homework help metric

RUNNING HEAD: Dashboard benchmark Evaluation 2

Dashboard benchmark Evaluation 2

Dashboard Benchmark Evaluation

Name

Course

Institution

Date

Dashboard Benchmark Evaluation

Organization Description

William Newton Hospital, WNH, is categorized as a critical access hospital that aims at serving the Winfield, Cowley population. The hospital, running with 109 employees also provides emergency services with general medical and surgical facilities. According to Buttigieg et al. (2017), the KPI dashboard provides benchmarks that can be used for tracking performance. At the same time, the dashboard also allows for informed decision-making as they are the facilitators that guide target establishment for improvement of service delivery. Strategy development based on the indicators mapping uses the dashboards to tactically apply organizational alignment of goals hence better data processing (Buttigieg et al., 2017). Based on the emergency department volume as provided by the outpatient quality reporting program by the hospital, the ER volume is ranked as low (Hospital Care Data, 2022).

Dashboard Metrics Evaluation

A recent look at the hospitals shows a greater than average performance with most of their benchmarks as reported better than the national and Kansas state average. However, the exception is seen with the discharge of statin medication which is lower than both averages and hence needs better performance as shown in the table below (Hospital Care Data-b, 2022).

Care Department	Indicator	Hospital Average	Kansas Average	National Average	Evaluation
Emergency Department Care	ER Waiting Time (mins)	15	18	24	Lower is better
	Discharge Time (mins)	105	112	140	Lower is better
	Transfer Time (mins)	52	53	98	Lower is better
	Time Before Admission (mins)	200	189	278	Lower is better
	Broken Bones (mins)	33	46	54	Lower is better
	Left Without Being Seen	1%	1%	2%	Lower is better
Emergency Department Care	Time to ECG (mins)	3	8	7	Lower is better
	Aspirin at Arrival	92%	95%	97%	Higher is better
Heart Failure	Evaluation of Left Ventricular Function	82%	94%	98%	Higher is better
Pneumonia Care	Pneumonia Patients given Antibiotic(s)	95%	90%	96%	Higher is better
Preventive Care	Patients Flu Immunization	99%	92%	94%	Higher is better
	Healthcare Workers Flu Immunization	100%	93%	84%	Higher is better
Stroke Care	Antithrombotic Medication by Day Two	100%	97%	98%	Higher is better
	Venous Thromboembolism (VTE) Prophylaxis	86%	95%	97%	Higher is better
	Discharged on Antithrombotic Therapy	100%	98%	99%	Higher is better
	Discharged on Statin Medication	42%	92%	97%	Higher is better
	Assessed for Rehabilitation	100%	98%	98%	Higher is better
Surgical Care	Antibiotic within 1 Hour	100%	99%	99%	Higher is better
	Antibiotic Discontinued After 24 Hours	100%	98%	98%	Higher is better
	VTE Prophylaxis	88%	100%	100%	Higher is better
	Antibiotic Selection	82%	99%	99%	Higher is better
	Catheter Removal	100%	98%	98%	Higher is better
Blood Clot Care	Treatment to Prevent Blood Clots	89%	89%	93%	Higher is better
	ICU Treatment to Prevent Blood Clots	98%	95%	96%	Higher is better
Pregnancy and Delivery Care	Delivery Scheduled Too Early	0%	4%	3%	Lower is better
HAI Complications	Intestinal Infection	2.83	-	1	Lower at 0 is better
READMISSION RATES
Indicator	Measure	Hospital Average
Unplanned Readmissions Rates within 30-Days	COPD 30-Day Readmission Rate	19.4%	20.2%
	Myocardial Infarction 30-Day Readmission Rate	#Patients are too few	-
	Heart Failure 30-Day Readmission Rate	22.0%	22%
	Pneumonia 30-Day Readmission Rate	16.3%	16.9%
	Stroke 30-Day Readmission Rate	#Patients are too few	-
	Hospital-wide unplanned 30-Day Readmission Rate	15.7%	15.2%
Mortality Rates within 30-Days	COPD 30-Day Mortality Rate	8.2%	7.7%
	Myocardial Infarction 30-Day Mortality Rate	#Patients are too few	-
	Heart Failure 30-Day Mortality Rate	13.0%	11.6%
	Pneumonia 30-Day Mortality Rate	14.9%	11.5%
	Stroke 30-Day Mortality Rate	#Patients are too few	-

Comparatively, when looking at the complications, the hospital is at a higher rate than the national and indication that there must be an effort in the implementation of service delivery to reduce this measure. It should be noted that the mortality measures look at the specific conditions and within that show how healthcare delivery affects the patient’s out when they have been hospitalized.

It can be noted that in the mortality data, most of the missing information is from the fact that there are fewer patients hence drawing a conclusion based on this would not be helpful. Further information and more cases are needed to attain a better outcome analysis deliverable. However, 7 condition showing mortality rates that are higher than 1% indicates a need for a review of safety mainstreaming in all implementation aspects. Coupled with the HAI there can be a meaningful comparison to allow precise decision making and action-focused hence providing timely and conscious preventive-based care (Hospital Care Data-c, 2022). With American Nursing Association establishing the major policies that govern the tracking of these benchmarks, CDC is the governmental regulatory body that enforces accountability in making sure the policies and regulations are adhered to (Bergeron, 2017).

Target for Improvement

Increasing advocacy for better treatment modalities calls for better tracking of outcomes and the steps that could be carried out to reduce the negative ones. As such. when it comes to hospital-acquired infections. The tracking and surveillance structures ought to be put in place to curb and avoid these instances. In the case of WNH, this is required in the reduction of Clostridium difficile on stool that can be transmitted by improper hand washing or protective glove wear, unsterilized equipment, lack of covering mouth eyes, and nose, and irresponsible use of antibiotics. Reducing the HAI in the hospital will increase not only its reputation but also the satisfaction rate of the patients and within that increase traffic into the hospital.

Challenge Posed and Evaluation of Underperforming Benchmark

Better compensation and retention of staff are required for talent to be retained and for the state of mind of the workers to be in line with WNH mission. According to the WNH mission of provide skilled healthcare to attain high-quality customer service and reduction of HAI. Overworked staff leads to laxity in processes and procedures that follows and within this potentially increase in HAIs (Astier et al., 2020). Reducing working hours means a change in both process and number of staffing hence a need for finances. Increased training in the staff means a challenge in financing necessary input for improvement. It is not expected that change would be immediately and that means that there will be a need for repetitive training and refocusing skill attainment in the staff. As such, more money would go towards making sure that the staff are retained and thus a need for improved compensation to retain more talent. With training, there are straightening processes and procedures that ought to be carried out to streamline the improvement and reduction of HAI (Aljamali & Al Najim, 2020). Therefore, there is no physicality and emotionality of the improvement with varied input in the different areas.

The major stakeholders in improving this benchmark are the hospital board of directors who are responsible for strategy development and deployment of finances towards change. The need for finances is the first and highest priority to facilitate the better performance of the HAI benchmark. However, the nurses are the major stakeholder in handling the patients. As such, they play a big role in facilitating improved working culture and attitudes towards better healthcare service provision. This allows for the nurses to handle each patient with care and thus improve their working culture hence service delivery and reduced cost due to litigation or post-control (Hassan et al., 2010).

Advocating for Ethical Action

An infection acquired during the stay of the patient in the hospital is a liability as well as a moral dilemma. However, all responsibility and accountability go towards the hospital and it is thus within the patient safety control measures. It is ethical that the stakeholders finance the increase in staff and the practitioner training as a full implementation program. Making sure that the staff does not overwork, follows the human resource regulation and trains them to handle the patients and procedures better. This makes it easy for actionable reduction of the infections that they could get in the hospital. Therefore, accountable talent retention and an improved working environment are ethical moves that would facilitate benchmark improvement.

Reference

Aljamali, N. M., & Al Najim, M. M. (2020). Review in Hospital-Acquired Infection. International Journal of Advances in Engineering Research, 20(3), 7-20.

Astier, A., Carlet, J., Hoppe-Tichy, T., Jacklin, A., Jeanes, A., McManus, S., ... & Fitzpatrick, R. (2020). What is the role of technology in improving patient safety? A French, German, and UK healthcare professional perspective. Journal of Patient Safety and Risk Management, 25(6), 219-224.

Bergeron, B. P. (2017). Performance management in healthcare: from key performance indicators to balanced scorecard. Productivity Press.

Buttigieg, S. C., Pace, A., & Rathert, C. (2017). Hospital performance dashboards: a literature review. Journal of health organization and management.

Hassan, M., Tuckman, H. P., Patrick, R. H., Kountz, D. S., & Kohn, J. L. (2010). Cost of hospital-acquired infection. Hospital topics, 88(3), 82-89.

Hospital Care Data. (2022). Performance At William Newton Hospital. Retrieved from https://hospitalcaredata.com/facility/william-newton-hospital-winfield-ks-67156/performance

Hospital Care Data-b. (2022). Complications At William Newton Hospital. Retrieved from https://hospitalcaredata.com/facility/william-newton-hospital-winfield-ks-67156/complications

Hospital Care Data-c. (2022). Readmission Rates At William Newton Hospital. Retrieved from https://hospitalcaredata.com/facility/william-newton-hospital-winfield-ks-67156/readmission-rates