Successful Healthcare Service, Essay Example

Successful Healthcare service delivery encompasses of growing of the strategic planning of performance improvement planning (PIP) on organization employees. The Community Hospital document articulates employee performance, it draws its expectations and employees actions.

The document further demonstrates the mode of measurement of each failure as well as the implementation of PI plan. This article then specifically dwells on organization managers’ scope and focus of performance, monitoring data collection, and organization sets priorities, data collection, and improvement of healthcare opportunities. Performance improvement captures assess four requirements: input throughput, output, and outcome requirements. The organization plans, executes, assesses, and reviews this PIP systematically.

The Community Hospital of the West show full commitment to improving the delivery of Healthcare services by employees by adopting the performance improvement model, a move expected to improve the structure and boost employee morale. The annual tragic planning process of the Hospital reviews the performance and safety program performed by the council based on the leader’s goals, assessment, and staff survey.

The measure of performance is based on data collected from systems processes and outcomes based on Hospital mission, scope of care, service provided and the population served. Credible sources of data sampled by the hospital include medical records, surveys, complaint information, and clinical databases. Sampling methodologies, aggregation and analysis are employed to identify trends, variance, as well as the overall improvement of the Healthcare provision. The Planning further incorporates peer review process and performance improvement model that seeks to plan, act, and review the PI.

The summative evaluation provides effectiveness of the entire planning process as the hospitals PIP conclusive findings, recommendations, and results are documented, and presented to the committees finally. The staff committees consist of the medical executive, ethics, credentials, medical staff committees among others. The document auxiliary details are the patient risk-reduction models to do the proactive risk assessment and reduction processes. It achieves risk reduction through communication education, staff support, confidentiality, and annual review, which are the indicators of performance improvement of the strategic plan.

This healthcare planning encompasses five performance initiatives; improve patient doctor and employee satisfaction that outline the actions each of the three persons and their specific performance measurement. The second goal aims to upgrade systems and infrastructure used in the collection, measuring and assessment of information to gain integrity of the data. Thirdly, the initiative aims to upgrade leadership performance, education; orientations, action plans, and measurement are laid out clearly for the upgrade. Developing and increasing employee- competence, is the final imitative delineated in the plan.

Community Hospital of the West-planning efficacy is seen in its PI and patient safety plan that dictates how the board delegates the performance improvement as well as the patient safety council. The council delegates the task of data collection to various committees, department, and staff. In addition, the council also delegates the duties of assessing reporting findings and other PI duties. Tough Healthcare organizations have power over the data types collected and healthcare regulations to mandates what to be collected. Community Hospital of the West‘s PI has data driven priorities to allow aggregation and displayed to provide ease of assessing the findings. The Community Hospital of the West Performance planning extensively clarifies all the actions and expectations of the employees, provides an avenue between the leaders and employees specifies how success will be defined, and creates an opportunity of meeting the employees. The greatest challenge is the implementation of the planning effected and setting the target goals.

Nevertheless, the document fails to define the current situation in the hospital; outline the consequences of employee failures; neither, does it give a concrete performance implementation methodology to be followed.

As an organization manager, I would begin the task of implementation by consulting the HR counsel, labor relations, or provost office representations for their consent to evaluate my employees. Thereafter I would schedule a meeting to detail the importance of a PIP and outline what it intends to achieve by using a PIP in the organization. Every job title should have an outlined description and I would account for every aspect of every individual job by tasking all employees to list all their job duties and make a comparison with your own list. Subsequently, I would schedule milestone meeting to assess the PIP document and have the employees sign against the own assessment and reviews. By maintaining a list of every employee in their personal profile, it will act as a reminder if they abscond duties and what they are required of. Collectively, with individual employees, we would set timing for them to correct their performance in case of any failure. Finally, I would remind employees of consequences in case of failure, though my main agenda is to improve employee performance to acceptable levels.

In conclusion, the benchmarks established alongside data measures are meant for quick analysis and identification of unfavorable outcomes. Most failures come from not providing evidence of effective and sustained environments. Initial changes results in variations in performance but in due time after six months portray the process stability in the improvement cycle. This validates the need for annual continued performance improvement activities.