
  Chronic Condition. (A. Stewart, M. Beelman, D.
  Swanson, Editors, D. Lathrop, Producer, Dallas
  Morning News) Retrieved May 16, 2013, from Dallas
  News http//res.dallasnews.com/graphics/2013_02/p
  arkland/day5main