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Michelle GoodMan
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WEEK 8 ASSIGNMENT 4
Week 8 Assignment
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Group Medical Practice Operations Planning
In the healthcare industry, one of the most common group practices is a single-speciality group practice. This practice is prevalent in internal medicine, orthopaedics, cardiology, neurology, surgery as well as rehabilitation specialities and is composed of at least three physicians practising similar speciality as one entity (Kash & Tan, 2016). The physicians share the same administration and clinical facilities, employees as well as records of patients. Having been hired as a consultant, I will be analyzing the similarities, differences, purpose, and importance of internal and external financial benchmarking levels. Also, a strategy for an emergency preparedness plan will be created and provided for physicians as well as the patients. I will also give recommendations on the suitable health information system (HIT) and outline the benefits.
Two Main Levels of Benchmarking, The strategic purpose of each level and The overall importance of benchmarking.
Financial benchmarking mostly entails reviewing the firm's efficiency, productivity, and competitiveness by looking at the companies financial records. There are two types of benchmarking, namely external comparison and internal comparison. Internal benchmarking occurs when the current performance of a healthcare organization or facility is compared with its past or projected performance. Healthcare can also evaluate and compare the performance of its various departments. All the data used in internal benchmarking is internally generated. External benchmarking, on the other hand, involves comparing healthcare centre performance with another health care performance. The two levels of benchmarking give room to efficacious summarization of composite healthcare information and allows for the problems to be detected on time. Internal benchmarking is normally used when external benchmarking is not available. There may be some departments that might be operating well, and other departments may seek to borrow those ideas to make their departments better. With regard to competition, external benchmarking helps the healthcare centre to understand the strategies competitors are using and thus upgrade its strategies while internal comparison allows for the evaluation of internal processes to find out how each can be improved to achieve competitiveness. Internal benchmarking is faster, unlike the external comparison, which is albeit complex and detailed (Glaser & Traynor, 2017).
The strategic purpose of each level is to allow every healthcare facility to meet its obligation of ensuring the uniform provision of high-quality health care service. The internal comparison allows for the medical care facilities to initiate necessary changes geared towards improving the quality of healthcare delivery by the speciality groups. For instance, internal benchmarking gives room to the effective tracking of re-engineered processes. External comparison is able to provide a more effective way for organizations to measure and compare the performance of the organization day to day operations and functions, which are normally identified during the organization's goal-setting programs, with the mandated industry standards (Glaser & Traynor, 2017). When organizations and practice groups are looking to improve the services they offer or enhance the quality service delivery, they gravitate more towards internal comparison because they are able to focus more on the services provided to the patients.
The overall importance of benchmarking is how it serves a helpful purpose to organizations and speciality groups to decrease the amount of error that may affect the quality of health care that is provided to the patients. If the quality of healthcare is not compromised and is kept to a higher standard, then the cost of healthcare can be minimized, which can increase the amount of revenue. Benchmarking allows for the early and prompt identification of deficiencies and financial problems as well as for the development of a framework to solve and respond to these problems(Wind & Van Harten, 2017).
Health Information Technology (HIT) Recommendation and its Benefits
Health Information Technology relates to the most effective use of electronic systems by health care professionals to record, share, and analyze health care information from patients. The electronic health records (EHR) makes it easier for the physician to access records, diagnosis, and treatment plans for all patients. It also can be used as a communication tool for physicians as well as nurses. The new practice single-speciality group practice would be able to benefit significantly from EHR systems like eClinicalWorks. This is a HIT system that is specially designed to be able to provide health care professionals with a way for their practice and organization to go paperless and seamless. It has been reported that some healthcare organizations on the market choose not to use HIT systems properly or even update them. It causes the organization to fail in being able to provide patients with the best possible care.
There are so many benefits to having a system like this associated with the organization. With the HIT and EHR, physicians can monitor the patients from the time they check-in up until the time they are discharged. Since this system is customizable, it can be configured based on what type of services that are offered by the physicians as this type of system is not tailored to a kind of practice group. Also, the lines of communication between physicians and their fellow staff will become easier with EHR. EHR's ensure that patients will receive competent care in relation to their medical needs and this begins at having accurate medical records and access to them instantly via electronic data banks which reduce the risks of errors experienced in the diagnosis and treatment of the patients.
One Specific Hazard related to Categories of Risk and a Proposed Mitigation strategy.
There are six primary risk exposure categories in practice which includes professional exposure, also referred to as liability, personnel exposures, financial exposures, property exposures, exposures from technology and its uses, and legal/regulatory exposures. Since the physician's group is trying to open a single-speciality group, this means they would also want to limit their exposure to risks. Considering that property is one of the risk categories, one of the many specific hazards that are associated with the property, it is fire. Fire is hazardous to deal with because it can be a threat to buildings, but most importantly, it can be a significant threat to the patients. Patients become very frantic in fire disasters. So a plan in place that is made available to patients would be very beneficial(Schneider, 2020)).
For example, a common risk in healthcare facilities is fire. From the United states fire department, there were about 5750 fires reported in medical care facilities between 2011 and 2015 resulting in two deaths, one hundred and fifty-seven injuries and a more than fifty billion dollars property damage. The healthcare organization should analyze and assess all power connections to make sure they are up to date and installed correctly for safe working conditions. This will help ensure the safety of patients and staff. Even the cooking departments should ensure that appliances are correctly installed and up to date, along with making sure that cooling and ventilation systems are clean for smooth airflow. Damages to facilities could be prevented if facilities implement proper and effective emergency response plans. These plans should include escape routes and fire extinguishing placements and backups. This is a better alternative than waiting for response teams to get to the facility. Occupants and staff should have access to these plans so that everyone knows what to do (Chen & Ayanian, 2018).
Main Functions that should be running prior, during, and post a natural disaster or emergency period and a Strategy to ensure continuous operations during a disaster
Before the occurrence of a disaster, there should be adequate preparation across all the operational segments of an organization. This may involve coming up with necessary procedures for responding to every step of the disaster like power outage or fluctuations, setting aside and keeping set required supplies and equipments like fire alarms and alternative communications services and the development of a plan for evacuations. The records of the patients should be backed up in a cloud or alternative storage to prevent any loss or unauthorized disclosure after the disaster strikes. This is important as it will allow the physicians access to all the information they would need to operate with when an emergency or disaster strikes. Emerging organizations are encouraged to liaise and maintain direct communication with larger healthcare organizations to ensure that in the phase of the disaster, patients may be evacuated to such organizations and their records effectively transferred to sustain their medication and general wellness(Schneider, 2020).
The healthcare organizations should ensure that functions and operations remain the same to decrease confusion and stress on patients and staff. Keeping certain functions like the documentation, treatment and diagnosis of the affected patients the same and operational prior, during and post a natural disaster or emergency will also put less stress on physicians as they can meet the demand of the patients. It will also maintain the sustainability and fiscal viability of the healthcare practice (Glaser & Traynor, 2017).
References
Chen, L. M., & Ayanian, J. Z. (2018). Care continuity and care coordination. JAMA Internal Medicine, 178(7), 749. doi:10.1001/jamainternmed.2013.14331
Glaser, R. G., & Traynor, R. M. (2017). Strategic practice management: Business considerations for audiologists and other healthcare professionals (3rd ed.). Plural Publishing.
Kash, B., & Tan, D. (2016). Physician group practice trends: A comprehensive review. Journal of Hospital & Medical Management, 2(1). doi:10.4172/2471-9781.100008
SCHNEIDER, M. E. (2020). Physicians object to the timeline for EHR implementation. Family Practice News, 56(8), 5. doi:10.1016/s0300-7073(10)70444-8
Wind, A., & Van Harten, W. H. (2017). Benchmarking speciality hospitals, a scoping review on theory and practice. BMC Health Services Research, 17(1). doi:10.1186/s12913-017-2154-y
