Religious Health Care operates in a community of 225,000, called Middleville. Summary statistics on Religious and its competitors, from the AHA Guide, are shownin Table 1. All of the organizations in the area are not for -profit
.
Although Samaritan Hospital and Protestant Hospital have religious origins, they 
now view themselves as secular, not-for-profit organizations.

Table 1: Middleville Health Care Systems 
Name Beds Admissions Census OP Visits Births Expenses (000) Personnel
Religious 575 13,000 350 221,000 2300 $125,000 2000
Samaritan 380 17,000 260 175,000 1200 $130,000 1875
Protestant 350 10,000 180 40,000 900 $80,000 1200

The governing board of Religious hired a consulting company to evaluate its strategic performance. As part of the consultant's evaluation, several leaders of Religious' units were asked their perspective of the organization's performance. You are working for the consultant. Your job is to identify the issues from the response that should be 
considered further by the consultant team and possibly discussed with the governing board and the CEO. 
The firm has a rule, "Never offer a criticism or negative finding without suggesting how th
e client organization can correct it," so you must indicate what sort of correction would be recommended as part of your list. Because you know there were about two dozen other interviews, you decide you should rank your issues in importance, to make sure the most critical are discussed.
prepare a six to eight (6-8) page paper in which you:
1. Describe the five (5) important elements of the governing board's agenda for areas of 
improvement in core functions. 
2. Many organizations now use a balanced scorecard or multiple dimensions of performance 
measurement, such as productivity, profit, market trends, quality, patient satisfaction, and worker satisfaction. Describe three (3) key performance dimensions (other than those mentioned here) and include specific measures that Religious Health Care could use to improve overall institutional performance. 
3.Determine the performance measures Religious Health Care could use to evaluate nursing staff performance in its Emergency Room . describe the rationale for each performance measure.
4. Suggest the steps that should be taken next by Religious Health Care to get better at managing specific patient groups. describe the rationale for each step.
5. Decide what strategies Religious Health Care could implement to enhance its public image and increase market share describe the rationale for each strategy.
6. Describe two (2) technology -based data-collection strategies that Religious Health Care
could use to conduct an internal management audit.
7. Use at least three (3) quality resources in this assignment.