Evaluation Plan For Evaluating Clabsi Quality Improvement Initiative And Financial Implications

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Evaluation Plan Organizations analyze strategy and calculated decisions to determine if the financial and quality performance made an expected favorable influence (Sadeghi, Barzi, Mikhail, & Shabot, 2013). Quality improvement can directly link to improved finances when designed ideally for the needs of that specific health care organization, with consideration of their mission (Sadeghi, Barzi, Mikhail, & Shabot, 2013). An organization must decide on the best tool to develop a strong method for evaluating the success or failure of the strategic quality goals. The purpose of this paper is to provide a method for evaluating CLABSI quality improvement initiative and financial implications, develop specific metrics, and make recommendation on how MCWHLB organization will represent the data for continued monitoring of success or failure of the initiative. Furthermore, this paper will describe how the MCWHLB organization will display the performance lining the finance and quality. Methods for Evaluating the CLABSI Initiative and the Financial Implications Two business theorists Robert Kaplan and David Norton developed the balanced scorecard model, which is a strategy tool used by organizations to evaluate progress and strategy effectiveness while balancing variables such as strategic goals, resources, and operational priorities (Sare, & Ogilvie, 2010). This tool is extremely effective in ensuring there is alignment with the organization’s vision and strategic plans. Strategy maps, which is a more detailed balanced scorecard, assists with conceptualizing the balancing for building a management system and links together the strategies and objectives to the daily operations (Sare, & Ogilvie, 2010). Specific Metrics that Integrat... ... middle of paper ... ... more enlightened (Mann, 2014). Conclusion IOM developed six dimensions of quality care by providing safe, effective, patient-centered, timely, efficient, and equitable patient care (Institute of Medicine, 2001). A balance must exist between these six aims to impact quality and cost-effectiveness. Examining the effectiveness of quality improvement initiatives is completed through four steps. First, an organization must select an effective method of evaluation. Next, the organization creates process and result metrics, indicators, and reasonable target that are meaningful and reflect the expected results. Then the metrics must link to the strategic map, which explains the cause-and-effect linking the quality and financials. Lastly, the leadership team must remain focused with clear communication between all levels in determining if the initiative is successful.

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