Part 1A :
The HCAHPS data for the Emergency Department would indicate there are areas where the care and services are not up to par, as compared to state or national standards.
Using Kotter’s work as described in Chapter 16 of your text, and other change models from the reading,write a 3- to 4-page (excluding title page and references) analysis of the performance data for the Emergency Department, comparing the medical care and services to state and/or national standards. Provide recommendations for strategies to improve the Emergency Department substandard performance indicators.
MUST USE THESE RESOURCES:
Joshi, M. S., Ransom, E. R., Nash, D. B., & Ransom, S. B. (Eds.). (2014). The healthcare quality book: Vision, strategy, and tools (3rd ed.). Chicago, IL: Health Administration Press
- Chapter 16, “Implementing Quality as the Core Organizational Strategy” (pp. 393–419)
Adams, L. Y., & Maykut, C. A. (2015). Bullying: The antithesis of caring acknowledging the dark side of the nursing profession. International Journal of Caring Sciences, 8(3), 765–773.
Albrecht, R. M. (2015). Patient safety: The what, how, and when. The American Journal of Surgery, 210(6), 978–982.
Joseph, M. L., Rhodes, A., & Watson, C. A. (2016). Preparing nurse leaders to innovate: Iowa’s innovation seminar. Journal of Nursing Education, 55(2), 113–117.
USE ATTACHED PDF FOR PART 1
PART 1B:
Post a cohesive response to the following:
Explain why you think the Triple Aim programs have been successful.Based on the success of the Triple Aim initiatives, recommend two strategies you would take to improve implementation of health care quality initiatives within your organization (or an organization you are familiar with). Describe challenges/opportunities you may encounter in doing so.
Support your response by identifying and explaining key points and/or examples presented in the Learning Resources.
USE THESE RESOURCES:
Joshi, M. S., Ransom, E. R., Nash, D. B., & Ransom, S. B. (Eds.). (2014). The healthcare quality book: Vision, strategy, and tools (3rd ed.). Chicago, IL: Health Administration Press.
Block, D. J. (2014). Revisiting the Triple Aim—Are we any closer to integrated health care? Physician Executive, 40(1), 40–43.
Seow, H. Y., & Sibley, L. M. (2014). Developing a dashboard to help measure and achieve the triple aim: A population-based cohort study. BMC Health Services Research, 14, 363.
Spinelli, W. M. (2013). The phantom limb of the triple aim. Mayo Clinic Proceedings, 88(12), 1356–1357.
PART 2A:
Final Project is designed to give you an opportunity to analyze a quality improvement program. You will analyze data related to benchmarks and national standards and suggest two goals for initiatives that address any deficiencies/opportunities in quality. Anticipated outcomes will also be identified, and appropriate time frames to re-evaluate data and provide a new analysis will be addressed.
To prepare:
Read the case study Patient Safety at Grand River Hospital & St. Mary’s General Hospital in your Learning Resources.
Conduct an analysis of the case and write a 10- to 12-page (excluding title page and references) report including:
- -Data analysis against benchmarks and national standards
- -Observations about where quality improvements are needed
- -Goals for initiatives that address those deficiencies/opportunities in quality
- -Outcomes that are anticipated in order to accomplish the initiatives
- -Appropriate time frames to re-evaluate data and provide a new analysis. Justify your response-
MUST USE THESE RESOURCES:
Joshi, M. S., Ransom, E. R., Nash, D. B., & Ransom, S. B. (Eds.). (2014). The healthcare quality book: Vision, strategy, and tools (3rd ed.). Chicago, IL: Health Administration Press.
Block, D. J. (2014). Revisiting the Triple Aim—Are we any closer to integrated health care? Physician Executive, 40(1), 40–43.
Seow, H. Y., & Sibley, L. M. (2014). Developing a dashboard to help measure and achieve the triple aim: A population-based cohort study. BMC Health Services Research, 14, 363.
Spinelli, W. M. (2013). The phantom limb of the triple aim. Mayo Clinic Proceedings, 88(12), 1356–1357.
http://www.ihi.org/resources/Pages/IHIWhitePapers/AGuidetoMeasuringTripleAim.aspx
MUST USE SECOND PDF FILE. ( labeled pdf2 grand river health)
PART 2B:
Working capital, or actual cash available for spending, is the key to a successful organization. In a health care organization, it is important to determine how much cash is available to run the day-to-day operations. For this Discussion, you analyze the working capital of a health care organization of your choice.
To prepare for this Discussion:
- Locate and select financial statements for a particular health care organization. Analyze the working capital of the organization.
- Consider the impact of regulations, business plans, and economic dynamics on the working capital requirements of the business. Is there sufficient working capital for business operations of the organization you selected?
Post a cohesive response to the following:
Analyze the working capital of the health care organization you selected. Evaluate the impact of regulations, business plans, and economic dynamics on the working capital requirements of the business. Include whether or not there is sufficient working capital for business operations and explain why.
Support your response by identifying and explaining key points and/or examples presented in the Learning Resources.
USE THESE RESOURCES:
Zelman, W. N., McCue, M. J., Glick, N. D., & Thomas, M. S. (2014). Financial management of health care organizations: An introduction to fundamental tools, concepts and applications (4th ed.). San Francisco, CA: Jossey-Bass
Esquibell, T., & Spivey, K. (2015, 01). Budgeting best practices. Health Facilities Management, 28(1), 22–25.
Mitton, C., Dionne, F., & Donaldson, C. (2014). Managing healthcare budgets in times of austerity: The role of program budgeting and marginal analysis. Applied Health Economics and Health Policy, 12(2), 95–102.
https://www.thebalancesmb.com/financial-budget-small-business-393574
Part 2C:
Budgeting is an important activity within every health care organization. The particular challenges encountered, however, can vary depending on the type of organization. A state or federally funded organization, for example, will likely have a budget that is allocated to it, and it needs to follow specific guidelines on how the money can be used. A for-profit organization, by contrast, will typically have more influence and flexibility in setting up its budget and making choices on matters such as how much to spend on marketing, patient care, or incentives for employees.
In addition to preparing budgets, as a health care administrator, you must also be able to evaluate whether or not you have achieved your budget using variance analysis. This is important because variance analysis measures the differences between the budget and actual results, and provides administrators with a starting point for correcting financial performance. For this Assignment, you conduct a variance analysis for a health care organization.
To prepare for this Assignment:
Review the Week 9 Assignment document provided to you by the Instructor. Examine the budgeted and actual revenues and expenses for a hospital. Reflect on concepts of budgeting and variance. Refer to Chapter 10 and Chapter 11 of Financial Management of Health Care Organizations: An Introduction to Fundamental Tools, Concepts and Applications in this week’s Learning Resources for additional guidance.
The Assignment:
Using the “Week 9 Assignment Budget and Variance Excel Template” address the following:
- Determine the total variance between the planned and actual budgets for Surgical Volume. Is the variance favorable or unfavorable?
- Determine the total variance between the planned and actual budgets for Patient Days. Is the variance favorable or unfavorable?
- Determine the service-related variance for Surgical Volume.
- Determine the service-related variance for Patient Days.
- Prepare a flexible budget estimate. Present a side-by-side budget, flexible budget estimate, and the actual Surgical Revenues.
- Prepare a flexible budget estimate. Present a side-by-side budget, flexible budget estimate, and the actual Patient Expenses.
- Determine what variances are due to change in volume and what variances are due to change in rates.