Question 1 Describe the levels of healthcare crises you may face as a healthcare

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Question 1 Describe the levels of healthcare crises you may face as a healthcare administrator. Give specific examples of how you might handle each type of crisis.Your response must be at least 200 words in length.

Question 2 Describe the crisis management triad as it relates to healthcare delivery. Provide specific examples for each phase of the triad. Your response must be at least 200 words in length.

Question 3 Describe the components of a performance improvement plan. Explain how the performance improvement of healthcare employees can affect patient care. Your response must be at least 200 words in length.

Question 4 A huge challenge for any healthcare organization is preparing for and managing a pandemic. What is a pandemic, and how would you prepare your own facility for such an event? Also, how would you manage your facility during the duration of the pandemic? Your response must be at least 500 words in length

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Full apa format, correct word count and references with citations please.

this is a healthcare administration class thank you

Explanation / Answer

Q 1) As healthcare administrator I see the following levels of healthcare crises :

The medical care system in the United States is in crisis. Health care costs are escalating and threatening coverage for millions of people. Concerns about the quality of care and patient safety are heightening; patients and payers now publicly share these concerns and want to make providers more accountable. Traditionally, the response to rising health care costs has been to modify reimbursement models and incentives. Currently there is a movement to shift the responsibility of cost containment to the patients. The authors express doubts about the overall effectiveness of this strategy and propose reengineering the health care system to improve quality and efficiency. Leaders of academic medical centers must understand the forces and dynamics of change, and the potential institutional response to improve the quality and efficiency of their delivery systems and to preserve their missions: clinical care, education, research, and community service. As they suggest the operational changes needed to respond to this evolving health care environment, the authors discuss the implications for the various missions. The graduates of training programs must be prepared to function within multidisciplinary teams and constantly seek ways to improve quality and efficiency to ensure that care is accessible, affordable, and safe. Academic medical centers need to expand their research agenda to develop more expertise in quality and process improvement research. Additionally, they must provide the leadership to foster the transition from an era of "managed care" to an era of "organized systems of care."

Question 2 Describe the crisis management triad as it relates to healthcare delivery. Provide specific examples for each phase of the triad. Your response must be at least 200 words in length

A crisis can occur as a result of an unpredictable event or as an unforeseeable consequence of some event that had been considered a potential risk. In either case, crises almost invariably require that decisions be made quickly to limit damage to the organization. For that reason, one of the first actions in crisis management planning is to identify an individual to serve as crisis manager.

Other crisis management best practices include:

merican health care is the envy of the world, but with rapidly rising health care costs, reforms are needed to make high-quality, affordable health care more widely available. These include new approaches to making employer-provided coverage more affordable, new initiatives to help states expand Medicaid and S-CHIP coverage for lower-income persons, and new policies including health insurance credits for persons who do not have access to employer or public health insurance. A critical element for enabling all of these reforms to provide real relief, and to help all Americans get access to better and more affordable health care, is curbing excessive litigation.

Americans spend proportionately far more per person on the costs of litigation than any other country in the world. The excesses of the litigation system are an important contributor to "defensive medicine"--the costly use of medical treatments by a doctor for the purpose of avoiding litigation. As multimillion-dollar jury awards have become more commonplace in recent years, these problems have reached crisis proportions. Insurance premiums for malpractice are increasing at a rapid rate, particularly in states that have not taken steps to make their legal systems function more predictably and effectively. Doctors are facing much higher costs of insurance, and some cannot obtain insurance despite having never lost a single malpractice judgment or even faced a claim.

This is a threat to health care quality for all Americans. Increasingly, Americans are at risk of not being able to find a doctor when they most need one because the doctor has given up practice, limited the practice to patients without health conditions that would increase the litigation risk, or moved to a state with a fairer legal system where insurance can be obtained at a lower price.

This broken system of litigation is also raising the cost of health care that all Americans pay, through out-of-pocket payments, insurance premiums, and federal taxes. Excessive litigation is impeding efforts to improve quality of care. Hospitals, doctors, and nurses are reluctant to report problems and participate in joint efforts to improve care because they fear being dragged into lawsuits, even if they did nothing wrong.

Increasingly extreme judgments in a small proportion of cases and the settlements they influence are driving this litigation crisis. At the same time, most injured patients receive no compensation. Some states have already taken action to squeeze the excesses out of the litigation system. But federal action, in conjunction with further action by states, is essential to help Americans get high-quality care when they need it, at a more affordable cost.

Following are seven rules of the road for efficacious crisis management.

1. Do be flexible. Certainly, it is important to "be prepared" for crisis. Crisis manuals, role simulations, emergency preparedness checklists and the like are valuable tools.

But anyone who has lived through a crisis understands that sometimes, you can't even find the crisis manual, much less follow it! Therefore, you have to be ready to move quickly.

Lawyers, concerned about what might be put on the record now and brought back in court later, invariably counsel to add little to the public discourse, until the organization has had time to assess the full body of evidence.

That's a sensible philosophy, but often impractical in the real world of 24/7 communications, in which uncorrected allegations and innuendoes become facts. Today, with the Internet, social media, cable TV, radio and other media continuously reporting on rapidly changing developments, a smart hospital must keep its crisis options open and not be tied to a rigid response plan.

Consider the situation at a Missouri hospital when the anesthesiology group walked out after acrimonious contract talked failed.

Charges were flying back and forth as interim coverage was being provided by new anesthesiologists (one a Locum) and eight certified registered nurse anesthetists. Then an obese 40-year-old patient died during what was supposed to be routine foot surgery. One doctor promptly branded it an "anesthesiology death." Two other doctors delivered an audiotape to the news media. Their message: "Surgery here may not be safe right now."

No crisis manual could have predicted that scenario.

2. Do answer early. The first several hours in a crisis are the most critical.

This is when the media — both traditional and online — are framing their stories and, in effect, setting the "agenda" for crisis coverage. Therefore, it is incumbent on the organization enmeshed in the problem to come out early with a statement or, at the very least, establish contact.

For instance, when a Life Flight helicopter carrying patients or crew crashes anywhere during a mission, hospital spokespeople must make themselves available immediately at headquarters to try to handle the media onslaught. Meanwhile, personnel are simultaneously dispatched to rush to the crash site.

3. Do speak with one voice. The media prefer lots of spokespeople. They want access. And as a general communications premise, candor and openness should be the rule.

But in a crisis, multiple communications channels must be shut down. The institution must speak with one voice.

4. Do be prepared to move without all the facts. Sure, the lawyers get antsy if you speak up quickly. And certainly, there is always a risk of saying too much, too soon.

But there is often a greater risk of remaining silent. If you sit still too long, you could still be sitting there as the media spew out uncorrected negative assertions about you and brand you "guilty as charged."

We see this over and over.

What's wrong with saying, "No comment?" The words themselves aren’t damning. Rather, it's the impression they give.

5. Do squawk if you're wronged. Henry Ford used to say, "Never complain, never explain." But that's bad advice in a crisis.

In a crisis, you must fire back if the hospital is accused unfairly, or if information reported is flat out wrong. Most organizations don't correct the record, and that's a tragedy.

Reporters don't necessarily write the truth. The write what people tell them is the truth. And sometimes, what they tell them simply isn't true. So it's your job to set the record straight.

6. Do say, "We're sorry." The public understands that mistakes can happen. But they want more than a dispassionate, clinical explanation. They want to know there are human beings and human feelings at your institution.

In Seattle, a gentlemen underwent surgery for a brain aneurysm and was mistakenly injected with a highly toxic antiseptic solution. He died after amputation and other extreme attempts failed to keep him alive.

"We're just so sorry and so devastated this happened," said the hospital's medical director. "It’s a very unfortunate error that we all feel horrible about."

7. Do seek out your allies. Too often in crisis, organizations clam up. They circle the wagons. They drop off the radar screen.

The operative communications posture is one of withholding rather than disclosing. Companies refer to this as learning on a "need to know basis." Government refers to this as "for your eyes only."

Whatever it's called, it's often bad advice in crisis.

In times of crisis, hospitals need all the goodwill and support they can muster. They need their employees, doctors, patients, families, suppliers and all the other constituent publics who believe in what they do and how they do it.

A pandemic is a global disease outbreak. An influenza pandemic occurs when a new influenza virus emerges for which there is little or no immunity in the human population, begins to cause serious illness and then spreads easily person-to-person worldwide. A worldwide influenza pandemic could have a major effect on the global economy, including travel, trade, tourism, food, consumption and eventually, investment and financial markets. Planning for pandemic influenza by business and industry is essential to minimize a pandemic's impact. Companies that provide critical infrastructure services, such as power and telecommunications, also have a special responsibility to plan for continued operation in a crisis and should plan accordingly. As with any catastrophe, having a contingency plan is essential.

In the event of an influenza pandemic, employers will play a key role in protecting employees' health and safety as well as in limiting the impact on the economy and society. Employers will likely experience employee absences, changes in patterns of commerce and interrupted supply and delivery schedules. Proper planning will allow employers in the public and private sectors to better protect their employees and lessen the impact of a pandemic on society and the economy. As stated in the President's National Strategy for Pandemic Influenza, all stakeholders must plan and be prepared.

The Occupational Safety and Health Administration (OSHA) developed this pandemic influenza planning guidance based upon traditional infection control and industrial hygiene practices. It is important to note that there is currently no pandemic; thus, this guidance is intended for planning purposes and is not specific to a particular viral strain. Additional guidance may be needed as an actual pandemic unfolds and more is known about the characteristics of the virulence of the virus, disease transmissibility, clinical manifestation, drug susceptibility, and risks to different age groups and subpopulations. Employers and employees should use this planning guidance to help identify risk levels in workplace settings and appropriate control measures that include good hygiene, cough etiquette, social distancing, the use of personal protective equipment, and staying home from work when ill

How a Severe Pandemic Influenza Could Affect Workplaces

Unlike natural disasters or terrorist events, an influenza pandemic will be widespread, affecting multiple areas of the United States and other countries at the same time. A pandemic will also be an extended event, with multiple waves of outbreaks in the same geographic area; each outbreak could last from 6 to 8 weeks. Waves of outbreaks may occur over a year or more. Your workplace will likely experience:

Who Should Plan for a Pandemic

To reduce the impact of a pandemic on your operations, employees, customers and the general public, it is important for all businesses and organizations to begin continuity planning for a pandemic now. Lack of continuity planning can result in a cascade of failures as employers attempt to address challenges of a pandemic with insufficient resources and employees who might not be adequately trained in the jobs they will be asked to perform. Proper planning will allow employers to better protect their employees and prepare for changing patterns of commerce and potential disruptions in supplies or services. The U.S. government has placed a special emphasis on supporting pandemic influenza planning for public and private sector businesses deemed to be critical industries and key resources (CI/KR). Critical infrastructure are the thirteen sectors that provide the production of essential goods and services, interconnectedness and operability, public safety, and security that contribute to a strong national defense and thriving economy. Key resources are facilities, sites, and groups of organized people whose destruction could cause large-scale injury, death, or destruction of property and/or profoundly damage our national prestige and confidence. With 85 percent of the nation's critical infrastructure in the hands of the private sector, the business community plays a vital role in en-suring national pandemic preparedness and response

How to Maintain Operations During a Pandemic

As an employer, you have an important role in protecting employee health and safety, and limiting the impact of an influenza pandemic. It is important to work with community planners to integrate your pandemic plan into local and state planning, particularly if your operations are part of the nation's critical infrastructure or key resources. Integration with local community planners will allow you to access resources and information promptly to maintain operations and keep your employees safe.

Develop a Disaster Plan

Protect Employees and Customers

Educate and train employees in proper hand hygiene, cough etiquette and social distancing techniques. Understand and develop work practice and engineering controls that could provide additional protection to your employees and customers, such as: drive-through service windows, clear plastic sneeze barriers, ventilation, and the proper selection, use and disposal of personal protective equipment.

These are not comprehensive recommendations. The most important part of pandemic planning is to work with your employees, local and state agencies and other employers to develop cooperative pandemic plans to maintain your operations and keep your employees and the public safe. Share what you know, be open to ideas from your employees, then identify and share effective health practices with other employers in your community and with your local chamber of commerce.

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