0 Comments

Week 9 Assignment: Process Improvement Proposal

Preparation

To prepare for this assignment, review the following resources, which are required to complete this assignment. These articles introduce the concept of a balanced scorecard used to motivate and measure a business unit's performance.

The goal of this assignment is to generate recommendations in the form of a proposal for process improvement and organizational fitness. Make your recommendations for your organization for the balanced scorecard presentation. Apply the concepts of balanced scorecards to create your recommendations.

Read further the Week 9 Assignment Context [PDF] Download Week 9 Assignment Context [PDF] document, which contains additional information about change leadership, risk management, and patient safety. It may help in bringing your proposal together.

Instructions

For this assignment, continue to use the organization you selected in the Week 3 assignment on which to base your work.

In your proposal, use specific language and include evidence-based concepts from peer-reviewed literature, including a minimum of four outside peer-reviewed sources. Communicate information and ideas clearly, accurately, and concisely, including reference citations and using correct grammar. Include the following in your proposal:

  1. Present your organization's philosophy or culture statement: This includes analyzing your organization's existing organizational structures, mission, and vision
  2. Convey the organization's values through an ethical, organizational, and directional strategy to impact the needed changes for quality improvement.
  3. Analyze your organization's strengths, weaknesses, opportunities, and threats (SWOT).
  4. Present your organization's balanced scorecard.
    • Communicate vision, strategy, prioritized areas of improvement with recommendations, and KPIs for each of the four elements of the balanced scorecard: providing a macro-level discussion.
  5. Recommend evidence-based and best practices for monitoring your recommendations and improving the metrics presented in your KPIs.

Additional Requirements

  • Written communication: Written communication should be free from errors that detract from the overall message.
  • APA formatting: Resources and citations should be formatted according to APA style and formatting guidelines. Refer to the APA ModuleLinks to an external site. to help with APA style guidelines. Use APA format for all of the following:
    • Cover page.
    • Abstract.
    • Table of contents, including a list of figures and tables.
    • Headings and subheadings.
    • Reference list.
  • Number of resources: A minimum of 6 resources. The following Norton and Kaplan articles will serve as two resources.
    • The Balanced Scorecard: Measures that Drive Performance.
    • Linking the Balanced Scorecard to Strategy.
  • Length of paper: 6–8 typed double-spaced pages.
  • Font and font size: Times New Roman, 12 point.

Scorecard Presentation By Jennifer Franks Capella University December 1 2023

Applied Sciences Week 8

Introduction

UPMC Children's Hospital prioritizes superior pediatric treatment.

Stakeholders include administration, dedicated healthcare providers, and patients.

Strategic ideas leverage the balanced scorecard framework.

Common goal: improve patient safety and well-being.

Strengthen commitment to quality care and excellence.

Connect financial, customer, internal processes, and learning perspectives.

Collaboration fosters a route for long-term success (Agency for Healthcare Research and Quality (AHRQ), (2020).

UPMC Children's Hospital, a renowned healthcare facility, is dedicated to providing superior pediatric treatment. Our stakeholders include hospital administration, dedicated healthcare providers, and patients who are the core of our goals. The focus is on strategic thinking utilizing the Balanced Scorecard framework with the common goal of improving patient safety and overall well-being. The aim is to strengthen our commitment to quality care and organizational excellence by connecting our financial, customer and internal processes and learning perspectives. Which leads to the creation of a route for long-term growth and success at UPMC Children's Hospital if we work together.

2

Cont’d

Organizational Philosophy/Culture

UPMC Children's Hospital prioritizes excellence in pediatric care.

Mission: Compassionate, high-quality healthcare for children.

Vision: Becoming a regional leader in pediatric medicine.

Purpose: Improve patient outcomes through innovation and research.

Cultural emphasis on teamwork, empathy, and dedication.

Goal: Create an environment for the best possible care.

Alignment with broader goals for improved community health (Agency for Healthcare Research and Quality (AHRQ), 2020).

UPMC Children's Hospital of Pittsburgh's corporate philosophy and culture are founded on a dedication to pediatric care excellence. The hospital aspires to be a regional leader in pediatric medicine and its mission is to provide compassionate, high-quality care to children. Its mission is to improve patient outcomes through new treatments, an emphasis on family-centered care and continued medical research development. This culture values ​​collaboration, sensitivity, and commitment to the well-being of our young patients. UPMC Children's Hospital seeks to set up an atmosphere in which every child receives the best treatment possible, integrating its philosophy with the larger goal of enhanced community health.

4

Balanced Scorecard Model Overview

Balanced scorecard translates mission and vision into objectives.

Four key perspectives: financial, customer, internal processes, learning, and growth.

Aims for a balanced view beyond traditional metrics.

Aligns perspectives to track success in strategic goals.

Ensures a comprehensive approach to performance management.

Emphasizes interconnectedness for better decision-making.

Promotes strategic alignment throughout the organization (Donabedian, 1966).

The balanced scorecard model is a strategic management framework that integrates an organization's mission and vision into measurable goals and performance indicators from four main perspectives: financial, customer, internal processes, and learning and growth. It seeks to provide a comprehensive knowledge of an organization's performance that goes beyond typical financial measures. The balanced scorecard aligns these viewpoints, allowing organizations to track and measure their effectiveness in reaching strategic goals, offering a holistic approach to performance management. This approach highlights the interconnectivity of diverse aspects, which promotes improved decision-making and strategic alignment across the firm.

5

Cont’d

Financial Perspectives

Optimize Financial Goals: Focus on sustained success.

Diversify Revenue Sources: Reduce dependence on a single stream.

Explore Funding Partnerships: Strengthen financial stability.

Prudent Cost Management: Streamline operational processes, evaluate efficiency.

Enhance Financial Resilience: Implementing strategic revenue and cost measures.

Invest in Technologies and Training: Foster continuous improvement.

Promote Financial Sustainability: Achieve long-term success for UPMC Children's Hospital (Donabedian, 1966).

In addressing UPMC Children's Hospital of Pittsburgh's financial perspective, the emphasis is on optimizing financial goals and performance for long-term success. First, I advocate for a strong revenue diversification strategy designed to reduce reliance on a single source of revenue. This fact could include looking into new financing sources, partnerships, or philanthropic initiatives to help with financial stability. Furthermore, careful cost management is required; the firm should streamline operational processes and assess cost efficiency. Implementing these ideas will not only strengthen the hospital's financial stability, but will also allow it to invest in cutting-edge medical technologies and staff training, promoting a culture of continuous development.

7

Cont’d

Assessing KPIs integral for financial strategy success.

Key metrics include revenue growth, cost-to-income ratios.

Evaluate return on investment for diverse initiatives.

Regular financial health assessments offer insights.

Enable timely adjustments and informed decision-making.

Proactive KPI monitoring identifies trends, mitigates risks.

Capitalize on opportunities for a thriving financial future (Donabedian, 1966

Analyzing key performance indicators (KPIs) and metrics is critical to determining the success of various financial initiatives. Key KPIs for such programs could include revenue growth rates, cost-to-income ratios, and return on investment. Regular financial health assessments will reveal the success of the recommendations, allowing for rapid modifications and informed decision-making. UPMC Children's Hospital may proactively detect financial trends, manage risks, and capitalize on opportunities by closely monitoring these KPIs, assuring a sustainable and thriving financial future aligned with its main healthcare goal.

8

Customer Perspectives

Prioritize patient satisfaction and relationship enhancement.

Implement personalized care plans for individualized experiences.

Improve communication channels for effective information exchange.

Streamline appointment scheduling for convenience and accessibility.

Foster a culture of empathy and compassion.

Elevate satisfaction levels for patients and families.

Strengthen the hospital's overall reputation in the community (Institute for Healthcare Improvement (IHI), 2023).

It is critical to prioritize ideas that improve both patient happiness and relationships while addressing the customer viewpoint for UPMC Children's Hospital of Pittsburgh. To do this, companies should prioritize patient-centric efforts, including tailored treatment plans, improved communication channels and streamlined appointment scheduling. Additionally, cultivating a culture of empathy and compassion among healthcare workers can go a long way toward a positive patient experience. Emphasizing these characteristics will not only increase patient and family happiness, but will also boost the hospital's general reputation in the community.

9

Cont’d

Customer perspective KPIs reflect care quality and satisfaction.

Metrics include patient feedback, appointment wait times, and issue resolution.

Monitoring and analysis identify areas for continuous improvement.

Adaptation and enhancement ensure ongoing service improvement.

Data-driven approach guides tailored strategies for patient needs.

Fostering stronger patient relationships remains a priority.

UPMC Children's Hospital commits to high-quality healthcare services (Institute for Healthcare Improvement (IHI), 2023).

. When examining key performance indicators (KPIs) related to a customer perspective, it is critical to analyze metrics that directly represent quality of care and patient satisfaction. Patient feedback scores, appointment wait times, and the resolution of patient problems are all examples of key performance indicators. Regularly monitoring and evaluating these indicators will provide vital insights into areas that need to be improved, allowing the hospital to constantly adapt and improve its services. UPMC Children's Hospital may adjust its efforts to fit the unique needs of its patient population by embracing a data-driven approach, thereby establishing closer relationships with children and their families while remaining committed to providing high-quality healthcare services.

10

Cont’d

Internal Business Processes Perspectives

Enhance Internal Business Processes: Refine efficiency, workflow.

Recommendations: Streamline communication, optimize task delegation, automate processes.

Foster Continuous Improvement Culture: Boost productivity, reduce bottlenecks.

Key Performance Indicators (KPIs): Assess improvements with metrics.

Metrics: Include process cycle time, error rates, resource utilization.

Valuable Insights: Measure effectiveness of implemented changes.

Data-Driven Approach: Ensure informed refinement of processes (Institute for Healthcare Improvement (IHI), 2023).

Improving internal business processes focuses on improving operational efficiency and workflow. Recommendations include optimizing task delegation, streamlining communication channels, and leveraging technology solutions to automate routine tasks. Organizations can increase productivity and reduce operational bottlenecks by fostering a culture of continuous improvement. Key performance indicators (KPIs) and metrics are critical to assessing these improvements. Process cycle times, error rates and resource usage provide important insights into the effectiveness of implemented improvements, ensuring a data-driven approach to improving internal business processes.

12

Learning and Growth Perspective

Prioritize employee training for organizational success.

Implement comprehensive programs addressing skill gaps.

Align training with organizational goals for effectiveness.

Invest in ongoing professional development for continuous learning.

KPIs: track training completion, skill acquisition, and employee feedback.

Analysis ensures investment yields skilled and motivated workforce.

Cultivate a culture of continuous learning and engagement (Institute for Healthcare Improvement (IHI), 2023).

According to a learning and growth perspective, prioritizing employee training and development is critical to business success. It is recommended to implement a comprehensive training program that addresses current skills gaps and aligns with corporate goals to improve employee capabilities. Investing in ongoing professional development fosters a culture of continuous learning that increases employee satisfaction and engagement. This perspective's key performance indicators (KPIs) should include measurements like training completion rates, skill acquisition assessments, and employee feedback on development activities. Analyzing these metrics regularly ensures that the company is not only investing in employee growth, but also reaping the benefits of well-trained, motivated employees.

13

Conclusions

Enhance financial sustainability through strategic initiatives.

Optimize patient satisfaction to ensure holistic care.

Streamline internal processes for operational efficiency.

Prioritize employee development for a skilled workforce.

Align initiatives with the organization's mission and vision.

Implement the balanced scorecard for comprehensive performance tracking.

Foster a culture of excellence through continuous improvement.

The primary recommendations for UPMC Children's Hospital of Pittsburgh include increasing financial sustainability, improving patient satisfaction, streamlining internal processes, and emphasizing employee development. These projects are in line with the goal and vision of the organization. The balanced scorecard, which provides a complete framework for tracking and improving performance across essential perspectives, is critical for attaining these goals. The balanced scorecard is a dynamic instrument for continuous development as well as a systematic approach to organizational planning. By implementing this strategy, UPMC Children's Hospital will be able to systematically assess progress, align efforts with strategic goals, and build an excellence culture.

14

References

Agency for Healthcare Research and Quality (AHRQ). (2020). National healthcare quality report, 2020: Trends in quality, disparities, and patient safety. Rockville, MD: AHRQ.

Donabedian, A. (1966). A guide to quality care in medical care evaluation. Journal of the American Medical Association, 220(14), 1644-1650.

Institute for Healthcare Improvement (IHI). (2023). The triple aim: How hospitals can improve care for individuals, populations, and the bottom line. IHI.

15

image2.jpg

image3.png

image4.jpg

image1.png

,

2

UPMC Children's Hospital of Pittsburgh executive summary table.

Jennifer Franks

Mary Baker

11/11/2023

UPMC Children's Hospital of Pittsburgh Executive Summary table

Introduction.

UPMC Children's Hospital of Pittsburgh is the only hospital dedicated to caring for infants, children, teens, and young adults below 26 years in Pittsburgh. Its vision is to be the world leader in children's health, while its mission is to improve the health and well-being of children, teenagers, and young adults through excellence in patient care, teaching, research, and advocacy (UPMC Children's Hospital of Pittsburgh, 2023). The hospital's world-class culture allows it to minimize risks and provide quality services to all patients. Some of its

Assessment on the existing regulations and requirements.

Medical malpractice is a significant risk management issue affecting UPMC Children's Hospital of Pittsburgh. Palaniappan & Sellke (2021) suggest that medical malpractice occurs when a medical practitioner fails to follow the due procedure or neglects to provide the appropriate treatment and harm or injure the patient and, in the worst situation, causes death. This indicates that medical malpractice results from a medical error or substandard medicine. Gutorova, Zhytnyi & Kahanovska (2019) found that about 19,000 medical malpractice cases against medical practitioners are filed annually in the US. This shows how severe the matter is; professionally, medical practitioners are liable for any injury or harm experienced by a patient under their care. However, legally, they can be held responsible if a patient is harmed or injured for their irresponsibility.

Some of the regulatory requirements include, first, the Health Insurance Portability and Accountability Act of 1996 (HIPAA). The hospital has been providing their medical practitioners with work insurance and maintaining confidentiality of their health information. The hospital has complied with this regulation but faces a risk of data breach from hackers, which can lead to malpractice. The second regulatory is the Health Information Technology for Economic and Clinical Health (HITECH) Act. The hospital has been meeting this regulation by following data security protocols and safeguarding patient information without breach or leakage.

The third regulation is the Medicare Access and CHIP (Children's Health Insurance Program) Reauthorization Act (MACRA) of 2015. This hospital faces a malpractice risk because some medical practitioners are not compensated fairly. The fourth regulation is a medical necessity. The hospital faces this risk but has been complying by documenting all its transactions so that insurance companies, Medicare, or Medicaid only pay for the appropriate medication provided. This has allowed the hospital to avoid malpractices in other healthcare organizations. For instance, they are asking for pay where no treatment was offered. The last regulation is a chain of custody. The hospital will likely face this malpractice by not following all the stipulated medical procedures while running tests.

Strategies to influence, impact, and monitor the needed changes for quality improvement.

The first strategy that the hospital can apply to manage this risk is technology advancement. It can do so by updating its software and security patches regularly. The second strategy that the hospital can use is empowerment. It can do so by training its employees on cybersecurity to note a security threat when it arises. The third strategy that the hospital can apply is reviewing the salaries of its practitioners regularly and separating compensation reviews from performance reviews.

Value proposition.

UPMC Children's Hospital of Pittsburgh offers unique benefits to its practitioners. These benefits depend on the term of employment, which ranges from full-time, part-time, to casual. One of the benefits is training and the hospital should capitalize on the same to reduce medical malpractices. Carver, Gupta, & Hipskind (2023) found that medical errors are the third cause of death in the US and 10% of these patients are harmed during medical treatment. Therefore, UPMC Children's Hospital of Pittsburgh should provide quality training to its practitioners to improve patient outcomes and reduce medical malpractices.

SWOT analysis table

Internal Factor( Strength)

The hospital has competent and experienced medical practitioners. They have specialized in children and youth's healthcare, allowing it to minimize malpractices and provide quality services to patients under 26. This has put the hospital at the top of the list of best children's hospitals in the US.

Pittsburgh should provide quality

training to its practitioners to

improve patient outcomes and

reduce medical malpractices.

Internal factor (Weakness)

The charges for medication and other services are high. The hospital has an online price estimator tool that allows people to approximate the cost of more than 300 services. This indicates how the hospital is capitalizing on its weakness to avoid any form of malpractice, even if it is not a medical error. For instance, incorrect charges to patients

External factor (Opportunity).

The hospital can invest more in technology and update its software to do better in research and science. This is because research and science can allow it to discover more advanced treatment options, train its staff, and minimize medical malpractice

External factor (Threat).

. The last external factor is threats, one of which is strict government regulations. Johnson (2020) suggests that healthcare regulations and standards are necessary. This is true because strict government regulations have allowed the hospital to avoid medical malpractice. After all, it's complying.

Measuring and monitoring.

The hospital should consider various metrics to measure and monitor the issue of medical malpractice. It can do so by randomly auditing how it tests and documents results in its labs. This will allow it to evaluate if all procedures are followed, whereby a practitioner signs and, if necessary, asks for patient consent. The hospital can also conduct an online survey by asking their patients to provide feedback on the quality of services received and how they would like it to improve.

.

Legal principles and Ethical considerations.

One of the legal principles is the duty of care and breach of duty. All practitioners must meet all the professional standards and procedures while handling patients and report any complications to avoid engaging in medical malpractice. The hospital should be ethical while taking this risk by maintaining confidentiality, asking for consent where necessary, providing feedback, and communicating effectively.

.

References

Agency for Healthcare Research and Quality (2023). Long COVID Grant Awards. https://www.ahrq.gov/coronavirus/long-covid-grant-awards.html

Amann, J., Blasimme, A., Vayena, E., Frey, D., Madai, V. I., & Precise4Q Consortium. (2020). Explainability for artificial intelligence in healthcare: a multidisciplinary perspective. BMC medical informatics and decision making, 20, 1-9.

Carver, N., Gupta, V., & Hipskind, J. E. (2023). Medical Errors. In  StatPearls [Internet]. StatPearls Publishing.

Gutorova, N., Zhytnyi, O., & Kahanovska, T. (2019). Medical negligence is subject to criminal law. 72(11), 2161-2166.

Harder, B., (June 21, 2023). Best Children's Hospitals 2023-2024 Honor Roll and Overview. https://health.usnews.com/health-news/best-childrens-hospitals/articles/best-childrens-hospitals-honor-roll-and-overview

Johnson, M. S. (2020). Regulation by shaming: Deterrence effects of publicizing violations of workplace safety and health laws. American Economic Review, 110(6), 1866-1904.

Palaniappan, A., & Sellke, F. (2021). A review of medical malpractice cases in congenital cardiac surgery in the Westlaw database in the United States from 1994 to 2019. Journal of Cardiac Surgery, 36(1), 134-142.

UPMC Children’s Hospital of Pittsburgh (2023). About Us. https://www.chp.edu/about/vision-mission-values#:~:text=Our%20Mission,teaching%2C%20research%2C%20and%20advocacy

Order Solution Now

Categories: