Using Hospital Compare, choose and compare two hospitals within your community. You may also insert tables and charts to demonstrate the data but still need written explanation. This should be completed as a worksheet leaving the questions intact for easier grading. The only formatting needed is a references page to support the final question. The references page should be a separate page using APA format.
- Provide “General Information” on the two hospitals you selected for comparison, such as hospital type, provision of emergency services, the use of electronic health information, and the overall rating. In addition, provide an explanation why you feel the star ratings are similar/different. Since you are currently, or formerly, a member of that community, give your personal perspective as well. (5 points)
- Click on “Survey of Patients’ Experiences” and compare the percentages for specific measures between the two hospitals, state average, and national average. Choose three different measures that are markedly different from each other based on percentages.
a. Comparison of measures (3 points)
b. Explanation of the data that is collected and used to calculate the measure (2)
c. What is the star rating, how is it calculated, and why is it important? (2 points)
- Under “Timely and Effective Care”, choose one measure for comparison between two hospitals only and provide a summary of the marked differences between the two hospitals for that measure. (For example, a measure that falls under sepsis care, heart attack care, and preventive care). If the data is not available, choose another measure. (3 points)
After you have answered the questions, continue with a minimum of one page (double-spaced), to suggest strategies, using evidence, to improve the measure that was substantially lower (worse score) in comparison from question 3 (such as “Average (median) number of minutes before outpatients with chest pain or possible heart attack got an ECG”). For example, if the time for Hospital A was substantially longer than Hospital B, what would you suggest to decrease the amount of time that outpatients with chest pain or possible heart attack got an ECG. You will most likely find these practices in a journal article. Since the health care system is changing daily, please use a source that is no more than 5 years old. (12 points)
In addition to Hospital Compare, two articles describing evidence-based practices are required. You may use this worksheet to complete the activity with references following the narrative. Remove the “extra” information, and keep only the relevant content in the worksheet.
*In August 2000, US$1 _ HK$7.78. for “profit” in Chinese, which, along with “Fung,” a homophone for “abundance,” had an auspicious ring when combined. Li & Fung relocated permanently to Hong Kong at the end of World War II, expanding its operations to include toys, garments, plastic flowers, and electronics. In the early 1970s, both Fung brothers had just returned from the United States: William had earned his MBA from Harvard Business School and returned to the business in 1972. Victor had recently completed his PhD in economics at Harvard University and, following a two-year stint teaching at Harvard Business School, rejoined the business in 1974. Their return heralded Li & Fung’s transition from a family-owned business to a professionally managed firm, with a planning and budgeting system in place for the first time. William and Victor, the third generation to run the company, felt that the next logical step in growing the company was to go public. In 1973, Li & Fung became the holding company for the Group and was listed on the Hong Kong Stock Exchange (HKSE). Throughout the 1980s, Li & Fung expanded its regional network of offices throughout the Asia-Pacific region as more sources of supply emerged in the rapidly industrializing Asian economies. In 1988 the Group was privatized and streamlined, incorporated in Bermuda in 1991, and its trading activities were again listed on the HKSE in July 1992. With the 1995 acquisition of Inchcape Buying Services (formerly Dodwell), Li & Fung expanded its customer base in Europe while simultaneously shifting its sourcing network beyond East Asia to include the Indian subcontinent, the Mediterranean, and Caribbean basins. By 2000, Li & Fung was a $2 billion global export trading company with 3,600 staff worldwide, sourcing and managing the global supply chain for high-volume, time-sensitive consumer goods. (Exhibit 1 shows recent Li & Fung financial data.) By 2000, 69 percent of Li&Fung’s sales were in the United States and 27 percent in Europe. Key customers included The Limited, Gymboree, American Eagle,Warner Brothers, Abercrombie & Fitch, and Bed Bath & Beyond. Tesco, Avon Products, Levi-Strauss, and Reebok had become customers within the last two years; Royal Ahold, GUESS? jeans, and bebe had signed on in 2000. Li & Fung’s product mix included hard and soft goods. Soft goods referred to apparel, including woven and knit garments for men, women, and children. Hard goods included fashion accessories, festive or holiday products, furnishings, giftware, handicrafts, home products, fireworks, sporting goods, toys, and travel goods. Hard goods provided higher margins than soft goods because, despite a generally lower item value per unit, they required higher value-added services for orders that were also usually much smaller than soft goods orders. Hard goods items such as watches, shoes, suitcases, kitchenware, or teddy bears required an inspector for quality control evaluation for even the smallest batch order, thereby greatly increasing what Li & Fung could charge. Margins for soft goods were roughly 6 percent to 8 percent, while we get an order from a European retailer to produce 10,000 garments. We determine that, because of quotas and labor conditions, the best place to make the garments is Thailand. So we ship everything from there. And because the customer needs quick delivery, we may>