Running head: C158 – ORGANIZATIONAL LEADERSHIP - TASK 1 1
C158 - Organizational Leadership and Interprofessional Team Development -
Task 1
Dorothy Callender
Western Governors University
C158 – Organizational Leadership and Interprofessional Team Development – Task 1
Dorothy Callander
Western Governors University
, C158 – ORGANIZATIONAL LEADERSHIP - TASK 1 2
Introduction
In the ever changing world of healthcare, Medicare has implemented a new
reimbursement model. This model includes non-payment for excessive readmissions of certain
diagnosis within thirty days. On the other side of the payment scale, rewards based on patient
satisfaction scores can result in better payments. In a day and age where hospitals are struggling
to make ends meet, many hospitals need to create an environment where they receive the extra
payments (Medicare.gov, n.d.-b). Medicare even has a link on their site to hospitals so
consumers can review the quality of the hospital based on a variety of topics, including patient
satisfaction (Medicare.gov, n.d.-a).
One of the ways hospitals are improving patient satisfaction is by implementing “patient
and family centered care (PFCC)”. Since 1982 there has been controversy over whether families
should be present during resuscitation. Family members that were interviewed felt being present
helped them and would choose to be present again (Boehm, 2008). In 1995 the Maternal and
Child Health Bureau developed a definition and a set of principles for “family centered care”
(National Center for Family/Professional Partnerships, 2014). In 2001, the concept of patient
centered care became a hot topic after a report published by the Institute of Medicine titled
“Crossing the Quality Chasm: A New Health System for the 21st Century” (Cassel, 2010).
Practice Setting
The current practice setting is a 204 bed acute care hospital. Inpatient services provided
include cardiac care, labor and delivery, pediatrics, neonatal intensive care, intensive care, step-
down, telemetry, general medical/surgical, and emergency. Outpatient services include imaging,
outpatient surgeries, laboratory, and community health. The hospital is a charity hospital run by
a religious organization. The hospital was established in 1956 with 29 beds. It is part of a
, C158 – ORGANIZATIONAL LEADERSHIP - TASK 1 3
healthcare system that has facilities in California and Texas. The health system is composed of
14 hospitals with associated medical offices and urgent care centers. The group of hospitals will
be referred to as “the health system”, while the individual hospital that was analyzed in depth
will be referred to as “the hospital”.
Patient and Family Centered Care Evaluation
An in-depth analysis of the individual hospital and an overview of the health system were
performed to determine areas where PFCC was a priority and areas where there is room for
improvement. Of the 14 hospitals in the health system, four (two hospitals share a single
website) have a link to PFCC on the “about” tab on the websites (Covenant Children’s, n.d.;
Mission Health, 2014; St. Joseph Hospital, 2014). A search of the hospital with PFCC added
located a department within the hospital that spoke to PFCC (St. Mary Medical Center, 2014).
Analysis of Patient and Family Centered Care
Although the health system was examined in general for PFCC, the main emphasis was
the hospital. The pediatric unit of the hospital had a paragraph on the website about PFCC. The
area of the hospital that was specifically looked at was the Medical/Surgical unit. The hospital
scored very poorly in most domains, however the domains of Care, Care Support, and
Diversity/Disparities scored at or above the median mark of 3.
The domain of Care scored the highest. Patients and families are actively involved in
setting goals. Nurses, social workers, case managers, and doctors include both patients and
families when setting goals and discussing treatment options. The care teams excel at listening
to and respecting patients and families. The computerized charting system reminds care givers to
notify the family upon any transfer. The hospital emphasizes that “pain is what the patient says it
is” and the electronic charting system reminds caregivers to assess pain with hourly rounding.
C158 - Organizational Leadership and Interprofessional Team Development -
Task 1
Dorothy Callender
Western Governors University
C158 – Organizational Leadership and Interprofessional Team Development – Task 1
Dorothy Callander
Western Governors University
, C158 – ORGANIZATIONAL LEADERSHIP - TASK 1 2
Introduction
In the ever changing world of healthcare, Medicare has implemented a new
reimbursement model. This model includes non-payment for excessive readmissions of certain
diagnosis within thirty days. On the other side of the payment scale, rewards based on patient
satisfaction scores can result in better payments. In a day and age where hospitals are struggling
to make ends meet, many hospitals need to create an environment where they receive the extra
payments (Medicare.gov, n.d.-b). Medicare even has a link on their site to hospitals so
consumers can review the quality of the hospital based on a variety of topics, including patient
satisfaction (Medicare.gov, n.d.-a).
One of the ways hospitals are improving patient satisfaction is by implementing “patient
and family centered care (PFCC)”. Since 1982 there has been controversy over whether families
should be present during resuscitation. Family members that were interviewed felt being present
helped them and would choose to be present again (Boehm, 2008). In 1995 the Maternal and
Child Health Bureau developed a definition and a set of principles for “family centered care”
(National Center for Family/Professional Partnerships, 2014). In 2001, the concept of patient
centered care became a hot topic after a report published by the Institute of Medicine titled
“Crossing the Quality Chasm: A New Health System for the 21st Century” (Cassel, 2010).
Practice Setting
The current practice setting is a 204 bed acute care hospital. Inpatient services provided
include cardiac care, labor and delivery, pediatrics, neonatal intensive care, intensive care, step-
down, telemetry, general medical/surgical, and emergency. Outpatient services include imaging,
outpatient surgeries, laboratory, and community health. The hospital is a charity hospital run by
a religious organization. The hospital was established in 1956 with 29 beds. It is part of a
, C158 – ORGANIZATIONAL LEADERSHIP - TASK 1 3
healthcare system that has facilities in California and Texas. The health system is composed of
14 hospitals with associated medical offices and urgent care centers. The group of hospitals will
be referred to as “the health system”, while the individual hospital that was analyzed in depth
will be referred to as “the hospital”.
Patient and Family Centered Care Evaluation
An in-depth analysis of the individual hospital and an overview of the health system were
performed to determine areas where PFCC was a priority and areas where there is room for
improvement. Of the 14 hospitals in the health system, four (two hospitals share a single
website) have a link to PFCC on the “about” tab on the websites (Covenant Children’s, n.d.;
Mission Health, 2014; St. Joseph Hospital, 2014). A search of the hospital with PFCC added
located a department within the hospital that spoke to PFCC (St. Mary Medical Center, 2014).
Analysis of Patient and Family Centered Care
Although the health system was examined in general for PFCC, the main emphasis was
the hospital. The pediatric unit of the hospital had a paragraph on the website about PFCC. The
area of the hospital that was specifically looked at was the Medical/Surgical unit. The hospital
scored very poorly in most domains, however the domains of Care, Care Support, and
Diversity/Disparities scored at or above the median mark of 3.
The domain of Care scored the highest. Patients and families are actively involved in
setting goals. Nurses, social workers, case managers, and doctors include both patients and
families when setting goals and discussing treatment options. The care teams excel at listening
to and respecting patients and families. The computerized charting system reminds care givers to
notify the family upon any transfer. The hospital emphasizes that “pain is what the patient says it
is” and the electronic charting system reminds caregivers to assess pain with hourly rounding.
