...Team Development: A Patient and Family Centered Care Western Governor’s University: C158 May 11th, 2016 Interprofessional Team Development: A Patient and Family Centered Care Approach Approach to patient care has changed over the last three decades from patient treatment-focused model to include comforting, engaging, and empowering patients. The new approach implements patient-centered care environments. It has been adopted by care providers, research bodies, funding agencies, and regulatory agencies, among others. To enhance patient-centered care, business practices, regulatory requirements, and reimbursement regulatory procedures have been adopted. This is evident by the regulations of Joint Commission and the provision of services by Medicare Medicaid services (CMS). In this paper, the impact of business practices, regulatory requirements, and reimbursement procedures on patient-centered care is discussed. A multidisciplinary approach on a process improvement enhancing Patient and Family Centered Focus Care is outlined in a hospital located in Arizona. Regulatory Requirements and Healthcare Business In 1996 the Institute of Medicine took on healthcare improvement to resolve unsafe care by ambitiously moving toward quality initiatives. The release of “To Err Is Human: Building a Safer Health System19 (1999) and Crossing the Quality Chasm (2001)” focused on the fails of the healthcare systems pointing out that over 98,000 patients die in hospitals annual due to some...
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...of patient- care in hospitals, nursing homes, ambulatory care sites, and other health care settings. Penant Hospital is 200- bed hospital located close to the inner city. We serve mainly people from low socio-economic backgrounds, average age 65years. There is a large migrant population in the area, with demography of blacks, whites and Hispanics. Penant hospital was established almost fifty years ago and is part of a large corporation. We are Joint Commission accredited and have over 400 medical staff. Our dedication to providing quality, compassionate, cost effective healthcare that is responsive to the needs of our patients, physicians and community is firmly established in our mission. We provide many services to our community. These services encompass emergency care, breast care, inpatient hospice care, behavioral health, laboratory services, wound care, orthopedics as well as pain management. Penant Hospital has an administrative team which comprises of Chief Executive Officer (CEO), Chief Medical Officer(CMO), Chief Nursing Officer(CNO), Chief Financial Officer (CFO) , Chief Organizational Officer (COO) and Director of Risk Management. Their job expectations and responsibilities include but are not limited to the development of a broader set of leadership and technical skills as well as to increase their understanding of healthcare delivery and its effectiveness (Hospitals, 2014). Critical to care (and the business) is the rights and best interest of the patients, focusing...
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...al, 2007). Culture can be characterized as a basic implicit theory of mutual assumptions, invented, discovered, or developed by a group that determine how they think, feel and behave as they assimilate internally and adapt to the external environments of an organization (Schein, 1996). Culture is an important variable that defines an organization and has significant implications on its ability to be effective and efficient. Culture can be a critical barrier to leveraging new knowledge and implementing technical innovation (Helfrich et al, 2007). This paper will first provide an overview and analysis of the cultures and subcultures of two Ontario healthcare organizations - Trillium Health Centre (THC) and Credit Valley Hospital (CVH) in the context of a recent voluntary merger of the two organizations. The paper will then examine the impact of the dominant and sub- organizational cultures on the capability of the two organizations to be more effective, efficient and patient focused, as will the ways in which these cultures create barriers to current change efforts. Finally, the paper will identify recommendations for the merged leadership of the organizations to consider in order mitigate the identified cultural barriers in order to support future change efforts. A Cultural Overview THC and CVH are large community hospitals located within the Mississauga Halton Local Health Network (MH LHIN), serving a population of over a million people. Both organizations provide comprehensive...
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...and Implementation Plan…………………………………………………………………….6 Conclusion……………………………………………………………………………………………………………………………9 References………………………………………………………………………………………………………………………….10 Term Paper Case Study Barbara Norris: Leading Change in the General Surgery Unit Introduction to the Case Study Healthcare is defined as the maintenance and improvement of physical and mental health, especially through the provision of medical services (healthcare.gov). Most healthcare organizations have a mission statement that reads something like this: Our mission is to provide extraordinary care, where the patient comes first, supported by world class education and research. The job of Nurse Manager within such an organization is to help patients by managing the nurses who care for them. This includes fostering a work place where nurses respect each other and feel valued while providing quality care to patients and their families. “A nurse Manager works with staff and middle-upper management ensuring a two-way flow of communication” (Cathcart, 2). The nurse manager guides while contributing to the success of the organization. The role of nurse manager however does not come without resistance and constraints. In the case study, Barbara Norris: Leading Change in the General Surgery Unit, Barbara, a nurse at Eastern...
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...2006 National Institute of Standards and Technology Technology Administration • Department of Commerce Baldrige National Quality Program Arroyo Fresco Community Health Center Case Study 2006 National Institute of Standards and Technology Technology Administration • Department of Commerce Baldrige National Quality Program Arroyo Fresco Community Health Center Case Study The Arroyo Fresco Community Health Center Case Study was prepared for use in the 2006 Malcolm Baldrige National Quality Award Examiner Preparation Course. The Arroyo Fresco Community Health Center Case Study describes a fictitious nonprofit organization in the health care sector. There is no connection between the fictitious Arroyo Fresco Community Health Center and any other organization, either named Arroyo Fresco Community Health Center or otherwise. Other organizations cited in the case study also are fictitious, except for several national and government organizations. Because the case study is developed to train Baldrige Examiners and others and to provide an example of the possible content of a Baldrige application, there are areas in the case study where Criteria requirements are not addressed. CONTENTS 2006 Eligibility Certification Form ………………………………………………………………… Organization Chart ………………………………………………………………………………… 2006 Application Form …………………………………………………………………………… Glossary of Terms and Abbreviations ……………………………………………………………… Preface: Organizational Profile P.1 P.2 Organizational Description...
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...Organizational Leadership and Interprofesional Team Development Patient Family Centered Care Organization Practice Setting Currently I have the privilege to work for the largest Not-for-Profit healthcare system in Texas. Memorial Hermann Health System is more than a hospital system, we are designed to be a healthcare delivery model, incorporating affiliated physicians with care delivery hospitals, effortlessly working together with one goal in mind, the goal of advancing health. By setting our focus on evidence based medicine, the constant pursuit of healthcare quality, and patient safety, Memorial Hermann Health System has been recognized as a national and regional leader in quality healthcare. As an integrated healthcare system, Memorial Hermann has surrounded the city of Houston with 12 acute care hospitals, three heart and vascular hospitals, a neuroscience institute, two sports medicine institute locations, a chemical dependency treatment center, a home health agency, a retirement community, a nursing home, several surgical, and cancer centers. Working in conjunction with our physician network Memorial Hermann also offers local employers with health solutions and health benefits through its wholly owned insurance company. (Memorial Hermann Houston Hospital, Institutes & Centers, n.d.) Within this vary large framework of a healthcare system, I work within one of our acute care hospitals, Memorial Hermann Northeast Hospital, located in the Houston suburb of Humble, Texas. Our mission...
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...About Pfeiffer Pfeiffer serves the professional development and hands-on resource needs of training and human resource practitioners and gives them products to do their jobs better. We deliver proven ideas and solutions from experts in HR development and HR management, and we offer effective and customizable tools to improve workplace performance. From novice to seasoned professional, Pfeiffer is the source you can trust to make yourself and your organization more successful. Essential Knowledge Pfeiffer produces insightful, practical, and comprehensive materials on topics that matter the most to training and HR professionals. Our Essential Knowledge resources translate the expertise of seasoned professionals into practical, how-to guidance on critical workplace issues and problems. These resources are supported by case studies, worksheets, and job aids and are frequently supplemented with CD-ROMs, websites, and other means of making the content easier to read, understand, and use. Essential Tools Pfeiffer’s Essential Tools resources save time and expense by offering proven, ready-to-use materials—including exercises, activities, games, instruments, and assessments—for use during a training or team-learning event. These resources are frequently offered in loose-leaf or CD-ROM format to facilitate copying and customization of the material. Pfeiffer also recognizes the remarkable power of new technologies in expanding the reach and effectiveness of training. While e-hype...
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...Organizational Leadership and Inter-professional Team Development The Patient and Family Care Organizational Self-Assessment Tool (PFCC) for current practice setting will be completed as well as the organization in its entirety. The results will be analyzed based on a one to five scoring system with one being the lowest. The areas where the organization could improve its PFCC care will be discussed. The analysis of how business practices and regulatory requirements impact patient family centered care. A strategy will be created that includes goals and an operational plan to increase PFCC of the organization by improving one of the gaps that’s identified. I will discuss financial implications that this strategy may have on the organization. I will identify potential members for the multidisciplinary team who could assist in improving the identified gap. I will discuss the purpose and scope of the team to include the member’s roles, and importance of diversity within the team. The team will focus in a meaningful way using self-assessment, and awareness of self-reflective techniques. I will use PDAC to monitor whether the strategy was effective in increasing patient and family centered care. Self-Assessment Tool The PFCC tool was used to evaluate Medical Center Health System (MCHS) see attached. Setting Description Medical Center Hospital System (MCHS) is an acute care, not for profit regional 402 bed Level II Trauma Center, located in West Texas of the...
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...Needs Assessment for Quality In order for a hospital to survive the competition in today’s healthcare world, a hospital must be aware of opportunities to grow and reduce costs and be supported by Total Quality Management Process. The TQM process helps the hospital to create new products, ensure the standards of quality and client satisfaction and deliver improved services. In addition, the TQM process also helps in improving a company's bottom line profits by increasing operating efficiencies, eliminating waste, and creating working conditions conductive to productivity and company growth. The employees must work in healthy environments, which maximizes their efficiencies and enables them to perform at their best levels. In both the short-term and long-term, the quality improvement process pushes the company from different angles to achieve strategic goals and plans. One of the important processes of patient care is proper medical documentation and updated medical records. Description of chosen process Accurate and complete medical documentation is the responsibility of medical transcriptionists. However, the challenges to medical transcriptionists and the medical transcription industry are complex and varied. Pressures associated with cost, demand, workforce limitations, technological development, globalization, policy and awareness issues come together to create a picture that changes depending on one’s perspective and point of view. Trying to assemble these factors...
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...both Solution Manulas And Test Banks Of this Book Contact ahad2030@yahoo.com Chapter 1 How Management Accounting Information Supports Decision Making QUESTIONS 1-1 Management accounting is a discipline that designs planning and performance measurement systems, using financial and nonfinancial information, to help an organization develop and implement its strategy. The information must be relevant and helpful, and customized to serve multiple purposes, such as making decisions, allocating resources, and monitoring, evaluating, and rewarding performance. Information for the “plan” and “do” steps of the PDCA cycle includes prospective data on costs, profits, efficiency, and quality associated with alternative ways to produce or provide goods or services. Information for the “check” and “act” steps includes assessments of how well the organization is achieving its objectives. Common information requirements include measures of cost, quality, profitability, and timeliness. 1-2 A company’s operators, managers, and executives need information for their operational control and improvement activities, as well as on the performance of their individual processes, products, services, and customers. This information is important to direct managers’ attention to areas where improvement is needed, to provide feedback on activities, and to monitor and evaluate the performance of operators, departments, divisions, and business units and their managers. This information should...
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...Customer Focus 10 Category 4: Measurement, Analysis, and Knowledge Management 14 Category 5: Workforce Focus 18 Category 6: Process Management 23 Category 7: Results 7.1: Best Quality (Healthcare Outcomes) 27 7.2: Best Customer Service (Customer Focused Outcomes) 32 7.3: Best Financial Performance & Growth (Financial & Market Outcomes) 35 7.4: Best People and Workplace (Workforce Focused Outcomes) 38 7.5: Best 5 Bs (Process Effectiveness Outcomes) 41 7.6: Best 5 Bs (Leadership Outcomes) 45 GLOSSARY OF TERMS AND ABBREVIATIONS APP: Annual Planning Process 5Bs: AtlantiCare’s five “Bests” or performance excellence commitments – Best People and Workplace, Best Quality, Best Customer Service, Best Financial Performance, Best Growth ARMC : AtlantiCare Regional Medical Center ASC: Ambulatory Surgery Center ASPP: Annual Strategic Planning Process A AAAHC: Accreditation Association for Ambulatory Health Care AAI: AtlantiCare Administrators Incorporated AAP: Annual Action Plan B BFP: Best Financial Performance Big Dots: The system-level measurements or targets for each of the 5 Bs (performance excellence commitments). Business units (and their departments) have measurable action plans and goals that align with/support the Big Dots. ABCs: AtlantiCare’s Best Customer Service Standards– AtlantiCare’s customer service training program. BMI: Body Mass Index ABH: AtlantiCare Behavioral Health BOT:...
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...CASE: SM-136 DATE: 10/24/04 BETTER MEDICINE THROUGH INFORMATION TECHNOLOGY INTRODUCTION The health care industry in the United States was troubled. Most of the world’s state-of-the-art health care research occurred in U.S. university and corporate laboratories. Similarly, most of the best centers in the world for delivery of health care were located in the U.S. However, the costs of health care in the United States were exploding and overall quality, along many dimensions, was not increasing. For U.S. consumers it was the best of times and the worst of times—health care services were often terrific if judged by the ability of individual physicians to do more for patients and yet, as judged on almost any broad parameter such as life expectancy or infant mortality, the United States was at best average compared to other developed countries. In most developed countries, spending on health care grew dramatically over the past several years. This increase in spending, combined with lower overall economic growth, pushed up the share of health care expenditure as a percentage of gross domestic product (GDP) of OECD countries from an average 7.8 percent in 1997 to 8.5 percent in 2002. By comparison, the share of GDP spent on health care remained almost unchanged from 1992 to 1997 (Exhibit 1). In the United States, health care expenditure grew 2.3 times faster than GDP, rising from 13 percent in 1997 to 14.6 percent in 2002. Spending was $5,267 per capita in 2002, almost 140 percent...
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...Inter-American Development Bank Social Protection and Health Division (SCL/SPH) TECHNICAL NOTE Quality Improvement of Health Care in Belize: Focusing on Results Ian Mac Arthur Jennifer Nelson Martha Woodye No. IDB-TN-661 May 2014 Quality Improvement of Health Care in Belize: Focusing on Results Ian Mac Arthur Jennifer Nelson Martha Woodye Inter-American Development Bank 2014 Cataloging-in-Publication data provided by the Inter-American Development Bank Felipe Herrera Library Mac Arthur, Ian. Quality improvement of health care in Belize: focusing on results / Ian Mac Arthur, Jennifer Nelson, Martha Woodye. p. cm. — (IDB Technical Note ; 661) Includes bibliographic references. 1. Health services administration—Belize. 2. Public health administration—Belize. I. Nelson, Jennifer. II. Woodye, Martha. III. Inter-American Development Bank. Social Protection and Health Division. IV. Title. V. Series. IDB-TN-661 http://www.iadb.org The opinions expressed in this publication are those of the authors and do not necessarily reflect the views of the Inter-American Development Bank, its Board of Directors, or the countries they represent. The unauthorized commercial use of Bank documents is prohibited and may be punishable under the Bank's policies and/or applicable laws. Copyright © 2014 Inter-American Development Bank. All rights reserved; may be freely reproduced for any non-commercial purpose. Ian Mac Arthur, ianm@iadb.org Quality Improvement of Health Care in Belize:...
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.....................................3 Strategy – Understanding and Addressing the Business Need .............................................9 Planning – How to be Prepared for the Future .....................................................................12 Evaluation – Understanding Success ..................................................................................21 Conclusion ...............................................................................................................................23 Literature Review ....................................................................................................................24 Acknowledgements.................................................................................................................26 Executive Summary is aging at a rapid rate; health care reform is expected to bring millions more patients into the system; and there are anticipated shortages in numbers of trained health care professionals to care for these patients. Therefore, the need to start now to develop more effective and efficient workforce planning models (WPMs) for health care organizations is critical. This white paper contains both important data and insights as well as an assessment tool that will help organizations develop effective WPMs—and support excellent patient care and strengthen the U.S. health care system. By reading through this document in its entirety and completing the assessment in full,...
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...providers will matter on the quality and safety of patient care. Today the proportion of acute patients entering the health care system through emergency departments continues to grow and the number of patients in the Intensive care unit also increasing. In emergency room department, the Emergency medical services (EMS) workers are primary providers of pre-hospital emergency medical care and integral components of disaster response. The potentially hazardous job duties of EMS workers include lifting patients and equipment, treating acute injuries or life-threatening illnesses, handling hazardous chemical and body substances, and participating in the emergency transport of patients in ground and air vehicles. These duties create an inherent risk for EMS worker occupational injuries and illnesses. Healthcare workers in the Emergency medicine has evolved to treat conditions that pose a threat to life and have a significant risk of morbidity. Work-related stressors in which Emergency Department nurses encounter are numerous as a result of the hectic and chaotic environment in which they work. The main work stressors included the large number and continuous influx of patients, the increased patient acuity, and the lack of skilled nursing staff. Emergency physicians are tasked with seeing a large number of patients, treating their illnesses and arranging for disposition—either admitting them to the hospital or releasing them...
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