Performance Measurements in the Healthcare Organization

My healthcare organization

My healthcare organization specializes in ambulatory surgery services, which are offered to both patients with and without appointments (Summit Surgery Center, 2014). There are several departments within the facility. However, the various sections and/or departments are coordinated through the use of a healthcare information system that ensures that healthcare providers share patients’ data and other data that are relevant regarding the provision of healthcare. The Pharmacy Department deals with medications that are given to patients. The Laboratory Department conducts diagnostic tests on patients to determine

their suspected diseases or health conditions. I work in the Peri-Operative Department is well equipped with modern equipment and am concerned with ensuring that patients who undergo surgeries receive appropriate care (Summit Surgery Center, 2014).

Many healthcare organizations aim to provide quality healthcare that focuses on improving patient outcomes (Grossmeier, Terry, Cipriotti & Burtaine, 2010; Kelly, 2007). My organization concentrates on offering excellent healthcare to patients through a dedicated workforce that establishes trust in patients. It also aims to satisfy the needs of patients and healthcare providers through effective communication channels that result in fast feedback. The facility motivates workers to offer quality care to patients because it believes in excellence. The photo of the best personnel of the week is placed on the board to acknowledge his or her exemplary performance.

My healthcare organization is also marked by the use of a dashboard and scorecard, which are used to support performance measurements. The measurement methods and systems are based on a platform of performance metrics that are compared against external healthcare standards. The data obtained by the dashboard and scorecard are also used by the management to make essential decisions that are aimed at improving care.

The key elements of the strategic plan

An organization develops a strategic plan to act as a blueprint toward achieving specific goals (Kelly, 2007). The roadmap is used by the management to compare the achieved outcomes to expected outcomes. Four aspects of the strategic plan are considered to ensure that patients are offered excellent care (Summit Surgery Center, 2014). First, healthcare providers are expected to exhibit high levels of integrity, which is manifested through good character and transparency. Second, the relationship element of the strategic plan focuses on acknowledging the importance of good connections between team members and patients. Third, excellence is adopted to improve the quality of care by concentrating on exemplary care that leads to improved patient outcomes. Thus, all healthcare providers within the organization are expected to provide professional care that would culminate in quality care. This involves adherence to professional and ethical standards. Fourth, the achievement element of the strategic plan aims at measuring the success of the healthcare institution through the application of the metrics that focus on patient satisfaction. Through this, Summit Surgery Center is optimistic that it will provide exemplary care that meets outpatient needs (Summit Surgery Center, 2014).

How the elements support efforts to execute a quality management program

The organization is accredited by several bodies in the healthcare sector. The accreditations are necessary to ensure that all requirements are met, and patient safety is guaranteed (Kelly, 2007). The quality management program in my facility aims to assess the level to which standards are followed in the provision of healthcare. Accrediting bodies review the quality of care offered based on specific parameters, most of which are part of our strategic plan. Thus, the elements of the strategic plan act as a guide to the management and accrediting bodies


Grossmeier, J., Terry, P. E., Cipriotti, A., & Burtaine, J. E. (2010). Best practices in evaluating worksite health promotion programs. American Journal of Health Promotion, 24(3), 1–9.

Kelly, D. L. (2007). Applying quality management in healthcare: a systems approach. Chicago, IL: Health Administration Press.

Summit Surgery Center (2014). Mission Statement. Web.

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