Health Care
Dear Students,
The Final Evaluation is a Research paper. Write10 pages research paper following APA format. Make sure to include Title Page, Abstract, Body, Conclusion, and References (minimum 5). Do not forget to add citations/quotations.
The Research paper will be based on online research from any Healthcare Organization such as local hospital, clinic, facility, or healthcare institution.
The paper should include the following requirements:
History of the healthcare facility
System integration
Corporate structure
Legal entities (incorporated vs. unincorporated)
Statement of operations (financial status)
Workforce information (number of employees, positions, etc)
Services offered
Technology utilized
Facility design
Ambulatory care services
Emergency operations plan structure
Materials management strategy and design
Patient safety data (errors, adverse events, sentinel events)
Joint Commissions accredited?
Process improvement plans
Insurance plans accepted and health plans offered
Billing and collection process
Summary of lessons learned (what does the student like about the Healthcare Organization and what would you change as an Administrator)
ANSWER
John Hopkins Hospital
History of the Healthcare facility
The John Hopkins Hospital was established in 1876, along with the inauguration of America’s first president Daniel Coit Gilman (Pronovost, et al., 2017). The healthcare facility was first established as a University, which later grew to establishing a university press, nursing and medicine schools, and other institutions. The hospital is renowned for its pioneering of both medicine and education, with its incorporated application making the hospital one of the best in the World. The Hospital is also famed for its pre-med track, with a high percentage, 80%, of its graduates successfully completing their studies (Pronovost, et al., 2017). It is ranked number one in the country for its biomedical engineering course, which works in hand with The Center for Disease Control and Prevention (CDC), which has proved vital in times like the COVID-19 pandemic.
System Integration
System integration in healthcare entails using appropriate systems that provide coordinated care between the patients and their families. This is integral in providing efficient care, especially in the era of patient-based care. John Hopkins uses the ACG system that entails patient Need Groups Segmentation (Taylor et al., 2019). This system is flexible depending on the medical condition of the patent, and the type of treatment required. The system works by developing mutually exclusive groups that share the same medical conditions and assigns PNG individuals that help gain a deep insight into patient care and provide a more focused action. The system has helped reduce patient complaints about satisfaction and neglect. Caregivers at Hopkins are able to use the system to understand how to best provide care for their patients, and do further research when new developments occur.
Legal Entities
The John Hopkins Health System Corporation (JHHS) is an academically research-based system that consists of various legal entities that support and research medicine in various ways (Pronovost, et al., 2017). The facility is a non-profit organization, working with its different units to provide better medical care in America. One of its essential legal entities includes the John Hopkins Hospital, which offers a state of the art tertiary and quaternary care for its patients. Another system includes the John Hopkins Bayview Medical Center Inc. with is also a non-profit origination that offers community-based teaching. Other systems that also play an integral role in the whole corporate structure include Howard Country General Hospital, Suburban Hospital, Sibley Memorial Hospital, The Johns Hopkins All Children’s Health System, among others (Pronovost, et al., 2017).
Corporate Structure
The corporate structure of any origination entails the management and ownership of the business. This is an essential aspect of an institution, as the members of the corporate structure make important decisions that help in the performance of the institution. At Johns Hopkins, the governance structure of the institution since its inception has been vital to its tremendous success. This can be accredited to the president of The Johns Hopkins Hospital, Redonda Miller, who oversees the whole organization that has over 11,000 employees. Her efforts are also supported by a proficient board of trustees. The men and women in the trustees have the necessary background in their various fields that help the organization continue to excel. The board is allowed to have 35 trustees, including ex officio trustees that include the president of the University, the chair of the board, and the vice president of the Alumni association.
Statement of Operations
The Johns Hopkins generates about $2.5 billion in revenue annually. According to Marco Priolo, the director of finance innovation at JHHC, the teamwork collaboration between the finance, operations, and clinical areas has implemented cost-cutting measures that have seen the hospital save over $200 million since 2016. Part of the success that helps boost the institution’s revenue is their eight months plan that the company stipulates annually. For instance, Johns Hopkins begins with core budget work at the facility-level performance, and targets for improvement are set. During the third month of the plan, the targets are presented to clinical departments, where members identify areas of cost-cutting that can significantly save money. The final plan is then reviewed by the executive, before being presented to the Johns Hopkins Medicine Leadership.
Workforce Information
As mentioned, John’s Hopkins is headed by a CEO and a board of trustees that has 35 members. In addition to the management, the vast institution has over 40,000 full-time faculty and staff members (Smith, 2016). This constitutes doctors, nurses, medical officers, supervisors, lab technicians, and cleaning staff, among others. The departments work in unison to ensure that patients are attended to quickly while providing a clean environment, and quality medical attention. With over 40,000 full-time working employees, this makes Johns Hopkins the largest employee in Maryland and Baltimore City. The hospital occupies 20 of the 60 buildings within the Johns Hopkins Medical Campus, receiving 80,000 patients weekly, and being served by 1,700 doctors. The hospital has an 85 % retention rate within the hospital, and 655 nationwide. This is credited to the good working conditions and career supporting faculties that employees enjoy.
Services Offered
Aside from the mentioned state-of-the-art services in biomedical engineering, Johns Hopkins offers a wide range of services for its patients. The hospital offers five basic care that offers quality medical services that help treat patients and save human lives with critical conditions. These include emergency care, specialty care, primary care, Pharmacy, and Johns Hopkins Children’s Center. The services offered under specialty care include psychiatry, otolaryngology, neurology and neurosurgery, pediatric care, and rheumatology. The pharmacies offer medicines with are given upon prescriptions, and they are located across multiple locations within the hospital and surrounding areas. In addition, primary care entails the treatment of minor injuries or illnesses and chronic conditions, the primary care works in conjunction with emergency services, to ensure that mild symptoms do not turn into tragi illnesses without the doctors detecting them quickly. The Children’s center care offers medical programs that help treat pediatric subspecialties.
Technology Utilized
The Johns Hopkins hospital has always believed in the importance of advanced technology and its role in medicine. Technology has played a vital role in introducing certain efficient software like Electronic Health records that have greatly improved the handling of patient information. At Johns Hopkins, there has been constant research on new technology and its role in medicine. For instance, the hospital invented an Artificial Intelligence (AI) software that could predict when an individual could experience cardiac arrest. The technology is important especially to people who have a history of cardiac arrest within their family, thus necessitating the need for AI. In addition, Johns Hopkins continues to use technology to explore DNA. Specifically, their research team has continued to research on completing the first sequence of the human genome that would help doctors have a clear understanding of the relationship between DNA and the risks of diseases.
Facility Design
The hospital’s design and construction have been designed with the patient’s satisfaction in mind. The Johns Hopkins Hospital medical campus has been designed in ensuring its facilities are in close proximity. This allows patients and doctors to move around quickly, especially in times of emergencies. The Nelson/Harvey Building, Sheikh Zayes tower, and the Charlotte R. Bloomberg Children’s Center have been designed in such ways that they harbor a healing environment. The hospital also has state-of-the-art facilities that help support visionary care, which has been a core principle for Johns Hopkins since its inception. In addition, the hospital has rooms that are designed to suit the patient, and the upgraded ones offer private bathrooms, TVs, deluxe rooms, chairs for families, among other luxurious amenities. The hospital design also supports convenience through its entrance embodying an airport-style canopy, shielding patients and visitors from the prevailing weather.
Ambulatory Care services
Ambulatory services are medical services offered to outpatients that do not need admission services. The Johns Hopkins has specialized in ambulatory services, and its facilities are designed to ensure that its nurses offer holistic and quality services to their patients (Dang et al., 2021). The hospital’s ambulatory services cater to infants, centenarians and the main services include preventive and acute care. The hospital also treats chronic illnesses within this department and each clinic is given an opportunity to develop high-tech skills in various areas that help promote quality and patient-based care. Some of the units offering ambulatory care include Adult cardiology, heart failure bridge clinic, medical clinic, urology clinic, general surgery clinic, pain treatment center, orthopedic clinic, pain treatment center, John G. Bartlett Specialty Practice, among others (Dang et al., 2021).
Emergency Operations Plan Structure
Crisis communication is essential for healthcare institutions to ensure that the problem has been resolved earlier and quickly. Emergency situations at Johns Hopkins are usually handled by different departments working in cohesion to ensure that the best medical care has been provided to avert the crisis (Rosemn et al., 2016). For instance, a specific incident is normally communicated to command teams, departmental emergency management coordinators, senior leaders, affiliates, emergency management deputy coordinators, and external partners to ensure that the right protocol is observed while dealing with emergencies. However, the communication is limited to only these partners to ensure that there is minimal outside interference. Thus, in the event of a crisis, communication is done through a secured web page, that only these partners can access (Rosen et al., 2016). However, this does not mean that the public is not informed of the measures that the hospital takes. For instance, in the event of the COVID-19 pandemic, necessary updates were uploaded to their website for non-affiliate members to access vital information.
Materials Management Strategy and Design
Johns Hopkin’s chain of supply is crucial in ensuring that quality healthcare is offered to the patients, and the caregivers have the necessary tools and equipment to render their care. The hospitals material’s management strategy and design are done through their corporate procurement (Ishii et al., 2017). JHHS’s corporate procurement is overseen by the Board of Directors through the President of the Health System. The corporate procurement’s sole aim is to conduct bidding, negotiation, contracting, and the procurement of the necessary supplies. The supplies also include the services and equipment necessary for providing quality care and promoting timely care at affordable costs. The corporate procurement is also responsible for providing and authorizing health system funds necessary for sustaining care. In addition, purchase orders when in need of commitment funds are approved by the Johns Hopkins Health system Financial Policies. Any requests or invoices that are not authorized shall not be paid, and the hospital shall not be found responsible.
Patient Safety Data
Johns Hopkins embraces transparency in communicating about the level of patient safety with their patients and the outside world. The hospital has an exemplary record of patient safety and this is exemplified through its ‘surgical volumes. According to various studies conducted by the hospital, surgical volumes (number of times a hospital performs a specific procedure) create a higher chance of guaranteeing patient safety (Rosen et al., 2016). The hospital conducts frequent surveys on patient experiences, thereby getting a deeper insight into how their patients rate their experience and the areas they can improve to ensure that safety is a guarantee. The complicated tasks of caring for patients within different departments are also carefully monitored, and the board of trustees conducts reviews on certain procedures, and the risks involved. The hospital also offers information regarding their core measure compliance, which includes how hospitals follow vital steps to ensure that the safety of their patients is prioritized.
Joint Commission Accreditation
The hospital is accredited by The Joint Commission on accreditation of healthcare organizations. it is also licensed by the Maryland Department of Health. Through its advanced comprehensive Stroke Centre, the hospital was also awarded The Joint Commission’s Gold Seal of Approval certification (Poku et al., 2017). This serves as evidence of their hard work and extraordinary research on the ways and measures of preventing stroke within the country. The Gold seal also symbolized the hospital’s commitment to rendering quality and safe services to their patients
Process Improvement Plans
Johns Hopkin’s main process improvement plans are centered on improving the quality and affordability of healthcare. The main goal of the institution is to provide quality to patients while embracing safety and efficiency, which is essential in reducing high mortality rates in certain departments (Ishii et al., 2017). The institution has also been the pioneer in initiating conversations regarding the exchange of ideas about high-value care, which is vital in all healthcare institutions in the US. Through such efforts in their process improvement plans, the hospital has been able to oversee decreased total costs of care, innovative care delivery models, and increased resources within their institutions that promote an intense focus on quality care.
Insurance Information
Due to the country’s high medical rates and expenses, Johns Hopkins remains committed to ensuring that patients use their insurance covers to get access to quality healthcare. The hospital participates in a wide range of insurance plans including Medicare (Bethel et al., 2017). However, the hospital is not contracted to Medicare Advantage Plans, which, many patients are usually confused and misled while taking the plan. The hospital encourages patients to first consult with their insurance companies before visiting the hospital to avoid any additional costs during treatment. The hospital also accepts Aetna Medicare Advantage participants, but on case by case basis.
Summary of Johns Hopkins
The Johns Hopkins health system Corporation boasts of an exemplary hospital and teaching facility that uses research as the foundation of its practices in medicine. According to the above information, it is evident that the hospital is highly committed to promoting affordable and quality healthcare to its patients. Their transparency regarding patient data helps build confidence with potential patients, as they are guaranteed of safety through sufficient available data. The hospital has a rich history of medical practices, and through the prioritization of technology, it is only going to get better.
References
Bethell, C. D., Davis, M. B., Gombojav, N., Stumbo, S., & Powers, K. (2017). Issue Brief: A national and across state profile on adverse childhood experiences among children and possibilities to heal and thrive. Johns Hopkins Bloomberg School of Public Health, October 2017.
Dang, D., Dearholt, S. L., Bissett, K., Ascenzi, J., & Whalen, M. (2021). Johns Hopkins evidence-based practice for nurses and healthcare professionals: Model and guidelines. Sigma Theta Tau.
Ishii, L., Demski, R., Lee, K. K., Mustafa, Z., Frank, S., Wolisnky, J. P., … & Pronovost, P. (2017, March). Improving healthcare value through clinical community and supply chain collaboration. In Healthcare (Vol. 5, No. 1-2, pp. 1-5). Elsevier.
Poku, M. K., Hellmann, D. B., & Sharfstein, J. M. (2017). Hospital accreditation and community health. The American Journal of Medicine, 130(2), 117-118.
Pronovost, P. J., Mathews, S. C., Chute, C. G., & Rosen, A. (2017). Creating a purpose‐driven learning and improving health system: the Johns Hopkins Medicine quality and safety experience. Learning Health Systems, 1(1), e10018.
Pronovost, P. J., Mathews, S. C., Chute, C. G., & Rosen, A. (2017). Creating a purpose‐driven learning and improving health system: the Johns Hopkins Medicine quality and safety experience. Learning Health Systems, 1(1), e10018.
Rosen, M. A., Tran, G., Carolan, H., Romig, M., Dwyer, C., Dietz, A. S., … & Pronovost, P. J. (2016). Data driven patient safety and clinical information technology. In Healthcare Information Management Systems (pp. 301-316). Springer, Cham.
Smith, A. (2016). The Johns Hopkins Hospital: A Summer Internship. Purdue Journal of Service-Learning and International Engagement, 3(1), 7.
Taylor, C. O., Lemke, K. W., Richards, T. M., Roe, K. D., He, T., Arruda-Olson, A., … & Weiner, J. P. (2019). Comorbidity Characterization Among eMERGE Institutions: A Pilot Evaluation with the Johns Hopkins Adjusted Clinical Groups® System. AMIA Summits on Translational Science Proceedings, 2019, 145.
