Running Head: PATIENT-CENTERED CARE 1

Evaluation of Patient-Centered Care

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Impact of Business Practices, Regulatory Requirements, and Reimbursements on

Patient-Centered Approach in HealthCare Organizations

Healthcare organizations are multifaceted institutions whose primary focus is to

offer quality care and services to patients and individuals in need. Patient-centered care is

a form of managed care that emphasizes the need of putting patients needs first so as to

improve quality care. However, running such an organization is often different from other

for-profit organizations since managing health care is a complicated endeavor. Business

practices are often profit centered while health agencies base their profit on value based

quality services. The healthcare industry has evolved and patients have become more

health literate to get efficient services. The tripartite contribution of business practices,

regulatory requirements, and reimbursement have catapulted positive changes in the

health sector through many ways.

Business practices have enabled health organization to formulate a competitive

edge approach through the patient-centered model of nursing. It is through stakeholder

participation integrated with managed care which leads to decreased overall expenses.

Hospitals have become more aware on leveraging their spending through better resource

management by making fewer process delays, reducing waste of staff members and

hospital materials as well. All this has contributed to the improvement of managed care

systems in health institutions.

Regulatory requirements such as individual level patient-clinician interactions,

quality improvement activities such as evidence-based medicine and practices as well as

Governance level requirements have all brought positive changes in patient-centered

care. Hospitals adhering to these regulations can incorporate values of transparency,

recognition, respect, cultural competence, and leadership all of which add on to the

principles of managed care (Greene, 2012).

Tying patient satisfaction to reimbursement plans has allowed more healthcare

organizations become more accountable and efficient in disseminating services. Managed

care is all about offering exemplary services with the outlook of capitalizing on the

satisfaction of all stakeholders especially the patient and their families. Failure to do so

has come to result in hefty reimbursement fines. Organizations in the health sector have,

therefore, been forced to improve services since patient experience is directly related to

the brands' reputation (Rosin, 2015). All the above tripartite factors have created room for

positive changed in managed care and patients are now able to get the quality treatment

they deserve.

Patient and Family-Centered Care (PFCC) Assessment Tool

Description of Healthcare Setting Applied in PFCC

The Patient and Family-Centered Care (PFCC) organization of my choice is an

acute care setting. Unlike long-term care facilities such as nursing homes and skilled

nursing facilities that offer services over an extended period, acute care setting does the

same but for a shorter period. Severe injuries, trauma, episodes of illness, urgent medical

interventions, are just some of the treatment options available in the setting. The main

aim of the setting is to offer suitable active treatment and in the shortest time possible

then discharging of the patient.

Strengths and Weaknesses of Acute Care Setting for Each Domain Applied in

PFCC
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Leadership under such a setting is uncompromised since the patient often spends a

short time at the hospital which reduces family inclusion in policy formulation and

treatment methods. At most time acute care settings deal with emergencies which only

focus on patient care without too much indulgence of family propositions. The quality of

service is the primary aim of acute care organizations. Their reputation depends on their

success rate which calls for exceptional results and quality care at all times. Another

strength of an acute setting is personnel efficiency. Staff members rely heavily on the

partnership with patients and their families to offer the best possible care on a small

window of opportunity to minimize risk. The primary mission and vision for acute care

are to give the best emergency care for the patients through meeting their immediate

needs thus a high point for the model. Due to the nature of medical injuries and

intervention plans adopted by acute settings, planning clinical designs is essential to

improve quality. It is through such meticulous planning that organizations based on such

an environment thrive on.

However, despite the strengths presented, there are some weaknesses with this

mode of setting. Information/education is very poor. Most people do not plan to visit

acute care hospitals since they are meant for emergencies, thus limited information

provision on resources based on PFCC. Accommodation of health literacy and careful

collection and measurement of diversity is also minimal. Most patients with this form of

care are not admitted because of their decision but through default find themselves

meeting the set standards for such a setting, for example, ICU patients. Advisory councils

between patient/family and hospital committees are generally ignored in acute care
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settings. Although care is upheld, most patients and their families do not have a lot of

say-so when it comes to pressing matters of the hospital.

Improving Advisory Councils between Patient/Family and Health

Organization

Advisory between patients and hospital committees is an essential part of PFCC.

The domain allows for communication, transparency, accountability and meeting the

needs of the patients themselves. Most emergency cases are usually traumatizing and

caution ought to be taken to improve on offering better services. Learning opportunities

and sharing experiences between hospital leadership structure and the patients is an

improvement that needs to be embraced.

Increasing Patient-Centeredness in the Organization through Addressing Advisory

Weakness

Improving advisory opportunities to improve acute care hospitals increase patient-

centeredness can be done at different levels. Creating an enabling atmosphere of giving

feedback from patients after receiving treatment will offer an opportunity for the hospital

to improve services. Conducting patient surveys on the physician's part to further

information gathering processes. Only 36% of doctors conduct patient surveys and use

that data to improve care (Clancy, 2008).

Applying Change Theory in Strategy Development to Address Advisory Shortcomings in

the Organization

Meeting managed care through patient centeredness requires one to understand

the needs of the patients fully. Needs of the patients are vast, and they vary ranging

depending on many factors. In an acute care setting the only way to achieved patient
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centeredness needs is through constant feedback systems, regular patient surveys by

doctors and regular revision and evaluation of intervention plans concerning data

collected by physicians from patients (Forman, 2011). Once these have been fulfilled it

becomes easier to develop a healthy advisory relationship between patients and doctors.

Financial implications of implementing Advisory Councils

Economic effects of implementing the proposed strategies are minimal. Advisory

councils work from sharing information which can easily be achieved through

questionnaires drop boxes within the hospital or a digital media platform. This allows for

transparency and accountability. Furthermore, digital frameworks are mandatory for most

hospitals for record keeping, and administration responsibilities. Implementing digital

survey footprints through software updates for daily feedback survey is of minimal costs

as well.

Methods Used to Evaluate the Effectiveness Advisory Councils

Regular audits from both inside and external consultants will offer an opportunity

to assess the productiveness of the strategies proposed. Also, employee appraisals

coupled with patient recovery plans will provide further information on physicians track

record with the strategies and patients satisfaction with the services offered.

Multidisciplinary Team Development and Roles Allocation

Implementation of policies requires a lot of workforce output, participation, and

consultation. The process is often rigorous and requires hands-on teams of members that

offer a broad range of skills, knowledge, and discipline in different roles. Hence, in

implementing the above strategies, the following officers are required.

a) Chief Physician: to offer leadership qualities and share intellectual advice to other

stakeholders.

b) Former Patient committee of at least five members based on demographic factors:

This is an important aspect since their contribution and understanding of patients

needs is exceptional and unprejudiced.

c) External Consultant: to mediate and streamline the work output of the

implementation team as well as offering skilled advice.

d) Hospital Managing Partner/CEO: To provide guidance on the scope of the process

with regards to budget concerns, administration, and prospects

e) Nursing Chief: To link the needs of the top management and the patients to offer a

diplomatic way forward.

Meeting Cultural Competency in the Team through Cultural Diversity

The decision to choose former patients on the panel based on demographic factors

such as age, gender, race, ethnicity, and religion allows for a culturally competent

outcome. A patient-centered outcome is not based only on quality services but also the

ability to embrace and appreciate cultural competencies of all patients irrespective of the

differences noted.

Transformational Leadership Implementation

Transformational leadership will allow the healthcare organization to radically

change its direction and perspective on how to achieve its goals and objectives towards

one purpose, which is patient-centered which is much more efficient. This implies that

the organization's outlook will ultimately shift and its reputation redirected to the

doctrines and principles of managed care from top management to the subordinate staff.
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Teamwork to Address Advisory

Implementation of the strategy requires each participant to work together as a

team and for this to be possible a number of values and work culture needs to be upheld.

Respect for individuals within the implementation team is essential to understand what

each member brings to the table regarding skills. Building trust exercises amongst

members to enhance team spirit. Team spirit culture tends to grow and produce positive

results if well built.

Communication of Strategy and Impact to the Healthcare Organization

Communication is critical for the growth and development of any organization. It

is through sharing information values of transparency, respect, honesty, and goodwill.

Conducting an all involved meeting with stakeholders of the organization will help pass

the desired outcomes and identified strategies information along. Also, the health

organization staff members will also get an opportunity to learn what is expected of them

and ways to meet these targets.

Self-Assessment Tool

The team assessment tool used to evaluate the contributions and capacity of the

team members will be based on shared values and skills of teamwork such as

commitment, contribution, transparency, knowledge, decision-making skills, creativity,

among other things. All these skills will be assessed on a scale of 1 to 5 with one

representing the least score and five the highest capability of the members' willingness to

promote the desired skills or value for an improved outcome of the team.
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References

Clancy, C. (2008). AHRQ: How Patient-Centered Healthcare Can Improve

Quality. Psqh.com. Retrieved 28 February 2017, from

http://www.psqh.com/marapr08/ahrq.html

Forman, H. (2011). Nursing leadership for patient-centered care (1st ed.). New York:

Springer Pub. Co.

Greene, S. (2012). A Framework for Making Patient-Centered Care Front and

Center. The Permanente Journal, 16(3). http://dx.doi.org/10.7812/tpp/12-025

Rosin, T. (2015). Patient experience and quality impacts on reimbursement: 5 things to

know. Beckershospitalreview.com. Retrieved 28 February 2017, from

http://www.beckershospitalreview.com/hospital-physician-relationships/patient-

experience-and-quality-impacts-on-reimbursement-5-things-to-know.html