Religious Health Care Essay

The engagement of spiritual dimension within the healthcare system has shaped the way through which patients recover and show more positive results within the health organizations. Over the past years, the goal of religion in medicine and spirituality encompass diverse medical practices like pastoral counseling, use of prayer and meditation in healing, evoking compassion and forgiveness and also health professional who work with them. Therefore, it is seen that Religious Health Care gives much emphasis on importance of bringing spirituality into the healing process. This paper identifies and discusses matters from the reaction that must be put into further consideration by the consultant team and the discussion made by governing board and the CEO. 2.0 Description of important element of the governing board’s agenda for areas of improvement in core functions Nurses, as the core professionals in Religious Health Care should have the following job skills and carry out the following duties as it was discussed by the board’s governing agenda (Optimizing Performance and Quality, 2012). The assumptions made was that: i. The resident/patient population complex in nature, frail and experiences many dysfunctions and illness. ii. It is imperative when it comes to identification of essential mix of management/administrative skills, decision making skills, ethical principles and fiscal management knowledge that nurses must have in order to manage and administer long-term care facility. The following five agenda’s was discussed about the tasks and the responsibilities of Nursing Home Administrators who will be ensuring that nurses work effectively at Religious Healthcare (Quality of care, 2006): (a) Quality of Life and Resident Care Ensure that all the nursing services are thoroughly evaluated, planned and  implemented so that it could maximize both quality of care and resident quality of life. Ensure that programs related to social services are thoroughly evaluated, planned and subsequently implemented so as to meet social and psychological preferences and the needs of residents with the aim of maximizing quality of care and quality of life. Macke sure that programs related to food services is thoroughly evaluated, planned and implemented to meet nutritional needs of the patients within health organization for the sake of maximizing both quality of care and quality of life. Ensure that programs related to therapeutic activities are thoroughly evaluated, planed and implemented so as to meet the interests of the patients so as to maximize the quality of care amid the quality of life. The nurse in leadership will be responsible for ensuring that information management programs is evaluated, planned and implemented so as to arrive at documentation requirements. Make sure that Residential Rights are integrated with every aspect of resident care. Always ensure that the facilities within the health organization comply with local, state, as well as federal regulations and stipulated standards. Monitor, identify and ensure that the quality indicators are utilized with the aim of maximizing effectiveness in services delivery to patients. Ensure review, development and implementation of the resident procedures and policies. Make sure that the health facilities within the organization are in par with local state and federal regulations and standards (Long Term Care, 2010). (b) Human Resources Nursing Home Administrators within Religious healthcare shall facilitate the process of communication between the staff and management through counseling and coaching. Shall be ensuring that all the programs pertaining human resources are evaluated, planned and implemented to meet cultural diversity of the patients. Responsible in monitoring of programs, development and implementation of programs with the sole aim of benefitting the staff. Carry out investigations to make sure that human resource management programs and policies are planned and implemented in accordance with the federal laws regulations and entities. Developing and implementing of employee safety and health programs so as to provide good working environment Developing, monitoring and implementing, recruitment, evaluation, development, provision of resident services to the nurses within the health organization so as to  ensure job satisfaction. (c) Finance Utilizes f fiscal resources through effective management and development of annual operation and development of capital budgets. Extensive implementation and development of financial system, procedures and policies to monitor and evaluate financial performance for instance resident trust and account payable. Implement, interpret and with financial aspects of any contractual agreement such as consultative services, vendor, managed care and organized labor. Management of reporting systems and financial audit such as information systems, charitability and cooperate compliance. Ensure that all the facilities records are highly protected for instance risk management and insurance coverage. Facilitate the education and training of staff in areas related to the financial management. (d) Atmosphere and Physical Environment Shall be ensuring hat systems for improving and maintaining buildings, equipment and grounds are evaluated, planed and implemented accordingly. Provision of attractive and clean facilities and conducive environment for patients and the staff. Monitoring the environment to ensure that safety programs are implemented for safety, welfare and health for visitors’ staff and patients who attend health organization. Residents right integration with much emphasis on facility environment. Ensuring that the policies, implementation and developments comply with the environmental procedures and policies. Making sure that the facilities within the health organization complies with the local, state, as well as federal regulations and standards such as the Life Safety Code, CMS, OSHA and ADA. Implementation and development of comprehensive preventative maintenance programs. (e) Management and Leadership Ensuring that all the policies and procedures are developed in compliance with the governing entities and directives. Ensuring that all the policies and procedures are in compliance with the local, state, as well as federal rules and regulations. Evaluate, monitor and observe the impacts of the entire facility’s programs, procedures and policies so as to fulfill administrative responsibility such as license and professional  responsibility. Carry out administrative review of survey impacts so as to come up with appropriate impacts such as Informal Dispute Resolution documentation, plan for correction and no response. Carry out education of nursing home board in respect to their responsibilities and roles and pay attention to their daily actions to ensure that they adhere to the regulations and by-laws. Carry out the administrative oversight of the entire survey process. Be a team leader in professional development activities. Provide leadership skills for key staff and management team. Manage the resources and ensure that they are adequate so as to promote quality of life and comprehensive marketing. 3.0 Performance dimension that Religious Health Care could use to improve overall institutional performance The major goal of improving individual or institutional performance in the healthcare organization is to provide sustainable and quality services for the clients. Health system in this regard is a large umbrella, which covers people, organizations and the measures, which is strived for maintaining, restoring, or promoting health. Therefore, improving of the performance of such general elements of the health system will ultimately contribute to positive health outcomes. Performance dimension is the process within the health organization through which the performance of system, organizations and workers are set up with the aim of improving quality and performance or success and strength of the healthcare system. It is the continuous and systematic process through which the outside stakeholders judge the performance of a given health institution. The stakeholders (external environment, health workers, organization, community and clients) identify strengths and gaps so as to identify root causes using tools for exploration of factors, which in essence determine performance. There are various strategies through which the Religious Healthcare could do to improve the overall institutional performance (Everybody’s business, 2007): Consider context- clients, health workers, organization, and community and external environment The management team of Religious Healthcare must understand that the community and external environment plays a vital role towards the success of the organization. This includes the perspective of health workers or employees, the community, the clients and the organizational structure  served by the organization. As the managers get familiar with such external and community factor, the desired performance will be contributed. Research shows that there are many variables, which determine the ability of health organization individual employees and teams to perform within an organization. While some of the factors are beyond control, the positive steps by the healthcare groups or organizations however can improve most of them. Some of the factors include the following: Social norms such as the ethnicity, religion, class culture and gender Accreditation or Licensing processes or requirement. Local and national infrastructure such as sanitation, water, telecom, energy and transportation. Unpredicted change in political in local and national government. National standards, regulation, policies and the scope of work. Identification of strengths and gaps This involves the process through which the Religious Healthcare can possibly improve the performance by defining the desired performance, assessment of quality and performance and comparison of the various levels with the intention of establishing the strengths and weaknesses. Successful organization usually uses international or national standards and guidelines for setting up the desired standards. Such cooperative work for definition of performance is necessary especially when it comes to building consensus amongst stakeholders and the achievement of the desired goals. It also acts as an initial stage of the evaluation plan that determines lies out to be rated before and after interventions (Everybody’s business, 2007). Identifying performance of the health care organization will adequately become simpler when compared using different levels of performance. Evaluation and monitoring of the progress The Religious Healthcare can steadily monitor the progress of the performance through evaluation and monitoring so as to spot any changes in the performance gap. It is however necessary to spot changes at each and every step of the process so that any adjustment can be made in the course of the progress. For example, if a certain employee does not perform, as she/he is required, appropriate measures can be taken to rectify the situation. To  achieve such, the management should develop an evaluation plan which will then be integrated into the workplace process to act as a continuous feedback tool used to measure changes and quality within the Religious Health Education. Final judgment should measure against the level performance amongst the workers and specifically determine the gaps in gender equality have been strengthen and closed due to intervention. It should also delineate the broader outcomes like increased productivity or improved health outcomes (Competing Values of Emergen cy Department Performance, 2004). 4.0 Performance Measures Religious Healthcare could use to Evaluate Nursing Staff Performance in its Emergency Room The effectiveness of emergency department to responds to critical needs of the patients is very important. To respond to the current dynamic environmental changes in the healthcare system, emergency departments should be very flexible and ready to adapt flexible changing models of health care delivery. Cross-sectional survey methods can be used to analyze and describe the performance of the nurses in the Religious Healthcare. Two groups (of stakeholders) will be necessary during the evaluation: community stakeholders (paramedics and homecare) and hospital stakeholders (managers, nurses and physicians). Estimates of the design effect and sample size will be used in determining the realistic number of the prospective sampling units. Descriptive statistics will then be used to analyze characteristics and to make the comparisons of the outcomes in each section. 5.0 Strategies Religious Health Care could implement to enhance its public image and increase market share To increase its performance and win the market share, there are number of steps, which the Religious Healthcare could use. Foremost is the strategic planning. Strategic planning provides the basis of good foundation to the entire health program. Effective planning will ultimately help the Religious Health organization to improve performance. (Making Health Communication Programs Work, 2010): Become aware of the critical health issues, which need to be addressed. Set priorities which will be the foundation of the progress of the organization Derive communication programs which is crucial for the smooth running of the organization Establish the role, which the communication plays in the health communication. 6.0 Critical management  issues, purpose, functions, and performance measures of different departments within healthcare organizations The recent changes in the nature of the healthcare organizations like meeting strict guidelines, improving the quality of care and pressures to reduce cost has forced many health organizations to reconsider how they evaluate their performance. The most effective systems in the organization align organizational resources and units as well as integrate the initiatives. Therefore, three areas that needed to be addressed in the organization’s needs (Casta,1999): To guide a given health organization to a particular direction To effectively manage all the resources needed to travel in such direction To operate all the processes which make the particular health organization work. References Casta, K. (1999). Performance Measurement in Healthcare. Retrieved on November 29, 2013, from http://www.qualitydigest.com/may99/html/body_health.html Competing Values of Emergency Department Performance: Balancing Multiple StakeholderPerspectives. (2004). Retrieved on November 29, 2013, fromhttps://www.ncbi.nlm.nih.gov/pmc/articles/PMC1361037/ Everybody’s business: strengthening health systems to improve health outcomes: WHO’sframework for action. (2007). Retrieved on November 29, 2013, fromhttp://www.who.int/healthsystems/strategy/everybodys_business.pdf White, K. R., & Griffith, J. R. (n.d.). The Well-Managed Healthcare Organization Seventh Edition. Chicago, Illinois: Health Administration Press. Etheridge, L. (n.d.). Long Term Care. (2010). Retrieved on November 29, 2013, fromwww.achca.org/content/pdf/LTCPLC_Core_Func-R_6-07lw.pdf Making Health Communication Programs Work. (2010) Retrieved on November 29, 2013, fromhttp://www.cancer.gov/cancertopics/cancerlibrary/pinkbook/page5 Martin, J. (2001). Team Performance in the emergency room: assessment of inter-disciplinaryattitudes. Retrieved on November 29, 2013 fromhttps://www.ncbi.nlm.nih.gov/pubmed/11334690 Optimizing Performance and Quality. (2012). Retrieved on November 29, 2013, fromwww.intrahealth.org/ files/ media/ optimizing-performance-and-quality/OPQ_FINAL.pdf Quality of care: a process for making strategic choices in health systems. (2006). Retrieved onNovember 29, 2013 from http://www.who.int/management/quality/assurance/QualityCare_B