Discuss about the Information Systems For The Healthcare Management.
Cincinnati Children Hospital Medical Center ( CCHMC) was established in 1883 as a pediatric medical examination center.it had over40 branches country wide each of them headed by a director. The organization was founded with three main objectives or aim. The first aim was to research on new medical development, the second aim was to educate new physicians and the third was centered on patient care. The main focus was however in teaching and research. IN 1994, CCHMC drafted a new vision led by its directors (Dunn and Haimann, 2007). With a radical shift in vision of the hospital, the senior management suggested that the focus would now entirely be on improvement of children health. This required new strategies in place to push the agenda forward. The hospital was now tasked to improve the delivery system with the aim of improving commitment and quality to patient. By 2009, the shift had paid off and it reaped big dividends. It was serving close to 2.2 million people and was recognized among the top three pediatric hospitals around the world. The revenues had exponentially grown with over 235 % from $66 million in 2006 to $1.3. Billion in 2008 financial year. This showed an increase in level of confidence by the people due to rapid transformation brought in by the hospital management. Every department had increased their capacity as it stopped serving only the regional people and concentrated on the wider geographical location (Glandon et al., 2008).
The hospital should be drivingthe strategic selection of improvement of projects centrally and to allow motivated individuals to work in areas of their specialty. Improvement meant that the hospital had to expand its capacity and shift its focus on research, teaching and education to provision of medical services to the patients. Quality improvement systems had to be embedded in division of medical department. The transition that could be seen in the changing of visions was great (Dunn, n.d.).
CCHMC had a lot of improvement to do. As a result of growing demand and insufficient installed capacity, there is a gap that will not allow patients to be attended to in a timely manner.
There are many factors that affect the increase in demand: increase in population, aging of the population, changes in the epidemiological profile, more immigrant population, increase in traffic accidents and exacerbation of violence (Rakich, 2010). Deficiencies to meet this growing demand we do not have sufficient infrastructure and a significant percentage of the existing one is in poor condition. Neither do we have enough equipment nor many of these have already reached their useful life.On the other hand, lack of human resources and adequate planning in the training of medical specialists and health technicians. The budgets are insufficient, not in line with the growing demand. CCHMC need a first level of attention and adequate programs in the prevention and promotion of health.
An ideal health system is one that has the installed capacity to meet the demand of the population. When the contrary occurs, the imbalance between supply and demand gives rise to waiting lists in outpatient services, diagnostics, surgeries and hospitalization.The solution is to start sustainable programs because, if not, the problem will be greater every day, and will affect the attention of the patients that are the raison d’être of the institution (Dunn, n.d.).
Measurements. To improve, a change of attitude is necessary and work with the mentality of a company, using the infrastructure and equipment as much as possible; creating the necessary places for professional and technical personnel; providing hospitals and health areas with the necessary budget. All this with the aim of increasing production and providing customers with quality services.
To achieve the above, it is necessary to use the multi-million dollar idle infrastructure after three in the afternoon from Monday to Friday and on Saturdays and Sundays during the day, in order to operate, provide external consultation and perform diagnostic procedures. The system must strengthen outpatient programs such as home hospitalization, day hospital and outpatient surgery, as well as maintaining the current infrastructure in good condition and repairing the one that is deteriorated (Glandon, Smaltz and Slovensky, n.d.).
Hospitals and health areas must be equipped with the necessary medical and non-medical equipment and replace the obsolete one in order to avoid interruptions of services due to equipment damage, which is affecting the waiting lists.
Quality is one of the strategic elements on which the transformation and improvement of modern healthcare systems is based. Due to different quality that had been set in the health sector, CCMHC was trying to improve the quality while expanding its operations and increasing paediatric services in its institutions. The quality of health services will be the result of health policies, of doing the right thing, of the image of the organization perceived by the providers and receivers of care, of the definition of the service serving the internal and external client and of the adequate interaction between both (Griffin et al., 2014).The Management Team and the SESCAM have raised the need to establish strategies to improve the quality of care provided to patients. The reasons that can drive this measure can be several: ethical, legal and citizen demand reasons that fully justify their decision. Regardless of the reason or way in which quality concerns are created, all have faced the same problem and the same questions: where to start, what to do and how to achieve a progressive involvement of the center’s professionals (Glandon, Smaltz and Slovensky, n.d.).
The CCHMC has chosen a process of continuous improvement based on the combination of accreditation, through the Joint Commission, and the EFQM model that provides the following benefits:
Have they been successful in reaching their goal of being “the best at getting better”
According to the results of this study, create the necessary places for their training in order to avoid what is happening now, that there are not enough specialist doctors or technicians. CCMHC has been continuously growing better in providing its paediatric services. Many doctors have been trained and are making it their priority in being the best at service provision (Longest and Darr, 2010).
The investment that has been put in expansion of medical services forming them in the CCHMS hospitals and assess the possibility that the institution can also be tidy and train to be better medical doctors like Dr. Kotagilis. This would produce a greater supply of human resources, which would cover the needs of medical centers (Phillips, 2003).
The medical specialists and technicians must be distributed according to the needs of the integrated health services networks, taking into account the installed capacity, population and epidemiological profile of the health areas and hospitals.To achieve this, it is essential to invest and for this it is necessary to provide the medical units with the necessary budgetary content to provide the health services that are the fundamental objective of the institution.It is necessary to strengthen the first level of care by providing it with the necessary human resources, doctors in the basic specialties, including specialists in community and family medicine, and the infrastructure and equipment required, as well as budget (Healthcare Management Engineering: What Does This Fancy Term Really Mean?, 2012).
The success of a hospital that holds quality certifications, such as accreditation, is fundamentally related to its ability to provide continuity to the best practices in care and administrative management. Manage using quality management tools is what prepares the organization to conquer accreditations (Kessler and Stang, 2006). Therefore, we are going to talk about the challenges of hospital administration when we seek to implement a management model aimed at accreditation. But first, we need to know a little more about what are the main factors involved in improving the quality of care and how the criteria for hospital accreditation are capable of guiding quality management. (Singh and Lillrank, 2015).
The demands for health services are growing sharply and future prospects are continuously expanding. Consequently, the costs of the institutions for their operative maintenance and investments also increase. But those costs almost never evolve in the same proportion of the available resources. With this scenario, the real challenge of hospital management is to achieve quality standards that are necessary for adequate care and to provide better competitive conditions and differentiated remuneration for the institution.
It is necessary to emphasize that the methodologies that will be applied so that the hospital is successful in the implementation of new standards and in the improvement of the processes must attend to the particular needs of the institution. The objective should be quality management, so that the value is highlighted not only by patients, but by the professionals who act in the hospital (VA’s efforts to provide high quality health care to veterans in rural communities, 2007).
The role of these methodologies is to change habits, promoting the revision of operational processes and reducing vulnerabilities. In this way, it is possible to transform the positions and expectations so that the entire context can effectively contribute to raising the quality of the care services offered by the hospital (The Euro Info Centre network, 2004).
An accreditation program aims to standardize processes that promote the improvement of the quality of care perceived by the patient and demonstrated through objective evidence. We emphasize that the improvement and the perception of progress are measured by indicators. In practice, it is the hospital certifications and accreditations that show for patients and for health professionals that the hospital operates with practices previously defined by international or national bodies aimed at guaranteeing patient safety and care outcomes.
In fact, quality management is essential for the continuous improvement of processes, as it is what guarantees that the standards of excellence previously defined by the accreditation bodies are conquered and maintained by the health organization (Lloyd and Gournay, 2008). In order to do so, it is necessary to insist a lot, carrying out an educational process, regular and comprehensive, involving professionals from all sectors, with direct participation of the address and address of the hospital. It is vital that the principles in question are well defined and are known by all (Atkinson, 2014). To understand better, we must think that accreditation is a tool that helps to identify objectives more clearly, in addition to promoting changes at each level of the institution.
References
Atkinson, S. (2014). The business book. New York, NY: Dorling Kindersley Publ.
Dunn, R. and Haimann, T. (2007). Haimann’s healthcare management. Chicago (Ill.): Health Administration Press.
Dunn, R. (n.d.). Dunn and Haimann’s healthcare management.
Glandon, G., Smaltz, D. and Slovensky, D. (n.d.). Information systems for healthcare management.
Glandon, G., Smaltz, D., Slovensky, D., Boxerman, S. and Austin, C. (2008). Austin and Boxerman’s information systems for healthcare management. Chicago: Health Administration Press.
Griffin, R., Ebert, R., Starke, F., Dracopoulos, G. and Lang, M. (2014). Business. Toronto: Pearson Canada.
Healthcare Management Engineering: What Does This Fancy Term Really Mean?. (2012). New York, NY: Alexander Kolker.
Phillips, A. (2003). Healthcare management dictionary. Abingdon, U.K.: Radcliffe Medical Press.
Singh, V. and Lillrank, P. (2015). Innovations in healthcare management. Boca Raton, FL: CRC Press is an imprint of Taylor & Francis Group, an Informa business.
The Euro Info Centre network. (2004). Luxembourg: Office for Official Publications of the European Communities.
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