The Organizational Leadership in a Healthcare Setting

The Organizational Leadership in a Healthcare Setting

The Organizational Leadership in a Healthcare Setting (Veterans Hospital) by Discussion Board Homework Help

One of the desirable attributes of health care has always been patient-centeredness. This means that all health care organizations strive towards ensuring that the patient’s needs, values, and preferences are honored (Greene, Tuzzio, & Cherkin, 2012). Patient and family-centered care (PFCC) is a method used to plan, deliver, and assess the outcomes of healthcare delivery to ensure that the providers, their patients, and families receive the best care (Shaller, 2007). The central premise of this paper is developing a framework through which the students can experience and understand the aspects of leadership within healthcare organizations and the effects of regulatory and business requirements in providing patient-centered care (PCC). The final deliverable of the project is the creation of a robust strategy to improve patient-family-centered care in a specified hospital setting. Therefore, for accuracy and relevance, the study has decided to use the United States Department of Veteran Affairs (the VA hospital) as the setting for the study. The VA hospital is a large organization mandated with providing medical care for Veterans. 

Business Practices

         Before evaluating how business practices, regulatory requirements, and reimbursement affect Organizational Leadership in a Healthcare Setting, it is imperative to review the main principles of PCC. PCC is built on the respectful and dignified treatment of all patients and their families and honoring their autonomy. PCC must also ensure that the patients and their families are actively involved in the provision of care. The patients and their families should also be allowed to contribute to the continuous improvement and development of healthcare systems. The final principle requires the incorporation of patients and their families in the education of healthcare professionals (Rawson & Moretz, 2016). 

From the principles reviewed above, it is evident that information and education are critical aspects of PCC. The promotion of PCC has resulted in the education of many patients and their families, primarily through the provision of vast and easy-to-understand materials on diseases on the internet. Therefore, more patients are informed, and they hope to interact with healthcare professionals who take time to understand and educate them instead of pushing treatment. Studies have shown that the adaptation of PCC in business practices has resulted in the reduction of general costs to both the patients and the healthcare facility (Charmel & Frampton, 2008). The existing volume-based plan of action on treatment is marred with many shortcomings, such as increased administrative costs, variable analytical costs, lengthy process delays, and the misuse of resources. However, through adherence to PCC approaches, all the shortcomings are reduced, and the business ends up cutting costs (increasing profitability) and improving the quality of care. 

Different organizations are using criteria such as partnerships with patients and their families as reported statistics to improve their Organizational Leadership in a Healthcare Setting. Through the ranking, patients can select the hospital that they want to associate with. This approach is inspiring many hospitals to adopt the PCC and PFCC. There other incentives offering rewards to the hospitals with the best-integrated adaptation of PFCC, such as the AHA (American Hospital Association) McKesson Quest for Quality Prize ($75,000) (). The financial incentives and hospital acknowledgment offer help to spark innovation and encourage hospitals to lay down frameworks for rapid change. 

Healthcare organizations are usually massive behemoths with many parts that’s take time to move. The different regulatory requirements on the provision of care are mainly developed by CMS (Centers for Medicare & Medicaid). These regulations are aimed at improving the quality of care through the reduction of administrative burdens. The latest iteration of the PFS (Physician Fee Schedule) has documented various changes. For example, there is no longer any need to document a patient’s need for a medical visit, no documentation of repeat information and any complaint registered by the care beneficiary or administration should not be documented again (“CMS Updates Aim to Improve Patient-Centered Care, Care Access”, 2019). These changes are meant to reduce the resources used in administration and promote PFCC. Therefore, these requirements result in the simplification of hospital administration and increased focus on improving PCC. 

CMS has also developed different provisions that tackle the reimbursement to healthcare providers for the promotion of PCC. One of these provisions is ensuring that the providers will be reimbursed for the costs incurred while in virtual communication with patients and during the provision of telehealth/telemedicine (“CMS Updates Aim to Improve Patient-Centered Care, Care Access, 2019). CMS has integrated the use of remote patient monitoring tools and virtual check-in technology to promote telehealth. The move is aimed at motivating healthcare providers to adopt telehealth and PCC without the fear of incurring extra costs. Therefore, the reimbursement program is actively promoting hospitals and other healthcare settings to adopt PCC and reap the benefits. 

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