Read the Case Study beginning on p. 326 in your textbook. After reading the Case Study, answer the following questions and submit your answers in a Microsoft Word document.

Questions:

1. What changes or patterns do you see in the data?What remedies might be suggested for any problems?
2. Has the CEO carried out his or her responsibility for educating the board? Why or Why not?
3. Depending on your answer regarding whether the CEO has or has not carried out his or her responsibility for educating the board, what strategies would you recommend at this point?
4. What quality data should be reported and utilized by this board of directors?
5. Given this administration's style and leadership approach, do you think the minutes of the board meeting reflect actual board meeting discussions?

Within four months, the new nursing staffing pattern had been launched, Data excerpted from the qual- Review Questions 327 ity indicators report presented to the board can be seen in the "2nd Quarter" column of table 15.1. After reviewing the data presented by the nurse administrator, the new board member was very concerned and decided to ask if the values in the quality report, which show a negative trend, were for the nursing units with the new nursing staffing patterns. The administrator reported that there was a direct correlation. This answer initiated discussion among other board members who were accustomed to using quality indicators in their businesses. This was the first substantive board-level discussion that the new board member had seen. One board member wanted to know whether any data had been gathered from patient focus groups. Another board member asked whether the average length-of-stay data had increased, and someone else asked about a cost-benefit analysis of the new staffing patterns. Following the usual process, the chair called for approval of the report and presentation of the next item on the agenda. Case Study Questions problems? 1. What changes or patterns do you see in the data? What remedies might be suggested for any 2. Has the CEO carried out his or her responsibility for educating the board? Why or why not? 3. Depending on the answer to question 2, what strategies would you recommend at this point? 4. What quality data should be reported and utilized by this board of directors? 5. Given this administration's style and leadership approach, do you think the minutes of the board meeting reflect actual board meeting discussions? Review Questions 1. This group has ultimate responsibility for maintaining the quality and safety of patient care provided by its healthcare organization. a. Board of directors b. Executive team c. Nursing leadership d. State board of licensure 2. Using the four reasons why healthcare organizations evaluate their performance improvement plan, provide an example of how this evaluation might occur in each section. 3. Governance, management, and employed staff are key to a healthcare organization's success as they work together to identify community needs and pursue organizational goals. Provide an example of how each of these key groups might accomplish this. 4. Medical staff standing committees are organized to review specific aspects of patient care services. List two of these areas. 5. Why are organization-wide strategic planning and planning for performance improvement interre- lated activities?326 Chapter 15 Organizing and Evaluating Per Check Your Understanding 15.4 I. Kevin is a member of the PI team at a local hospital. As part of his P'] team duties, he is tasked with presenting the Pl team's quality data to the hospital's board of directors. He is currently presentin this information through numerous spreadsheets and graphs, but because of the volume of data . the board must review, Kevin feels that the board is overwhelmed by the amount of data presenter them. Kevin is looking for a solution to provide this information to the board in a more succinct to her. Recommend a tool for Kevin and his PI team and provide rationale for your recommendation 2. Argue why it is critical for hospitals to utilize a peer review process. Case Study L When a large regional medical center became part of an integrated delivery system that had a cen tral board of directors, the medical center's board began to struggle with its revised role. The cer organizational environment included several outpatient clinics, multispecialty physician practices, and ; insurance entity. Many of the current board members had served the organization since the medical cenan was built, and board activities always had been performed in a certain way. The administration rigidly con trolled board meetings. Board members did not ask questions and routinely approved commi The reports covered topics such as the organization's financial status an committee reports, credentialing, care quality monitoring, new policies, and plans for a new hospital. itus and future financial plans, physician 5. A new board member with a healthcare background was appointed after extensive screening and a per. sonal interview with the executive committee. She was not part of the local business power structure, and the administration was concerned that her appointment might not be a wise move. During her first board meeting, two very interesting reports were given. One report detailed some reengineering projects. One of these involved redesigning nursing staffing patterns. This redesign decreased the number of registered nurses (RNs), and replaced them with licensed practical nurses (LPNs) and certified nursing assistants Revie (CNAs). The current quality report documented a very high quality of care and positive patient satisfaction surveys. Data excerpted from this report can be seen in the "Ist Quarter" column of table 15.1. Given that 1. Thi this was her first board meeting, the new board member remained silent and did not ask questions. by it a. B b. C. N Table 15.1. Case study data St Quality Performance Measure 1st Quarter 2nd Quarter 2. Using Medication errors 3.20% 10.42% provid Patient falls 4.21% 3.56% 3. Govern Cesarean sections 14.21% 17 87% work to Rate of vaginal births after C-section 18.27% 15.72% how ead Healthcare Associated Infections 1.78% 4.85% 4. Medical X-ray discrepancies 015% 0.21% List two Patient Satisfaction Measure 1st Quarter | 2nd Quarter 5. Why are Overall service 40.52% 2074% lated activ Overall clinical 86.72% 70.82% Overall quality of service 45.40% 22.34% Food 30.56% 32.54% Overall cleanliness 85.89% 83.26%