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The George Washington University Hospital refers to a general surgical and medical in Washington, DC. The hospital performs at the level of national ranking in the United States. Available data shows that the hospital has 367 beds with nearly 18, 097 admissions in the latest year. Furthermore, the hospital performed approximately 5, 287 inpatients annually and 6, 942 surgeries for outpatients. In the previous year, the hospital had 74, 539 emergency cases for which it fairly addressed all the cases, indicates the data. George Washington University Hospital is also used for teaching the upcoming healthcare professionals. The hospital also boasts the accreditation by the Commission on Accreditation of Rehabilitation Facilities (CARF). The hospital has excellent services that give it a competitive edge against the competitors namely Medstar Georgetown university hospital and Washington Adventist Hospital.

High Quality Stroke Care

George Washington University Hospital gets the competitive edge by delivering High Quality Stroke Care for patients. The hospital has received an award for Stroke Gold quality Achievement With Target Honor Roll Award given by the American Heart Association (AHA). This award indicates the hospital’s expertise in high quality stroke care. Only hospitals with outstanding services in the care of stroke are usually legible for the award following the AHA Performance Achievement Indicators for at least 12 months in compliance with AHA quality measures. “ We are pleased to receive this recognition, which reflects the dedication and commitment of George Washington Hospital’s stroke team in providing high-quality care to patients suffering from a stroke,” observed Gary Little, Managing Director, chief medical director for George Washington Hospital. The hospital had previously been recognized for its door-to-needle times, which is the duration between when a patient gets admitted in the hospital and when a patient receives an anticlotting medication. Dr. Little maintained that the award reflected on the hospital’s accomplishment on their heart stroke program.

To qualify for the AHA’s stroke achievement award, usually, hospitals must achieve a certain level of patient care. These may incorporate ensuring that stroke patients who visit the hospital receive clot dissolving medication on the onset of the symptoms within two hours of admission. Moreover, the hospitals must advice the patients who smoke are advised to cease smoking immediately (Lafferty, 2003). Quality stroke encompasses rehabilitation programs and stroke education to the patients and other involved individuals in the cardiovascular complications. George Washington University Hospital medical team is constantly in search of best practices based on evidence for them to meet or exceed the national care metrics used in the definition of stroke patients quality care.

Timely and Effective Care

            According to Lafferty (2003) the indicator measures the percentage of hospital patients who visit the hospital and receive treatments for best results for surgical procedures and other general medical conditions. The measure also mentions the time taken for the hospital to completely deal with an emergency medical case. In George Washington University Hospital, patients with stroke conditions are attended to immediately and in an approximate of two hours the visiting patient shall have received anticlotting medications. Al the patients, children and adults both in the Inpatient Prospective Payment System (IPPS) and the Outpatient Prospective Payment system (OPPS) are regarded for reporting time and effectiveness care.

Patient Safety

The hospital provides high quality for adults and children hospitalized and potentially focus on eliminating iatrogenic events and complications. The patient safety in The George Washington University Hospital has enabled it to safeguard its patients from preventable conditions that may cause serious health consequences such as adverse events and infections during their stay in the hospital. This has helped the hospital to protect the patients from additional injury and hence gain a competitive edge in the market indicates van & Rutte, (2009).

Structural Measures

The hospital has robust structural measures such as electronic health record. The hospital uses computerized online data entry procedures. This allows for easy access of the patient data as well as enhancing security and privacy of the data. The refreshed structural data of The George Washington University Hospital shows that the hospital has improved its operations through adoption of the online electronic data system. Although this system is also adopted by the hospital’s competitor, the George Washington University Hospital has employed competent professionals to scale up the efficiency of the electronic operation system in the hospital.

Hospital Value Based Purchasing (HVBP)

            The hospital has HVBP is an outstanding effort to link the quality of the Medicare and payment. The patients pay for the acute care services of the hospital based on the patient care. The patients are evaluated on their opinions on the value of the Medicare they received while was under the hospital’s custody. This also incorporates clinical care processes in which the available data indicates that the hospital scores well above 70 percent.

Advantages and Disadvantages of Publicity of Performance Indicators

Highlighting performance indicators for the hospitals may have both good and bad sides. Firstly, publication the indicators can be used as a marketing tool for the hospital. When the hospital conducts an internal research and goes public about it, it shows the competency of the medical team in the hospital. This acts as a tool for signing additional clients as mass medical is a reliable source of information (Ming, 1998). However, this may work to the disadvantage of the hospital since the competitors will be conversant with their strengths and make further adjustments. Such data may inform the competitor of the service quality and the secret behind them. Hence, work hard and gain a competitive edge by innovating on higher medical procedures. 

References

Lafferty, C. L. (2003). Organizational trust in hospital nursing staffs and its relationship to three performance indicators of organizational effectiveness.

Ming, W. (September 01, 1998). Competitor and Supporter for the United States. Japanese Economy, 26, 5, 27-82.

van, . G. E., van, T. H. F. J. M., & Rutte, C. G. (November 01, 2009). Performance management in healthcare: Performance indicator development, task uncertainty, and types of performance indicators. Social Science & Medicine, 69, 10, 1523-1530.

Vidmar, G., Blagus, R., Střelec, L., & Stehlík, M. (January 01, 2012). Business indicators of healthcare quality: Outlier detection in small samples. Applied Stochastic Models in Business and Industry, 28, 3, 282-295.

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