Order 717405: University Search (Opens a new Window) Organizational Leadership and Interprofessional Team Development
C158Areastoworkon xC158Task1 xC158Revisions xC158Revision xC158Self-AssessmentTool x
- Type of paperEssay (Any Type)
- SubjectNursing
- Number of pages10
- Format of citationAPA
- Number of cited resources5
- Type of serviceWriting
Directions for the paper, self-assessment tool, and rubric to follow are attached.
The highlighted areas are the areas that need to be revised. This was the report I received. Please make the revisions as soon as possible and send me a revised version of the paper. Look back at the items I have already sent you and make sure you are Competent in every aspect of the paper. This is the only way I am able to pass. Thank you again. Also, this paper has a lot of Articulation errors. I am also sending back the paper that you sent me with highlighted areas that are grammatically incorrect and need to be revised as well. Make sure you have complete sentences and that the submission is articulated well.
General comments:
Professional Communication (Articulation) – This well-crafted submission is appropriately organized; useful headings are readily available. Sentence fluency and parts of speech errors disrupt the readability of the work.
Content -A presentation on Project in Organizational Leadership and Interprofessional Team Development is presented. The essay clearly recognizes the field that requires immediate attention is ensuring that the families and patients have access to a web portal that ensures a fast response. An excellent overview of ensuring a web portal system that is easily accessible, reliable and simple is presented in great detail. The discussion precisely addresses the financial implications of the strategy include an increase in the service fee of the patients. A detailed description of a specific healthcare setting, including the population served, facility type, and the community, is not evident in the discussion. The identification of the strengths and/or weaknesses of a specific healthcare organization for each of the 11 domains is not evident in the analysis. The description of a specific change theory is not evident in the submission. How the methods will be used to specifically evaluate the effectiveness of the strategy in increasing patient-centered care is not evident in the paper. The importance of cultural diversity within a team, including representation and how cultural diversity within a team specifically supports patient-centered, culturally competent care is unclear in the description. How the transformational leadership style is relevant to implementing the identified strategy is unclear in the essay. The identification of the steps to collaboratively implement the strategy, including team members and their individual responsibilities, is not evident in the submission. Methods of how the team will specifically communicate the strategy and intended outcomes to the healthcare organization is not evident in the discussion. The recognition of a specific tool that will help the team develop self-assessment skills is not evident in the paper.
Detailed Results
Articulation of Response (clarity, organization, mechanics)
Approaching Competency- The candidate provides weak articulation of response.
Comments on this criterion: Thoughtful information is structured in a logical and cohesive manner. Sentence fluency and parts of speech concerns, mostly relating to missing and extraneous words, incorrect noun and verb forms, missing articles, disagreement, and unclear phrasing, affect the overall clarity of the response.
A. Business Practices
Competent- The analysis includes how business practices, regulatory requirements, and reimbursement impact patient centered care within a healthcare organization.
Comments on this criterion: The paper clearly states that as hospital and health system reimbursements become more closely tied to clinical outcomes as well as patient satisfaction, patient experience surveys are becoming an increasingly valuable tool for healthcare organizations to guide efforts for improving the patient experience.
Competent- The PFCC is complete.
B1. Setting Description
Not Evident- The description of the healthcare setting is not provided or is fundamentally unacceptable.
Comments on this criterion: The description states that the healthcare setting of the organization is shown in the domains. A detailed description of a specific healthcare setting, including the population served, facility type, and the community, is not evident in the discussion.
B2. Strengths and Weaknesses
Not Evident- The description of the strengths and/or weaknesses for each domain is not provided or is fundamentally unacceptable.
Comments on this criterion: The analysis states that the management incorporates the patients in setting of the organizational mission, values and vision. The identification of the strengths and/or weaknesses of a specific healthcare organization for each of the 11 domains is not evident in the analysis.
C. Area of Improvement
Competent- An area of improvement is identified from the weaknesses identified in part B2. The selection is presented clearly and is logical.
Comments on this criterion: The essay clearly recognizes the field that requires immediate attention is ensuring that the families and patients have access to a web portal that ensures a fast response.
C1. Improvement Strategy
Competent- The strategy includes how patient-centeredness could be increased, the strategy is relevant to the PFCC tool, and the strategy focuses on improving the identified weakness.
C1a. System or Change Theory
Not Evident- The description of how the candidate would apply a strategy using system or change theory is not provided or is fundamentally unacceptable.
Comments on this criterion: The submission offers the change theory will effectively measure the effectiveness of the strategy. The description of a specific change theory is not evident in the submission.
C2. Financial Implications
Competent- The discussion precisely addresses the financial implications that the strategy may have on the organization
Comments on this criterion: The discussion precisely addresses the financial implications of the strategy include an increase in the service fee of the patients.
C3. Methods
Not Evident- The discussion of the methods used to monitor the effectiveness of the strategy is not provided or is fundamentally unacceptable.
Comments on this criterion: The paper states that the establishment of measures will be done through quantitative evaluation to examine the change. How the methods will be used to specifically evaluate the effectiveness of the strategy in increasing patient-centered care is not evident in the paper.
D. Multidisciplinary Team
Competent- The identification of the multidisciplinary team members and their specific roles on the team in assisting in implementing the strategy is relevant and logical.
Comments on this criterion: The analysis clearly identifies the Financial Manager as a team member who will facilitate the funds required to implement the changes.
D1. Team Diversity
Approaching Competency- The discussion of the importance of cultural diversity within the team is missing information about representation or about how cultural diversity within the team supports patient-centered, culturally competent care.
Comments on this criterion: The description states that the cultural diversity will ensure an option of various languages in the system to ensure culture competence care of the system. The importance of cultural diversity within a team, including representation and how cultural diversity within a team specifically supports patient-centered, culturally competent care is unclear in the description.
D2. Leadership Theories
Approaching Competency- The discussion of the leadership style utilized in developing the team is missing information about the chosen leadership theory or is missing information about how the leadership style is relevant to implementing the identified strategy.
Comments on this criterion: The essay states that the transformational leadership style will be applied to develop the team. How the transformational leadership style is relevant to implementing the identified strategy is unclear in the essay.
D3. Implementation of Strategy
Not Evident- The discussion of how the team collaboratively implements the strategy is not provided or is fundamentally unacceptable.
Comments on this criterion: The submission states that the essence of teamwork is to progressively realize the strategy. The identification of the steps to collaboratively implement the strategy, including team members and their individual responsibilities, is not evident in the submission.
D4. Communication to Organization
Not Evident- The description of how the team will communicate the strategy and outcomes is not provided or is fundamentally unacceptable.
Comments on this criterion: The discussion states that the implementing and spreading of the changes into healthcare organizations will take place to accelerate the accountability and liability of the healthcare organizations and accommodation of patients with chronic ailments. Methods of how the team will specifically communicate the strategy and intended outcomes to the healthcare organization is not evident in the discussion.
D5. Tools for the Team
Not Evident- The description of the self-assessment tool for the team is not provided or is fundamentally unacceptable.
Comments on this criterion: The paper offers the team’s personal skills will be evaluated through an interview. The recognition of a specific tool that will help the team develop self-assessment skills is not evident in the paper.
E. Sources
Competent- The submission includes in-text citations and references and demonstrates a consistent application of APA style.
ORGANIZATIONALLEADERSHIP & INTERPROFESIONAL TEAM DEVELOPMENT Task 1
Introduction:
Healthcare is a complicated system that includes unique economic processes, regulatory requirements, and quality indicators that are not found in traditional business settings. Therefore, developing unique skill sets relating to organizational leadership and interprofessional team development is essential for leaders within the healthcare industry at any level. As the complexity within the healthcare industry increases, it is important to understand the comprehensive approach to patient care management across the continuum and how the concepts of organizational leadership and team development support leaders in creating a patient-centric environment.
The purpose of this assessment is to provide a framework through which you can experience and understand the unique leadership concepts within healthcare and understand the implications of business and regulatory requirements in providing patient-centered care. You will use system theory, change theory, self-assessment approaches, and team development concepts to design a strategy to increase patient-centered care. Using leadership concepts and theories, you will ensure a sustainable model of healthcare delivery throughout the changing healthcare system that considers future trends, evidence-based practice, and regulatory expansion.
For this assessment, you will use the attached “
Patient-and Family-Centered Care Organizational Self-Assessment
Tool,” to analyze how patient- and family-centered the healthcare setting is. This form will guide you in evaluating this healthcare setting for strengths and weaknesses in patient-centered care attributes. Based on your analysis, you will create a strategy to bridge those areas and increase patient-centered care.
Requirements:
You must use the rubric to direct the creation of your submission because it provides detailed criteria that will be used to evaluate your work. Each requirement below may be evaluated by more than one rubric aspect. The rubric aspect titles may contain hyperlinks to relevant portions of the course.
Note: Any information that would be considered confidential, proprietary, or personal in nature should not be included. Do not include the actual names or other personally identifiable information of people or stakeholders involved. Fictional names should be used. Also, agency-specific data, including any financial information, should not be included but should be addressed in a general fashion as appropriate.
A. Analyze how business practices, regulatory requirements, and reimbursement impact patient-centered care within a healthcare organization.
B. Complete the attached “Patient-and Family-Centered Care Organizational Self-Assessment Tool” (PFCC) for a healthcare organization.
Note: The PFCC tool is a subjective tool used to assess the organization you have chosen.
1. Describe the healthcare setting you used in the PFCC.
2. Using the completed PFCC tool, describe the strengths and/or weaknesses of the organization for each domain.
C. Identify one area of improvement from the weaknesses identified in part B2.
1. Create a strategy to increase patient-centeredness in the organization by addressing the weakness from part C.
a. Discuss how you would apply either system theory or change theory in the development of your strategy to address the chosen weakness.
2. Discuss the financial implications of implementing this strategy.
3. Discuss the methods you will use to evaluate the effectiveness of your strategy.
D. Create a multidisciplinary team by identifying the following:
• potential members that will assist you in implementing the identified strategy
• The role of each team member
1. Discuss how cultural diversity within the team supports patient-centered, culturally competent care.
2. Using one of the leadership theories below, discuss the leadership style you would utilize in developing your team:
• transactional leadership
• transformational leadership
• emotional leadership
• traditional leadership
3. Discuss how the team will work together to implement the strategy to address the weakness identified in part C1.
4. Describe how the team will communicate the identified strategy and intended outcomes to the healthcare organization.
5. Describe a specific tool you could use to develop the team’s self-assessment skills.
E. Acknowledge sources, using APA-formatted in-text citations and references, for content that is quoted, paraphrased, or summarized.
File Attachments:
Patient-and Family-Centered Care Organizational Self-Assessment
Evaluation Method
Articulation of Response (clarity, organization, mechanics)
The candidate provides adequate articulation of response.
A. Business Practices
The analysis includes how business practices, regulatory requirements, and reimbursement impact patient centered care within a healthcare organization.
B. Self-Assessment Tool
The PFCC is complete.
B1. Setting Description
The description thoroughly depicts the healthcare setting used for the PFCC, including the population served and facility type. The description is clear and logical.
B2. Strengths and Weaknesses
The description precisely identifies the strengths and/or weaknesses of the healthcare organization for each domain using the PFCC. The description is clear and logical
C. Area of Improvement
An area of improvement is identified from the weaknesses identified in part B2. The selection is presented clearly and is logical.
C1. Improvement Strategy
The strategy includes how patient-centeredness could be increased, the strategy is relevant to the PFCC tool, and the strategy focuses on improving the identified weakness.
C1a. System or Change Theory
The description includes how the candidate would apply the strategy. The description includes how the strategy would address the chosen weakness. The description uses either system theory or change theory.
C2. Financial Implications
The discussion precisely addresses the financial implications that the strategy may have on the organization
C3. Methods
The discussion is logical, and clearly addresses how the methods will be used to evaluate the effectiveness of the strategy in increasing patient-centered care.
D. Multidisciplinary Team
The identification of the multidisciplinary team members and their specific roles on the team in assisting in implementing the strategy is relevant and logical.
D1. Team Diversity
The discussion logically addresses the importance of cultural diversity within a team, including representation and including how cultural diversity within a team supports patient-centered, culturally competent care.
D2. Leadership Theories
The discussion of the leadership style utilized in developing the team uses one of the given leadership theories and is relevant to implementing the identified strategy.
D3. Implementation of Strategy
The discussion clearly identifies steps to collaboratively implement the strategy, including team member and individual responsibilities, and is relevant to the weakness identified in the PFCC.
D4. Communication to Organization
The description of how the team will communicate the strategy and intended outcomes to the healthcare organization is logical and clear.
D5. Tools for the Team
The description of the specific tool is provided and identifies how the tool will help the team develop self-assessment skills.
E. Sources
The submission includes in-text citations and references and demonstrates a consistent application of APA style.
[Type here]
12
STRUCTURAL MANAGEMENT AND TEAM IMPROVEMENT
The approach towards liable health care organizations and patient centered nursing homes has been a journey of challenges. Teamwork is an essential tool and measure towards achieving accountable health care organizations and patient centered nursing homes. Basically, a team is composed of two or more persons certainly, the health care organizations with distinct roles and duties. (Sentence fluency-unclear phrasing) The team has specific and common objectives and consequently, the team shares the objectives, socialize (Parts of speech-subject-verb disagreement) with each other and help in performance of roles and duties for each other. It is essential for the team to support the management for positive outcome (Parts of speech-missing article) for the health care organization. Teams have been assimilated as a key measure to accommodate the needs of the patients affected by chronic ailment (Parts of speech-incorrect noun form) and facilitate taskforce insufficiency. There is the need to assess the impacts of nurturing teams since it is easier to assimilate the teams than the teams performing efficiently. Consequently, there is heart of conducting research relating to teams in health care organizations to provide them with a model for the substantiation and improvement in performing their respective roles and duties.
The model designed for substantiation and improvement is modest but powerful for increasing the effectiveness and efficiency of the health care organization teams. The model is meant to increase the substantiation and improvement for the teams but not to replace the existing models in the health care organizations (Dean, Siegert and Taylor 96). The model engages a feasible study on some factors of change in the health care to ascertain if the change is an improvement. The next step is the formation of the teams in health care organizations. Setting of definite, assessable, achievable, genuine and within context of duration is the next follow of event of change. (Sentence fluency-missing word(s)) The establishment of measures will be done through quantitative evaluation to examine if the change. (Sentence fluency-fragment (incomplete sentence)) The various teams will select the changes from the system and test the changes. Testing the changes will entail trying, observing the outcomes of the change and assimilating the changes in the health care organizations. Finally, the implementing and spreading of the changes into health care organizations will take place to accelerate the accountability and liability of the health care organizations and accommodation of patients with chronic ailment.
The health care organizational information available for the situation at hand is accomplished in addition to the entire health Centre. The results are scrutinized centered on a one to three highest domain. The fields that necessitate changes can substantiate and improve the information available.
A. Analysis of business practices, regulatory requirements, and reimbursement impact patient-centered care within a healthcare organization
The business case is vibrant. Suggestions imply that patient-centered care accommodates consequences through readmissions and emergency department visits, and improves patient compliance with care plans by reducing length of stay. In a patient-centered situation, workers are happier with their work and are more willing to stay in their jobs. Patient satisfaction is, in turn, improved. “We cannot be successful as an industry if we do not focus on the patient,” says Sue Collier, vice president of service and patient and family experience, University Health Systems of Eastern Carolina, Greenville, N.C. The perception of patient-centered care has gained augmented consideration in recent past decades and is now deemed a critical ambition of high-quality health care systems (Robert Wood Johnson Foundation56). Due to technological developments and the implementations in the health care organizations and supporting of care delivery, modern health care has progressed vastly. The model of patient-centeredness was announced since 20 years ago. (Sentence fluency-extraneous wording) Generally, those supporting patient-centered care have concentrated on the connection between the patient and the doctor or care team. However, the relationship is still central, modifications to the health care system propose that a wider range of factors may distress the patient-centeredness of health care understanding. (Sentence fluency-run-on sentence (comma splice)) A dimensional intellectualization of patient-centered care and instances from our health care system exemplify how structural clinical and relational traits can jointly affect the patient’s experience. The projected context is intended to empower health organizations to classify methods in which care can be extra patient-centered and concentrate toward a goal of making health care system.
The advancement of the health care centeredness lawfully has accelerated the changes in health organizations. Certain Acts have increased the effectiveness of the health care system, for instance, the Health Technology and Information for Economic Clinical Health Act. Health organizations have assimilated health record regulatory principles. The principles have patients in the health care system. The patients can view the health records online. The regulation involves patient participation in formulation of goals and setting the percentage of patients to view data online. The rules allow patients to clinically obtain appropriate electronic communication after hospital discharge. For the first time there’s a provision connected to patients underwriting their own data, with workers obligated to include data into the Providers.
The extensiveness, complexity and specificity of the regulatory direction set this regulation apart as it stresses for patient-centered care at three levels, Governance-level aspirations demand for patient-centered care to be endorsed by the governing body and assimilated into practice by leadership and management. The governing body should include one fee-for-service Medicare recipient receiving care from the organization. Clinical-standard requirements suggest clinical rules, such as communicating about evidence based medicine with patients and tracking care systematically through population health data management or clinical reminder systems. Individual level patient-clinician interactions call for promoting active participation of clients and their people in the course of creating medical decisions, which include care and gears letting the clients to get cure options in the perspective of their own principles and views. An obligation to advance personalized treatment strategies also indicates features such as gender, race, disability, sexual orientation and income prominence.
As hospital and health system reimbursements become more closely tied to clinical outcomes as well as patient satisfaction, patient experience surveys are becoming an increasingly valuable tool for healthcare organizations to guide efforts for improving the patient experience. Yearly researches have been extended to evaluate and measure the patients’ involvements and practices with healthcare specialists and workers and plans, which includes clinics, nursing home healthcare supports, general practitioners and wellbeing and drug plans, including others. CMS strategies to increase the investigations and connection routine to compensation more in the prospect. The administration directives to all infirmaries and healthcare systems to consider for superior and patient fulfillment, and applies repayment consequences to establishments that fail to see confident expectations. With a nationwide file of patient involvement tallies available, infirmaries have the capacity and the accountability to parallel themselves to comparable establishments and identify areas in necessary of improvement.
B. Patient-and Family-Centered Care Organizational Self-Assessment Tool
See attached Self-Assessment Tool
B1. Health care setting
The health care setting of the organization is shown in the domains is composed of various department. The management being at the top of the health organization and down the hierarchy is the different departments each with different roles and duties aimed at increasing the effectiveness and efficiency of the services. The organization is composed of the management panel that is involved in leadership and operational roles of the health organization. The management is liable for setting the vision and mission of the health organization. The panel oversees the financial aspects of the organization. It further regulates the operations of the health organization through implementation and achievement of the goals.
The sequential setting of the health care organization is the list of advisors. The advisors provides the staff and entire members of the organization with wise decisions. The list of the advisors is composed of health professionals selected annually (Harris76). The advisors are further composed of community members that are familiar to common chronic ailment in the area. Consequently, the advisors offer the entire health care members with the best decisions to ensure effectiveness and efficiency of the organization.
The quality and improvement department ensures that goals, objectives and targets are met. Basically, the quality and improvement department is the human and resource management. The human resource management of the care ensures motivation of the members to meet the objectives of the organization (Harris76). The core objective of the health organization is to ensure the health care is accountable and has patient based operations. The human resource management ensures the staff is motivated through various ways, for instance, remuneration systems are not delayed. The human resource department sets specific, measurable, attainable, realistic and time-bound goals. In case of changes, the human resource department has laid down the procedure to ensure the changes are attained progressively.
The human resource sector has frame worked a model intended for substantiation and improvement, which is unassertive but powerful for increasing the effectiveness and efficiency of the health care organization teams. The model is meant to increase the substantiation and improvement for the teams but not to replace the existing models in the health care organizations. The model engages a feasible study on some factors of change in the health care to ascertain if the change is an improvement. The next step is the formation of the teams in health care organizations (Harris76). Setting of exact, quantifiable, manageable, accurate and within time goals is the next follow of event of change. The establishment of measures will be done through quantitative evaluation to examine if the change. The various teams will select the changes from the system and test the changes. Testing the changes will entail trying, observing the outcomes of the change and assimilating the changes in the health care organizations. Finally, the implementing and spreading of the changes into health care organizations will take place to accelerate the accountability and liability of the health care organizations and accommodation of patients with chronic ailment.
The health care has diversity and disparities sector that handles crucial matters related to race, gender and sexual orientation (In Heinemann & In Zeiss 67). However, the effectiveness of the diversity and disparity sector is questionable. The appreciation of different races remains a matter controversy since discrimination has been evident. The management of the organization is working towards the accommodation of different races, entitled to equal rights and access to health care resources and services.
Moreover, the organization is composed of the Information and Technology department. Currently, the management has collaborated with the department to ensure establishment of effective portal that serves the patients. After the accomplishment, the patients will be able to access the relevant information on the portal. Patients will be able get fast response through the portal. The accessibility of the portal will be 24/7 to ensure liability and accountability of the organization. There is the support department that directs the patients to necessary department for treatment. For crucial cases, the support and the care department offers outpatient services. Therefore, the setting of the health care organization is composed of the respective departments that are liable and accountable to the objective of the organization. Teamwork has been the lid of the organization.
B2. Strengths and weaknesses of the various domains
SWOT analysis has been of great assistance to investigate the strengths and weaknesses of the organization regarding the various domains. The research entailed comprehensive study and collection of data to ascertain the strongholds and weak points of the health care. The team assigned to determine the strengths and weaknesses of the organization used questionnaires to collect patients’ views. Consequently, the team presented the data for the various domains as primarily collected from the patients without any interest or alteration of the data in favor of the organization.
For the first domain, the questionnaires filled reflects that the leadership and operations of the organization through the management is a strength. The strategic management of the health care has assimilate (Parts of speech-incorrect verb form in this context) the patients and the families in policy formulation, processes of management, programs and guidelines relating to the governing board activities. The administration of the organization considers the option of the patients in setting and formulating policies that govern the organization (Harris76). Furthermore, the composition of the management members includes families from the community to act as representatives of the patients. Therefore, the strategic management of the health care counts on the strengths of the health care. Moreover, the management incorporates the patients in setting of the organizational mission, values and vision.
The weak point outlined in the first domain is that the families and the patients are less involved in taskforces and team work. The families and patients participate less in activities that require teamwork. This area requires improvement to ensure a focus on the objective of the organization, acquiring accountable health care services. . Teamwork is an essential tool and measure towards achieving accountable health care organizations and patient centered nursing homes. Therefore, embracing teamwork will facilitate attainment of the objective.
The data related to the second domain showed the progressive efforts linked to web portal will eventually facilitate the strengths of the health care. The patients are able to view related information online and receive fast response. The 24/7 online service enhances the accountability of the organization since families and patients get directives related to certain ailment from the support and care sector. However, the data presents that the families and patients do not access the resource rooms. The accessibility of the resource rooms have remained a challenge for the health care and thus, the need to improve the effectiveness of accessing the resource rooms.
The reflection of the third domain is that effectiveness in collection of the database regarding race, ethnicity and language has been a challenge. As an international health care organization, the need to suppress research on race, ethnicity and language is essential. Currently, the organization is mobilizing funds to cater for the study. However, the statistics available about ethnicity, race and language portray that there has been proper language interpretation. The support and care department families and patients get proper interpretation to facilitate accountability of the health care, a focus on the objective.
C. Area of improvement
The field that requires immediate attention for effectiveness and a focus on the objective is ensuring that the families and patients access web portal for fast response. Moreover, the health care should ensure the accessibility of the resource room. The fact that the web portal services is underway and a major weakness, its implementation will substitute the need to access resource rooms unless for special scenarios that need expertise.
To strategize on the weakness to ensure patient centeredness, the organization should extensively facilitate the Information and the Technology department to ensure a system that is friendly user. The system should be easily accessible, reliable and simple. The patients should access the online services with ease. This strategy will accommodate for urgent matters since response will be immediate through the IT support and care experts.
The change theory will effectively measure the effectiveness of the strategy. Primarily, the change is not meant to replace the current system but accelerate its improvement. The establishment of measures will be done through quantitative evaluation to examine the change. The team will select the changes from the system and test the changes. Testing the changes will entail trying, observing the outcomes of the change and assimilating the changes in the health care organizations. Finally, the implementing and spreading of the changes into health care organizations will take place to accelerate the accountability and liability of the health care organizations and accommodation of patients with chronic ailment.
The financial implications of the strategy include an increase in the service fee of the patients. The increased service fee will accommodate for the respective changes of the system. Moreover, there will be limited expenditure in some sectors, for instance, reduced number of board meetings to accommodate for the finance required to implement the change.
D. Creation of multidisciplinary team
The selection of the team will entail a composition that will ensure economical and maximum utility of ideas and resources. The team will be composed of an IT expert, experienced doctor, the financial manager, a patient and the chair of the board. The IT expert will progressively fix the recommended changes. The experienced doctor will guide on the common illnesses that can be responded to online. The patient will assess on the ease of operating the system. The chair of the board will provide a feedback to the board on the effectiveness of the change. Finally, the financial manager will facilitate the funds requires to implement the changes.
The diversity in culture of the team will promote patient centeredness through a number of aspects. Firstly, the team will appreciate the diversity of ethnicity, race and language. The cultural diversity will ensure an option of various languages in the system to ensure culture competence care of the system.
I will apply the transformational leadership style to develop the team. I will appreciate the diversity of ideas from the team members but finally apply the best idea through discussions. The transformational style of leadership appreciates each idea but through discussion forums, the best idea is preferred.
The essence of teamwork is to progressively realize the strategy. Since team is composed of members with diverse ideas, the appreciation of each idea will be the initial step. The accomplishment of strategy will entail a thorough discussion of the deserved change and apply the best idea.
The communication of the intended strategy will entail a process. The procedure is meant to ascertain if the change is an improvement. Simply, the strategy will undergo a test in the organizational system. The team will select the changes from the system and test the changes. Testing the changes will entail trying, observing the outcomes of the change and assimilating the changes in the health care organizations (In Heinemann & In Zeiss 67). Finally, the implementing and spreading of the changes into health care organizations will take place to accelerate the accountability and liability of the health care organizations and accommodation of patients with chronic ailment.
Finally, I will evaluate the team’s personal skills through an interview. An interview is a sure tool and measure to determine one’s capacity. The interview will focus on professional qualifications and experience. The interview will ensure a competent team for efficient and effective change for the health care organization.
References
Dean, S. G., Siegert, R. J., & Taylor, W. J. (2012). Interprofessional Rehabilitation: A Person-Centred Approach. New York, NY: John Wiley & Sons.
Harris, J. L. (2016). Initiating and sustaining the clinical nurse leader role: A practical guide. Jones & Bartlett Learning.
In Heinemann, G. D., & In Zeiss, A. M. (2002). Team performance in health care: Assessment and development.
Persily, C. A. (2014). Team leadership and partnering in nursing and health care. New York, NY: Springer Pub. Co.
Reeves, S., Lewin, S., Espin, S., & Zwarenstein, M. (2010). Interprofessional Teamwork for Health and Social Care. New York, NY: John Wiley & Sons.
Robert Wood Johnson Foundation., Initiative on the Future of Nursing (Estats Units d’Amèrica), & Institute of Medicine (Estats Units d’Amèrica). (2011). The Future of nursing: Leading change, advancing health. Washington, D.C: National Academies Press
Make sure to read the comments under the highlighted areas. These areas of the paper are missing and need to be fixed. Make sure you read the entire paper and fix the articulation of the paper. Go back and look at each of these sections and make sure that you are completing exactly what it needs. Thank you.
General comments:
Professional Communication (Articulation) –Sound formatting strategies, including uniform indentation and clearly presented headings, are featured in the paper. Issues with sentence fluency, parts of speech, and word choice are present that limit the effectiveness of the response.
Content — This submission offers an accurate explanation of how patient-centered care can reduce length of stay and readmissions. Strategies to link hospital reimbursements to patient experience are described as valuable tools in promoting patient care. The submission requires a description of the healthcare setting used for the PFCC with regard to facility type and population served. A description that precisely identifies the strengths and weaknesses for all 11 domains as well as one that includes how the strategy would address the weakness in patient access to web portals using either system or change theory are needed. A discussion of methods to evaluate the effectiveness of the proposed strategy and the implementation strategy that clearly identifies steps that includes team member and individual responsibilities is needed. A description with information on how the self-assessment tool will help the team develop self-assessment skills is not found.
Articulation of Response (clarity, organization, mechanics)
This detailed submission is written in an earnest tone. Reoccurring errors with sentence fluency, parts of speech, and word choice are noted that undermine the reader’s comprehension of the paper. Examples include missing words, errors in sentence structure, problems with subject/verb agreement, misused articles, and inaccurate word choice.
B1. Setting Description
The submission includes a good description of the manner in which business practices and regulations impact patient-centered care. The submission is missing a description of the healthcare setting used for the PFCC with regard to facility type and population served.
B2. Strengths and Weaknesses
Several domains are examined for strengths and weaknesses using the PFCC self-assessment. These areas include the Information and Technology department and Advisor domains. A description that precisely identifies the strengths and weaknesses for all 11 domains is needed.
C1a. System or Change Theory
The submission accurately explains how change theory will be helpful in planning and implementing change. A description that includes how the strategy would address the weakness in patient access to web portals using either system or change theory is not found.
C3. Methods
The financial implications of the change are logically discussed and include an increased service fee. A logical discussion of methods to evaluate the effectiveness of the strategy is not evident.
D3. Implementation of Strategy
The report contends that implementation of the plan will occur through a “thorough discussion and applied best approach”. A strategy that clearly identifies steps that includes team member and individual responsibilities is missing.
D5. Tools for the Team
The paper invokes using an interview and questionnaire to assess team members. The description is missing information on how the tool will help the team develop self-assessment skills.
Patient- and Family-Centered Care Organizational Self-Assessment Tool
Elements of Hospital-Based Patient- and Family-Centered Care (PFCC) and
Examples of Current Practice with Patient and Family (PF) Partnerships
Domain
Element1
Low to High
Do not
know
Leadership /
Operations
Clear statement of commitment to Patient Family
Centered Care and Patient/Family partnerships
1
2
3
4
5
Explicit expectation, accountability, measurement of
Patient Family Centered Care
1
2
3
4
5
Patient/Family inclusion in policy, procedure, program,
guideline development, Governing Board activities
1
2
3
4
5
Mission,
Vision, Values
Patient Family Centered Care included in Mission, Values,
and/or Core Values
1
2
3
4
5
Patient/Family “friendly” Patient Bill of Rights and
Responsibilities
1
2
3
4
5
Advisors
Patient/Family serve on hospital committees
1
2
3
4
5
Patient/Family participate in quality and safety rounds
1
2
3
4
5
Patient and family advisory councils
1
2
3
4
5
Quality
Improvement
Patient/Family voice informs strategic / operational
aims/goals
1
2
3
4
5
Patients/Families active participants on task forces, QI
teams
1
2
3
4
5
Patient/Family interviewed as part of walk-rounds
1
2
3
4
5
Patient/Family participate in quality, safety, and risk
meetings
1
2
3
4
5
Patient/Family part of team attending IHI, NPSF, and
other meetings
1
2
3
4
5
Personnel
Expectation for collaboration with Patient/Family in job
descriptions & Policies in Performance Appraisal Process
1
2
3
4
5
Patient/Family participate on interview teams, search
committees
1
2
3
4
5
Patient/Family welcome new staff at new employee
orientation
1
2
3
4
5
Staff/physicians prepared for & supported in
Patient/Family Centered Care practice
1
2
3
4
5
Environment
And Design
Patient/Family participate fully in all clinical design
projects
1
2
3
4
5
Environment supports patient and family presence and
participation as well as interdisciplinary collaboration
1
2
3
4
5
1 Codes: PFCC=Patient- and Family-Centered Care; PF=Patient and Family; PAS= Performance Appraisal System
Institute for Healthcare Improvement and the National Initiative of Children’s Healthcare Quality,
developed in partnership with the Institute for Family-Centered Care Page 1
Patient- and Family-Centered Care Organizational Self-Assessment Tool
Elements of Hospital-Based Patient- and Family-Centered Care (PFCC) and
Examples of Current Practice with Patient and Family (PF) Partnerships
Domain
Element2
Low High
Do not
know
Information /
Education
Web portals provide specific resources for Patient/Family
1
2
3
4
5
Clinician email access from PF is encouraged and safe
1
2
3
4
5
Patient/Family serve as educators/faculty for clinicians and
other staff
1
2
3
4
5
Patient/Family access to / encouraged to use resource
rooms
1
2
3
4
5
Domain
Element3
Low High
Do not
know
Diversity &
Disparities
Careful collection and measurement; race / ethnicity /
language
1
2
3
4
5
Patient/Family provided timely access to interpreter
services
1
2
3
4
5
Navigator programs for minority and underserved patients
1
2
3
4
5
Educational materials at appropriate literacy levels
1
2
3
4
5
Charting and
Documentation
Patient/Family have full and easy access to
paper/electronic record
1
2
3
4
5
Patient and family are able to chart
1
2
3
4
5
Care Support
Families members of care team, not visitors, with 24/7
access
1
2
3
4
5
Families can stay, join in rounds & change of shift report
1
2
3
4
5
Patient/Family find support, disclosure, apology with error
and harm
1
2
3
4
5
Family presence allowed/ supported during rescue events
1
2
3
4
5
Patient/Family are able to activate rapid response systems
1
2
3
4
5
Patients receive updated medication history at each visit
1
2
3
4
5
2 Codes: PFCC=Patient- and Family-Centered Care; PF=Patient and Family; PAS= Performance Appraisal System
3Codes: PFCC=Patient- and Family-Centered Care; PF=Patient and Family; PAS= Performance Appraisal System
Institute for Healthcare Improvement and the National Initiative of Children’s Healthcare Quality,
developed in partnership with the Institute for Family-Centered Care Page 2
Patient- and Family-Centered Care Organizational Self-Assessment Tool
Elements of Hospital-Based Patient- and Family-Centered Care (PFCC) and
Examples of Current Practice with Patient and Family (PF) Partnerships
Domain
Element4
Low High
Do Not
Know
Care
Patient/Family engage with clinicians in collaborative goal
setting
1
2
3
4
5
Patient/Family listened to, respected, treated as partners
in care
1
2
3
4
5
Actively involve families in care planning and transitions
1
2
3
4
5
Pain is respectively managed in partnership with patient
and family
1
2
3
4
5
4Codes: PFCC=Patient- and Family-Centered Care; PF=Patient and Family; PAS= Performance Appraisal System
Institute for Healthcare Improvement and the National Initiative of Children’s Healthcare Quality,
developed in partnership with the Institute for Family-Centered Care Page 3