Analysis of hospital`s performance indicators


Analysis of hospital’s performance indicators

The performanceof health care provider is of great importance to the entireorganization’s growth and customer service. The financial status ofthe hospital cannot provide enough details on the performance ofvarious departments and physicians in a health center. Therefore,there are performance indicators that need to be identified based onthe degree of compliance with standards, analyzed and their trendformulated. In this paper, various reports will be studied in orderto show how services are provided by the hospital. The performanceindicators used, in this case, include, the release of informationreports, physician orders, history and physical reports, operativereports, incident reports, core measure and selected meaningful usemeasures. Regular analysis of these reports provides the currentstate performance of the hospital. Recommendations can be made basedon the analyzed indicators to improve service delivery to thepatients. Underperformance can be concluded from the analysis whennoncompliance is noted on the indicator.

The physicianorder reports indicate that two of five physicians were compliantwith the standard duration for signing physician orders, which shouldbe done within 24 hours of ordering. The compliance rate is way belowwhich is an indication of below average performance. The operativereports show a lot of compliance since 85% of the surgery werecompliant with the standard days of completion. This would reduceincidences of surgical errors and this is evidenced by only onesurgical error incident. Core measure providing a report on cases ofheart attacks also shows compliance as they exceed the minimumexpected value or percentage.

Discharge summaryshould be signed within 15 days and based on this standard, most (12of 20) discharge signings were not compliant. 8 discharges weresigned within 15 days. The duration for dictation to take place wasmore than that for signing as indicated by the discharge reports,operative reports and history and physical reports. The reports onthe release of information indicate that 100% of ROI werenoncompliant. Most of the physicians were not compliant in signingtheir orders as 3 of 5 physicians took more than 24 hours to sign theorders. The ROI, physician order report and operative are verysensitive in this case. Therapeutic services given to patients relyon ROI and when the release of information is delayed patients willreceive their respective therapy late. Delayed therapy threatens thelive of the patients and also delays the recovery of the patients.The disease being treated also has high chances of advancing to thenext stage.

Physicians mustalso have authentication from the patient to release information forpurposes that are related to medical treatment. Patient’sinformation is divided into two categories confidential andnon-confidential. Both categories are important for diagnosis andtherapies. The Accuracy of diagnosis and therapies depends on theinformation of the patient. The duration that each physician takes tosign orders indicates how they are performing. Low performance can beseen on three physicians Dr. Johns, Dr. Huffman, and Dr. Patrikus.

Noncompliantitems No. of noncompliance

ROI 20 (100%)

No. ofNoncompliant physicians (physician orders) 3 (60%)

Operative reports16 (80%)

Discharge summary12 (60%)

In order toenhance service delivery to the patients, there is a need forimprovement in various areas where underperformance was evident. Theduration of release of information should be reduced by handling itthrough controlled process instead of using photocopying of papers(In Hutton, J. J. 2012). This can be done through the establishmentof the health information department in case it is not available inthe hospital currently. The traditional method, photocopying ofpapers, is a tedious and time-consuming process in order to retrieveinformation from archived storage. Controlled processes such asU-Control ROI StatScan automates the release of information that inturn increases the release of information efficiency andaccessibility of patients information needed during diagnosis andtherapy. The Release of information must comply with privacy rulesthat allow disclosure of patients’ information with their consent.

The signing ofdiagnostic, therapeutic and verbal orders by physicians authenticatestheir use for various practices. Therefore, the duration taken tosign such orders may indicate the performance of every physician andloopholes available. Delayed signing of these orders may delaydiagnosis and/or therapy of the patients. In this case, the delayedsigning of the orders may indicate the poor performance of thephysicians and/or less physician to attend to all the required orderswithin a given period. In order to improve physician performance, thehospital management should design strategies to engage the physiciansin quality improvements.

Shi, L., &ampSingh, D. A. (2011) argue that economic incentives built aroundshared quality agenda will improve the physicians’ participation inquality improvement. They will respond to their duties faster andeffectively. The management can also design other motivationstrategies. The physicians should not be overloaded with work as thisreduces their morale and delays in the duties. The hospital’smanagement should ensure that the number of physicians corresponds tothe workload. Use of the modern technology in authentication ofphysician orders can also enhance the performance of the physiciansas it is faster and efficient. Documentation of the physician ordersis made easier as well (Green, M. A., &amp Bowie, M. J. 2005).


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Shi, L., &amp Singh, D. A. (2011).&nbspThe nation`s health.Sudbury, MA: Jones &amp Bartlett Learning.

In Rodrigues, J. (2014).&nbspAdvancing medical practice throughtechnology: Applications for healthcare delivery, management, andquality.