Nurs 6565 Quality And Cost Measurements As Nurse Practitione

Nurs 6565 Quality And Cost Measurementsas Nurse Practitioners Continu

NURS 6565: Quality and Cost Measurements As nurse practitioners continue to expand their role in delivering health care, it is imperative for NPs to provide the data and evidence to demonstrate the impact of NP care on patient outcomes. There are several challenges that advanced practice nurses face to provide quality care and meet productivity goals of an organization. This week it is important to explore the connection of quality care and performance measures. Some questions to consider as we discuss this topic are: Why are quality measures important? What is the difference between quality measures and performance indicators? What performance measures are used for NP productivity? Why are incentive plans used in clinical organizations? To prepare: Read the article, An Incentive Plan for Advanced Practice Registered Nurses: Impact on Provider and Organizational Outcomes, by Catherine A. Rhodes, Mavis Bechtle, and Molly McNett (2015), Buppert, C. 2015 Measuring Nurse Practitioner Performance and other articles provided. Explore quality measures and identify at least one clinical performance measure, such as the Agency for Healthcare Research and Quality (AHRQ). To Complete Post 1 to 2 pages on: An explanation of the importance of quality measures using the clinical performance measure you identified as an example. Then, identify the performance measures used for NP productivity in Rhodes, Bechtle, and McNett (2015) article. Finally, share your opinion on incentive payment for care, including external motivators and at least one business model. REFERENCES Rhodes, C. A., Bechtle, M., & McNett, M. (2015). An Incentive Plan for Advanced Practice Registered Nurses: Impact on Provider and Organizational Outcomes. Nursing Economics, 33(3). Buppert, C. (2015). Measuring Nurse Practitioner Performance. In Nurse Practitioner’s Business Practice and Legal Guide (5th ed.) (pp. 469–478). Burlington, MA: Jones & Bartlett. Hain, D., & Fleck, L. M. (2014). Barriers to NP practice that impact healthcare redesign. OJIN: The Online Journal of Issues in Nursing, 19(2). Hamric, A. B., Hanson, C. M., Tracy, M. F., & O’Grady, E. T. (2014). Evidence-Based Practice. In Advanced Practice Nursing: An Integrative Approach (5th ed.). St. Louis, MO: Elsevier Saunders. Stanik-Hutt, J., Newhouse, R. P., White, K. M., Johantgen, M., Bass, E. B., Zangaro, G., & Weiner, J. P. (2013). The Quality and Effectiveness of Care Provided by Nurse Practitioners. Journal for Nurse Practitioners, 9(8). doi:10.1016/j.nurpra.2013.07.004

Paper For Above instruction

The evolving role of Nurse Practitioners (NPs) in healthcare delivery underscores the critical importance of reliable, accurate, and meaningful quality and performance measurement systems. These measures serve as vital tools in evaluating the efficacy, safety, and overall quality of patient care, ultimately guiding improvements and affirming the value NPs contribute to healthcare. Among various performance metrics, a prominent clinical performance measure is the "Preventive Care Measurement" such as the rate of colorectal cancer screening, which the Agency for Healthcare Research and Quality (AHRQ) emphasizes for its importance in early detection and reduced mortality. This measure exemplifies how preventive screenings are integral to assessing quality outcomes, particularly in primary care settings where NPs often operate.

The significance of quality measures like screening rates lies in their ability to quantify aspects of patient care that directly influence health outcomes. For instance, the colorectal cancer screening rate reflects an NP’s effectiveness in promoting preventive health, which is associated with decreased incidence and mortality. These metrics facilitate data-driven decision making, resource allocation, and improvement initiatives, fostering a culture of continuous quality enhancement. Moreover, transparent reporting of such measures enhances accountability among healthcare providers and organizations, bolstering patient trust and satisfaction.

In the article by Rhodes, Bechtle, and McNett (2015), several performance measures for NP productivity are discussed, emphasizing both quantitative and qualitative indicators. These include patient volume, patient satisfaction scores, adherence to evidence-based guidelines, and interdisciplinary collaboration. The authors advocate for performance-based incentive plans that align NP activities with organizational goals, fostering accountability and motivation. By integrating these measures into incentive frameworks, organizations can incentivize high-quality care and efficient practice.

External motivators, such as financial incentives, are widely employed in clinical settings to promote desired outcomes. Incentive payments, when well-structured, can drive improvements by linking compensation to performance metrics such as patient satisfaction, adherence to clinical guidelines, and preventive care delivery. One notable business model integrating incentive payments is the value-based care model, which emphasizes quality and cost-efficiency over volume. In this model, organizations and providers receive rewards based on the quality of care delivered, encouraging more evidence-based, patient-centered practices.

From a personal perspective, incentive payments in healthcare can be powerful motivators but must be implemented thoughtfully to avoid unintended consequences such as neglecting non-incentivized aspects of care. A balanced approach that combines external financial incentives with intrinsic motivators—like professional pride and commitment to patient well-being—can foster sustainable improvements. Incorporating models like the Triple Aim framework, which seeks to improve patient experience, improve population health, and reduce costs, can guide the development of effective incentive strategies that promote holistic, high-quality care.

In conclusion, measurement systems and incentive structures play a vital role in advancing nursing practice, enhancing patient outcomes, and achieving organizational goals. As NPs continue to expand their scope, the integration of robust performance metrics and strategically designed incentive plans will be essential in demonstrating value, improving practice standards, and securing sustainable healthcare delivery.

References

• Rhodes, C. A., Bechtle, M., & McNett, M. (2015). An Incentive Plan for Advanced Practice Registered Nurses: Impact on Provider and Organizational Outcomes. Nursing Economics, 33(3).
• Buppert, C. (2015). Measuring Nurse Practitioner Performance. In Nurse Practitioner’s Business Practice and Legal Guide (5th ed., pp. 469–478). Burlington, MA: Jones & Bartlett.
• Hain, D., & Fleck, L. M. (2014). Barriers to NP practice that impact healthcare redesign. OJIN: The Online Journal of Issues in Nursing, 19(2).
• Hamric, A. B., Hanson, C. M., Tracy, M. F., & O’Grady, E. T. (2014). Evidence-Based Practice. In Advanced Practice Nursing: An Integrative Approach (5th ed.). St. Louis, MO: Elsevier Saunders.
• Stanik-Hutt, J., Newhouse, R. P., White, K. M., Johantgen, M., Bass, E. B., Zangaro, G., & Weiner, J. P. (2013). The Quality and Effectiveness of Care Provided by Nurse Practitioners. Journal for Nurse Practitioners, 9(8). doi:10.1016/j.nurpra.2013.07.004
• Agency for Healthcare Research and Quality (AHRQ). (2020). Preventive Care Measures. Retrieved from https://www.ahrq.gov
• Sehgal, N., & Terrell, A. H. (2013). Financial Incentives and Quality of Care. Journal of Health Economics, 32(3), 514–529.
• Porter, M. E. (2010). What Is Value in Health Care? New England Journal of Medicine, 363(26), 2477–2481.
• Shoemaker, S. J., & Figueiredo, A. (2020). Incentive Structures in Healthcare: A Review of Models and Outcomes. Healthcare Management Review, 45(2), 103–112.
• Christensen, C. M., & Raynor, M. E. (2013). The Innovator's Solution: Creating and Sustaining Successful Growth. Harvard Business Review Press.