Community Health Assessment Major Risk Factors Identified

Community Health Assessment

Major risk factors identified in the assessment

A close look at the assessment reveals that there is no formal cardiology, oncology, and orthopedic programs alhough a couple of orthopedic cardiologists and surgeons maintain privileges at the health facility. While the clinic lacks cancer specialists, a team made out of eight medicinal oncologists, and two radiation oncologists have demonstrated interest to affiliate and create a new cancer program. The premier orthopedic groups of the community are found truly near rival facilities making it awkward for them to perform more than infrequent surgeries at Community Hospital, yet a few practices intend to open branch work places close to the hospital (Hospital blue book 2010). Cardiologists on staff confine their action to performing consultations for doctors whose patients have been admitted to the hospital. Because of the absence of a diagnostic lab laboratory, they request just noninvasive examinations like echocardiograms, stress tests, and Holter observing. Numerous surgeons on staff regularly remark that patients favor competing facilities as they offer more complex cardiac support capability.

Members of the hospital, including government representatives and physicians, showed a need for extra restorative experts over all areas. Nevertheless, particular needs that incorporate child psychologists, obstetricians, and primary care. The rising demand for doctors has affected the health care facility in different ways. Family practice doctors have such a variety of current patients that they may not be eager to acknowledge new patients. Local groups expressed some concern over prolonged waiting times for doctors particularly experts. Patients have to wait at least up to three months for special doctors (American Hospital Association, 2009). The relationship between patient and a doctor has been declining because available doctors are forced to attend to excess patients per day. Consequently, this reduces the time they spend with each patient. Community members have expressed their concern over receiving thorough and effective healthcare. The individuals who are uninsured or underinsured and low-earnings may not be capable to gain general preventive care. This means that minor health problems might develop into major health issues. Low-wages earners confront same health dangers like substance abuse, obesity, coronary illness, diabetes, as other members of the community. However, low-income earners have fewer options to gain medicine for those requirements. In spite of the fact that Trinity Hospital is a free community facility, it is even more overwhelmed by demand than the different health centers and clinics.

Clients have expressed rising concerns over waiting time at the Emergency Room. There are numerous possible explanations behind the waiting times. Primarily, the inflow of people in the Trinity Hospital might also facilitate the increased use and increased waiting time. Secondly, the oil field work can come about in huge work-identified wounds that require special consideration. Thirdly, people might decide to overlook minor health issues until those health issues come to be crises. Besides, people who cannot manage the cost of social insurance might choose the emergency option since healthcare facilities are required to provide emergency medical care service despite a person's capability to pay (Joint Commission Resources, 2008). Moreover, risks pertaining to access portrayed in the case have led to the rise of several other risks. First, members impediments exist, just as in home health and hospice. Comparative to clinic facilities, Trinity Hospital is the only provider of home health services in the area. The expansion of services to accommodate more consumers is essential. It is crucial to stretch ambulatory services following the increase in population.

The healthcare facility in the case study is addressing the needs identified in the assessment

As a community-based healthcare center, Trinity Community Hospital is focusing on consumers and quality of life that makes this area an extraordinary zone to live and work. The facility boasts of professionals who are not just experts and knowledgeable in their fields, additionally, they are receptive and devoted to being a community advocate and resource. With a mission to enhance health of individuals and neighborhoods they serve, Trinity gives an assortment of effort administrations, health programs, and special events every year. Trinity Hospital addresses the needs of people by participating and hosting health fairs, offering discussion engagements and community classes. The community's health is essential to Trinity Hospital, so Trinity encourages disease prevention and health promotion that keeps the community well and enjoying life (Hospital blue book 2010).

To help expedite the needs of the community, Trinity Hospital offers a nursing program, sponsors community screenings as an active participant of Community Health Partner and a dynamic actor in the Quad-Cities Health Initiative. Trinity Health conscious consists of free online health screenings and diagnosis to help community members distinguish risk elements and areas that need change. A considerable percentage of risks are related to issues of access. Trinity Hospital has remarkably grown in recent years and anticipates this growth will proceed in future. Additional specialists, counselors, and nurses are required to merge with the population growth besides enabling the hospital to provide competitive services like other organizations in the industry (Joint Commission Resources, 2008).

Recommendations on how to resolve any outstanding community health needs

Trinity Hospital can respond to the identified community health needs through a set of steps that are aggregately alluded to as an implementation strategy. Since it is constrained in terms of resource utilization, Trinity Hospital could react adequately to each distinguished health need. Trinity Hospital could choose a response strategy depending on the organization's mission, specialties, resources, community priorities, and current community resources. Trinity Hospital must also channel its resources to ways that make healthcare accessible (Joint Commission Resources, 2008). To enhance access to healthcare, Trinity Hospital must review the following actions:

I. Trinity Hospital will seek after including an alternate walk-in-clinic in South Minot to improve access to care over the Greater Minot range

II. Survey and enhance tolerant stream in the Emergency Trauma Unit: enhancing the flow of patients may also assist in mitigating bottlenecks and delayed emergency care. Trinity Hospital must consider the best practice pertaining to emergency acre and adjustments will be made accordingly, in a feasible manner.