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MSN FP6212 Assessment3 1.docx Running head: OUTCOME MEASURES, ISSUES, AND OPPORTUNITIES

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MSN FP6212 Assessment3 1.docx Running head: OUTCOME MEASURES, ISSUES, AND OPPORTUNITIES 1 MSN_FP6212 Outcome Measures, Issues, and Opportunities Capella University Health Care Quality ...

MSN FP6212 Assessment3 1.docx Running head: OUTCOME MEASURES, ISSUES, AND OPPORTUNITIES 1 MSN_FP6212 Outcome Measures, Issues, and Opportunities Capella University Health Care Quality Safety Management Analysis of Organizational Functions and Outcome Measures Falls are a major complication in the healthcare organization. Many efforts are constantly being initiated to decrease the number of falls nationwide. Falls cause many injuries that vary in the case of severity. They also are contributed to high costs for both the patient and the hospital due to the increase in the length of hospital stay. A high-performing healthcare organization is essential to help decrease the rate of falls. These organizations have strong visions and plans in order to achieve their goals. A study was completed that identified several factors that distinguished a high-performing organization from a low-performing organization. The following six factors include collaborative relationships with local hospitals, effective physician group practice, trusted physician leaders focused on building a high-performing physician group, high- level use of information systems, effective feedback to physicians, and embedded care coordinators (DAunno et al., 2016). Long term interventions will help promote collaboration and lead to higher performance levels. Another study examined high performing hospitals and determined what factors were associated to their high levels of performance. According to the study, . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . . . . .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . .. .. . . . . . . . . . . . . . . . . . .. . . . .

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