This paper will propose the major steps that Caring Angel Hospital (CAH) could take to achieve each of the following goals: Improve the quality of care, add value to the organization, improve employee morale, design an efficient organizational chart, create a strong team environment and create the hospital’s competitive edge. It will also recommend one approach that the hospital could use for acquiring a larger market share given the prevailing financial circumstances. It will investigate two value-added services that CAH could offer to strengthen its value proposition and examples of the advantages of those services.
Achieving Goals
Improve the quality of Care. CAH could take a number of different steps to improve the quality of care. The
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hospital can implement organizational changes that reflects a culture of quality and create processes that monitor performance, identify deficiencies and implement solutions. Organizational changes could mean creating a multi-disciplinary team that provides patient care. For example, having primary care providers that work closely with the lab specialists to speed up the process. Another way to improve quality of care would be to establish standardized processes that helps to solve problems. Having a standard operating procedures (SOP) makes it so that everyone does the same procedure the same way so that there are no complications (Alteras, Meyer, & Silow-Carroll, 2007). Add value to the organization.
CAH needs to add value to be able get more patients that will increase the profits for CAH. One way for CAH to add value would be to focus on disease management. Take diabetes, the patient would see a primary care doctor, got to an optometrist and get their labs done together and the providers would communicate with each other to make sure the patient is getting the care they need. The primary care doctor could make sure that the patients are reminded of when their next appointments are. Using web-based health also would help to add value ("Capturing the Value from Value-Added Services"). The Veterans Affairs Administration uses a web-based health notification system to allow patients to know what their lab results are and to refill prescriptions from their home that would then be mailed to …show more content…
them. Employee morale in CAH is at an all-time low right now. The employees do not feel as though their superiors are listening to them. I've also noticed that there is blaming going on between the different members of the staff when there are problems. The best way to determine what the morale problem is in CAH is to ask the staff. Most employees would rather have a work environment that is dynamic and professional (Crawford, 2014), and this is what I suggest for the employee morale at CAH. There needs to be a higher level of professionalism, as well as teamwork, in order for it to be more productive. The communication will allow the employees to have more confidence in their employment and superiors. Another issue that came up when the survey was conducted was that the employees are dissatisfied with their working conditions, and their inability to voice their opinions and concerns to the management about anything. The lack of communication is why they were unsmiling when they had any interaction with one another. They felt that their voices were not being heard. In order to reconcile this imposition, we have created an open-door policy as well as changed the chain of command. There are a few things that CAH can do to develop an effective organizational chart. An organizational chart shows the flow of the organization, and what this means is the way that information flows within the organization. The “managerial focus should always be on tailoring the communication as much as possible to fit the profile of a particular organizational culture” (Burns, L.R., Bradley, E.H. & Weiner B.J, 2012, p. 175). This process entails learning how the organization is going to deal with the problem of communication between various fields. I would suggest that there be an open-door type of communication that pertains to the supervisory roles at CAH. Teamwork is important when it relates to health care. Burns et al. (2012) suggests there are opportunities and challenges to the teamwork structure as it relates to diversity. It is important to note that the healthcare arena has many possibilities for diversity. Important factors for a team to take into consideration are supervision, communication, and team structure, especially as it pertains to negative aspects (Upenieks, Lee, Flanagan, and Doebbeling, 2010). The important thing that needs to take place is to put together this team is to determine the strengths and weaknesses of the individual members of the group. Most importantly in creating the edge of CAH is an evaluation of programs that the hospital currently offers. There needs to be something to compare the hospital too, so we must evaluate the programs of other hospitals. The programs must be of comparative value to the programs that are at CAH. The programs need to be programs that are going to enhance the needs of the consumers of the programs. Acquiring a Larger Market Share To acquire a larger market share in the current financial circumstances that CAH are under, there needs to be drastic change. We must note that there are positive qualities that the hospital has. The hospital has a well-renown cancer center, and that is one area that excels. There is another hospital within the area that specializes in a few other fields wishes to merge with CAH. Since CAH is constantly in a financial downfall it would be in the best interest of the hospital to merge with the other hospital. The two hospitals merging will allow for CAH to remain in business and allow for the clientele to get what they want. It is important to give the customers what they want in order that they will continue to utilize CAH. When merging, it will allow for increased revenue, and will do away with the repetitive losses that are faced by the hospital. It provides a bigger market share and the greater pool of health care recipients to gain consumerism from with the merging of the two hospitals. Value-Added Services To have the best possible care of an organization, there must be a value added to the particular services that are.
One possible way to add value to CAH is to have it set up so that there can be remote consultation in specialized fields (Pott and Holtz, 2014). The patients are looking for specialized care in different areas and if we cannot offer that particular practice there is an enormous likelihood that we are going to lose that patient to another hospital. To accommodate these patients, the hospital can partner with other hospitals that specialize in different areas where CAH is lacking. Another chief complaint of the consumers is that they are constantly showing up on the wrong day for their appointments. If we implement electronic health records, this would help with some of the complaints that pertains to missing appointments. The electronic health records will add value because the patients will have the option of getting their appointment reminders online through their email. Appointment reminders will keep down the number of people who are coming in on days that are not their appointment days. Along with that, it will allow for us to be able better to offer a continuum of care between other physician practices and
CAH. Conclusion This paper proposed the major steps that CAH could take to achieve each of the following goals: improve the quality of care, add value to the organization, improve employee morale, design an efficient organizational chart, create a strong team environment and create the hospital’s competitive edge. It recommended one approach that the hospital could use for acquiring a larger market share given the prevailing financial circumstances. It investigated two value-added services that CAH could offer to strengthen its value proposition and examples of the advantages of those services.
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
The health care organization with which I am familiar and involved is Kaiser Permanente where I work as an Emergency Room Registered Nurse and later promoted to management. Kaiser Permanente was founded in 1945, is the nation’s largest not-for-profit health plan, serving 9.1 million members, with headquarters in Oakland, California. At Kaiser Permanente, physicians are responsible for medical decisions, continuously developing and refining medical practices to ensure that care is delivered in the most effective manner possible. Kaiser Permanente combines a nonprofit insurance plan with its own hospitals and clinics, is the kind of holistic health system that President Obama’s health care law encourages. It still operates in a half-dozen states from Maryland to Hawaii and is looking to expand...
Leaders recognize improving clinical quality will have many benefits for both, residents and the organization. For example, it will benefit residents by improving satisfaction, reducing complications, and improving their quality of life. It will benefit NCH by reducing turnover, improving occupancy rates, attracting top talent, and enhance employee satisfaction (Advancing Excellence in America’s Nursing Homes, n.d.). Increasing professional development opportunities will be key for improving clinical quality. Professional development enhances the clinical staff’s competencies and will decrease turnover, which will enable NHC to experience a greater financial return on their development
The cost of Medical equipment plays a significant role in the delivery of health care. The clinical engineering at Victoria Hospital is an important branch of the hospital team management that are working to strategies ways to improve quality of service and lower cost repairs of equipments. The team members from Biomedical and maintenance engineering’s roles are to ensure utilization of quality equipments such as endoscope and minimize length of repair time. All these issues are a major influence in the hospital’s project cost. For example, Victory hospital, which is located in Canada, is in the process of evaluating different options to decrease cost of its endoscope repair. This equipment is use in the endoscopy department for gastroenterological and surgical procedures. In 1993, 2,500 cases where approximately performed and extensive maintenance of the equipment where needed before and after each of those cases. Despite the appropriate care of the scope, repair requirement where still needed. The total cost of repair that year was $60,000 and the repair services where done by an original equipment manufacturers in Ontario.
Hundreds of thousands of physicians have already seen these benefits in their clinical practice.” This is proof that in Canada we should continue to introduce electronic health records and help smaller practises with policies to help with funding. The benefits of electronic health records can drastically improve the quality of health and health
Some critics have stated that there is not yet any quantifiable improvement in patient outcomes in comparison to the traditional model. Additionally some critics have voiced that some “practices may receive recognition without making fundamental change”.4 Another prominent flaw is the lack of funding to convert practices into PCMH. The cost to cut down patient flow, reconfiguring medical record systems, and get approval from insurers is more than many sites can handle financially. For the PCMH model to be accessible to some practices with the hopes of implementing such a program, capital funding would need to be made available from federal, state, and local entities. This limits many providers because many practices are not able to provide the necessary capital to start such a program. In addition to medical practices not having the necessary capital, providers must then work with a decreased patient load with the anticipation of possible reimbursement in the future.3 These points make it clear that the transition to a PCMH model would require hard work and commitment from the involved providers to make it
The majority of a patient’s care remains within the system, enabling maximum efficiency and coordination. Furthermore, research has shown that ACOS help reduce medical errors, eliminate duplicate services and facilities as well as provide financial incentives to demonstrate high-quality, patient centered care (Richman, Schulman, 2011). Several ACOs across the country are showing an increase in care coordination leads to a reduction in no-shows, improved medication adherence and enhances preventative and chronic care. For example, in a care coordination pilot performed by Trinity Clinic, which is part of an ACO, care coordinators boosted quality and revenue by reducing their no show rate form 4.5% to 2.8% primarily due to a previsit phone call set up by the coordinators (Mullins, Mooney, & Fowler, 2013). ACOS are not the entire solution, but these organizations are certainly a step in the right direction, putting patient satisfaction and quality as part of their fundamental
“An electronic health record (EHR) is a digital version of a patient’s paper chart. EHRs are real-time, patient-centered records that make information available instantly and securely to authorized users.” (healthit.gov) The EHR mandate was created “to share information with other health care providers and organizations – such as laboratories, specialists, medical imaging facilities, pharmacies, emergency facilities, and school and workplace clinics – so they contain information from all clinicians involved in a patient’s care.” ("Providers & Professionals | HealthIT.gov", n.d., p. 1) The process has proved to be quite challenging for providers. As an incentive, the government began issuing payments to those providers who “meaningfully use certified electronic health record (EHR) technology.” (hhs.gov) There are three stages that providers must progress through in order to receive theses financial incentives. Stage one is the initial stage and is met with the creation and implementation of the HER in the business. Stage two “increases health information exchange between providers.” ("United States Department of Health and Human Services | HHS.gov", n.d., p. 1) Stage three will be the continuation and expansion of the “meaningful use objectives.” ("United States Department of Health and Human Services | HHS.gov", n.d., p. 1) The hospital, where I work, initiated the HER mandate many years ago. In this paper, I will discuss the progression and the challenges that my hospital encountered while implementing the EHR mandate.
Consulting for the Caring Angel Hospital Working in the health care industry takes a lot of courage and patience in order to deal with different individual’s personalities and to be equipped to handle stressful situations according to the issues at hand. As a senior consultant at the Practical Health Care Consulting firm, my supervisor has instructed me to spend three months at the Caring Angel Hospital. While at the hospital there are a few tasks for improving the quality of care, adding value to the organization, improving employee morale, etc. Although these obstacles will be a challenge, there is an opportunity for improvement. This will allow the Caring Angel Hospital to increase revenue and accomplish the goals that are established.
The national pay for value based system development has positive and negative aspects. System implementation will require multiple entity participation. Hospitals, physicians, outpatient centers, and clinics all will be responsible for collaboration in developing an integrated communication system which will present additional expense on the front end. Government mandates will be required; from implementation dates to specified circumstances in which assistive funding may be available. Multi provider ...
Patients make up a huge part in achieving service excellence for the healthcare industry. My healthcare facility helps the patients redeem themselves and correct with sensitivity. The patients are my customers, and my healthcare facility must remember our mission and vision of giving spectacular healthcare to our customers who are our priority. By giving quality customer service, my healthcare facility earns the gratitude and patronage of its patients. The patients pass their experiences to their families and that keeps my healthcare facilities’ reputation successful
Their EHR system is one of the best in the country displaying continues communication from different doctors to the patient as to where in another hospitals patients may see one doctor and when they visit another there is a lack of communication and patients at times gets treated for the same problem again or the wrong treatment is given costing them and the health care organization money. Members can view their past appointment, labs/testing results, communicate with their doctors, set/cancel appointments, order prescription and many more through their online or mobile services. This allows for patients to be active in their own health care and patients seem to attach themselves to such valuables tools for them to access with
Diagnosis specific bundled payments for select conditions such as hip and knee replacement and heart valve replacements were implemented. Thedacare has been working towards value based contracting, but as of the time of this article had not engaged in this payment system. Fourth, integrated care delivery across separate facilities. In 2007, Cosgrove reorganized all services at the main campus into multidisciplinary units organized around diseases and organ systems called Institutes. Unlike traditional care delivery using the provider specialty as the organizational framework. Cleveland Clinic also integrated their IT platform. Fifth, expand excellent services across geography. The Cleveland Clinic’s Excelerate program to reduced purchasing and materials cost across driving physician and hospital alignment. Finally, build an enabling information technology platform. Cleveland Clinic’s Knowledge Program collected patient reported outcomes and health status information at each appointment and transferred this information to the electronic health record. MyPractice, single data warehouse, MyChart to connect physicians and patients to the same information, Dr.Connect for referring physicians to review records, and finally Explorys for data
improving the quality of care, it is important to begin by defining quality. Quality is purposed by
Competitive advantage matters greatly to those responsible for the management of healthcare institutions. Together with rapidly escalating healthcare costs, increasingly complex medical technologies, and growing regulatory and legal pressures, healthcare organizations face a critical need to improve the quality of care at reduced costs (Cu...