hospital, such as worrying about staffing needs and providing day-to-da As CEO you work your way back into the daily gri

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Hospital Such As Worrying About Staffing Needs And Providing Day To Da As Ceo You Work Your Way Back Into The Daily Gri 1 (34.34 KiB) Viewed 16 times

Hospital Such As Worrying About Staffing Needs And Providing Day To Da As Ceo You Work Your Way Back Into The Daily Gri 2 (55.15 KiB) Viewed 16 times

hospital, such as worrying about staffing needs and providing day-to-da As CEO you work your way back into the daily grind of running the management of the clinical and nonclinical staff. After a report to the boar of a strong financial bottom line for the last 12 months, you start to fe confident that the crisis has passed. Your board chair has not pressed you f Wow-up information, and everyone seems more than happy to leave t we in the past.
her. She presents you with a spreadsheet solely on the Secretariat Your CNO breaks the silence in your monthly one-on-one TCC She reminds you that you asked her to perform a systems review of the you pressure to keep this issue in the past, which is why she is bringing this to yo cecure and to return to you with a report of her findings. She also the Exhibit 0.3 shows a sample of the data your CNO shares with you in a private meeting instead of in the leadership staff meeting Q 0.3 mcy, and lity riat ure 8% Cardiovascular surgical mortality During Secretariat procedure Numbers of cardiovascular surgery procedures Secretariat procedure Clinical quality measures: Secretariat procedure Readmissions Retained instruments post-operation Surgical site infections 12 33% 8% 429 Based on your previous uncomfortable meeting reviewing data at the beginning of this crisis, you focus in on the mortality rate from the proce dure. You are glad to see that the surgeon only had one death from the last three months (which you interpret as below the benchmark the cardiologie provided). As an administrator you follow quality measures for your hospital, however, you are not an expert in quality measures around cardiothorax surgery specifically. While the readmission rate sounds a bit high, you have mixed feelings about whether readmissions really provide strong information about the state of the program. Questions 15. If you were the CNO presenting this data to the CEO, what would be the chief concern you would want the CEO to take away from the mecting? 16. As you evaluate the two measures that provide insight into the quality of the surgery procedure team (retained instrument and surgical site infections), what additional data would you request of the CNO to help you best understand the situation? 17. Make a short, final recommendation as CEO to your Icadership about this procedure.