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Facility planning essays introduction
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Health care is constantly evolving. The constant evolution in Health care and tremendous changes in technology may result in the need of construction and or renovation of health care facilities. The purpose of construction or renovation is to provide efficient high quality care by fulfilling the needs of the patients and providing the staff enough resources to work more effectively. The purpose of this essay is to discuss about health care facility planning. This essay will describe Sharp Grossmont Hospital (SGH) as the chosen facility and the Emergency and Critical Care Center (E&CCC) as the clinic within the hospital. The essay will discuss Proposition 8 and the community’s need for renovation, the type of population SGH serves, and include a template design of the SGH building under renovation.
Health Care Facility Planning
The purpose of renovating a health care facility is to add new amenities and improve the existing ones. For successful renovation, one needs to plan on how the whole process is going to take place. “This process begins with the strategic direction for the organization and integrates facility planning with market demand and service line planning, operations improvement initiatives, and anticipated investments in new technology” (Hayward, 2006, Chapter 1). Successful facility planning should include a review how long the renovation will take, how much it will cost, and what changes the renovation will bring.
Sharp Grossmont Hospital
The hospital opened in 1955 in San Diego and is currently under renovation. The purpose of the renovation is to accommodate the new buildings and modifications. SGH offers a variety of medical services, and is nationally recognized as a magnetic-designated hospital due to the pat...
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...-Tribune San
Diego. Retrieved from http://www.utsandiego.com/uniontrib/20060525/news_lz2e25ghio.html
Grossmont Healthcare District. (2007). District Grant Programs. Retrieved from http://www.grossmonthealthcare.com/ Hayward, C. (2006). HealthCare Facility Planning: Thinking Strategically. Retrieved from The
University of Phoenix eBook Collection database.
MedSpace Designer (1.0) [Computer Software]. Retrieved from http://partner.homestyler.com/partner/toolwire/designprofile/92f27530-48eb-4cbd-a983-0576d47d42fc Sharp Health Care. (2013). Emergency Room & Critical Care Services at Sharp Grossmont
Hospital. Retrieved from http://www.sharp.com/grossmont/emergency-and-critical-care-center.cfm
Sharp HealthCare . (2013). Sharp Grossmont Nursing Unit Descriptions. Retrieved from
http://www.sharp.com/jobs/san-diego-nursing/sharp-grossmont-nursing-unit-descriptions.cfm
For Kaiser Permanente to stay at the same level as other hospitals, they should plan their goals. Their goals should include what kind of resources and technology they are going to use. One way to do this is to have steps that will guide them to how to reduce expenses and increase their business efficiently.
Given the long duration of patient quality problems, over ten years, at SGH, the communication plan may need to include not only the internal SGH stakeholders such as employees, but also external stakeholders both in the community, shareholders, and third party vendors. SGH is at greater business risk due to their previous attempts at improving quality and now potential lack of stakeholder confidence. Including stakeholders in the change management process allows the stakeholder’s viewpoint to coevolve with SGH to create a shared view of the change plan and how to measure change success (Windsor, 2010). Engaging with the stakeholders in change plan definition and focuses their energy on helping SGH with the change process, rather than undermining it (Windsor, 2010). Identifying all of the stakeholders for SGH, and engaging them in change communications and planning will assist SGH leadership in evolving the hospital towards a high patient quality
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
It is obvious that there is a large gap between where Coastal Medical Center is and where they need and want to be. When comparing CMC’s competitors, Johnson Medical Center and Lutheran Medical Center, CMC needs to provide more efficient, high quality care and focus on more profitable priorities instead of funding multiple unsuccessful projects such as the fifty-three unfinished developments.
Moss, A. J. et al. Design and operation of the 2010 National Survey of Residential Care Facilities. Vital Health Stat. 1. 1–131 (2011). at
“For the 21st consecutive year, Brigham and Women's Hospital (BWH) secured its place on the U.S. News & World Report’s Honor Roll of America’s Best Hospitals, ranking ninth. The Honor Roll highlights just 18 hospitals, out of nearly 5,000 nationwide, for their rare breadth and depth of clinical excellence. In the grading of the best hospitals, BWH ranks among the top 10 in six categories: Cancer, Cardiology and Heart Surgery, Diabetes and Endocrinology, Gynecology, Nephrology and Rheumatology. BWH places in the top 20 in Geriatrics, Orthopedics, Pulmonology and Neurology and Neurosurgery.” (Brigham and Women’s and Faulkner Hospitals, 2013)
Hospital A before the merger was a for-profit hospital, relatively new facility, in east side of town. It consisted of 110 hospital beds, 8 of which were reserved for transitional care. Services provided were: general surgery and same day surgery, full-service rehabilitation department and radiology department. Other services included kidney dialysis center, on-site retail pharmacy, blood bank, women’s center e...
The ability of a unit to survive is largely dependent upon the hospitals internal financial budgetary performance and the external needs within the community. Developing a financial budget is a process that should use teamwork to plan and implement in order to be effective. The budget sets perimeters for administrators to follow throughout the year, allowing the director to report variances while providing guidance to maintain a minimum variance and adjust when possible (Finkler & McHugh, 2008). By using all department managers in the planning process of the new budget, the nurse executive is able to develop effective strategies for all departments while investing in the goals. This eliminates many problems associated with budget and identifies areas that need improvement or expansion. Because of the competition, declining margins, and other economic pressures, nurse executives need to take steps to control costs and increase revenues for this unit. The overall goal of the financial performance within the organization is to meet the total budgetary needs of the unit to produce favorable outcomes. My focus will be to propose the expansion of a new Joint Replacement Unit (JRU) within the hospital, while identifying the major operating components of the budget for this organization. The importance of reviewing the budget for a newly developed unit is to allow the nurse executive and administrative team to manage the existing organizational programs within in the facility, plan for goal accomplishments for the new unit, while controlling costs.
The Centers for Medicare and Medicaid Services (CMS) have recently begun requiring hospitals to report to the public how they are doing on patient care. Brown, Donaldson and Storer Brown (2008) introduce and explain how facilities can use quartile dashboards to transform large amounts of data into easy to read and understandable tool to be used for reporting as well as to determine areas in need of improvement. By looking at a sample dashboard for an inpatient rehab unit a greater understanding of dashboards and their benefits can be seen. The sample dashboard includes four general areas, including nurse sensitive service line/unit specific indicators, general indicators, patient satisfaction survey indicators and NDNQI data. The overall performance was found to improve over time. There were areas with greater improvement such as length of stay, than others including RN care hours and pressure ulcers. The areas of pressure ulcers and falls did worse the final quarter and can be grouped under the general heading of patient centered nursing care. The area of patient satisfaction saw a steady improvement over the first three quarters only to report the worst numbers the final quarter. A facility then takes the data gathered and uses it to form nursing plan...
...llnesses. The medical center prides themselves to uphold the mission and vision of University of California has put in place. The strategic plan that UCSF has put in planned has already helped with patient satisfaction, and the increase in clinical and population research. To accomplish all of the goals that UCSF have set for themselves they would need to keep with improving and stabilizing patient care and their relationship with patients `who visit or use the facilities that are offered to them. Parnassus Heights and Mount Zion campuses have achieved over the years much recognition for superb research and for their clinical trials. These are the reason why University of California – San Francisco Medical Center is to be one top 100 hospitals in America. They focus not only the patients that use their facilities but also the community in the area of San Francisco.
Organizations use financial statements and ratio analysis assess financial performance viability. The ratio analysis are used to identify trends and to perform organizational comparison (financial) with other companies within same industry. Ratio analysis, using data reported on the financial statements, are divided into five major categories: common size, liquidity, solvency, efficiency, and profitability. This paper will assess the financial stability of John Hopkins Hospital (JHH) using the five ratio analysis.
Meeting the needs and what is best for the patient which is the outcome of the care, building
Change is inevitable in healthcare. The purpose of this paper was to discuss and guide the facilitators of change through the process of implementing a future care delivery model. Leadership qualifications and role were identified in an effort to assist the leader in identifying and rectifying complications that can impede progress. Potential conflicts among the enablers of change were discussed as well as tools necessary to minimize these barriers. The Twelve Bed Hospital Model was reviewed in detail and suggestions for transitioning into this model were considered. Lewin’s Change theory was utilized for the change process.
Resources have always been inadequate for food, economics and healthcare and all scarce resources are rationed in one way or another. Healthcare resources can be in the forms of medicine, machinery, expensive treatment and organ transplantation. For decades, allocation of healthcare resources in an equitable manner has always been the subject of debate, concern and analysis, yet the issue has persistently resisted resolution. Scarcity of resources for healthcare and issue of allocation is permanent and inescapable (Harris, “Deciding between Patients”). Scarcity can be defined in general, in emergency and in crises as well as shortage of certain kind of treatment, medicine or organs. As a result of scarcity of resources, and some people may be left untreated or die when certain patients are prioritized and intention of is that everyone will ultimately be treated (Harris, 2009: 335). Allocation of limited resources is an ethical issue since it is vital to address the question of justice and making fair decisions. Ethical judgments and concerns are part of daily choice in allocation of health resources and also to ensure these resources are allocated in a fair and just way. This paper will explore how QALYs, ageism and responsibility in particular influence the allocation of healthcare resources in general through the lens of justice, equity, social worth, fairness, and deservingness.
The healthcare industry of the Bahamas is divided into two sectors, public and private health care. There are five hospitals, which includes two private hospitals and three public hospitals, and numerous public community clinics along with the many private facilities through which medical services are rendered (Doctors Hospital, 2009). The Princess Margaret Hospital, which is the main public facility, according to Smith (2010) in 1905 was people’s last choice when seeking medical attention. Smith described the then hospital as being partitioned into four areas, “for the sick, indigent, lepers and insane” (Smith, 2010). Smith (2010) further expressed that the medical services were free and those that were financially stable paid for treatment to be carried out at their homes. Today, 108 years later, much has changed within health care arena. Presently, there is an increase in the number of persons resorting to the public hospitals and public clinics for medical attention. For those that are in good financially standings they make use of private hospitals or/and other private medical facilities. While some people may use the public medical facilities by choice there are others whom, because of their income or lack of income, have no other alternative but to fall at the hands of the public services. Too, for many years the Bahamas has had the problem of immigrants from Haiti crossing the Bahamian borders illegally and this therefore results in an increase in the funds allocated for the health care industry. According to McCartney (2010) the Haitian nationals accounted for 11.5% of the Bahamas population, hence adding to the government health care budget (McCartney, 2013). The reality is that the Bahamas is far from winning...