Case study 1
A medium-sized hospital found in Texas has received an unannounced visit form a CMS surveyor a fact that is brought about by plenty of patient safety complaint. Despite the fact that the hospital is known both regionally and nationally for providing quality and taking keen interests on the patient’s safety, the recent allegations comes as a threat to the facilities’ accreditation and reputation. The health facility has an interim quality director that is supposed to respond to the visit. It has also been given 60 days to resolve the issue or stand losing Medicare funding.
The hospital reacted to this situation by hiring the crisis consultant in providing a proper response to violation. According to the consultant Ms. Burns was supposed to facilitate the surveyors’ inspection to ensure that the process was honest and transparent in response to the violation. After visiting the hospital the consultant went to work to determine the root cause of patient safety violations. In regards to the consultants, the hospital then drafted a response to CMS describing the process breakdown and the efforts of the hospital to remedy it. The facility provided point-point coordinated written response to the violation and the steps it has taken for the solution.
Delegate your assignment to our experts and they will do the rest.
The consultant found out that the patient safety violation that took place is a good example of how bad incidences can happen in strong hospitals. Under this situations, it important for the leaders to act on any allegations against it to ensure that it continues to effectively deliver quality services. In the end the hospital kept its Medicare funding.
Case study 2
A community hospital in Michigan with subsidiary nursing home were in the process of filing for bankruptcy protection. The hospital was filing for chapter 7, and the nursing home chapter 11. These two facilities were experiencing huge operating losses something attributed to problematic issues which included weak managed care contracts, reduction in the number of patients visiting the facilities and low cash delivery by vendors. The hospital alone was experiencing $4 million loss in their net revenue of $13 million. The facility then decides to hire a consultant to help them solve their crisis.
In a means to solve the problem the hospital, the hospital focused on the reorganizing the efforts that would allow the hospital to stabilize. There were additional efforts that were made to repair the relationships with vendors and negotiate the agreements. According to the hospital’s management the key to dealing with bankruptcy is paying off debts and moving forward, and addressing issues that led to the poor financial performance. The facility then decided to pay all the debts. During the entire process hospital staff was not involved in the decision making process.
Entry stage
In this stage, one begins by exploring organizational needs. This is the process in which the consultant and other parties at interest discuss the concerns that brought them together and determine if the consultation proceeds ( American Medical Association (2007). In the case scenario, a medium-sized hospital found in Texas has received an unannounced visit form a CMS surveyor a fact that is brought about by plenty of patient safety complaint. In this case study contracting takes place in that there is the formalizing of the agreement that the consultation should take place.The health facility has an interim quality director that is supposed to respond to the visit. It has also been given 60 days to resolve the issue or stand losing Medicare funding. The hospital reacted to this situation by hiring the crisis consultant in providing a proper response to violation. This is an important phase that requires continual attention for the consultation process to be fully successful ( Austin, 2017).In the second case study this stage is effectively met. The community hospital is experiencing losses and is willing to determine the reasons for losses. The institution is able to psychologically enter the system with the consultant ( Bagheri, Ibrahim & Habil, 2014).
Diagnosis stage
Upon the completion of the entry phase. The process proceeds to the diagnosis phase which is depicted by gathering information, defining the problem, setting goals and generating possible interventions ( European Respiratory Society, 2017). In the case study, Ms. Burns the consultant chances of understanding the problem by isolating the factors that precipitate it. She conducts surveys in a means to determine the cause for claims on patient safety. When defining the problem Ms. Burns use the information they have gathered to try and figure out what root cause of the problems. She remains objective in this phase. It is important to point out the fact that any biased or erroneous definition of the data could lead to various problems. Upon defining of the problem, Ms. Burns then decides to set goals in a means to overcome the problem. The goal that was set is to confirm if there were any instances of patient’s safety and the cause (Ijas, 2009).
The second case study implement this stage effectively. From the case study
These two facilities were experiencing huge operating losses something attributed to problematic issues which included weak managed care contracts, reduction in the number of patients visiting the facilities and low cash delivery by vendors. The hospital alone was experiencing $4 million loss in their net revenue of $13 million. The goals set and includes finding solutions to the existing problems.
Implementation stage
Upon coming up with the possible strategies in means to solve a problem the diagnosis phase moves to the implementation phase ( Solomon, 2013). This stage begins with choosing an intervention which the consultant thinks has the best chance of effectively solving the problem. In this case, the hospital then drafted a response to CMS describing the process breakdown and the efforts of the hospital to remedy it. The facility provided point-point coordinated written response to the violation and the steps it has taken for the solution. Upon the completion of the implementation plan, the plan was evaluated making it move to the final phase ( Rashbaum, 2011).
The implementation stage is not well executed in the second case study. No proper choice of interventions in that one of the issues identified is the involvement of staff in solutions and collection of views. The decisions are only made by the management. It would be hard to implement without meeting all goals. The implementation stage was thus a failure.
Disengagement phase
This is the final phase which begins with evaluating the consultation process ( Liddy, Rowan, Afkham, Maranger & Keely, 2013) the consultant evaluated the impact violations would have brought. The consultant found out patient safety to be a serious violations in that this provided a good case example, of how bad incidences could impact on the healthcare institutions that have good histories. It is important for leaders to act on the allegations against it. In the end, the facility was able to keep its Medicare funding.In second case study the disengagement phase was fully executed. The contracts stabilized, there was growth in medical staff ( Kroulek, 2018).
References
American Medical Association (2007). Consultation. In: Code of medical ethics of the American Medical Association: current opinions with annotations. ed. Chicago (IL): AMA; 2006. p. 198
Austin K. (2017). Improving healthcare experience with collaboration: Case Studies. Cisco
Bagheri, H., Ibrahim, N. A., & Habil, H. (2014). The structure of clinical consultation: a case of non-native speakers of English as participants. Global journal of health science , 7 (1), 249-60. doi:10.5539/gjhs.v7n1p249
European Respiratory Society. (2017) E-Learning resources: How to communicate effectively with patients . www.ers-education.org/events/courses/how-to-communicate-effectively- with patients.aspx
Hardavella, G., Aamli-Gaagnat, A., Frille, A., Saad, N., Niculescu, A., & Powell, P. (2017). Top tips to deal with challenging situations: doctor-patient interactions. Breathe (Sheffield, England) , 13 (2), 129-135.
Ijas T. (2009). The dynamic consultation: a discourse analytical study of doctor–patient communication. Journal of Pragmatics ; 41(4):854-856.
Kroulek, A. (2018). Medical Translation gone wrong: 7 devastating medical translation errors. International.
Liddy, C., Maranger, J., Afkham, A., & Keely, E. (2013). Ten steps to establishing an e- official journal of the American Telemedicine Association , 19 (12), 982-90.
Rashbaum KN. (2011). EHR security: Confluence of law, patient protection, benefit to physicians. Med Econ. 2011; 88 (19):77–78
Solomon, M. (2013). 7 Ways to improve patient, satisfaction, experience, and customer service, from consulting in hospitals and Healthcare. Forbes
