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This Concept Map, created with IHMC CmapTools, has information related to: ComptonCruzPatelWalston-Week 5 Assignment, Output/ Productivity Measured by 1. Treatments or discreet services rendered -Type of service rendered - OT/PT/ST 2. Productivity -Number of visit/clinician/day -Amount charged/visit -Amount charged/case -Measure progress-to-goal (PTG) via monthly reports conducted by each employee, Customer Satisfaction Measured by 1. Patient satisfaction -Patient service performance assessment at the time of discharge 2. Referring physician satisfaction -Biweekly follow-up with re-evaluation 3. Other customer satisfaction -Monitor patients suggesting other friends and family, Group 5 Compton, Walston, Patel, Cruz Dimensions and benchmarks to measure healthcare performance Input - Oriented Demand, 1. Clinical outcomes -Use of various tools such as DASH, LEFS, Neck index, Back Index 2. Procedural quality -Appropriate clinical documentation of each patient visit based on compliance driven company software each employee must use 3. Structural quality -Hours of operation -Yearly audit Used for Measuring and improving the quality of health care service provided to each patient since improving quality is a continuous process because factors which impact quality are constantly changing., Group 5 Compton, Walston, Patel, Cruz Dimensions and benchmarks to measure healthcare performance Input - Oriented Cost/Resource, Quality Measured by 1. Clinical outcomes -Use of various tools such as DASH, LEFS, Neck index, Back Index 2. Procedural quality -Appropriate clinical documentation of each patient visit based on compliance driven company software each employee must use 3. Structural quality -Hours of operation -Yearly audit, Cost/Resource Calculated by 1. Physical counts -Number of patients treated -Cost to treat patient (employee reimbursement for mileage traveled to each visit, cell phone usage, office supplies, etc...) 2. Costs -Medicare/private insurance reimbursement -Cost/visit -Cost of equipment maintenance -Employee salaries -Monthly building Rental fees including utilities, etc., Group 5 Compton, Walston, Patel, Cruz Dimensions and benchmarks to measure healthcare performance Input - Oriented Human Resources, 1. Physical counts -Number of patients treated -Cost to treat patient (employee reimbursement for mileage traveled to each visit, cell phone usage, office supplies, etc...) 2. Costs -Medicare/private insurance reimbursement -Cost/visit -Cost of equipment maintenance -Employee salaries -Monthly building Rental fees including utilities, etc. Used for Tracking profitability for financial planning and modeling, 1. Patient satisfaction -Patient service performance assessment at the time of discharge 2. Referring physician satisfaction -Biweekly follow-up with re-evaluation 3. Other customer satisfaction -Monitor patients suggesting other friends and family Used for Improving patient services offered, and gives us knowledge and insight as to the needs of the customer. It also helps improve quality control which ultimately will lead us to determine if we can retain patients. Physician input will help us understand if we are meeting expectations for their patients., Human Resources Measured by 1. Supply -Total number visits/week -Number of patients treated/clinician 2. Satisfaction -Bonus based incentive measurable goals & objectives/employee 3. Training -Quarterly staff trainings via online -Continuing education courses available, 1. Supply -Total number visits/week -Number of patients treated/clinician 2. Satisfaction -Bonus based incentive measurable goals & objectives/employee 3. Training -Quarterly staff trainings via online -Continuing education courses available Used for To develop employees and help in selecting and to reduce staff turnover, Group 5 Compton, Walston, Patel, Cruz Dimensions and benchmarks to measure healthcare performance Output - Oriented Quality, Group 5 Compton, Walston, Patel, Cruz Dimensions and benchmarks to measure healthcare performance Output - Oriented Output/ Productivity, 1. Requests for service -Number of patients referred by physician -Number of new patients -Number of returning customers -Frequency, duration, length of stay/visit 2. Market share -Net revenue/visit -Clinic salaries -Corporate office cost -Net income from current operations 3. Appropriateness of service -Track patient satisfaction assessment/ complaints Used for To track additional resources needed for the cost of doing business so it tells us if we need to hire more professionals if the demand is high or if we need to cut costs if the demand is low, Demand Calculated by 1. Requests for service -Number of patients referred by physician -Number of new patients -Number of returning customers -Frequency, duration, length of stay/visit 2. Market share -Net revenue/visit -Clinic salaries -Corporate office cost -Net income from current operations 3. Appropriateness of service -Track patient satisfaction assessment/ complaints, Group 5 Compton, Walston, Patel, Cruz Dimensions and benchmarks to measure healthcare performance Output - Oriented Customer Satisfaction, 1. Treatments or discreet services rendered -Type of service rendered - OT/PT/ST 2. Productivity -Number of visit/clinician/day -Amount charged/visit -Amount charged/case -Measure progress-to-goal (PTG) via monthly reports conducted by each employee Used for Measures the capabilities of the staff to treat each patients diagnosis in a proficient and profitable manner. This also helps identify any additional tools the staff needs to be better at their core job function