Meeting the changing needs of healthcare today is a challenge for any organization. Meeting the challenging needs of tomorrow is even more perplexing. Centura Health, however, has a strategic plan in place for addressing the health care needs of the citizens in Colorado and Kansas for the next decade. Centura Health 2020 is designed to transform the future of health care for their patients and their surrounding communities. Using three pillars to define their vision, Centura Health plans to strengthen their foundation, move upstream to manage health, and create systems of care. With a focus on wellness and affordable care, their slogan for their strategic plan, “get better, get different” sums up their intentions. With their solid, well thought-out …show more content…
The Centura Health vision is to “fulfill a covenant of caring for our communities with excellence and integrity to become their partner for life” (Centura Health, 2015). Centura Health has seven core values. They include compassion, respects, integrity, spirituality, stewardship, imagination, and excellence. Through education, policy development, individual case consultation, and interpretation of their sponsors’ ethical and religious directives, Centura Health facilitates ethical decision-making. Without question, they respect the unique spiritual needs of those they serve, “no matter the faith, creed, or belief” (Centura Health, 2015).
Goals
In 2009, Centura Health came up with a plan to transform the future of health care for their patients and communities. With their “Get better, get different” philosophy, the stakeholders developed a plan, Centura Health 2020, to not just revolutionize how they treat sickness, but to enable wellness through the entire system as well. This plan continues today with the goal of constant improvement for the patient, the patient’s family, and the community. This goal of transformation is built on three pillars.
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Their focus on wellness lines up with Healthy People 2020, and their aim to increase patient satisfaction, improve the health of the community, and reduce the cost of health care is commendable. Centura Health 2020 is a solid step in the right direction to improve health care in Colorado and Kansas. The one thing that seems to be missing however is a plan for employee satisfaction and nurse staffing. Although they briefly mention “intensifying their efforts around nursing satisfaction” (Strategic Plan, 2014), there does not appear to be any further details to address the nurse staffing issues or other nursing issues of interest. Research confirms that nurse staffing and patient outcomes are influenced by the culture of the organization. Magnet-designated hospitals provide a culture of quality and are recognized for excellence in patient care, excellence in nursing, and the ability to attract and retain nurses (Huber, 2010). While Centura health is focused on excellence in patient care, they seem to be missing a critical piece of the puzzle. Excellence in nursing and attracting and retaining nurses are factors that are set quality organizations apart from everyone else. This oversight could make the difference in Centura Health achieving their
The health care organization with which I am familiar and involved is Kaiser Permanente where I work as an Emergency Room Registered Nurse and later promoted to management. Kaiser Permanente was founded in 1945, is the nation’s largest not-for-profit health plan, serving 9.1 million members, with headquarters in Oakland, California. At Kaiser Permanente, physicians are responsible for medical decisions, continuously developing and refining medical practices to ensure that care is delivered in the most effective manner possible. Kaiser Permanente combines a nonprofit insurance plan with its own hospitals and clinics, is the kind of holistic health system that President Obama’s health care law encourages. It still operates in a half-dozen states from Maryland to Hawaii and is looking to expand...
Carol finishes her story with a plea for a better communication among the different healthcare providers and the system in general. There is no perfect system, and health care, the system that constantly evolves, deals with life and death, and employs people to fill such diverse niches is probably the most complex of them all, the most difficult to assess, comprehend, and change. As big, complex, and sometimes scary as it seems, it can be changed: talking to a colleague, taking a moment and asking a patient’s opinion. “Be the change you wish to see in the world”, said Gandhi. This is my motto.
Honor Health is a hospital and physician provider system located in phoenix Arizona. Honor health is relatively new hospital chain, more specifically it is the result of a merger of Scottsdale hospital and the John C. Lincoln Health Network (Alltucker, 2013). Honor Health’s mission statement is relatively short, comprising only a single sentence. Their mission and vision statements are, “To improve the health and well-being of those we serve” and, “To be the partner of choice as we transform healthcare for our communities” (Honor Health, 2015). While their vision and mission statements impart a direction and goal for their organization, the vagueness of both statements may cause problems in guiding targeted strategic initiatives. This essay
The magnet recognition program began in the early 1980s as a stride towards promoting nurse retention in the United States. Administrators, directors, staff nurses, and hospital administration gathered together to discuss the essentials of hospital designation. The original research, gathered in 1983, was targeted to identify successful nurse retention. In 1993, the ANCC approved the standards set forth in previous research to become standardized utilizing the forces of magnetism. The 14 characteristics described by the ANCC as “forces of magnetism” define the structure of excellence within the healthcare environment. McClure & Hinshaw (2002), describe the following 14 characteristics that attract and retain nurses to magnet hospitals: “Quality nursing leadership, organizational structure, management style, personal policies and programs, professional models of care, quality of care, quality improvement, consultation and resources, autonomy, community and health organization, nurses as teachers, image of nursing, interdisciplinary relationships, and professional development”.
The 2010 Institute of Medicine (IOM) Report- The Future of Nursing described the role that nurses have in the current and future US health care environment (IOM, 2011). This report was completed at a time when the Affordable Care Act had been passed and a new emphasis was being put on interdisciplinary healthcare teams, care coordination, value-based payment systems, and preventative care (IOM, 2011). Nursing is the largest profession in health care and with an aging baby boomer populace, the expanded role of nurses will be critical in meeting the growing healthcare burdens (Sisko et al., 2014).
State and local public health departments throughout the country have the responsibility for improving health in workplaces, schools, and communities through identifying top health problems within society and developing a plan to improve. Barriers the public health system has encountered over the years include: changes in the overall health system that support cost containment and improved health, and an increase in the number of individuals with insurance coverage for direct preventive services; reduction of qualified public health professional and funding at all levels of government; increasing focus on accountability, with higher expectations for demonstrating a return on investment in terms of cost and health improvement (Trust, 2013). In the near future, health departments ...
Patient-centered care is a broad topic that can be discussed on a daily basis within the healthcare world. Patient-centered care is when healthcare providers and facilities provide care that is respectful to the patient’s preferences, needs and values. It can also be described as physicians who practice patient-centered care can improve their patients’ clinical outcomes and satisfaction rates by improving the quality of the doctor-patient relationship, while at the same time decreasing the utilization of diagnostic testing, prescriptions, hospitalizations, and referrals (Rickett, 2013). Unfortunately, ideal patient-centered care is hard to come by, especially in all 50 states because there is a shortage of money and proper resources needed
Hardwiring Excellence gives a general map for creating a culture focused on service, leadership, accountability, and employee and patient satisfaction. While Studer provides firm foundations and ideas, at points the reader is left wanting more in-depth explanation. Overall, Studer’s text emphasizes strategies to capitalize on a hospital’s most positive aspects, and how to motivate employees to use these strategies.
As I began watching Reinventing Healthcare-A Fred Friendly Seminar (2008), I thought to myself, “man, things have changed since 2008.” And as the discussion progressed, I started to become irritated by how little had changed. The issues discussed were far-reaching, and the necessity for urgent change was a repeated theme. And yet, eight years later, health care has made changes, but many of its crucial problems still exist.
The chronic care model calls for an organizational change in the way individuals with illnesses are cared for, and the involvement of nurses, social workers and patients themselves. The challenge is moving in an effective way of improving quality from research carried out predominantly in health maintenance organizations to the mainstream of health care practice (Wielawski, 2006). Wagner’s explanation is to substitute the customary physician-centric office structure with one that supports clinical teamwork in association with the patient. The notion spreads outside the health care organization to collaborative associations in the community. Wagner et al. (2001) termed this approach the “chronic care model.” With this model, physicians, nurses, case managers, dieticians, and patient educators
At Mayo Clinic, the organization is driven by the needs of the patient and providing an unparalleled experience through integrated clinical practice, research and education for all patients. Analyzing the strategic plan for Mayo Clinic and identifying and summarizing long-term and short-term plans helps to develop an outlook for the future. “US News & World Report ranked Mayo Clinic as one of the 21 “Best Hospitals” in the United States in 2009” (Jones, 2010, p. 52.), and has been on this list for last 20 y...
The four areas of concern that were addressed by the ANA Agenda for Health Care Reform were critical issues that were found to be in need of “bold action” (ANA, 2008, p. 3) not only from the nursing profession but also from other stakeholders, e.g., “policy-makers, industry leaders, providers, and consumers” (ANA, 2008, p. 3) as well.
Thankfully several issues are currently being reviewed and addressed by the current ED manager, who has made it a personal goal to introduce new initiatives aimed at retention of personnel. In addition to hiring new staff, another initiative that has been introduced in our ED to help increase nurse satisfaction is instituting a mid-shift RN position (11 a.m. – 11 p.m.). Specifically this position allows the day and night shift the ability to take a lunch or dinner break while covering their patients. This intervention has proven successful at increasing job satisfaction for other hospitals, as not having a lunch break free from patient care or responsibility is wearing on a nurse and on their level of satisfaction within an organization (Buffington, Zwink, Fink, DeVine, & Sanders,
Faith Community Hospital, an organization who's mission statement is to promote health and well-being of the people in the communities. They serve through the extent of services provided in collaboration with the partners who share the same vision and values. Though the mission statement is the model that everyone should be following, everyone does not think the same about every issue. We all may face similar situation at one point in time but the end result may be different for each individual because we all have different values and beliefs. There are many differences between ethics, laws, beliefs, and oaths that all affect the decisions from patients to staff members. Some patients refuse to take medical services and there are staff members who refuse to provide certain services due to those value lines. Some of the staff members are caring so much for the patients that they sometimes take radical positions to respond to their well-beings. In these situations medical intervention can conflict with religious beliefs or personal moral convictions. Hospital pharmacists are even taking positions which they believe to be important such as filling uninsured prescriptions by accepting payments in installments. Staff members in ICU initiated Do Not Resuscitate procedures with out written orders. Doctors are putting patients first from various interpretations. In "right to die" situations the doctors seem to be getting too involved in compassion and passions with their patients. We need to stay focused on what our jobs are and what we are promoting which is to provide healthcare and its services to members of the communities. Counselors are also treating some of their clients with no authorization of the values and beliefs they have. On the other hand, there are some staff members within the hospital who refuse to serve patients unless they have confirmed insurance coverage. If a patient is to pass away because of unauthorized decisions, this can cause a stir with the media as well as with current or future patients in the community.
To briefly summarize, the report acts to identify nurses as an important faction in enabling access to high quality, affordable health care. This was supported by the development of four fundamental recommend...