Value Based Performance In Healthcare

Value Based performance for Patient Care Nursing leaders today must consider healthcare dynamics including, value, innovation, and versatility of services to meet current demands of change in healthcare industry, while empowering staff and promoting performance metrics in order to meet patient outcomes, and sustain financial viability of the institution (Finkler & McHugh, 2008, p.18). The strategies to lead the health care market competition must address quality metrics to qualify ratings and scores to make a difference in performance, monitor staffing and operating costs, and capital budget to manage contracts and reimbursement. These will be explored in the interview with Chief Financial Officer (CFO) at Northeast Baptist Hospital (NBH);

Leaders are responsible for balancing operating expenses while maintaining quality and the desired patient outcomes. Jihan and Jordan (2014) inform that organizations can implemented targeted efforts to improve quality and safety by tracing and measuring key elements of care like safety, timeliness, efficiency, and patient centered care; which are recommended by Institute of Medicine. The unit tracers are based on recommendations of the Joint Commission on Accreditation of Healthcare Organizations (JCAHO) for maintaining compliance reporting and improving care processes. According to the previous results of tracers, physician documentation has historically left room for improvement. Miller (2013) provides insight into value of good documentation that can be used as evidence in providing patient care based on organizational policies and standards, which can also prove to be vital in litigation

Education and training empowers nurses for shared decision making; additionally, it prepares nurses for reviewing and making policy changes to advance health care quality, and decrease medical errors (Weston, (2010). Leaders also concluded that increasing communication at discharge would enhance patient satisfaction. One of the seven components of safety culture proposed by Sammer (2010) is a “just culture” of blame free error reporting, in which, error reports are measured for individual accountability and organizational failure. The incident reports can be a great learning opportunity for leaders to assess their work environment in order to make improvements; leaders must encourage staff to report adverse events. Dygert, and Parang (2013) spoke about six areas of expertise for negotiating, “good negotiation skills, the planning process, putting together a proposal, negotiating the deal, building a negotiation support system, and learning from past