Hospital Case Analysis
Hospitals are a necessary part of every individual's life. When one thinks of hospitals, help comes to mind (Hospitals Struggle to Keep Their Promises). Neither a person's age, ethnicity, nor economic background should matter when it relates to access to healthcare. Everyone will need hospital care at one point in their lives, no matter how healthy one may think he or she is. That is the reality. Unfortunately, many of these organizations are in danger. "Hospitals are experiencing a period of financial duress unprecedented in recent history. The number of hospitals that have closed their doors is at an all-time high, and many more might close within the next few years" (Moore et al, 1999). It is ironic to think that the institutions such as Faith Community Hospital that provide healthcare and even save lives, face severe problems. Problems that must be addressed early to avoid jeopardizing an individual's access to healthcare should those same problems lead to the hospital's demise.
Faith Community Hospital presently faces a variety of issues that are caused by a couple of problems. The first problem is the mission statement that is established at Faith Community Hospital. It is instilled in every member who works at the facility. The staff has gone so far as to include it on the back of everyone's business cards so that anyone who receives a card reads it as well. It is a mission statement that when it was implemented was well intended and supposed to unify everyone at Faith Community Hospital but has caused problems instead. The second problem is the lack of concrete organizational policies or guidelines involving certain practices at the hospital. In some cases, both the misinterpretation of the mission statement and the lack of concrete organizational policies and/or guidelines are the reasons behind certain actions by personnel, which in turn jeopardizes the institution.
The mission statement reads, "With the foundation and commitment of our spiritual heritage and values, our mission is to promote the health and well-being of the people in the communities we serve through a comprehensive continuum of services provided in collaboration with the partners who share the same vision and values" (rEsource). The mission statement is too broad and the way that it is written opens up the opportunity for a wide variety of interpretations. Which is what is occurring and causing a number of problems within different departments at Faith Community Hospital.
General Practices Affiliates is considering an offer from Titus Lake Hospital to join under a provider leasing model. Under a provider leasing model, Titus Lake Hospital is purchasing General Practices Affiliates’ services. The practice will retain control of personnel, management, and practice policies. Titus Lake Hospital submitted financial reports to assure transparency during the lease agreement process. The following analysis will discuss whether Titus Lake hospital is a viable financial partner for General Practice Affiliates, possible implications of the lease, and recommendations.
After analyzing the Coastal Medical Center, it is apparent that the employees and staff have no conception of the mission, vision, and values of this health care facility. In addition to this lack of structure, CMC has many projects in the midst of production that lack support of a common goal, employees are unsatisfied with their jobs, the two boards lack ability to agree on strategic decisions for the organization,, and the medical center has a dismal reputation when it comes to quality care.
An organization’s mission statement communicates the purpose and values to not only the customer but also to the employees. A mission statement should not be confused with a vision statement. A mission statement is clear and concise, clearly stating who and what is important along with the direction of the organization. On the other hand, a vision statement communicates what needs to be done to achieve the mission statement. Furthermore, a mission statement should be brief, concise, and easily recitable by all employees (S. M. Coleman, personal communication, March 11, 2017). The example of a fire department’s mission statement titled “CitizenKARE” is the focus of this week’s assignment. The example attempts to communicate the department’s
QUESTION 1: A hospital emergency room averages 50 patients per shift. A shift is 8 hours long, and the average patient requires 20 minutes in the exam room.
The purpose of this essay is to reflect and critically study an incident from a clinical setting whilst using a model of reflection. This will allow me to analyse and make sense of the incident and draw conclusions relating to personal learning outcomes. The significance of critical analysis and critical incidents will briefly be discussed followed by the process of reflection using the chosen model. The incident will then be described and analysed and the people involved introduced. (The names of the people involved have been changed to protect their privacy) and then I will examine issues raised in light of the recent literature relating to the incident. My essay will include a discussion of communication, interpersonal skills used in the incident, and finally evidence based practice. I will conclude with explaining what I have learned from the experience and how it will change my future actions.
Mission statements are meant to inspire and convey direction that the organization intends to stay on.”Through a mission statement, policies and procedures, a proper management style, and direction, criminal justice administrators attempt to ensure that the organization maintains its overall goals of crime treatment and suppression, and that it works amicably with other organizations and people” (Peak, p. 25). Mission statements are a written declaration that reflects the core purpose behind who the organization is and what they stand for. It encompasses the important elements and keeps people within the organization on the same page, defining what is important, the goals, and excludes the unimportant.
The first problem starts from the top where the stakeholder groups have different interpretations of the mission statement. This makes it difficult to determine how many of our stakeholders realize or understand the differences between ethics, laws, beliefs, oaths, etc. The American Heritage dictionary expounds on ethics as being the study of general nature of morals and of specific moral choices. In like manner, the definition of laws is rules of conduct established by custom, agreement, or authority. Beliefs are also explained to be a conviction or opinion. Lastly, oaths are formal promises to fulfill a pledge often calling on God as a witness. If they do understand, how many accept the fact that we draw our value lines at diverse junctures when it comes to applying these ground rules? This problem could be cleared up by having the CEO calling a meeting of the stakeholder groups and discuss the mission statement, distinguish the definitions of policy according what benefits the hospital, not one's own interpretation of how they apply as a commencement to getting everyone on the same page. It is important that everyone is working together respectfully and the CEO has their support.
Today’s nursing environment is in a constant state of change as Canada’s healthcare environments continue to become increasingly complex (Brunt, 2005). This increased complexity can be attributed in part to new technology becoming increasingly integrated into healthcare, the growing Canadian older adult population, and the financial limitations currently being experienced by healthcare system (Brunt, 2005). In order for nurses to continue to provide quality care to Canada’s diverse and aging population there must be an increased emphasis on the development and use of critical thinking skills in the nursing profession (Brunt, 2005). Critical thinking is the “ability to examine and reflect on an issue in an organized
Using extensive internal and external data, including a community phone survey of 475 people, the Board identified key initiatives critical to the hospital’s future. Focusing on quality, service, growth, people, community and finance, these initiatives provided the structure used by the Board to build the strategic plan. Quality Meet the highest standards of clinical excellence and patient safety. Goal: Increase our implementation rate of MHA patient safety initiatives. Service Provide an exceptional, personalized experience for our patients. Goal: Improve Press Ganey “overall rating of care” and “likelihood of recommending” scores in the areas of inpatient, outpatient and emergency services. People Develop dedicated leadership, management and staff to create a great place for patients to receive care, physicians to practice and employees to work. Goal: Improve employee engagement and exceed industry satisfaction standards. Goal: Enhance leadership development. Growth Enhance and grow service lines to achieve market share targets. Goal: Analyze and develop a plan to grow surgical services volume and share. Goal: Enhance outpatient services. Goal: Develop collaborative relationships with medical staff to identify growth opportunities. Goal: Interpret effects and opportunities of health care reform and Accountable Care Organizations (ACO). Community Continue an engaged partnership with the communities we serve. Goal: Track and report on our community benefit. Goal: Work jointly with Mercy Foundation to align funding initiatives. Finance Demonstrate value by achieving efficiency and performance targets. Goal: Demonstrate value through Critical Access Hospital cost benchmarks. Goal: Maintain a positive net operating margin throughout facility expansion efforts. Goal:
The mission statement is to pro-vide customer services with “warmth, friendliness, individual pride, and company spirit”. The company is listing values that the employees should have while at work. These are specific words that most people can interpret and properly understand the meaning. Continuing, the statement ad-dresses the employees of what they can expect from their employer. The company encourages em-ployees to broaden their education both professionally and personally as well as to be creative at work. This idea can possible create educational goals for the employees which in return will im-prove the company. Finally, the mission statement to the employees emphasis that all employees will be treated with “concern, respect, and caring attitude” and that are expected to share with the customer. This company was very specific in what they’ll provide and what they expect. This mis-sion statement seems to be very effective and provides a positive image for the
Nonprofit community hospitals are the largest grouping of hospitals in the nation (Williams & Torrens, 2008). Even though the number of community hospitals has declined over the past twenty years, most Americans still use them as their primary source of care. Many nonprofit hospitals are sponsored by religious organizations. Nonprofit entities are generally expected to provide a certain amount of indigent care. The Affordable Care Act of 2010 required that all nonprofit hospitals perform a community needs assessment (Pennel, McLeroy, Burdine, & Matarrita-Cascant, 2015).
A mission statement is not only needed for the healthcare organization but all organization profit or non-profit should utilize it. I am part of several non-profit community organization. I feel most organization don’t do a good job in displaying their mission statements. Before this course, I did not feel the need to look at their mission statement but now I believe that
Public hospitals, as a primary destination for low-income residents seeking medical care, play a crucial role in our society. Through constant changes in the healthcare system of our nation, these institutions remain true to their mission of caring for disadvantaged populations who lack stable access to health care. Over the past decade, the government experienced increasing difficulty in operating public hospitals due to scant revenue generation and constant budgetary constraints. In 2010, while the average national hospital profit margin was approximately 7%, public hospitals have hovered around 2%, which often resulted in operating at a negative margin when factoring in Medicaid reimbursements.1 These financial shortages are intensifying and hospitals are forced to forgo renovations and routine maintenance to stay solvent. In 1999, one out of four hospitals was public, and by 2010, this number decreased to one out of five2, signifying the growing instability of such institutions.
The patient is a 56-year-old male admitted for altered mental status, scalp laceration, and right pneumothorax after a fall off his porch onto concrete. This patient has been in the hospital for 9 days with these problems and now has developed pneumonia and showing signs of possible sepsis. One of the abnormal assessment findings were his respiratory assessment. Currently the patient has a trach tube and is on mechanical ventilation of 50%. He has diminished breath sounds on the right side especially in the base of the lung and clear on the left side. The patient has regular labored breathing with the use of accessory muscles. Another abnormal finding is that his heart rate is tachy and heart rhythm
Research since 2000 has attempted to remedy the deficiency in the mission statement literature and to establish a link between mission statements and performance. Bart and Baetz’s (1998) in-depth study showed that the prese...