Healthcare Planning

According to Allen (2014), healthcare organization’s management should use strategy planning to map out the mission, vision, and the objectives the need to achieve. Hospital management is focuses on establishing a nursing home unit to enhance the welfare and medical care for the patients. Most of the patients require extensive medical care to recover fully and regain optimal health. Nursing facilities is one of the aspects of long-term care delivery system that includes community and home based services. However, the quality of healthcare services has been one of the major challenges. However, the government has introduced state regulations to address the safety issues. Resulting from high demand of long term care, the quality of the healthcare facilities remains one of the major concerns among policy makers and consumers.

Naperville has decided to establish 120-beds long term facilities in Illnois. The healthcare facilities would include Tabor Hills healthcare Facility, Wynscape Health and Rehabilitation Center, and Community Nursing and Rehabilitation Centre. Currently, Naperville area has several healthcare facilities. In the region, community nursing has a four star nursing for both staffing and quality measures. For instance, tabor Hills has a total rating of five star for its quality measures. Similarly, Wynscape has a five star rating in its categories as identified on the centers of Medicaid and Medicare facilities (McNeeley, 2014). The Illnois Health and Facilities and Services Review Board has recently approved Monarch Landing. However, the healthcare facility was still under construction; and would eventually have 96 beds in the immediate area.

According to Read (2016), Naperville health care facilities offers a combination of home health care and social services to the community members. Research findings indicate that there is a need of quality services to enhance the wellbeing of the residents. Therefore, the healthcare organization need to employ competent skilled staffs to become one of the health care facilities of choice. The main clients will be families and individuals in need of social services. Physicians and attorneys are the main individuals, who refers patients to healthcare facility.

Keys to Success

Naperville healthcare facilities has simple values to enhance its effective operation. The healthcare organization strives to provide excellent and affordable healthcare facilities to the members of the community. The healthcare organization has an objective to recruit caring, competent, and workers, who are responsive to the needs of patients. Primarily, the members of staff will meet the education requirements in the state of Illnois for the healthcare services that they provide. The management encourages advancement in education for all the members of staffs. Most importantly, the executives will provide the employees with a competitive compensation. The management will encourage an effective collaboration with other community professionals in hospitals, and other healthcare organizations.

The health organization will obtain license of operation from the state of Illnois. Additionally, Medicare, Medicaid, and other insurance carriers will reimburse the agency. The process of licensing has already been initiated; and the organization is focused to meet the regulations and guidelines to provide social services. However, other healthcare facilities are located in the same area and are focused to serve the people in Illnois. Essentially, the facilities will set their prices in accordance to Medicare, Medicaid, and other insurance bodies.

One of the applicants submitted an application for project (11-055) on July, 2011. The board approved the project on October 13, 2011having met a vote of six to two; and having one abstention. However, the claim relied on the personal opinion of the Naperville’s mayor that the land had to be approved for a zoning change. Nevertheless, the reliance was misplaced. Despite the futility, no strategies had been implemented to generate ill will in the community setting.

Healthcare has changed dramatically since the implementation of 11-055. For this reason, the fact that the board approved project 13-038 is an approval of perfunctory matter. Although the framework of the proposed project has not changed, the world for the proposal has changed (Bucci, 2014). It is apparent that project 13-038 and 11-055 differ in their structure and objectives. The project 13-038 fails to acknowledge the substantial changes that have occurred since the implementation and approval of project 11-055.

Additionally, project 13-038 is viable in a justification of the need for about 841 beds in the Health service Area. However, the application does not consider the adjustments by the board in changing its methodology and present an accurate bed needs calculations. Similarly, project 13-038 has no reference to the need of the board to reveal 1400, beds in excess. HSA 7-C reveals 120 excess beds based in the immediate area. It is apparent that there is no need for project 13-038.

According to a report from the board, they relied on the approval of project 11-055 based on a ten year projection that changed the need for long term care beds. The project related to a ten year projection on the need for long term care needs (Read, 2016). The project was inaccurate and resulted in the need for a statutory mandate to revert into a need for determination towards improved healthcare services. The board lacks the mandate to approve any projects in the healthcare setting.

Despite the previous need for the abandonment of project 11-055, the application for project 13-038 is submitted to obtain zoning approval in future. However, it is unnecessary for the board to approve project 13-038 before obtaining the necessary zoning. If not the board might require to abandon another project. Furthermore, the cost of the project 13-038 had increased by an approximate of $600,000. However, the practitioners might incur other costs beyond the 600,000. Nevertheless, project 13-038 does not account for the time and money spent in the endeavors of completing the project (Bhuyan, Chandak, Gupta, Wyant, Kim, Bhatt, and Chang, 2017). During the annual progress report, the projects applicant claimed to have completed 3% at an approximated cost of 650,000. However, the report failed to reveal the challenges experienced in the process of completing the project. In the total cost, the team spent $2, 375,000 to purchase land.

In conclusion, the applicant needs to present documents to pinpoint projected referrals for the justification of the project. The Edward Hospital submitted a letter to justify project 13-038. The correspondence was a form of prediction that the facility would attend to about 400 patients on annual basis. However, the board ascertained that the letter would not be accepted as part of the application. Primarily, Edward Hospital has failed to submit any commitment to replace the outdated letter. It is apparent that the healthcare facility management lacks enough information to complete an effective analysis. Therefore, the board need to gather more information concerning the needed improvements at the facilities. Furthermore, the board needs to give an explanation on how the new facility will be viable; and that it would not have adverse effects to both the users and employees. Negative effects to the members of staffs would result in further adverse effects to the utilization of existing facilities.

References

Allen, J. E. (2014). Nursing home federal requirements: Guidelines to surveyors and survey protocols. Springer Publishing Company.

Bhuyan, S. S., Chandak, A., Gupta, N., Wyant, D. K., Kim, J., Bhatt, J., … & Chang, C. F. (2017). Provision of Rehabilitation Services in Residential Care Facilities: Evidence From a National Survey. Archives of physical medicine and rehabilitation, 98(6), 1203-1209.

Bucci, R. V. (2014). Healthcare Insurance. In Medicine and Business (pp. 103-116). Springer, Cham.

McNeeley, S. M. (2014). Eight Urgent Care Center Best Practices for Safe Care Transitions. Joint Commission journal on quality and patient safety, 40(11), 483.

Read, T. (2016). Emerging needs in behavioral health and the integrated care model (Doctoral dissertation, Boston University).