HA499 Unit 9 Assignment

Cleveland Clinic

Section 1

Healthcare is quickly evolving from the traditional care of the 20th century. Most of the hospitals built in the 20th century were not designed to enhance patient satisfaction and experiences. Little attention was given to the aesthetics of hospital rooms. Consider, for instance, the seemingly frightening medical equipment and the depressing hospital rooms painted in green. However, all this is beginning to change as healthcare moves towards a more holistic and patient-centered care model. Hospitals are complex ecosystems with hundreds of processes. In recent years, more emphasis has been placed on streamlining hospital administrative and operational processes to improve care. This paper will shed light on Cleveland’s goals, mission and vision, the Clinic Health System (CCHS), organizational structure, clinical research and activity, and the hospital's community and global impact. I chose Cleveland clinic because the hospital is spearheading the shift towards a patient-centered approach, and is shaping the future of healthcare by streamlining operational processes through a more efficient process and workflow.

Cleveland Clinic is a non-profit cross-functional facility that integrates clinical care with research and education. Cleveland Clinic (located in Cleveland, Ohio) has earned a spot on the list of the best international medical and research facilities (Cleveland clinic, 2019). The Clinic was named among the top hospitals in the “2019-2020 Best Hospitals” survey. Five Cleveland Specialties featured in the top five, and the clinic’s heart programmed was ranked the best since 1995. Cleveland Clinic is considered one of the most advanced medical centers in the U.S (Cold et al., 2019). It is typically recognized as one of the top three best healthcare organizations in the U.S, along with the Mayo Clinic and John Hopkins hospital. It’s Cardiology and Heart program is the best in the world.

Cleveland Clinic Organizational Structure

At the helm of the clinic’s structure is the board of directors. The clinic has a 28-member fiduciary governing body which is in charge of the hospital’s affairs and operations. They ensure that the hospital is well-operated and that it is working to fulfill its mission. Board members are chosen on the basis of expertise and experience in multiple disciplines valuable to the hospital’s administrative needs. Cleveland Clinic’s CEO Tomislav Mihaljevic is the second person in command. The CEO has the responsibility to ensure that all aspects of the hospital are working efficiently. He implements the board's directives, manages hospital departments, and oversees the daily operations of the hospital. The CEO works hand-in-hand with the board of governors, which is tasked with overseeing the clinical activities and maintaining standards of care at the hospital. The board of governors also appoint, promote, and terminate medical professionals as well as department chairs.

The CEO has an executive team that acts as an advisory team to the CEO, act as a communication link between the CEO and departmental heads and ensure that the board’s directives are executed at the department level. Below the CEO is the CEO council that is made up of the chief strategy officer, Chief of operations, and Chief HR officer. They convene weekly to discuss pertinent issues and make key decisions. The Clinical enterprise management team reports to the CEO council. The team is made up of leaders from all aspects of clinical practice. The team defines and oversees the implementation of the clinical enterprise strategy. All services in the hospital are organized in multidisciplinary teams, defined around disease and organ systems referred to as “clinical institutes.” These institutes include Head and Neck, Urology and kidney, heart and vascular, metabolism, digestive disease, respiratory disease, neurological, cancer, among others. Each institute has defined diseases within their scope, skills needed to care for patients, and a set of measured outcomes for which teams in the institute will be responsible.

Facility Physical Settings

With over 5875 beds system-wide and 1400 beds on Cleveland Clinic main campus, the facility is one of the largest hospitals in the U.S. In addition to the main campus, the clinic 10 regional hospitals, more than ninety Nothern Ohio outpatient posts, Cleveland Clinic in Canada Toronto, Cleveland Clinic Florida and Cleveland Clinic Abu Dhabi. The hospital has 7 surgical suites, research labs, administration offices, educational facilities, and 100 operating rooms.

Evidence-based design (EBD) has shown great potential in contributing to the healing process of patients. Sound can contribute to stress, and colors can affect mood. Cleveland’s clinic medical property management creates and maintains a healing environment for patients by designing medical facilities that provide positive distractions, eliminate environmental stressors, and provide access to nature. Evidence-based design has shown that patient rooms can be manipulated to increase patient satisfaction, improve sleep, and reduce hospital-acquired infections. The more successfully hospital designs tap into the positive and negative emotional states of patients, the higher the satisfaction of patients and by extension, the quality of the hospital.

Patient base

With a local, national, international clientele, Cleveland Clinic In 2018, the facility handled 295,093 Acute Admissions, and observations, 857,801 Emergency Department visits 5,406,591 Outpatient E&M visits and performed 244,636 surgeries and procedures.

Level of Clinical Activity and Research

The hospital is dedicated to the improvement of patient safety and outcomes through the Clinic’s Health System, which is driven by three main objectives, notably patient safety, and patient satisfaction and clinical services. The health system has the infrastructure in place to facilitate the achievement of the three objectives mentioned above. The infrastructure works as the analysis and measurement pillar of the health system’s performance plan. The hospital has a Quality Institute that is in-charge of managing CCHS improvement objectives and initiatives. Patient safety is one of the most important elements in the hospital's approach to quality improvement. The safety initiative outlines the fundamental expectations for the hospital facilities. The QI coordinates patient safety at the system level to achieve integration across all departments, organizations (Nadzam et al., 2005). Cleveland Clinic has made significant strides in the creation of standardized processes for analyzing and reporting medical errors system-wide to prevent re-occurrence of such events.

Cleveland Clinic is the quintessence of patient-centered care. With overwhelming expectations and an evolving healthcare environment, Cleveland clinic has made the transition to a patient-centered and value-based care that recognizes patients as bona fide members of the healthcare team, a true partner in their health journey (Barry & Edgman-Levitan, 2012). The Clinic provides access points along the continuum of care, which not only reduces wait times but also reduces cost and empowers patients. The hospital has implemented several innovative strategies to ensure optimal time management. These include using a patient tracking general positioning system (GPS), open scheduling of appointments, direct communication between physicians and patients, and expanded hours (Wadsworth et al., 2009). Further, multidisciplinary and multiagency collaboration has strengthened Cleveland’s clinic ability to provide quick, effective, and coordinated care to its patients.

Research and education is the cornerstone of Cleveland’s clinic mission and the core of each medical professional’s training. Medical professionals should be able to assess, synthesize, and apply medical data from literature to patient treatment and care, and to share this information with professionals and patients both orally and in writing. Cleveland clinic mentors its internal medicine residents in their research. The hospital has a 120+ faculty of globally revered clinical researchers and educators who serve as research mentors. In the past five years, medicine residents have published more than 80 journal articles, over two dozen book chapters and over 150 abstracts in scholarly journals such as JGME, Clinical Endocrinology, Journal of Immunology, American Journal of Cardiology, Cleveland Clinic Journal of Medicine and American Journal of Clinical Oncology just to mention a few.

Mission, Vision, goals

Cleveland Clinic’s mission is to provide better care for the sick, investigate their health issues, and further the education and skills of the professionals who serve them. The hospital’s vision is to be the best place for care and the best place to work in healthcare. The clinic pursues a three-pronged strategy for improving its performance. These are reducing the cost of healthcare, improving patient outcomes, and experiences and creating awareness in the community. Creating and implementing new models of value-based care is one of the main goals of Cleveland Clinic. The hospital has also outlined its ambitious goal of serving an even wider clientele. The CEO, Mihaljevic, wants the hospital to see more than 4 million patients by 2024. To accommodate such a large number of patients, the hospital will need to grow both physically and digitally. Although the hospital posted a good safety report in 2018, Mihaljevic believes the hospital can do better.

Community and Global Impact

Cleveland Clinic’s benefits extend beyond the patients it serves. As an anchor organization, the clinic promotes the social and economic well-being of its neighborhood. The clinic impacts the community positively by providing top-quality healthcare services, supporting the community’s healthcare initiatives, funding research on advanced cures, and educating the next generation of medical professionals. According to Cleveland Clinic’s 2017 community, the hospital spent $906.5 million in community-based initiatives. $90 million went to financial assistance, $70.6 million to research, $406.9 million was used to mitigate Medicaid shortfall, $22.0 million used on subsidized health services, $36.1 million allocated for outreach programs and $280.9 million to education. Cleveland clinic supports more than 120,000 jobs representing over $8 billion in total earnings.

Cleveland Clinic is a global community with healthcare professionals from different nationalities. The clinic organizes international symposiums where healthcare specialists from different disciplines engage in an open discussion of research, challenges, and future directions of pertinent issues affecting the healthcare profession. The clinic is at the forefront of medical innovation, global collaboration, and business optimization. The hospital collaborates with healthcare institutions all over the world looking to optimize practices that enhance the delivery of care and improves patient outcomes.

References

Barry, M. J., & Edgman-Levitan, S. (2012). Shared decision making—the pinnacle of patient-centered care. New England Journal of Medicine, 366(9), 780-781.