Respond critically and insightfully demonstrating synthesis and

Respond critically and insightfully demonstrating synthesis and integration of Leadership & Resource Management Strategies in Nursing Administration. This scorecard is related to the addition of a concierge service to a solid organ transplant program at a major southeastern medical center. Domain Performance Measure Target Goal Initiatives Operational (Financial) Missed appointments Less than 5% missed/no-show appoints · 48 hour pre-appointment reminder with direct contact by concierge Loss of patient Less than 2% loss of patient population due to issues other than medical reasons (change in condition) · Regular patient communications · Clear projection of patient focused program · Rapid resolution of issues/concerns Growth of new patient population Minimum growth in patient population of 5% · Ongoing program growth at manageable rate to insure availability of resources and organs. Customer Patient Satisfaction At or above 95% on customer service survey for transplant patients · Regular customer service survey throughout the entire transplant program · Assigned transplant coordinators/concierge Physician Satisfaction At or above 95% physician satisfaction survey for transplant providers and transplant program supporting providers · Regularly and responsive dialogue with leadership · Involvement with process enhancement teams Employer of Choice for Region Ranked as top healthcare system employer · Expanding employee benefit program · Meaningful employee recognition program Internal Business Process Loss of organ due to timely transplantation “0” loss of organ · Recipient transportation service for patients that are logistically or medically challenged to return to hospital in allotted timeframe at time of organ procurement Medication Assistance Programs to assist with high cost medication 100% enrollment of all patients · Initial and ongoing contact with financial counselors and concierge to identify and resolve medication access issues Liaison with key third party payers 100% contact with all enrolled patient third party payers · Regular updates on program informant, success and cost saving measures · Regular updates on new practices, medications, and protocols Learning and Growth (Organizational Capacity) Capture of patient population primary service region >55% renal, >75 liver, pancreas, 75% heart · Focused marketing with regional providers at state, regional and national specialty meetings. · Pre and post-transplant follow up with referral provider. Post liver transplant infection rate below international average (Clark & Colter, 2022) < 50% 12mo infection rate for liver transplant · Addition of 6-12 trimethoprim-sulfamethoxazole prophylaxis Organ procurement outreach Weekly dialogue and updates on organ need and post-transplant patient status · Identified Liaison from each organ transplant team to Tennessee Donor Services As noted, there are multiple items on the scorecard. It is well understood that if items are not measured a program/organization cannot have a measure of success or a clear direction. I long ago was challenged by leadership not knowing what was truly going on within my department because of the lack of measurement. Kaplan and Norton stated, "what you measure is what you get" (2005). This simple statement is the key to success of those the understand and embrace it. Additionally, the points of measure must change over time as the environment and processes change, though some key points must remain constant. The scorecard I have laid out does not specifically measure labor productivity though it does set a standard and measure labor activity. This care focus more clearly on operations and quality. Operational items: Missed appointments Loss of patients Growth of patient population Loss of organ due to timely transplantation Medication Assistance Programs to assist with high cost medication Liaison with key third party payers Capture of patient population primary service region Organ procurement outreach Successful program operations are key to any program or organization. It the program cannot produce it has no benefit to the larger organization or community. Programs that do not have growth are dying programs, this a moderate manageable growth is desired. The loss of patients is often a sign of internal operational issues that must be identified and addressed rapidly. All organization must have an open and ongoing relationship with key stakeholders, in healthcare this includes the third party payer and in this program the organ procurement organization. Lastly a program must engage with their customers, meeting their needs and maintaining their active engagement with the program. Quality items: Patient satisfaction Physician satisfaction Employer of choice Post liver transplant infection rate below international average In today's healthcare environment, quality is key, especially with third party payers as we have moved into value based purchasing (Ryan et al, 2017). For hospitals to remain competitive and receive the maximum payment for both public and private payer they must meet quality standards. Not only do patient outcome drive these standards, but provider and employee satisfaction are key. When the clinical teams are disgruntled this effects care and patient outcomes. Lastly, an item that should be added to the card is the measure of organ donor candidates that are removed from the candidate list by family members after the determination of brain death, even though the donor has made their final wishes know through sign as an organ donor on their driver's license or living will. Many states allow family members to inner seed and prevent donation; thus, organs are lost from the program. The frequency of this occurring needs to be document and brought to the state law makers to a change in the legislation.

******CLICK ORDER NOW BELOW AND OUR WRITERS WILL WRITE AN ANSWER TO THIS ASSIGNMENT OR ANY OTHER ASSIGNMENT, DISCUSSION, ESSAY, HOMEWORK OR QUESTION YOU MAY HAVE. OUR PAPERS ARE PLAGIARISM FREE*******."