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Comparing performance is a common business strategy, including those among healthcare facilities.

Comparing performance is a common business strategy, including those among healthcare facilities.

Comparing performance is a common business strategy, including those among healthcare facilities. As a data analyst, you are asked to evaluate a data source to be used for benchmarking purposes. Then, you will create a presentation of your findings.

Using the Hospitals Compare feature on the U.S. Department of Health and Human Services website, access benchmarking data for local hospitals – https://www.medicare.gov/hospitalcompare/search.html?

Conduct a search by name, proximity, or geography following the instructions under the heading “Find a Hospital?”

Select at least two facilities to compare by selecting “Add to Compare”

Select “Compare Now”

Select one of the Categories/Tabs at the top (example – Survey, Complications)

Select a Category from the drop-down arrow(s)

Select “Show Graphs”

Copy and/or save graphs

Create an 8-10 slide PowerPoint presentation with a title, introduction, and reference page to:

Describe the use of benchmarking and comparative data. Provide at least 3 examples, based on your Hospitals Compare results.

Discuss statistical data that allow comparative measures, such as mean and median. Provide at least 3 examples, based on your Hospitals Compare results.

Assignment 4: Presenting Results Points
Student provides an 8-10 slide PowerPoint Presentation with a title, introduction, and reference page. 20
Student describe the use of benchmarking and comparative data with at least 3 examples based on Hospitals Compare results. 40
Student discusses statistical data that allow comparative measures, such as mean and median, with at least 3 examples based on Hospitals Compare results.

Answer preview to comparing performance is a common business strategy, including those among healthcare facilities.

Comparing performance is a common business strategy including those among healthcare facilities.
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