Healthcare Delivery- Productivity Recommendations

Running head: HEALTH CARE PRODUCTIVITY METRICS ! 1

Health Care Productivity Metrics

Fatat Turkmani

Walden University

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Introduction

In the wake of changing healthcare reforms, the need to reposition oneself increase day

by day. Healthcare providers continually measure their performances to realign with the

organization's mission and also achieve higher productivity. In the case of care physician service,

Inc. firm needs to position itself better because to the fact that it does not offer a variety of

medical services provided in established clinics (Seidel & Lewis, 2014). To measure the

readiness of the organization metrics like patient loyalty and acquisition, cost of attracting new

patients and operating productivity.

Patient loyalty and acquisition

Getting patients to visit the care physician services Inc. continually is the backbone of the

organization's current and future operation. To precisely position itself, physician services need

to measure its ability to attract new and retain loyal clients. It can measure that through customer

satisfaction survey conducted within the precincts of the clinic, direct feedback from interaction

with health practitioners, and analyzing the nature of patients' visits and the most requested tests

and drugs.

Using fig 3.1 and 3.3 (Seidel & Lewis, 2014), one can measure the data on the nature of

patient visits and draw a conclusion. The same data can also give insights into the kind of

consultations the patients make and amount they were willing to pay for such services. Armed

with this information the management of physician care service Inc. can then strategize with a

better program and payment plan for their clients.

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Cost of attracting new patients and operating productivity

By the virtue that the organization is for profit, measuring the cost of getting new patients

is also a daunting task. Marketing the services and public relation services are essential in

growing the brand. As the brand awareness increases, the need to advertise will drop drastically.

On productivity, it is important to have the figures on the contribution of each staff and their

effects on productivity. However, how small the numbers are, stuff productivity directly impact

on the organization's performance and affect the business from all facets.

To evaluate productivity, the metrics mentioned above should be well defined and

understood by all in the organization. Data is collected by the metrics and analyzed on three

perspectives which are operational excellence, value proposition and economic value (Chan, &

Chan, 2004). In economic value, the metric should be able to determine how the facility creates

surplus income to sustain its growth and long-term operations. Budget performance, financial

visibility, and financial return are all incorporated in the economic value measure.

Value proposition measures quality healthcare provided by the organization and the effect

such healthcare has on the community, patients, and their family members. The metrics will also

give the extent of patient satisfaction and how they relate to them and their immediate family. If

the results are wanting on this ground, then the future of the firm will be considered bleak.

The efficient Management of core clinical functions and administrative duties are

analyzed through operational excellence. Both the value proposition and economic value are

dependent on the operational excellence. This measure gives the extent by which technology,

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professional expertise, and protocols are employed to offer quality healthcare. Evaluating this

aspect should, therefore, be continuous.

Conclusion

Data collected from the metrics can be used to analyze and benchmark the facility with

model healthcare providers in the region. From the evaluation method, it can be deduced that if

data from the metrics scores slowly on the value proposition, operational excellence and

economic value then the organization is not ready to withstand the reforms in the healthcare

industry.

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References

Chan, A. P., & Chan, A. P. (2004). Key performance indicators for measuring construction

success. Benchmarking: an international journal, 11(2), 203-221.

Seidel, L. F., & Lewis, J. B. (2014). The Middleboro casebook: Healthcare strategy and

operations.