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In seeking to compare organizations with benchmark data, this text will largely focus on two organizations, i.e. Hackensack University Medical Center in Hackensack, NJ and Overlook Medical Center in Summit, NJ. In so doing, the paper will not only describe the organizations selected, but also highlight how the said organizations compare to each other and to state as well as national averages. Further, the paper will attempt to explain differences (if any) in performance measures, while at the same time assessing how publicly reported data impacts safety and quality of hospitals.
Located in New Jersey’s Hackensack city, Bergen County, Hackensack University Medical Center prides itself in being the number 1 hospital in the State (HackensackUMC, 2018). Having been founded 130 years ago, this particular 900-bed “nonprofit, teaching and research hospital has grown to become the largest provider of inpatient and outpatient services in New Jersey” (HackensackUMC, 2018). The institution was selected for its relative size and commitment to nursing excellence. Towards this end, it is important to note that in addition to being one of the nation’s largest hospitals (on the basis of admissions), HackensackUMC was in 1995 awarded the ANCC Magnet badge of honor for its commitment to the further promotion and enhancement of nursing excellence. Overlook Medical Center, on the other hand, is located in New Jersey’s Summit City, Union County. This 504-bed healthcare institution is affiliated...
This healthcare organization was selected for its advanced technology and research leadership in neuroscience care. More specifically, the medical center happens to be “the region’s leader in neuroscience care, offering a broad range of advanced neurological, neurosurgical and neurodiagnostic services” (Atlantic Health System, 2018). It has also, in the past, been offered The Joint Commission for perinatal care certification (Atlantic Health System, 2018).
In comparing the two organizations, the two quality measures utilized will be survey of patients’ experiences and timely and effective care. On patients’ experiences survey, there are 11 quality factors highlighted. These factors seek to assess patient experiences during their most recent stay in the hospital setting. HackensackUMC fared better than both State and national averages on most of the 11 quality factors. In comparison to both state and national averages, Overlook Medical Center performed dismally on this counter. Essentially, Overlook Medical Center fared better than HackensackUMC on only one counter – i.e. quietness of the area around patient room at night. When it comes to timely and effective care, the specific items highlighted therein “show how often hospitals provide care that research shows gets the best results for patients with certain conditions” (Medicare, 2018). With regard to emergency department care, patients who were rushed to Overlook…
References
Atlantic Health System (2018). Who We Are. Retrieved from https://www.atlantichealth.org/about-us/who-we-are/approach-care.html
Groene, O. (2011). Patient Centeredness and Quality Improvement Efforts in Hospitals: Rationale, Measurement, Implementation. International Journal for Quality in Health Care, 23(5), 531–537.
HackensackUMC (2018). Who We Are. Retrieved from https://www.hackensackumc.org/about/
Medicare (2018). Compare Hospitals. Retrieved from https://www.medicare.gov/hospitalcompare/compare.html#cmprTab=0&cmprID=310001%2C310051&cmprDist=0.0%2C0.0&stsltd=NJ&dist=25&lat=0&lng=0&state=NJ
Benchmarking Human Resources: Monitoring the Effectiveness of a "Tell it to the Director" Initiative on Patient Satisfaction at a Department of Veterans Affairs Medical Center As the nation's largest healthcare provider, the Department of Veterans Affairs (VA) has the responsibility to use taxpayer resources to their maximum advantage in accomplishing its longstanding mandate to "care for him who shall have borne the battle, his widow and orphan" (Doebbeling et al., 2002).
According to Weiss and Kolberg, "In the 1960s, a breakthrough in sharing the assessment results came from the Peace Corps when the psychologists who were working with the volunteers used surveys that were geared to expand the volunteer's self-knowledge, under the assumption that expanding self-knowledge would help a volunteer better deal with culture change. This was the first time that this type of assessment was done for the primary benefit
Using a detailed process of benchmarking -- which included defining what exactly to benchmark, identifying performance gaps and improvements, creating action plans for improvements, and incorporating the plans into practice -- they achieved BV and the Investors in People Award in 1999, along with "excellent quality service." Court Services continues to use benchmarking processes. The Inland Revenue Accounts Office -- the second case study -- is an accounting office responsible
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