C161 ORG PERF MGMT TASK1.edited.docx - Running head ORGANIZATIONAL PERFORMANCE Principles of Organizational Performance Management Emily Majerus Western

C161 ORG PERF MGMT TASK1.edited.docx - Running head...

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Running head:ORGANIZATIONAL PERFORMANCE 1Principles of Organizational Performance ManagementEmily MajerusWestern Governors University
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ORGANIZATIONAL PERFORMANCE2Principles of Organizational Performance ManagementMedicine Specialty ClinicOrganizational performance outcomes begin at the root of each unit, department or division within an organization. The Medicine Specialty Clinic within the University of Iowa Hospitals and Clinics (UIHC) is evaluated in this reference. The Medicine Specialty Clinic provides outpatient clinical care to the following inpatient services: Endocrine, HIV/Virology, Travel patients (those requesting vaccines, immunizations, etc., before trips) Infectious Disease, and Allergy/Pulmonology. The patients are adult in age-range, serving all varying levels of outpatient acuity. Patients are present with providers, including medical doctors (MD), nurse practitioners (NP) or physician's assistants (PA), medical assistants (MA) pharmacists, and registered nurses (RN). Patients may also interact with social workers (SW) and schedulers, patient financial services (PFS), as well as clinical assistants. The clinic is located within UIHC, and functions on an outpatient schedule, Monday through Friday, 8AM-4PM. The providers in the clinic bridge between inpatient needs, follow up, and coordination with family practice or outside referring providers. Patients receive care for diabetes, chronic obstructive pulmonary disease, HIV, and other conditions in this “medicine specialty clinic.” The clinic bases patient outcomes on all the specialties as a whole, versus breaking into the separate specialty delineations.Balanced Scorecard and Measure OutcomesIndicatorMeasure OutcomeDrivers PerformanceDecrease patient wait times for entire visit from check in to check out by 60 minutes by 2020.1.Decrease staff overtime costs due to late visits (outside regular hours, and save on service recovery to patients for long waits2.Improve patient satisfaction with visit efficiency
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ORGANIZATIONAL PERFORMANCE33.Improve retention of patients over time with positive survey scores4.Ability to increase patient volumeswith more visit slotsQualityIncrease triage callback window andmedication refills to one business day, and implement “warm answer service” by 2020.1.Improve patient satisfaction (HCAHPS) scores on responsiveness with quicker call turnaround2.Decrease unnecessary emergency room visits due to patients unable to triage with providers, which will decrease unnecessary ER costs3.Improve overall institutional access and reputation4.Decrease unnecessary passing of messages with direct answering opportunities, improving triage process.SafetyReconciliation of medication lists at 90% by 2020, and documented review of the after-visit summary (AVS) every visit.
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