HCA 615 Final Project Part I: Health Care Organization Profile

HCA 615 Final Project Part I: Health Care Organization Profile

HCA 615 Final Project Part I: Health Care Organization Profile

A health care organization provides comprehensive services to patients in a bid to address a wide range of ailments suffered by the clients. The premise can be achieved through the preventive as well as the curative care services provided by these facilities. Effective health care organizations are analyzed based on the quality of services rendered to patients (Oliver, 2014). This depends on the capacity of the facility as identified through the bed number, employee profile and quality outcomes identified in the organization (Nathan & Kaplan, 2017). The present article is based on an analysis of Pacific Hospital to provide insights into the complexities of care encountered by the organization. The framework of the analysis starts from the name, year of establishment and the other aspects described as per the subsequent illustration.

Name and Type of Health Care Organization

Pacific Hospital was established in the early 1980s to provider integrated health services to the residence of Inglewood City, California. Even though the facility was built as an acute General Public Voluntary Hospital, its services has expanded especially in 2000 when it was upgraded to a status of a teaching and referral hospital. The hospital is also a center of medical research by institutions such as Center of Disease Control and Prevention (CDC) and the United States Army Medical Research Unit (USAMRU). As a teaching center, Pacific Hospital has several medical campuses for the training of students pursuing health courses.

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The facility provides a range of medical services that are affordable to the members of the community particularly those in Inglewood and the surrounding regions. Pacific hospital is also linked to third-party payers and insurance companies to guarantee quality care to patients at relatively affordable prices. With its centric culture of Tender Loving Care, the hospital inspires hope to patients and therefore is a preferred center for a majority of communities in the city.

Mission, Vision, and Goals

The unstinting focus of Pacific Hospital is based on use of modern technology, affordable costs, forward-looking research and improved clinical experience. However, the priority of the facility is premised on improved patient care. The mission of the hospital is to provide the highest possible standard of care to clients in a more professional and compassionate way that guarantee quality outcomes. This is achieved when the facility avails quality healthcare as well as providing a foundation for research and learning in addition to the implementation of the national health policies. The facility’s vision is to be a center of world-class teaching and referral for all conditions affecting humanity. Based on the mission, the vision and goals of the facility are outlined below

Vision

  • To promote a culture of high quality care
  • To establish a first-class patient focused services by implementing high quality and evidence-based care
  • To use research and education as framework for improving health of the people

Goals

  • Improve health services through implementation of quality management
  • Deliver high quality services to our patients
  • Use teamwork and training to ensure employees realize their full potential
  • Adhere to the highest ethical standards and codes of practice to protect the public

Bed Number

The bed number determines the size of a health facility and its ability to provide a range of health services to

HCA 615 Final Project Part I Health Care Organization Profile
HCA 615 Final Project Part I Health Care Organization Profile

patients. Pacific Hospital’s bed capacity relates to the number of inpatients that the facility can accommodate for special care especially in the context of patients who require close supervision. The facility has one of the largest capacities as it hosts seventy wards, forty outpatient clinics and twenty theaters. With this capacity, the facility has a total bed numbers of 2500 most of which are separated as per the requirements of the hospital departments. The surgical and medical departments take the largest share of the beds with each allocated 400 beds. The labor and delivery unit of the maternity department takes 300 beds while accident and emergency department settles with 200 beds. The intensive care unit has 150 beds to accommodate the comatose patients. The remaining beds are distributed across different departments of the hospital.

Type of Services Provided

Pacific Hospital prides as one of the largest facility in the state of California. The facility provides a range of services through its outpatient specialized clinics inpatient units. Its in-patient specialties include areas in General Medicine, Gynecology, Critical Care and General Surgery. Main services provided by the hospital are listed below:

  • Laboratory Services – provides full laboratory investigations
  • Women’s Clinic- provides pre and postnatal care services
  • Cardiac Unit – for all types of heart conditions
  • Pediatrics Center
  • Consultant Out-Patient Clinics
  • Physiotherapy and Pharmacy services
  • Cancer Center – avails cancer-related services including chemotherapy, biopsy and provides research on emerging issues on cancer.
  • Trauma and stroke centers
  • Specialist services – Diabetes Care, Infection Control, Pain Management, Respiratory Care and Palliative Services.
  • Rehabilitation centers
  • All types of surgery – minor and major surgeries (each of theaters in the facility has a recovery room)
  • Dental Services – including cosmetic care
  • Diagnostic Radiological and other imaging services – MRI, Ultrasound.
  • Dietetics programs
  • Accident and emergency – including fully-equipped ambulances
  • Morgue services

Volumes

Due to its outstanding patient services, Pacific Hospital receives clients from, Inglewood City, Los Angeles and other parts of the state. The facility also provides care to patients referred from other parts of the world especially those seeking our cancer services. The table below provides a summary of the admissions, outpatient care and other services provided by the facility in 2018.

Type of Service Total Number
Out-Patient 317,023
Number of admissions 209,619
Average length of stay 3 days
Number of Discharges 177,932
Deaths 500

 

Quality Indicators

Pacific Hospital has made strides in quality improvement with regard to patient care. Based on the analytics established by the Joint Commission to track performances, the facility has realized remarkable outcomes in key services (Nathan & Kaplan, 2017). The metric measurements on length of stay indicate that the facility has an average value of 3 days, which is below the recommended level of 4.5 days but confirms an improvement in quality of care and cost reductions. The readmission rate for the facility is 9.5% against recommended rate of 15.3% (Ghazisaeidi et al., 2015). Nonetheless, performance metrics related to hospital procedures such as sepsis, postoperative respiratory failures, pulmonary embolism and hemorrhages were optimal in 2018 as compared to 2017 confirming improved care. In overall, the facility has been awarded class “A” grades based on point of care services and safety standards in patient care.

Financial Performance Indicators

Since Pacific Hospital is a non-profit organization, the financial performances were analyzed on a number of metrics. The cost per discharge is significantly lower to ensure it is affordable for all categories of patients. The hospital’s operating margin is optimal to guarantee sustainability of the organization. The bad debts profile of Pacific Hospital is within the recommended ranges indicating that the facility has good credit ratings for future development (Ghazisaeidi et al., 2015). However, the costs on medical supplies tend to take the largest portion of the facility’s budget and this call for the hospital management to address the issue amicably.

Human Resource Challenges

Similar to other care facilities, Pacific Hospital faces a challenge of nurse staffing. Currently, the nurse-to-patient ratio is 1:6 against the recommended ratio of 1:4. The challenge has been due to the overwhelming number of patients seeking services at the facility (Nathan & Kaplan, 2017). However, other staff populations are within the optimal range.

Diversity Issues

Pacific Hospital addresses diversity issues in Inglewood City and California as a whole. The staff population is made up of a blend of mixed cultures representing both the majority and minority racial groups (West et al., 2014). However, a large proportion of the non-Hispanic whites (65%) make-up the staff population (Munnich, 2014). Pacific Hospital also receives patients from diverse populations. 30% of the populations are non-Hispanic whites, 25% black-Americans 15% Hispanics while 40% comprise of other racial groups.

Community Population Statistics

As per the population statistics of 2010, Inglewood City had 109,419 people and these are the majority members seeking care at Pacific Hospital. Non-Hispanic white is made up of 23.7% of the population while African Americans comprise of the second largest population at 31.8%. Hispanics took the lead at 42.4% and Native Americans recorded the least value at 0.6%. Asians made of 1.5% of the population.

Conclusion

Health care organizations provide a range of services to patients. The performance of health facilities as described in the case of Pacific Hospital depends on quality outcomes and capacity of the facility to manage a large patient population. However, health institutions should guarantee quality care to patients at relatively affordable prices to address the current rise of non-communicable diseases.

 

 

References

Ghazisaeidi, M., Safdari, R., Torabi, M., Mirzaee, M., Farzi, J., & Goodini, A. (2015). Development of performance dashboards in healthcare sector: key practical issues. Acta Informatica Medica23(5), 317

Munnich, E. L. (2014). The labor market effects of California’s minimum nurse staffing law. Health economics23(8), 935-950.

Nathan, A. T., & Kaplan, H. C. (2017, April). Tools and methods for quality improvement and patient safety in perinatal care. In Seminars in perinatology (Vol. 41, No. 3, pp. 142-150). WB Saunders.

Oliver, T. R. (Ed.). (2014). Guide to US health and health care policy. CQ Press.

West, E., Barron, D. N., Harrison, D., Rafferty, A. M., Rowan, K., & Sanderson, C. (2014). Nurse staffing, medical staffing and mortality in intensive care: an observational study. International journal of nursing studies51(5), 781-794.