Organizational Assessment and Evaluation

THE ORGANIZATION IS: NORWALK HOSPITAL IN NORWALK CONNECTICUT

Assignment One: Organizational Assessment and Evaluation (Part I)

 

Conduct this assessment by reviewing and analyzing pertinent documents; interviewing identified leaders such as, the CEO, COO, CFO, CNO, CIO, Human Resource Professional, Marketing Professional, Patient Safety/Quality Officer (or their designees/department leaders). This assessment will cover course objectives and should be grounded in the student’s scholarly readings and evidence-based practice as learned throughout the clinical practicum.

This organizational (macrosystem level) assessment will be done in two parts with selected objectives to be assessed in NU672 and the second part due at the conclusion of NU673.

 

Organizational Assessment and Analysis/Evaluation Assignment

Over the course of NU 672, you will complete an organizational assessment and analysis/evaluation. The table below will let you know what is expected for this assignment and will serve as the grading rubric

 

NU 672Student’s Self-Score &

 Self-Evaluation including comments for point deduction

Peer Evaluation Score
Introduction 5%Score: /5

 

Evaluation:

 
  • Size of the organization and major components
  • Brief history
·         Outstanding features
  • Clients served
  • Major services provided
·         Overall system in which the organization functions
Organizational Assessment 50%

Complete an organizational assessment based on the objectives for NU 672:  (each section is worth 5 pts) See objectives below…

Score: /50

 

Evaluation:

 
  • Organizational theories and ethics
  • Administrative theories and leadership competencies
  • Strategic planning in health care at the organizational/system level
  • Developing operational plans for accountability
  • Marketing and community assessments
  • Care delivery at the macrosystem level
  • Quality and safety in healthcare
  • Health Care Reform and Pay for Performance
  • Financial Management
  • Information Systems
 
Overall Evaluation of the organization 30%Score: /30

 

Evaluation

 
Based on the organizational assessment above provide a brief (2-3 pages) assessment of the organization noting its:
·         Strengths (8 pts)
·         Weaknesses  (8 pts)
·         Unique features/opportunities (7 pts)
·         Threats (7 pts)  
APA and writing style 15%Score: /15

 

Evaluation

 
Total 100%  
 

 

Below are bullet points under several of the required headings for your consideration when conducting your organizational assessment. All of the individual bullet points do not have to be addressed but each of the required headings noted in the grading rubric above MUST be addressed. Additionally, there may be items under the required headings that you wish to discuss in your paper that are not bulleted out.

 

Organizational Assessment Checklist

 

IndicatorComments
ORGANIZATIONAL THEORIES & ETHICS 
ADMIN THEORIES & LDRSHIP COMPETENCIES 
STRATEGIC PLANNING AND VISION 
The organization has a written mission statement.
The organization has a written vision and/or value statement.
The organization periodically reviews the mission, vision, and value statements (MVV).
The Board, administration, staff, and key stakeholders participate in the development and evaluation of the MVV.
Decisions in the organization are consistent with the MVV and the relationship of the decision and actions are tied to the MVV.
The organization “lives” its mission and vision.
The organization has a written, updated strategic plan which identifies the critical issues facing the organization.
The plan integrates all the organization’s activities around a focused mission.
The organization is strongly committed to the strategic planning process.
A written strategic plan has been developed by researching the internal and external environment considering trends that will affect the organization.
The plan considers and responds to regulatory, accreditation and professional standards.
The strategic plan identifies the organization’s strengths, weaknesses, opportunities and threats.
The strategic plan identifies client needs and expectations as tohow the organization will respond to them.
The strategic plan sets goals and measurable objectives that address identified critical issues for the next 3-5 years.
The plan prioritizes the agency goals and develops timelines for their accomplishments.
 Strategies have been developed that clearly describe the approach or method for attaining goals and resolving specific issues.
Work plans, human and financial resources are allocated to insure the accomplishment of the goals in a timely fashion.
The plan is communicated to all stakeholders of the agency.
The Nursing Department has a strategic plan which is derived from and consistent with the organization’s MVV and strategic plan.
The department periodically reviews its written strategic plan.
The plan establishes an evaluation process and performance indicators to measure the progress toward the achievement of goals and objectives.
The results of the evaluation are reflected in the revised plan.
OPERATIONAL PLANS FOR ACCOUNTABILITY
FINANCIAL MANAGMENT
The organization is financially flexible enough to accommodate changes in service delivery.
The organization shares its financial information widely.
The organization has an ongoing training program for managers that address how to read, interpret, and use theorganization’s financial statements.
The organization has an ongoing training program for managers that address how to develop the annual operating budget.
Budget variance reports are generated on a scheduled basis and are reviewed by the appropriate budget manager to justify variances.
The organization has appropriate cost saving processes in place.
QUALITY MANAGEMENT& PATIENT SAFETY
The organization embraces a culture of quality and safety.
There are systems to monitor and measure the quality, safety and appropriateness of patient outcomes and patient care services
The organization has a plan that responds to the national health policy on patient safety and health care quality including The Joint Commission (TJC).
The organization uses appropriate national benchmarks against which to measure performance and outcomes.
The organization generally meets or exceeds these benchmarks in at least 80% of the indicators
The organization uses a dashboard regularly to assess performance.
The organization uses appropriate Quality Improvement (QI) tools and techniques
There is a process to review systems when errors are made as opposed to blaming individual employees
The organization is accredited by the major accreditation entities.
INFORMATION SYSTEMS
There is an information system that is integrated and effective.
The organization is making progress on the use of the electronic health record.
The organization has data base(s) which provides information for clinical decision making.
The organization has data base(s) which provides information for administrative decision making.
CARE MANAGEMENT/ DELIVERY
Care is non-fragmented and patient-focused.
The organization allows for significant patient participation.
The system gives the same practitioner responsibility, accountability, and authority for planning, organizing, and evaluating care throughout the episode.
There is interdisciplinary team relations and collaboration related to their ability to assess, design, and support care delivery systems.
COMMUNITY ASSESSMENT / CLIENT NEEDS
The organization regularly assesses the community and clients served.
There is a formal system to get client feedback.
This feedback is used for quality improvement initiatives
There is a formal system of customer service training.
Client satisfaction is measured regularly
MARKETING
There is a formal written marketing plan.
The organization identifies their target market and has plans to reach that market and provide services.
The organization has a distinct marketing message.
The organization uses the media to promote its services.
HEALTHCARE REFORM & PAY FOR PERFORMANCE

Complete an organizational assessment based on the following objectives for NU672:

  • Organizational theories and ethics
  • Administrative theories and leadership competencies
  • Strategic planning in health care at the organizational/system level
  • Developing operational plans for accountability
  • Marketing and community assessments
  • Care delivery at the macrosystem level
  • Healthcare Reform and Pay for Performance
  • Quality and safety in healthcare
  • Financial Management
  • Information Systems

Note: Your final submission should not exceed 12- 15 pages excluding references.

Last Updated on March 16, 2020