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Leadership in the hospital setting
Leadership in the hospital setting
Leadership in the hospital setting
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Recommended: Leadership in the hospital setting
The Urgent Matter Collaborative is a program funded by the Robert Wood Johnson Foundation (RWJF). The program was formed to identify, develop, and share innovative approaches, inventions, and models to improve Emergency Department (ED) flow and quality of care. Urgent Matters Collaborative has contributed to ED quality and patient flow improvement by working with hospitals throughout the United States.
One program they developed in November 2006 was the Fast Track program. The Fast Track initiative has shown excellent progress in quality of care and patient satisfaction. Their main objective is to prevent overcrowding within the ED. It is important that patients with urgent conditions be treated quickly and be discharged from the hospital.
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2011). This tool will assist hospital to more accurately measure the effects of improvement strategies. Few departments within a hospital influence the efficiency and effectiveness of other departments as much as the ED does. By demonstrating a commitment to high quality, efficient, patient centered care, the ED is strategically located within the hospital enterprise to demonstrate leadership for hospital wide quality improvement. Urgent care has facilitated and empowered EDs to get as change agents for important and will continue to do so in the years ahead. This program will affect health care reform in a positive way. All hospitals have a need to address ED overcrowding. There are several reasons why ED overcrowding should be the forefront in improvement efforts. It is important to remember that ED crowding compromises quality of care is costly, compromises community trust, and patient flow throughout the hospital. It is important that ED leaders and other administrators show the ability to adapt, embrace change, anticipate its effects, identify strategies to improve ED overcrowding and be ready to face any challenges that arise. The Urgent Matter Collaborative has done an excellent job improving these issues and will continue to positively impact the health care
SGH has been plagued with patient quality issues, therefore SGH finds itself in a situation which is inherently antithetical to the mission of the hospital. The costs of healthcare continue to rise at an alarming rate, and hospital boards are experiencing increased scrutiny in their ability, and role, in ensuring patient quality (Millar, Freeman, & Mannion, 2015). Many internal actors are involved in patient quality, from the physicians, nurses, pharmacists and IT administrators, creating a complex internal system. When IT projects, such as the CPOE initiative fail, the project team members, and the organization as a whole, may experience negative emotions that impede the ability to learn from the experience (Shepherd, Patzelt, & Wolfe, 2011). The SGH executive management team must refocus the organization on the primary goal of patient
Nerenz, D. R. & Neil, N. (2001). Performance measures for health care systems. Commissioned paper for the center for Health management research. [PDF document]. Retrieved from Systemswww.hret.org/chmr/resources/cp19b.pdf
In the case of nurse staffing, the more nurses there are the better outcome of patient safety. When there enough staff to handle the number of patients, there is a better quality of care that can be provided. The nurses would be able to focus on the patients, monitor the conditions closely, performs assessments as they should, and administer medications on time. There will be a reduction in errors, patient complications, mortality, nurse fatigue and nurse burnout (Curtan, 2016). While improving patient satisfaction and nurse job satisfaction. This allows the principle of non-maleficence, do no harm, to be carried out correctly. A study mentioned in Scientific America showed that after California passed a law in 2014 to regulate hospital staffing and set a minimum of nurse to patient ratios, there was an improvement in patient care. Including lower rates of post-surgery infection, falls and other micro emergencies in hospitals (Jacobson,
Monitoring staff levels is an important factor. Also leveling the flow of patients in and out institutions could help to reduce wide fluctuations in occupancy rates and prevent surges in patient visits that lead to overcrowding, poor handoffs, and delays in care. Studies show that overcrowding in areas such as the emergency rooms lead to adverse outcomes, because physicians and nurses having less time to focus on individual patients. One study found that for each additional patient with heart failure, pneumonia, or myocardial infarction assigned to a nurse, the odds of readmission increased between 6 percent and 9 percent (Hostetter and Klein, 2013). All of which costs the hospital money.
The challenges that all acute care hospitals and facilities faces are the demand for highly specialized services has increased. The US population is constantly aging and the elderly tend to need more acute care services. Because many people lack health insurance, they tend to use emergency rooms in the hospitals as their source of care. The increase demand in acute care prompted hospitals to expand their facility
On account of theses limits other tools that are more efficient, objective and accurate are necessary to enhance acute hospital care. The National Institute for Health and Clinical Excellence (NICE 2007) have highlighted the importance of a systemic approach and advocated the use of EWS to efficiently identify and response to pa...
At its most fundamental core, quality improvement of healthcare services and resources requires disciplined attention to the measurement, monitoring, and reporting of system performance (Drake, Harris, Watson, & Pohlner, 2011; Jones, 2010; Kennedy, Caselli, & Berry, 2011). Research points to performance measurement as a significant factor in enabling strategic planning processes and achievement of performance goals (Tapinos, Dyson & Meadows, 2005). Thus, without a system of measurement that accounts for the performance behaviors of healthcare professionals, managers and administrative employees, quality improvement remains a visionary abstraction (de Waal, 2004).
...be beneficial for the hospital. The nurses are the front runners in patient care, and their input should be taken into serious consideration. Testing this plan, and revising it before it is fully implemented, can only have positive outcomes for the hospital and patient care.
Hardwiring Excellence gives a general map for creating a culture focused on service, leadership, accountability, and employee and patient satisfaction. While Studer provides firm foundations and ideas, at points the reader is left wanting more in-depth explanation. Overall, Studer’s text emphasizes strategies to capitalize on a hospital’s most positive aspects, and how to motivate employees to use these strategies.
It is clear that statewide mandated nurse-to patient ratios result in drastic financial changes for every hospital impacted. Hospitals often have to compensate for hiring more nurses by laying off support staff. Mandated ratios also result in an increase in holding time in emergency rooms . (Douglas,
Appendix 3. Urgent and Emergency care is a service providing life-saving care (Keogh Review). According to the Francis Report (2013), high mortality rates among patients admitted as emergencies to Stafford Hospital, showed evidence of inadequate care which lead to a full investigation. As a result, medical director Professor Sir Bruce Keogh was asked by the Prime Minister David Cameron to conduct a complete review of the NHS urgent and emergency care system. It highlighted five key elements for change to ensure success: 1.
It is a diagnostic and strategic tool for improving workplace performance because it is a thoughtful, evidence-based approach. It is the traditional and system-based model used by many performance improvement practitioners.
Emergency is defined as a serious situation that arises suddenly and threatens the life or welfare of a person or group of people. An emergency department (ED) or also known as emergency room (ER) is a department of a hospital concentrating in emergency medicine and is accountable for the delivery of medical and surgical care to patients arriving at the hospital needing an immediate care. Usually patients will arrive without prior appointment, either on their own or by an ambulance.
The problems and inconveniences related with overcrowding in the ED are complicated, and it is significant that ED nurses at possibility of ethical and emotional stress are not overlooked in strategic challenges to accomplish and progress this problem (Barish, Mcgauly, & Arnold, 2012). Nowadays ED overcrowding will be reducing through mHealth, because complex mHealth apps aid in areas for example; the management of chronic disease, training for health care workers, and checking of serious health indicators (Carter, Pouch, & Larson, 2014). Beyond choosing to seek care, prior work has shown that a most of patients do not fully understand the care they receive in the ED, as well as their diagnosis, radiology and laboratory tests received in the ED, and follow-up directions (Carter, Pouch, & Larson, 2014). Patients also struggle with discharge instructions, particularly when to come back to the ED and how to care for themselves at home. Due to all these form of misunderstanding they come back to ED instead of going with their primary physician. A mobile app could aid with many of these areas although securing patient privacy and maintaining confidentiality (Bauer et al., 2014). Upon discharge, the date of care and certain diagnosis could be imported into the app, together with any particular directions for post-ED care and follow-up (Bauer et al., 2014). The patient could
...d procedures are now being monitored to improve clinical processes. Ensuring that these processes are implemented in a timely, effective manner can also improve the quality of care given to patients. Management of the processes ensures accountability of the effectiveness of care, which, as mentioned earlier, improves outcomes. Lastly, providing reimbursements based on the quality of care and not the quantity also decreases the “wasting” and overuse of supplies. Providers previously felt the need to do more than necessary to meet a certain quota based on a quantity of supplies or other interventions used. Changing this goal can significantly decrease the cost of care due to using on the supplies necessary to provide effective, high-quality care. I look forward to this implementation of change and hope to see others encouraging an increase in high-quality healthcare.