Organizational_Leadership_and_Interprofessional_Team_Development(2)(1).docx - Running head ORGANIZATIONAL LEADERSHIP Organizational Leadership and

Organizational_Leadership_and_Interprofessional_Team_Development(2)(1).docx

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Running head: ORGANIZATIONAL LEADERSHIP 1 Organizational Leadership and Interprofessional Team Development-C158 Western Governors University Lisa Wallace, BSN, RN
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ORGANIZATIONAL LEADERSHIP 2 A. Business Practices The main focus of most businesses is to make sure their customers are happy and satisfied with their services. The healthcare industry strives for this same goal. The business side of hospitals and other healthcare facilities include; nurse to patient ratios, safety protocols, regulations, community relations, patient satisfaction, and employee satisfaction. These business requirements are what impacts patient and family centered care (PFCC). Patient surveys with how their experience went drives everything, while still focusing on quality and safety. Healthcare differs from many businesses because the patients don’t have a choice where they do business at. Patients/Customers are supplied with a list of providers that they must choose from in order for their health care to be covered. Providers are responsible for caring for their patients but they are also held accountable to the insurance company and must follow certain rules and regulations in order for them to receive reimbursement. Federal, state and local regulatory agencies often establish rules and regulations for the health care industry, and their oversight is mandatory. Some other agencies, such as those for accreditation, require voluntary participation but are still important because they provide rankings or certification of quality and serve as additional oversight, ensuring that health care organizations promote and provide quality care. (Grimm, 2014) Healthcare facilities must follow the regulatory requirements if they want to participate in the Medicare program. They must meet minimum health and safety standards. To keep patients and reimbursement coming into the facility they must focus on achieving strong patient satisfaction scores. The Centers for Medicare & Medicaid Services’ (CMS) reinforces the idea. The Affordable Care Act called for provisions that would improve outcomes of healthcare.
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ORGANIZATIONAL LEADERSHIP 3 Since the Affordable Care Act became law in 2010, considerable activity by healthcare leaders has taken place to develop ways to measure quality outcomes. Equal effort has been underway within healthcare systems to address the delivery of quality care. The establishment and utilization of systems to reimburse providers and institutions based on quality performance is also well underway. Quality, efficiency, and affordability of healthcare have become the conceptual umbrella for a system that will pay for the provision of healthcare based on the quality of patient care. (Berkowitz, 2016) B. Self-Assessment Tool: Patient and Family Centered Care Tool (PFCC) See Attached B1. Setting Description La Porte City Specialty Care (LPCSC) is the facility used in the PFCC tool. It is located in La Porte City, Iowa and is a non-profit facility that has 46 beds offering skilled nursing rehabilitation services, long term care and hospice care services.
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