Performance Improvement Leader
Department: Outcomes Manager
Facility: St. Josephs Marcy Hospital System (SJMHS).
An overview of the type of healthcare organization selected
The St. Josephs Marcy Hospital System is one of the Michigan’s largest healthcare systems. It encompasses five counties in the Southeastern region of the state. SJMHS includes five hospitals (Ann Arbor, Chelsea, Howell, Pontiac, and Livonia), five Outpatient Health Centers, eight Urgent Cares, and over 25 Specialty Centers. Moreover, the system is part of Trinity Health, one of the largest multi-institutional religious health care delivery systems. The system is operating in 22 states, affiliates 93 hospitals and 128 continuing care facilities, including home health, hospice, …show more content…
Along with the Risk Department, Human Resources and Contract Services, the Outcomes Management belongs under the Organizational Health and Performance Improvement sector. Senior Quality/Risk Specialist oversees all the above departments and reports directly to the Chef Executive Officer (CFO).
Top management of any organization needs to have access to outcome data to maintain a focus on improving quality of care. “With the availability of end-result outcomes, management can conduct program evaluation and assess efficiency of service delivery” (Hodges, K., Wotring, J., 2001). Efficiency of service delivery focuses on optimal use of the available resources measured by specific indicators of quality (e.g. length of stay) and cost. Outcomes management relates to all aspects of the organization. The outcomes are the core of the performance measurement …show more content…
The efforts to introduce the change in the organization might be difficult and slow. An important component of change is an effective and involved leadership that understands the vision and facilitates the improvements across the departments. However, healthcare has been lagging behind when it comes to quality. On the other hand, there is an overwhelming pressure to improve the status quo, when it comes to quality in the healthcare industry, e.g. political pressure, the changes brought about by the healthcare reform and financial pressure (f. ex. pay-for-performance reimbursement model). “The experience of many organizations who have found that an OMS (Outcome Management System) is challenging to implement, even more challenging to sustain over time, and does not yield the described benefits” (Hodges, K., Wotring, J., 2001). However, recent mandates (evidence-based practice, effectiveness of services and meaningful use of electronic health records) prompts many healthcare organizations to create Outcome Management (OM)
Department: Outcomes Manager
Facility: St. Josephs Marcy Hospital System (SJMHS).
An overview of the type of healthcare organization selected
The St. Josephs Marcy Hospital System is one of the Michigan’s largest healthcare systems. It encompasses five counties in the Southeastern region of the state. SJMHS includes five hospitals (Ann Arbor, Chelsea, Howell, Pontiac, and Livonia), five Outpatient Health Centers, eight Urgent Cares, and over 25 Specialty Centers. Moreover, the system is part of Trinity Health, one of the largest multi-institutional religious health care delivery systems. The system is operating in 22 states, affiliates 93 hospitals and 128 continuing care facilities, including home health, hospice, …show more content…
Along with the Risk Department, Human Resources and Contract Services, the Outcomes Management belongs under the Organizational Health and Performance Improvement sector. Senior Quality/Risk Specialist oversees all the above departments and reports directly to the Chef Executive Officer (CFO).
Top management of any organization needs to have access to outcome data to maintain a focus on improving quality of care. “With the availability of end-result outcomes, management can conduct program evaluation and assess efficiency of service delivery” (Hodges, K., Wotring, J., 2001). Efficiency of service delivery focuses on optimal use of the available resources measured by specific indicators of quality (e.g. length of stay) and cost. Outcomes management relates to all aspects of the organization. The outcomes are the core of the performance measurement …show more content…
The efforts to introduce the change in the organization might be difficult and slow. An important component of change is an effective and involved leadership that understands the vision and facilitates the improvements across the departments. However, healthcare has been lagging behind when it comes to quality. On the other hand, there is an overwhelming pressure to improve the status quo, when it comes to quality in the healthcare industry, e.g. political pressure, the changes brought about by the healthcare reform and financial pressure (f. ex. pay-for-performance reimbursement model). “The experience of many organizations who have found that an OMS (Outcome Management System) is challenging to implement, even more challenging to sustain over time, and does not yield the described benefits” (Hodges, K., Wotring, J., 2001). However, recent mandates (evidence-based practice, effectiveness of services and meaningful use of electronic health records) prompts many healthcare organizations to create Outcome Management (OM)