Factors Influencing Healthcare Organization
Multiple factors influence the success and functionality of an entity and especially in the
healthcare industry (Wenzel, 2007). Business practices, reimbursement, and regulatory concern
collectively affect Patient- and Family-Centered Care in healthcare organizations. Business
practices such as leadership influence the degree to which the organization focuses on sustaining
a positive interaction among its practitioners, patients, and families. Adoption of the right and
efficient leadership approach ensures aggressive implementation of PFCC motives.
Additionally, a clear stipulation of the organization’s mission, vision, objectives, and
values aid the group’s commitment towards a successful PFCC (Wenzel, 2007). The
implementation of interactive programs and events ensures the continuity of a sustainable PFCC.
Moreover, having the right personnel, a practice of the human resource management docket,
provides efficiency and support for quality service delivery. A comprehensive focus on business
strategy and practice as well contributes significantly to creating a positive and conducive
healthcare environment. It also aids in enhancing optimal utilization of cultural and professional
diversities in the organization.
Regulatory concerns also stipulate the degree to which the organization meets PFCC
expectations (Wenzel, 2007). Regulatory concerns include conformance to medical procedures
and establishing a patient-friendly environment. The healthcare team is under a legal obligation
to ensure patient and associated beneficiaries receive quality services. Again, the organization,
by law and professionalism, is entitled to involve health practitioners in enhancing efficient daily
operation in authenticating their goals and mission. Furthermore, reimbursement, especially from
third parties, affects PFCC performance in the organization. Unlike in the past when individuals
PATIENT- AND FAMILY-CENTERED CARE 3
and third-party payers provided compensation, organized organizations such as insurers and
advanced nurse practitioners (ANPs) undertake this task today. Their efficacy in ensuring
financial support influences treatment effectiveness and reliability in reliance on quality services.
PFCC Report and Analysis
A PFCC performed on DNV Healthcare showed relatively moderate support for
interactive platforms among patients, families, and the organization’s practitioners. The
organization is involved in vast healthcare service in the American community including
diagnosis, assessment, and treatment of mental illnesses. The PFCC tool used on the organization
practitioners and their customer base showed significant strengths and weaknesses in the delivery
of their services. The organization has clear managerial and leadership Declaration for the
support of patient-family care and its commitment to enhancing progressive PFCC. Its
objectives, mission, and vision, reflect the primary demands for PFCC elements in their services
and home support programs.
Again, the PFCC tool established a high degree of utilization of quality improvement
(QI) interventions (Rodrigues & Ferreira, 2015). The organization was asserted to invest heavily
in sustaining and improving the quality of their daily undertakings. Additionally, the
organization depicted active personnel alignment regarding job and task demands. The human
resource management department played a critical role in ensuring the practitioners
professionally possessed the required skills and expertise. However, the PFCC assessment tool
indicated significant weaknesses in having a well-designed environment to support PFCC and
patient-family interventions. A low rating was provided in ensuring a conducive and
collaborative environment for PFCC requirements. Moreover, the report showed discrepancies in
the provision of information and educative materials to support patient-family initiatives. The
PATIENT- AND FAMILY-CENTERED CARE 4
care support was lowly rated with major complaints based on family visitations. Most families
were denied round-the-clock permission to visit their patients. Furthermore, medical updates
from the care operations were lowly reported symbolizing delayed feedback. Moreover, families
were asserted to be rarely involved in medical planning and transitions for their patients.
Strategy to increase Patient-Centeredness
To curb patient-centeredness, diverse involvement in medical planning and transition for
families, the organization can implement a ‘Patient Championship’ strategy (Rodrigues &
Ferreira, 2015). The approach requires the organization to select a team to be in close and precise
focus on patient wellbeing, family involvement and support from the time the patient is admitted
to the time of discharge. Having a team to focus on daily and periodic patient wellbeing
enhances the degree to which the patient, the family, and the practitioners interact to ensure
effectiveness in quality service delivery. The strategy includes intensive coverage to follow-up
interventions. Collectively, the strategy aims at establishing a healthcare friendly treatment
environment that allows the patient, practitioner, and family, to interact in ensuring positive
progress. It increases collaborative planning, consultation and even aids collecting experience
treatment feedback from the patients and family.
Implementation of the strategy typically involves implementation of a system approach
(Mead, Andres, & Regenstein, 2013). A system approach provides a directive structure for
incorporating a remedial strategy towards a weakness in an operational weakness in the
organization. The system approach ensures the adopted strategy optimally resolves a conflict or a
disclaimer. The strategy to be adopted involves setting up a team of employees (practiotioners)
aimed at providing collaborative and associative interventions between them, the patients, and
respective families. Collectively, based on the underlying system approach principles, the
PATIENT- AND FAMILY-CENTERED CARE 5
strategy would be monitored and controlled by a senior manager. Ideally, the system approach
would be appropriate to stipulate the required framework to ensure successive remedial for
loopholes in the PFCC.
Strategy Implications
Implementation of the strategy would attract financial implications in diverse norms. For
instance, the short-term implications include an increase in operational costs. More infrastructure
and workforce would be required to ensure successful strategy implementation. Patient
Championship demand for more practitioners to undertake collaborative tasks associated with
the new roles introduced in the organization. The hiring procedures and compensation needs
characterize significant financial implications. Moreover, the organization will need to present
more meeting infrastructures to host collaborative meetings and events among the practitioners,
patients, and their respective families. Collectively, short term implication involves an increase
in operational budgets. Such could strain the budget line and even have diverse implications on
their profitability. However, the strategy bears positive financial consequences in the long term.
Concisely, ensuring active and practical implementation of the strategy, the degree of customer
satisfaction would increase. Such attributes enhance customer retention and increase referral
sales. Collectively, in the long run, the organization will enjoy exponential increases in
profitability through developed and sustained customer base.
Ensuring efficacy in strategy implementation and control, the leading team would
implement monitoring and control strategies. The control interventions include close monitor for
patients who join the treatment program. It ensures the patients are individually allocated
practitioners to provide optimal plan results. The initiated strategy focuses on ascertaining
periodic on-treatment and after-treatment visitations to enhance effectiveness of interventions by
PATIENT- AND FAMILY-CENTERED CARE 6
involving the patients and families in planning. Moreover, monitoring efforts will be initiated to
ensure families are involved in treatment planning and decisions made. A four-eye control and
monitoring approach will be useful in ensuring that the parents and practitioners together
participate in medical decisions and plans initiated.
Multidisciplinary Intervention
The strategy will be implemented by a team of fifteen subdivided into three groups of
five practitioners each. The team will collectively work as a single unit with the same objective
of enhancing patient-centeredness in the organization. The three unitary teams will be having
level based role established at their intervention and involvement stage the first team will be
involved incorporating patients and parents into the Patient Championship strategy. They will be
responsible for grouping patients with common needs and medical concerns. They will be
playing the elementary involvement and introductory approach. They as well will be responsible
for feeding the patient details in the system to ensure non-redundancy. The second team will be
responsible for on-treatment patient and family involvement in planning and medication
decisions. They will be responsible for practically involving patients and their respective families
in making major decisions in a collaborative manner. The third and last team will ensure
sustained after-medication relationship between the patient-family and practitioners (in the
position of the organization). The will provide effective feedback on customer satisfaction and
success of the strategy.
The team will function under immense consideration of cultural diversity. In the line of
duty, cultural openness and diversity will play a critical role in eliminating barriers based on the
patients’ social and cultural orientation. Cultural diversity among the team will ensure minimal
resistance to professional attribution regarding service delivery. As well, it will support team
PATIENT- AND FAMILY-CENTERED CARE 7
work but creating a single unit of committed practitioners aimed at achieving a common goal,
PFCC. Moreover, cultural diversity supports the organization mission which precisely states its
commitment to serving its clientele. It plays a vital role in meeting its PFCC particular needs
asserted by the Patient Championship Strategy.
Leadership Style
Ensuring a successful team performance calls for transactional leadership style be
implemented (Lévesque, Hovey, & Bedos, 2013). The managerial leadership theory stipulates
and advocates for team performance. Besides its role supervision and organization principles, it
as well focuses on tea performance. The theory advocates for specification of individual duties
and which aim at meeting the overall organization mission. Specification of role ensures the
individuals and teams perform optimally to achieve the set objectives. It also focuses on
organization and which is directly critical in the implementation of the Patient Championship
Strategy. The theory focuses on building a team to remedy a stipulated emergency need or
deviation in a process. It has as well been ascertained effective in ensuring success in a system
management (Lévesque, Hovey, & Bedos, 2013). It would be effective in driving the strategy
success through its managerial-based principles. Moreover, the theory supports team
performance. It, therefore, plays an integral role in ensuring that the team entrusted with the
strategy task delivers optimal results.
The Patient Championship Strategy will embrace teamwork as the primary tool to
ensuring increased patient-centeredness by increasing family and patient participation in
planning and interaction (Rodrigues & Ferreira, 2015). The fifteen-member team will work
separately as a single unit to ensure the strategy is a success. The first team (of five practitioners)
will provide comprehensive capture of patients and their families details immediately they join
PATIENT- AND FAMILY-CENTERED CARE 8
the healthcare organization. The team will provide successive operational teams have detailed
information for contact needs to the other members of the team. They set an interactive
environment for the second monitoring team. The second team utilizes information availed by
the first team to create contact and establish an associative relationship with the patients and their
respective families. The third sub-team uses information provided by the two prior teams to
advance after-medication services and feedback. Collectively, teamwork will ensure successful
strategy implementation.
Communication Strategy
The team will work through an interactive portal created specifically for the strategy
implementation (Rodrigues & Ferreira, 2015). The strategy will be implemented as a program
aimed to enhance patient-centeredness. The communication strategy will involve utilization
various tools. First, the team will be optimizing team briefing and support meetings. The strategy
seeks to establish and sustain information flow and specifically on the teams main objective. The
strategy will be conducted on a weekly basis as a strategic approach to ensure precise and
controlled focus on the strategy objectives again; the team will communicate through an online
portal on the organization website. It will be used to check on new clients and also give feedback
reports on the strategy progress. Team workshops, training, and retraining events will be
organized on a periodic platform to ensure acquisition of the desired skills and information
among the team members.
To stipulate the team assessment skills, I would recommend the use of the Rubric Tool
(Linney & Wandersman, 2011). Rubric Tool provides a structured form or platform on which the
team members could rate the degree of conformance and performance. It provides the subjects
with a broad range of alternatives in measuring performance. The tool remains effective in
PATIENT- AND FAMILY-CENTERED CARE 9
collecting qualitative data and especially relating to customer satisfaction. It, therefore, provides
a firm foundation for measuring self-assessment among the team members. The tool as well has
profound efficacies in establishing a test for skill grasp.
PATIENT- AND FAMILY-CENTERED CARE 10
References
Linney, J. A., & Wandersman, A. (2011). Empowering Community Groups with Evaluation
Skills: The Prevention plus III Model. Empowerment Evaluation: Knowledge and Tools
for Self-Assessment & Accountability Empowerment Evaluation: Knowledge and
Tools for Self-assessment & Accountability, 259-276.
doi:10.4135/9781452243573.n12
Lévesque, M., Hovey, R., & Bedos, C. (2013). Advancing patient-centered care through
transformative educational leadership: A critical review of health care professional
preparation for patient-centered care. Journal of Healthcare Leadership JHL, 35.
doi:10.2147/jhl.s30889
Mead, H., Andres, E., & Regenstein, M. (2013). Underserved Patients’ Perspectives on Patient-
Centered Primary Care: Does the Patient-Centered Medical Home Model Meet Their
Needs? Medical Care Research and Review, 71(1), 61-84.
doi:10.1177/1077558713509890
Rodrigues, A. D., & Ferreira, M. C. (2015). The Impact of Transactional and Transformational
Leadership Style on Organizational Citizenship Behaviors. Psico-USF, 20(3), 493-504.
doi:10.1590/1413-82712015200311
Wenzel, T. J. (2007). Evaluation Tools To Guide Students’ Peer-Assessment and Self-
Assessment in Group Activities for the Lab and Classroom. J. Chem. Educ. Journal of
Chemical Education, 84(1), 182. doi:10.1021/ed084p18
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