Strategic Performance Evaulation of Not for Profit HCO - Coursework Example

Strategic Performance Evaluation of Not for Profit HCO Insert Insert Emergency Department: The Emergency Department is thededicated area in a hospital. It gives room for the provision of high standard emergency care, for community members who see the need for the service. Other area where the department becomes vital is during urgent or emergencies. Transition Program: This program enables smooth transition of clinical support to emergency nursing. The program is formal and educational in nature. Competence: the main components of competence are educational outcome, skills and attitude towards work. The components are vital in determining employees’ competence. Introduction Nonprofit Religious Organizations are now endowed with the task of being more innovative, well informed in order to overcome hindrances while remain strategic in their performance efforts (Coffman, 2004). Elements of the governing board agenda for areas of improvement in core functions Better Care One of the most basic core of the religious organization healthcare unit is the need to Improve the overall quality of healthcare by making health care safer, patient-centered, reliable and accessible (Department of Health & Human Services, 2011). In line with expounding on the safety of the patient, it is proper to put in place a unified mechanism for reporting and analysis when things go wrong (Emslie et.al., 2002). Healthy People/ Healthy communities Improving the health of the population in which the religious organization resides through the provision of support on the program of behavioral, social and environmental factors of health (Department of Health & Human Services, 2011). Efficiency of the organizations There should also be a more open culture, in which errors or service failures can be reported and discussed, besides putting up mechanisms for ensuring that where lessons are identified, the necessary changes ought to be put into practice. These all should be geared to making care safer by reducing the harm caused in the delivery of care (Department of Health & Human Services, 2011). Finally, according to Emslie there should be a much wider appreciation of the value system approach in preventing, analyzing and learning from errors. There is also need to improve on the quality of health and support (Department of Health & Human Services, 2011). Cheap Health Care Make the services of quality health care for individuals, families, employers affordable so that the local people will be able to afford the healthcare (Department of Health & Human Services, 2011). Performance measures that health care could use to improve overall institutional performance Improve systems in healthcare Firstly, setting clear strategic standards- such as those set out in national service framework (Emslie et al 2002). According to them, these strategies should aim at effective local delivery through clinical governance, supported by the heads organization. Secondly, setting up measures for increasing patient and public involvement (Emslie et. al., 2002). These include measures such as, Patient advocacy liaison services Reform of the NHS complaints procedure; and Patient surveys (Emslie et. al., 2002). Managing risk in the religious organizations The management of risk should be based on a risk management strategy, which should contain standard generic risk management process and methodology (Emslie et. al. 2002). The methodology should assist in determining how effective an organization’s system of internal control is in meeting patient safety objectives. According to Emslie and others, the organization’s core purpose should be to implement, operate and oversee all aspects of the new system for learning. This helps in minimizing harmful risks and maximizes patient safety. Modern policy development and implementation The challenge of being unable to devise and implement policies that the service wants, needs, owns and can use (Emslie et. al. 2002). Modern policy development and implementation needs to be undertaken by individuals, teams with requisite leadership and enthusiasm for the subject, in addition to detailed technical, policy development, and implementation of knowledge and understanding. Proper involvement of those at the frontline of the healthcare delivery is essential if there is to be a sense of ownership and commitment to the cause (Emslie et. al., 2002). Technology-based data collection strategies that religious Health care could use to conduct an internal management audit Promoting effective communication and coordination of care A strategic, technological communications audit entailing systematic assessment, either formal or informal, of the organization’s capacity for, or performance of essential communication practices should be carried out (Coffman, 2004). In this perspective, it would help to collect data, which determine management issues such as, what works well, what does not and what might improve if adjusted. Coffman suggests five basic steps in a strategic technological communication data collection audit. According to him, the audits can be applied to the overall organization or to a project or campaign within the organization. Step One: Know Critical Strategic Communications Practices (Coffman, 2004). The strategic practices include communication planning and strategy development tasks. The implementation ones include most common organizational practices i.e. those with active communication roles. Reinforcement and Orientation incorporate non-communications. These are practices found in organizations that help to ensure the communications role is effective (Coffman, 2004). Step two: Identify Possible Levels of Practice (Coffman, 2004). Institute a measurement and illustration of the organization status regarding its performance, in this case a “practice maturity scale”. Coffman suggests that, the practice maturity scale provides a degree of any possible performance grades for any practice. Step three: Assess Current Performance and capacity (Coffman, 2004). The key tasks for the third audit stage are a collection of communication practice data and the utilization of that data for assessments of the organizations performance Coffman, 2004). It involves the use of practice maturity scale to gauge where the organization stands on all essential strategic data collection practices. Technological data collection should be institutionalized and coordinated within and outside the organization (Coffman, 2004). Analysis of the Network became popular in present years as a way for examining information dispatch, or other means of exchanging information (Coffman, 2004). Financial constrains, which add tremendously, to the pressures of these organizations, limiting their ability both to treat more patients and to provide higher quality services. Performance measures in nursing evaluation in the emergency rooms Recruitment and retention of experienced employees remains a crucial factor in Religious organizations (Chief Nursing Officer NSW, 2008). The purpose of a nursing evaluation is to achieve the following key goals: Focus on safe and quality driven essentials of emergency nursing care Standardization of agreed nursing skills for emergency care Recognition and transferability of this skill set Identification and exchange of the skill through the entire organization A clinically focused, hospital initiative of the emergency that will support and facilitate the nurses’ recruitment and retention in this department (Chief Nursing Officer NSW, 2008). Key performance Indicators (KPIs) for the evaluation would be through the measurement and evaluation of: Improved recruitment and retention of emergency nurses Reduced numbers reported through the Health Incident Information Management System. (IIMS) Reduced numbers of complaints Increased job satisfaction for emergency nurses (Chief Nursing Officer NSW, 2008). Performance measures to be undertaken is largely dependent on the aims of the religious organization. These include, Using Program Evaluation and review technique (pert) Pert Methodology to evaluate management (Chief Nursing Officer NSW 2008). This goes hand in hand with attendance monitoring system using biometric for security staff (Chief Nursing Officer NSW, 2008). Evaluation of Counseling Intervention and use this evaluation to reflect on the application of the humanistic perspective of the nurses (Chief Nursing Officer NSW 2008). Achieving nursing goals requires a tough and vigorous information and technology infrastructure. Learning through various ways, for example, E learning, Web based education, face to face and distance education modules and video streaming (Chief Nursing Officer NSW, 2008). Development, implantation of, and then ongoing review of standardized leaning methods helps to give a clear upgrade to new and young nurses that work in emergency care and offers support the employee during the program. Steps to be taken for managing specific patient groups The actions that are undertaken in the emergency department require a clear understanding of operational elements and principles by the officer present. This provides a chance for the patient in emergency care to recover through an ED (Chief Nursing Officer NSW, 2008). Employee level of competency not only include the components mentioned earlier, but also the employee level of commitment and happiness while working. According to them specific protocols have to be observed, it is clear that successful policy making at the highest levels requires the policy maker to be the policy implementer (Emslie et. al., 2002). The underlying failures causing the loss of lives for specific patient groups. The failures are mostly mechanical in nature and often may be remedied by ordinary managerial actions. The failures in patient handling highlight the need for changes in national policy. Strategic steps require undertaking by healthcare to enhance the public image and increase market share To enhance the public image of health care institutions, adherence to certain principles, which is in, line with improving press relations and further improve public confidence and prestige of both health care executives and their institutions (Godswill et. al., 2002). In line with the media, it functions to expose these religious health institutions as they are conferred upon a considerable quantum of power over their clientele thus are sworn to defend and protect them and as such will be aligning themselves more with them in their reportage (Godswill et. al., 2002). These principles place more emphasis on human judgment over the newsworthiness of any story published in the media; this simply means that such principles adopted should help in building a more beneficial working relationship with the media (Godswill et. al. 2002). Therefore, the need for a comprehensive work plan to be used by the healthcare managers, adherence which will enable healthcare executive to improve their effectiveness and prestige. It will also help them bridge the communication gap between them and the media so as to minimize the negative impressions and perceptions the media had planted between them and the public (Godswill et. al. 2002). References Chief Nursing Officer NSW (2008). Transition to Emergency Department (ED) Nursing Project: The area Directors of Nursing and Midwifery. Coffman, J. (2004). Strategic Communications Audits: Communications Consortium & Media Center. Washington DC. Department of Health & Human Services. (2011). National Strategy for Quality Improvement in Health Care: Improvement in Health Care. USA: Retrieved from http//www.ahrq.gov/workingforqual Emslie, S., Knox, K. & Pickstone, M. (2002). Improving Patient Safety: Insights from American, Australian and British healthcare. 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