Project in Inter Professional Team Development and Organizational Leadership Term Paper

Excerpt from Term Paper :

Organizational Leadership and Inter-Professional Team Development

This paper aims at analyzing business practices, reimbursement impact, regulatory needs and patient centered care in health care units.

In the modern society, patient-centered care has become prevalent and has been embraced by top providers in the industry, ranging from regulatory agencies, policymakers, research bodies and donors. This shift (from physician to patient-centered) can be traced back to the Institute of Medicine's report of 2001. The report identified the patient centered care as one of the leading factors that constitute high quality care. This meant that the patient centered care was the only method that could be used to create a satisfying patient experience, important for providing quality care. The emphasis here is on value versus volume that was in place even before affordable care act came into effect. Many health care providers have been forced to factor in their plans the patient centered care models, in which the greater share of risk is shouldered by the facilities. However, the ever changing conditions necessitate that revenue should be managed differently to ensure delivery of quality services to the patients. The delivery of the services should consider accuracy and timeliness. A successful processing operations should comprise of a well defined monitoring process as well as skilled manpower (Gocan, Laplante & Woodend 2014). The claims processing and revenue cycle will vary and mainly depend on the mark up of the healthcare organization and the billing model in use, the hospital, the health system as well as the physician practices.

Patient centered care is simply a healthcare setting where the patients are encouraged to be actively involved in their own care. It depends on the environment, which is supposed to ensure that the patient is comfortable. The staff should be able to meet the emotional and spiritual needs of the patient. The patient centered care model has the following attributes: a culture that encourages and supports the staff to remain sensitive to the needs of the patient as he continues to stay in the hospital. It should include an appealing interior and architectural design that makes the facility to have a "homelike" environment, which encourages the patients mobility. In addition, it should allow the family members to get involved in the care process. There should be space for both social activities and solitude. In addition, it should lay more emphasis on the patient as well as family education. It should also recognize that nutrition is an important aspect of health care. It is a source of pleasure and should be comfortable and familiar to the patient. It should also include the family members in the caring process.

Patient and Family Centered care Organizational Self-Assessment tool" PFCC for healthcare organization.

Description of the health care setting used in the PFCC

Medical center Hospital system (MCHS) is a non-profitable regional acute care center with 402 beds, level II, Trauma Center. It is located in West Texas (Permian Basin) and serves 130,000 people from the 17 surrounding countries. This is one of the most comprehensive health care providers in the region. Founded 65 years ago and has grown from a facility to a family health care that delivers a broad range of medical services to the residents of West Texas. The hospital serves the communities with a comprehensive care and has created more points for health care needs. Over 60 years ago, citizens of this area realized the importance of establishing a hospital. They started by providing quality health care to neighbors by founding a medical center Hospital (MCH) which was meant to serve the health needs of the residents of Permian Basin. Since then, the facility has grown into a family of advanced health care center. The new MCHS has enabled the facility to provide a higher level of comprehensive care and has availed more access points to people in need of health care.

This center was once a small 85 bed community hospital that grew to become a teaching and a medical center facility in the region. The facility caters for family and patients of all age groups. When you visit MCHS, as visitor or a patient, you will get employees who provide a safe and a friendly caring environment that supports the vision of the facility that is recognized as a premier health care facility in the region. It has a team of caregivers comprising of people who are well-known in the community. These are the people whose care and can be trusted to meet the set health care standards and needs. As a facility, MCHS respects the diversity and holds the patients important in all the decisions it makes.

B.1. Using The PFCC Tool to Describe The Strengths and/or Weaknesses Of The Organization For Each Domain.

Operations / Leadership

MCHS statement of commitment to families and patient focuses on providing convenience and affordable healthcare. It has expanded access care by building and constructing clinics in the Odessa area. There has been concerted effort to encourage wellness and good health in Ector County. Ector County has about 208 of the total 237 Texas counties. The area is affected with obesity with one out of three people suffering from obesity. It is for this reason that MCHS has developed multiple community programs meant to encourage residents of Ector County to focus on healthy eating habits and understand the available options (Servixces 2014). The weakness for this domain is that the operations and the leaderdship of MCHS are not customized to tackle the primary health issues facing the local community. As earlier discussed, the main health concern in the county is obesity, but there is no evidence that the hospitals operations are designed to accommodate obesity and there is no evidence of the leadership taking concrete effort to ensure the same.

Mission and Vision Values

MSHS's vision statement is that the facility is a community-based teaching organization committed at providing quality health care. Its objective is to provide quality health care and improve on the wellness of the Permian Basin area. Its vision is stated as " to become the premier source of health and wellness" Among its values is the word I CARE meaning that the facility is committed to its integrity, customer centered, accountability, excellence and respect (Medical Hospital System, 2016). The mission and vision values focus on the customer, but their weakness is that they both don't capture the employees of the hospital who play a critical role in the delivery of healthcare services. As a result, it is possible that the employee/healthcare providers might feel disenfranchised therefore affecting their morale and ultimately, the success of the healthcare facility.

Advisors

MCHS participates collaboratively with families and patients in a variety of committees such as Quality and patient safety on MCHOdessa.com, Stroke committee, Rapid Action Improvement Process, Quality and Patient and safety council and Rapid Action Improvement process Methodology Committee. It has volunteers who participate in quality rounds in their respective floors assigned to them. The community members are part of advisory boards and safety committee that makes decision on the equipment to buy. There are several areas where the family and the patient are involved and their input is considered by the hospital committees. The only identified weakness concerning advisors is that there is no identified guideline on advisory role and there is no a balance and check system to ensure that any advise given is put into serious consideration. This means that, there is no one accountable on whether advise given is factored into decisions or not.

Quality Improvement

MCHS is all about quality and could be used as a guiding principle and serves as a foundation on which the healthcare network is built. The facility shares many of its accomplishment with the community on its own website. MCHS has been awarded accreditation since it has demonstrated compliance with the Joint Commission's with the National standards for safety and quality in healthcare in hospitals.

The Joint Commission Seal of Approval ensures that MCHS is family and patient centered. It approves programs such as strokes program, advanced certification in inpatient Diabetes bariatric Program and certified Bariatric Surgery. The goal of Quality and Patient safety Council Project Team's goal is to oversee authority for quality issues and improve the institution's activities.

The only established weakness for this domain is that there is not a clear system that qualifies improvements. Ordinarily, improvements are done to accommodate a given shortcoming; in this case, MCHS doesn't seem to have a clear systems on how and why improvements are implemented.

Personnel

The family and the patients are involved in the process of hiring new employees as well as staff development. The community members and volunteers sit on the Human Resource committee where they take part in orientation and train the volunteers to assist in various areas. Performance appraisal defines the expectations or behaviors that are consistent with the family centered concepts. They also collaborate with family and patient centered concepts. They also articulate on the importance of collaborating with…

Sources Used in Document:

References

Gocan, S., Laplante, M.A. & Woodend, K. (2014). Interprofessional collaboration in Ontario's family health teams: A review of the literature. J. Res. Interprof. Pract. Educ., 3, 1-19

Lingard, L., McDougall, A., Levstik, M., Chandok, N., Spafford, M.M. & Schryer, C. (2014). Using loose coupling theory to understand interprofessional collaborative practice on a transplantation team. J. Res. Interprof. Pract. Educ., 3, 1-17.

Medical Center Hospital System, (2016). Retrieved from www.mchodessa.com on 20 March, 2016:

Osula, B. & Ng, E.C. (2014). Toward a collaborative, transformative model of non-profit leadership: Some conceptual building blocks. Adm. Sci., 4, 87-104.

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