Long-Term Care Organization: A Case Study

The main objective of Beaumont Hospital is to provide high quality, efficient, accessible services, in a caring environment for Southeastern Michigan residents. Beaumont Hospital believes that patient safety is just as important as medical progression. Therefore, Beaumont Hospital’s risk management program consists of identifying hazard associated risks, controlling risks, and monitoring the effectiveness of procedures/practices. Risk is a part of patient care and services because everything doesn’t always go according to plan. Catastrophic patient injuries often occur because of unanticipated failures. The risk management team is responsible of effective surveillance, analysis, and prevention of events which may injure patients, lead to malpractice claims, or cause loss to the health care system. The risk management staff at Beaumont use the Failure Mode and Effects Analysis (FMEA) as a tool to anticipate what might go wrong with a process or product and how that failure effects the patient. FMEA is designed to dissect a particular process into its individual steps, isolate the potential steps that could cause the problem, assign a specific risk level to each abnormal step, analyze the risk potential for the process, and assign and action plan to correct the problem (Fibuch & Ahmed, 2014). The risk management team also evaluates and modifies potential problems. Beaumont Hospital’s risk management team helps avoid or eliminate risks by identifying an alternate

The Long Term Care Organizational has a Licensing of Administrator when is a single facility but when is a larger corporation has a governing body and administration. There hierarchy is flat. A flat structure means that the administrator has a broader span of administrative responsibilities. The legal term care services are to protect residents.

Hello Dr. Ullom, majority of the long term care facilities are under staffed. There is usually one registered nurse in charge to manage a 240 bed facility, with LPN's  and nursing assistance. I feel that these patients would benefit from having one RN to every six -eight patients with a nursing assistance. Not only would this benefit the patient but the nurse as well. Patient are placed in long term care facility with a certain problem, but ends up with additional condition such as UTI, MRSA, pressure ulcers, and etc. These issues are related to poor care they receive because of unstaffing. I'm not placing blame on the LPN or nursing assistance, but with a RN and low nurse to patient ratio, they will receive better care.

The third long-term goal of a health care organization like a hospital is remain compliant and achieve and maintain accreditation. This can be achieved through other long and short-term goals. If the short-term goals of self-assessments, education, and implementation of quality improvement processes are put into place, the organization can be successful with their quality management program. Upper-level management will need to address this success and work to ensure that the policies and procedures put into place are maintained.

The proposed risk mitigation plan is based upon a culture of continuous improvement. This allows the clinic staff ownership in running and improving the business. Data will be reviewed at daily, weekly, monthly

NAHQ is dedicated to the advancement of healthcare quality and patient safety and the professionals working in the field. “These professionals drive the delivery of vital data for effective decision making in healthcare systems by combining technology with their unique expertise in quality management” (NAHQ, n.d.). Also, at NAHQ, these healthcare quality professionals are provided with resources and tools that expand knowledge and skills in the competency areas that require advance quality. This helps the strategic leaders in achieving regulatory, accreditation and organizational compliance in quality and safety improvement

The Center’s participants are some of the nation’s leading hospitals and health systems. They use a systematic approach to analyze specific breakdowns in care and discover their underlying causes to develop solutions to solve these problems. The Joint Commission shares these proven effective solutions with its approved organizations. The Center developed the Targeted Solutions Tool, which is an innovative application that guides healthcare organizations through a step-by-step process to measure their organization’s actual performance, identify their barriers to excellent performance, and direct them to proven solutions that are customized to address their particular barriers. Targeted solutions for hand hygiene, preventing falls, safe surgery, and hand-off communications are available. In October 2015, an online high reliability assessment tool and resource library designed to assist hospital leaders with determining their organization’s level of maturity in multiple components of reliability and striving for no preventable harm. Once the assessment is completed, a report is generated that identifies strengths and opportunities for improvement and directs the user to resources specific to their organization’s high-reliability maturity

The long-term care system consists of an integrated continuum of many institutional and non-institutional providers who deliver extended care when needed. Long-term care providers distribute a variety of care to individuals with chronic, mobility and/or cognitive impairments/limitations. These providers include: nursing facilities, subacute care, assisted living, residential care, elderly housing options and community based adult services (CBAS) (Pratt, 2010). CBAS is broken down into subdivisions, which include: home health care, hospice care, adult day care and adult day health care (ADHC). ADHC’s falls under the category of non-institutional care, allowing individuals to be independent, stay within their community, live at home, and age in place, while being of high quality and low cost. The ultimate goal of ADHC’s is to keep individuals out of hospitals and nursing homes (institutional care), and allow them to live their life comfortably, independently and in their households with their loved ones (Alteras, 2007).

Driven by the financial losses in 1998 and 1998, competition on “Pill Hill”, and declining staff morale, VMMC established a set of goals to achieve its vision of becoming the industry’s quality leader. And to become the quality leader, VMMC needed to focus on the patient, work in a team environment, and embrace change. Kaplan was the person in charge of implementing change at VMMC to achieve that vision. To do so, he needed a system that focused on quality and the Toyota Production System (TPS) was the perfect fit for this organizational change. Previously, VMMC utilized systems such as Total Quality Management (TQM) and Six Sigma. However, TQM was not generating the result that VMMC was seeking, and Six Sigma allowed a defect rate, which was not acceptable at VMMC since “safety and perfection are paramount,” as administrative director Christina Saint Martin noted. In the healthcare world, Dr. James Bender explains that “no one should die because of something we could prevent (Bohmer & Ferlins, 2008).”

The issue of risk scenario carries immense importance for most of the hospitals that are part of the healthcare setting. However, there is not only one scenario that can affect the hospitals but

It started 06/27/2014, my father was admitted in the hospital for breathing problems. At this time his lungs was collapsing to where he had to be put on a ventilator i almost lost him, he woke up 2 weeks later but had to remain on the ventilator, while on this his health went up and down he was tranferred from the hospital to a long term care facility to where they were not taking care of him properly i almost lost him twice so he was transferred to another faility lets just say it was a year long battle i had to learn medical terminology so i could keep up with what was going on and til this day im still taking care of him i want to study this fiedl because i feel as though i can help people in need because i would take my job and the customers

The purpose of this paper is to identify a quality safety issue. I will summarize the impact that this issue has on health care delivery. In addition, I will identify quality improvement strategies. Finally, I will share a plan to effectively implement this quality improvement strategy.

One of Memorial Hospital major concern is to keep cost down. Keeping cost to a minimum will affect the need of obtaining and maintaining quality equipment. The hospital staff doesn’t believe that cutting corners on equipment will lead to quality healthcare service. One of TQM measures is the responsibility for quality. Management can incorporate this measure into their system and still keep the integrity of the operation of providing quality care without any compromise. Having the proper tools needed to conduct the services needed in the health profession should not be a issue of question so such an investment is needed in the healthcare field in order to keep patients loyal and attract new clients. “Organizations that embrace TQM have realized that everyone must accept responsibility, from the company CEO to the person who cleans the parking lot” (Vonderembse, 2013, p.4.4). Quality performance will ensure that the level of care and equipment will not be compromised and such a move will raise the bar towards the quality of care. In addition, benchmarking will assist is making sure the operation is running up to customer standards or even

The Baldrige Performance Excellence Program is a current model using certain criteria for purposes of improving quality and risk management. Health care organizations and risk managers around the country utilize this model to boost safety processes and outcomes. At the other end, a final goal is sought to reduce cost and get positive results for the organization. Criteria within the Baldrige model focuses on the successful operation of health care organizations that corroborate between units and departments, including leadership and performance, while also considering Joint Commission accreditation, Magnet status, and the Institute for Healthcare Improvement initiatives (The National Institute of Standards and Technology, 2014). The goal of the Baldrige model is to lead all components of the organization to be unified and productive as a whole, manage change, and examine and analyze data in order to be competitive and successful in the healthcare market.

The Delphi panel stressed the importance of regular performance measuring to ensure improvements are sustained. When staff understood the reasons behind the changes and how they improved the productivity and quality of care for patients, they were more likely to sustain the implementations. Developing a culture with the appropriate elements to support continuous improvement was seen as vital to see success with the lean methodologies.