Calvary Health care Executive Summary

Calvary Healthcare, Bethlehem

TABLE OF CONTENT

Executive summary………………………………………………………………1

Introduction………………………………………………………………………1

Political  and policy environment.………………….……………………………..2

Organization design and cooperation.…………………………….……………4

Leadership and Teamwork………..……………………………………………6

Financial  resource utilization…………………………………..……………….7

Technological requirements…………………………………………………….9

Conclusion……………………………………………………………………….10

Recommendation….…………………………………………………………….10

References……………………………………………………………………….11

EXECUTIVE SUMMARY

In this report, we have introduced Calvary Healthcare, Bethlehem, and all the aspects associated with it. Discussed the policies and political impact associated with it and analyzed it and the measures to be adapted to accommodate the targets and sustainability.

The organization design and coordination among all members explained for understanding and enhancing the workflow and associated cultural values outlined for welfare. Along with that importance and role of teamwork and leadership explained for proper workflow and management and explained the importance of technological requirements for the betterment of  Health care system and efficient management.

INTRODUCTION

In this report, we have analyzed the Calvary Health care, Bethlehem. Catholic is an elderly healthcare provider, excellence and recognition. Continuous healing, optimism, and source of hope to nurture the cultures and people as per service.

Interdisciplinary teams involve medical professionals, nursing, health associations, spiritual support, and sorrow. Its objectives are a place that allows people to have healthier and more fulfilling lives,  an idea to raise friendships or remain connected to the surrounding area,  a community to stay available and secure to all, an atmosphere that celebrates change, and a major motivator to make choices or personal decisions..

Here, Review and discuss the processes followed by the Calvary Health Care palliative service of Bethlehem, Australia, to challenge the traditional approach of administering “subcutaneous emergency medicines” to all the hospital patients. Calvary is a diverse organization in several healthcare fields. This leads to distinguishing activities and investments and challenges us to think about what is important and therefore to align actions. It addresses how to successfully improve service provision and customer loyalty using the team approach to change management.

POLITICAL AND POLICY ENVIRONMENT

An increasing number of research programs have been undertaken by the Service of Progressive Neurological Disease (SPNDS). The service is very thankful for the work and dedication displayed by patients, families, and caregivers in supporting the research projects at CHCB.  Organization work along with other state-based MND treatment and testing facilities to create a multidimensional database to help MND research and health service advancement within the framework of a collaboration sponsored by the National Health and Medical Research Council (NHMRC) on “Motor neuron disease: Patient-Centered Care for Gradual Neurological diseases— Evidence Shaping Policy. SPNDS belongs to a network of clinical testing sites in Melbourne, Sydney, and Perth that carry Huntington’s disease international experimental therapy trials to Australia.

The Victorian Health Plan has been launched under the 2012–2022 framework for Victorian health priorities.

The process aims to provide a transparent and organized vision for the future of the whole healthcare sector in Victoria. It offers guiding principles for decisions and prioritizing creativity, investment, and intervention. Three supportive plans are based on the framework:

  • Health plan for Metropolitan
  • Health Capital and Resources Plan
  •  Rural and Regional Health Plan.

Measures to be adapted for success:

  • Scope of work for the prevention of acquired hospital infections – Clinical transfer – Pressure prevention and management – Clinical deterioration, prevention of slip prevention and damage – Preservation of food and nutrition.
  • New governance process and terms of reference for all committees and advisory groups adopted  and  incident reporting and management mechanism introduced
  • The procedure of immunization status testing for both workers and volunteers was introduced. Implemented a screening process for employee drivers and implemented a driver preparation scheme. Implemented Child Safe and Family Violence Policy.
  • Improving Aboriginal and Torres Strait Islander health results by implementing culturally healthy strategies in all areas of the organization to recognize and value Aboriginal development as well as to include programs that address aboriginal patients’ wishes, aspirations and rights, families, and Aboriginal personnel.

However quality and safety management system did conduct an organization’s broad-based Work Health and Safety (WHS) and Patient Safety Culture study in May 2019. CHCB does not use the survey “People’s Matters.” This included all workers on safety issues needed to provide for  customers regardless of the service stream in which they are involved.

However, the quality and safety management system did conduct an organization’s broad-based Work Health and Safety (WHS) and Patient Safety Culture study in May 2019. CHCB does not use the survey “People’s Matters.” This included all workers on safety issues needed to provide for our customers regardless of the service stream in which they are involved. The workgroup on drug safety and blood management has continued to promote reported medication mistakes.

ORGANISATIONAL DESIGN AND COORDINATION 

Opened as private maternity, a medical and surgical hospital in 1941. Bethlehem (CHCB) is one of the national non-profit Catholic Charity organizations with over 10,000 employees and volunteers. Bethlehem is a national humanitarian organization. CHCB is publicly supported and recognized as a palliative care expert and a state-wide provider for progressives. We collaborate with other healthcare providers to help patients “live better” aware that they are experiencing chronic, incurable disease. Early care for patients with complex needs should be given in the disease.

Interdisciplinary teams comprise medical specialists, nursing, health partners, pastoral support, and sorrow. Offer: secondary consulting, consultancy for telehealth, 24-hour mobile service, home support after hour, and advanced patient independence assistance.

CHCB offers a point of reference to primary health services that is organized through the following settings according to the patient’s conditions and their family: center-based hospitals, daycare centers, home-based care, and inpatient subacute beds.

Designed and launched new collaboration technologies. Develop best evidence tools and services to inform decision-making. Developing and implementing cultural services for focused individuals. Development and implementation in Calvary of business principles for ethical preparation. Introduce a new mission creation, reporting, assessment, and learning process. Partnership management maximization; creation of the structure.  Clinical staff and involvement with concepts and projects of high reliability.  Model created and deployed for staff and clinicians.

Established and deployed a strategy for external marketing and internal contact. Develop Calvary systems blueprints that will allow for accelerated growth transformation and scalability (Rosen et al, 2018).  Creating and implementing a regional growth agenda. Designed and adopted a service improvement strategy (Dredge et al, 2017).    Investment in the validation of pilots and protesters in coordinated treatment using accepted testing frameworks.

It has culture contains values  like Hospitality demonstrates response to the desire to be welcomed, to feel wanted, and to belong. It is our responsibility to extend hospitality to all who come into contact with our Services by promoting connectedness, listening, and responding openly.

LEADERSHIP AND TEAMWORK  

Determined to protect the workforce, patients, and visitors’ welfare, safety, and well-being. The leadership team is informed monthly of the main success metrics. They are indices of timeliness of reviews of major incidents, number of occupational inspections done, number of WorkCover accidents, and missed claims.

The leader develops and coordinates followers’ positions in terms of objectives, procedures, and output creates well-defined contact lines. Transaction leaders provide guidance, clarity of responsibilities, and strong expectation for work to promote patient treatment Stresses the trade or commercial interaction between leaders, colleagues, and supporters to achieve work.

Team-based healthcare is provided by at least two health providers working together in collaboration with patients and their caregivers, as chosen by each patient, to meet common objectives in and across contexts for integrated, high-quality healthcare to be attained. The integration of roles for sharing responsibilities in health care environments between team members provides a great advantage.

For a variety of causes, teamwork has been an effective health procedure. First, healthcare treatment becomes more difficult and specialized, and medical professionals are forced to try complex health systems and practice novel approaches quickly. To serve tenants and nursing facilities as part of its programs, the CPCS team has incorporated and will continue to investigate its efficacy. Cooperation decreases the number of medical accidents and improves care for patients. Working together also prevents problems leading to burnout ( Bell et al, 2018). Health teams help to split up health institutions’ hierarchy and bureaucratic control, allowing health profile Multi-disciplinary SPNDS team continues its excellence in delivering team-based instruction to physicians collaborating with MND in the health and injury market.

Even its Multi-disciplinary SPNDS team continues its excellence in delivering team-based instruction to physicians collaborating with MND in the health and injury market. With about 100 attendants, including allied medical practitioners, NDIS physicians, palliative care clinicians, nurses, MND advisers, case managers, volunteers of the CHCB, and a wide range of students attending the session, it was entirely subscribed.

FINANCIAL RESOURCE UTILIZATION

In 2019-20, Calvary Health Care Bethlehem had to respond to the COVID-19 pandemic, thus not achieving some of its goals in line with its goal statements. The operational outcome of Calvary Health Care Bethlehem was accomplished with the support of the Health and Human Services Department. The balancing date was not followed by incidents. The effect on activities of Calvary Health Care Bethlehem of a possible pandemic or other incidents is unclear. Dr. Jane Fischer certifies, in addition to having adopted a ‘conflict of interests’ policy in line with the minimum accountabilities expected of the SPCC, that the SPC Calvary Health Care Bethlehem has established sufficient internal oversight and processes to ensure it has complied with the provisions of Hospital circular 07/2017 compliance reports on health portfolio entities. Both Calvary Health Care executives and members of the board have complemented the declaration of personal interest forms and have handled and resolved all stated conflicts. Conflict of interest is a regular item for each executive board to declare and record.

As a public hospital, the Department for Health and Human Services Victoria receives a portion of the Company’s revenues. The recurring support relies on the amount of participation that the National Weighted Activity Unit represents (NWAU). As a consequence of the COVID pandemic, the NWAU of the company was not affected. The recurring grant of public health care accounts for 92% (2019: 94%) of the Company’s overall operating income. Refer to Note 2 for more statistics on dividends and other income of the business. The Company secured $1 million one-off support for relevant assistance in connection with COVID spending from the state government. The government shall be reimbursed for all unused money. As of 30 June 2020, the special funds are $129k, and the remaining $871k are recognized as sales.

The development would enhance the treatment and support provided to our tenants and patients by an interconnected model of services providing consistency and upgrading the amenities at the site. The policy is consistent with government guidelines and the Health and Human Services Department Strategy. The Government’s Statement of Priorities includes such a shift in the service model.

TECHNOLOGICAL REQUIREMENT

The possibility of social alienation for all of us during COVID-19 is a fact. The photovoice community software was allowed to begin in 2020 with technology participation. Our Speech Pathology team is involved in its life story despite the difficulties, ensuring that the voices are understood and individuals with the advanced neurological disorder are still active. Consultation with telehealth, 24-hour mobile service, advanced support technology after hour in-home support for maximizing patient freedom.

Increased patient support standard. The fragmentation of medical care and the difficulty to communicate knowledge effectively are among the most significant shortcomings in this industry (Aceto et al, 2018). In the form of direct access to medical cases, ICT can help improve patient safety, review care records, monitor the progress of the patients, and prevent potential medical errors.

Reduce health expenditure. The use of ICT and Serious Health Games helps to minimize these costs by reducing computer processing time and document processing time. The image transfer and storage system is crucial to support the advancement of the electronic patient case history and telemedicine since it accelerates the studies and the findings.

Administrative cost reduction. Factoring offers many saving options since ICTs and modern remote devices are used. While these data are proven, electronic invoicing in most countries is not yet commonly used (Okpala et al,  2018) Ability to implement brand new models of fitness. ICT is described as a technology with a high potential for transformation, as it incorporates new forms of medical treatment and health care development. They are certainly crucial for renewing primary health care, and they are contributing to customized chronic condition monitoring; increase rural health coverage and help optimize data measurement and monitoring.

CONCLUSION

Health care is going more and more frequently to home and involves a combination of individuals, a wide range of work activities, and a wide range of equipment and technology. Factors behind such migration include the premiums for caring for the health of older people; increasing numbers of elderly people; increasing chronic diseases; increased rates of recovery of multiple diseases, disabilities, and other illnesses (including those of vulnerable newborn people). Therefore, CHCB should also adapt and integrate new ideas and workflows discussed and analyzed above to have proper management.

RECOMMENDATION

  • The integration of roles for sharing responsibilities in health care environments between team members provides a great advantage. But joint responsibility will lead to imminent risks for patients in practice without high-quality coordination.
  • Gather routine-based patient outcomes collect data and analyze.
  • Establish ongoing evaluation objectives and commitments.
  • Enhance care access.
  • Focus on the commitment of patients.
  • Connect and work with other institutions.

REFERENCES

Aceto, G., Persico, V. and Pescapé, A., 2018. The role of Information and Communication Technologies in healthcare: taxonomies, perspectives, and challenges. Journal of Network and Computer Applications107, pp.125-154.

Dredge, A., Oates, L., Gregory, H. and King, S., 2017. Effective change management within an Australian community palliative care service. British journal of community nursing22(11), pp.536-541.

Okpala, P., 2018. Assessment of the influence of technology on the cost of healthcare service and patient satisfaction. International Journal of Healthcare Management11(4), pp.351-355.

Rosen, M.A., DiazGranados, D., Dietz, A.S., Benishek, L.E., Thompson, D., Pronovost, P.J. and Weaver, S.J., 2018. Teamwork in healthcare: Key discoveries enabling safer, high-quality care. American Psychologist73(4), p.433.

Salman, U.G., 2018. Strengthening the Christian presence in the Holy Land through the implementation of a strategic planning program (Doctoral dissertation, University of Wales Trinity Saint David).

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