University Southern New Hampshire IHP 630 Mod 6 Benchmarking Data Discussion

University Southern New Hampshire IHP 630 Mod 6 Benchmarking Data Discussion ORDER NOW FOR CUSTOMIZED AND ORIGINAL ESSAY PAPERS ON University Southern New Hampshire IHP 630 Mod 6 Benchmarking Data Discussion Benchmarking data (sometimes referred to as a scorecard) allows you to analyze how your organization is performing compared to organizations that are similar in industry and size. State and federal healthcare-related websites are a good place to search for data. For example, if you are in the state of Indiana, you can visit the IN.gov website, where you will find information on patient procedures performed, patient discharge data, long-term care, and so on. The Indiana State Department of Health provides even more reports and statistics from A to Z. All healthcare organizations are required to report statistics to the state, which is how this information originates. Additionally, Becker’s Hospital Review provides a high-level review of the various measures that are helpful for administrators to compare. University Southern New Hampshire IHP 630 Mod 6 Benchmarking Data Discussion Prompt: Benchmarking data supports strategic planning for the healthcare administrator. In your journal assignment, describe what benchmarking data you think will be the best support as a future healthcare administrator. Justify your decisions with scholarly research. Then, reflect on any parts of benchmarking data with which you are continuing to struggle. A course journal is generally made up of many individual assignments. Journal activities in this course are private between you and the instructor. Guidelines for Submission: Your 2–3-paragraph journal assignment should follow current APA-style guidelines. Submit assignment as a Word document with journal__4.docx journal__4.docx ihp_630_module_six_journal IHP 630 Module Six Journal: Benchmarking Data Name Describe what benchmarking data you think will be the best support as a future healthcare administrator. One can define benchmarking as a term that is aimed at measuring data. Benchmarking assists an organization in knowing what and how the operations of the business are accomplished. Such data and information are particularly significant throughout the organizational growth or restructuring phase’s strategic planning (Ellison & Cohen, 2017). When it comes to the hospital, there are a number of benchmarks outlined for healthcare organizations. A program that was executed as a benchmark for increasing the care quality is the quality initiatives’ pay-for-performance. For the patients that are treated in the hospital, the program of Medicare no longer pays the amount to the hospitals and rather concentrates on attaining specified cost savings or goals. Providers who are unsuccessful in meeting such standards stand at the risks of suffering monetary penalties. Some of the quality measures are set in pay-for-performance. These measures fall under four categories: Process, structure, Patient experience, and outcome. (James, 2012). The first measure, process, evaluate the activities’ performance that has been shown for contributing to the patients’ positive health outcomes. Certain instances comprise whether aspirin was given to the patients having a heart attack. The next measure, outcome, indicate the effects that care had on patients, for instance, whether or not diabetes of patient is normally grounded on laboratory tests. In pay-for-performance, using outcome measures is mostly controversial as results are often impacted by clinical and social factors distinct to the provided treatment and beyond the control of the provider (James, 2012). For instance, providers might follow practice guidelines concerning monitoring levels of blood sugar, along with providing counseling to diabetic patients concerning their diet, but eventually, the exercise and eating behaviors of patients will determine their diabetes control. Outcome increasing measures also comprise cost savings. The next measure, patient experience, evaluates the patients’ observation of the care quality received by them, along with their satisfaction with the experience of care. Examples in the inpatient settings comprise the way the patients perceive the communication quality with the nurses and doctors and whether the rooms were quiet and clean. Finally, the structure measure associates with the equipment used in treatment, personnel, and facilities. For instance, a number of pay-for-performance programs provide incentives to providers for adopting information technology related to health (James, 2012). University Southern New Hampshire IHP 630 Mod 6 Benchmarking Data Discussion References James, J. (2012). Pay-for-Performance. Retrieved from healthaffairs.org/do/10.1377/hpb20121011.90233/full/ Get a 10 % discount on an order above $ 100 Use the following coupon code : NURSING10

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