Assignment: Journal Of Health Care Organization

Assignment: Journal Of Health Care Organization

Assignment Journal Of Health Care Organization

ORDER NOW FOR AN ORIGINAL PAPER ASSIGNMENT: Assignment: Journal Of Health Care Organization

A health care organization provides comprehensive services to patients in a bid to address a wide range of ailments suffered by the clients. The premise can be achieved through the preventive as well as the curative care services provided by these facilities. Effective health care organizations are analyzed based on the quality of services rendered to patients (Oliver, 2014). This depends on the capacity of the facility as identified through the bed number, employee profile and quality outcomes identified in the organization (Nathan & Kaplan, 2017). The present article is based on an analysis of Pacific Hospital to provide insights into the complexities of care encountered by the organization. The framework of the analysis starts from the name, year of establishment and the other aspects described as per the subsequent illustration.

Name and Type of Health Care Organization

Pacific Hospital was established in the early 1980s to provider integrated health services to the residence of Inglewood City, California. Even though the facility was built as an acute General Public Voluntary Hospital, its services has expanded especially in 2000 when it was upgraded to a status of a teaching and referral hospital. The hospital is also a center of medical research by institutions such as Center of Disease Control and Prevention (CDC) and the United States Army Medical Research Unit (USAMRU). As a teaching center, Pacific Hospital has several medical campuses for the training of students pursuing health courses.

The facility provide a range of medical services that are affordable to the members of the community particularly those in Inglewood and the surrounding regions. Pacific hospital is also linked to third-party payers and insurance companies to guarantee quality care to patients at relatively affordable prices. With its centric culture of Tender Loving Care, the hospital inspires hope to patients and therefore is a preferred center for a majority of communities in the city.

Mission, Vision, and Goals

The unstinting focus of Pacific Hospital is based on use of modern technology, affordable costs, forward-looking research and

Assignment Journal Of Health Care Organization
Assignment Journal Of Health Care Organization

improved clinical experience. However, the priority of the facility is premised on improved patient care. The mission of the hospital is to provide the highest possible standard of care to clients in a more professional and compassionate way that guarantee quality outcomes. This is achieved when the facility avails quality healthcare as well as provides a foundation for research and learning in addition to the implementation of the national health policies. The facility’s vision is to be a center of world-class teaching and referral for all conditions affecting humanity. Based on the mission, the vision and goals of the facility are outlined below

Vision

  • To promote a culture of high quality care
  • To establish a first-class patient focused services by implementing high quality and evidence-based care
  • To use research and education as framework for improving health of the people

Goals

  • Improve health services through implementation of quality management
  • Deliver high quality services to our patients
  • Use teamwork and training to ensure employees realize their full potential
  • Adhere to the highest ethical standards and codes of practice to protect the public

Bed Number

The bed number determines the size of a health facility and its ability to provide a range of health services to patients. Pacific Hospital’s bed capacity relates to the number of inpatients that the facility can accommodate for special care especially in the context of patients who require close supervision. The facility has one of the largest capacity as it hosts seventy wards, forty outpatient clinics and twenty theaters. With this capacity, the facility has a total bed number of 2500 most of which are separated as per the requirements of the hospital departments. The surgical and medical departments take the largest share of the beds with each allocated 400 beds. The labor and delivery unit of the maternity department takes 300 beds while accident and emergency department settles with 200 beds. The intensive care unit has 150 beds to accommodate the comatose patients. The remaining beds is distributed across different departments of the hospital.

Type of Services Provided

Pacific Hospital prides as one of the largest facility in the state of California. The facility provides a range of services through its outpatient specialized clinics inpatient units. Its in-patient specialties includes areas in General Medicine, Gynecology, Critical Care and General Surgery. Main services provided by the hospital are listed below:

  • Laboratory Services – provides full laboratory investigations
  • Women’s Clinic- provides pre and postnatal care services
  • Cardiac Unit – for all types of heart conditions
  • Pediatrics Center
  • Consultant Out-Patient Clinics
  • Physiotherapy and Pharmacy services
  • Cancer Center – avails cancer-related services including chemotherapy, biopsy and provides research on emerging issues on cancer.
  • Trauma and stroke centers
  • Specialist services – Diabetes Care, Infection Control, Pain Management, Respiratory Care and Palliative Services.
  • Rehabilitation centers
  • All types of surgery – minor and major surgeries (each of theaters in the facility has a recovery room)
  • Dental Services – including cosmetic care
  • Diagnostic Radiological and other imaging services – MRI, Ultrasound.
  • Dietetics programs
  • Accident and emergency – including fully-equipped ambulances
  • Morgue services

Volumes

Due to its outstanding patient services, Pacific Hospital receives clients from, Inglewood City, Los Angeles and other parts of the state. The facility also provides care to patients referred from other parts of the world especially those seeking our cancer services. The table below provides a summary of the admissions, outpatient care and other services provided by the facility in 2018.

Type of Service Total Number
Out-Patient 317,023
Number of admissions 209,619
Average length of stay 3 days
Number of Discharges 177,932
Deaths 500

 

Quality Indicators

Pacific Hospital has made stride in quality improvement with regard to patient care. Based on the analytics established by the Joint Commission to track performances, the facility has realized remarkable outcomes in key services (Nathan & Kaplan, 2017). The metric measurements on length of stay indicates that the facility has an average value of 3 days which is below the recommended level of 4.5 days but confirms an improvement in quality of care and cost reductions. The readmission rates for the facility is 9.5% against recommended rates of 15.3% (Ghazisaeidi et al., 2015). Nonetheless, performance metrics related to hospital procedures such as sepsis, postoperative respiratory failures, pulmonary embolism and hemorrhages were optimal in 2018 as compared to 2017 confirming improved care. In overall, the facility has been awarded class “A” grades based on point of care services and safety standards in patient care.

Financial Performance Indicators

Since Pacific Hospital is a non-profit organization, the financial performances were analyzed on a number of metrics. The cost per discharge are significantly lower to ensure it is affordable for all categories of patients. The hospital operating margin is optimal to guarantee sustainability of the organization. The bad debts profile of Pacific Hospital is within the recommended ranges indicating that the facility has good credit ratings for future development (Ghazisaeidi et al., 2015). However, the costs on medical supplies tend to take the largest portion of the facility’s budget and this calls on the hospital management to address the issue amicably.

Human Resource Challenges

Similar, to other care facilities, Pacific Hospital faces a challenge of nurse staffing. Currently, the nurse-to-patient ratio is 1:6 against the recommended ratio of 1:4. The challenge has been due to the overwhelming number of patients seeking services at the facility (Nathan & Kaplan, 2017). However, other staff population are within the optimal range.

Diversity Issues

Pacific Hospital addresses diversity issues in Inglewood City and California as a whole. The staff population is made up of a blend of mixed cultures representing both the majority and minority racial groups (West et al., 2014). However, a large proportion of the non-Hispanic whites (65%) make-up the staff population (Munnich, 2014). Pacific Hospital also receive patients from diverse populations. 30% of the populations are non-Hispanic whites, 25% black-Americans 15% Hispanics while 40% comprise of other racial groups.

Community Population Statistics

As per the population statistics of 2010, Inglewood City had 109,419 people and these are the majority members seeking care at Pacific Hospital. Non-Hispanic white is made up of 23.7% of the population while African Americans comprise of the second largest population at 31.8%. Hispanics took the lead at 42.4% and Native Americans recorded the least value at 0.6%. Asians made of 1.5% of the population.

Conclusion

Health care organizations provide a range of services to patients. The performance of health facilities as described in the case of Pacific Hospital depends on quality outcomes and capacity of the facility to manage a large patient population. However, health institutions should guarantee quality care to patients at relatively affordable prices to address the current rise of non-communicable diseases.

 

 

References

Oliver, T. R. (Ed.). (2014). Guide to US health and health care policy. CQ Press.

Munnich, E. L. (2014). The labor market effects of California’s minimum nurse staffing law. Health economics23(8), 935-950.

West, E., Barron, D. N., Harrison, D., Rafferty, A. M., Rowan, K., & Sanderson, C. (2014). Nurse staffing, medical staffing and mortality in intensive care: an observational study. International journal of nursing studies51(5), 781-794.

Ghazisaeidi, M., Safdari, R., Torabi, M., Mirzaee, M., Farzi, J., & Goodini, A. (2015). Development of performance dashboards in healthcare sector: key practical issues. Acta Informatica Medica23(5), 317

Nathan, A. T., & Kaplan, H. C. (2017, April). Tools and methods for quality improvement and patient safety in perinatal care. In Seminars in perinatology (Vol. 41, No. 3, pp. 142-150). WB Saunders.

Topic 4 DQ 2

Sep 5-9, 2022

Describe the difference between research and quality improvement. Provide a workplace example where qualitative and quantitative research is applied and how it was used within your organization. When replying to peers, discuss how these research findings might be incorporated into another health care setting.

REPLY TO DISCUSSION

II

Irene Igbinosa

Sep 10, 2022, 1:28 PM

Read

While research leads to Quality Improvements (QI), the purpose of performing analysis is to find new knowledge about the effect of a medicine, treatment, or procedure. (Helbig 2018) QI then is developed a plan and initiating into a program. The reason for QI is to provide cost-efficient and better care to our clients. QI is data-driven and usually done to improve the quality of care provided to patients(Helbig, 2018)

Six Sigma is a way to streamline the process to increase favorable outcomes. This has two main focuses. The first focus is the waste reduction in the process that increases processing times.

The second focus is on the elimination of defects or risk reduction.

My ER housed our blood culture bottles in our locked pharmacy room behind the nurses’ station. IV supplies are housed in carts throughout the department. When the nurse or tech plans to start an IV and obtain diagnostic lab draws, all collections are housed on the coaches. If the provider requested to have blood culture samples removed, the person had to walk across the unit to access the locked pharmacy room and pick up the blood culture bottles. This added extra time and a delay in obtaining the time-sensitive lab draw. I timed myself through the day and realized I was wasting 5 minutes per blood culture dray per person. I then multiply this by four staff members and the total times an average of 15 patients in a 12-hour shift for one day. The entire time wasted was 400 minutes for one day shift in our ER.

I brought this to our Clinical Manager and showed her the rough data collected and the impact of time that could be spent better well served. She evaluated the data and then moved the culture bottles to the IV start cart to decrease this time. The additional time is better spent at the bedside caring for our patients.

References

Helbig, J. (2018). Applied Statistics for Health Care. Grand Canyon University. https://lc.gcumedia.com/hlt362v/applied-statistics-for-health-care/v1.1/#/chapter/4

  • BM

Bhavisha Modi

replied toIrene Igbinosa

Sep 10, 2022, 2:01 PM

Unread

Irene,

Your “The first focus is the waste reduction in the process that increases processing times” and “The second focus is on the elimination of defects or risk reduction” examples were remarkable.

Bhavisha.

  • BN

Bernadette Nneji

replied toIrene Igbinosa

Sep 10, 2022, 2:30 PM

An example of the use of quantitative study in that is health-related is an investigation to determine the educational and psychological effects of of the pandemic on US medical students and their reactions to the AAMC recommendation to pause medical students clinical rotations with in-person patient care. The authors sent a cross-sectional survey via email to medical students in their clinical training years at six clinical schools during the initial peak phase of the COVID-19’s impact on medical education; ethical obligations during a pandemic; infection risk; anxiety and burnout; willingness and needed preparations to return to clinical rotations.

Reference

 

Stokes, D., (2020). Senior medical students in COVID-19 response: an opportunity to be proactive. Acad Emerg Med. 2020;27(4):343-5.