venice family clinic assignment essay
Running head: VENICE FAMILY CLINIC 1
VENICE FAMILY CLINIC 4
Venice Family Clinic
Venice Family Clinic (VFC) is well‐known for giving quality wellbeing services to populaces deprived through a powerful volunteer model. Established in 1970, it has a long history of volunteerism, which has been coordinated into the way of life of the association. There is great leadership involvement in the model just as an internal framework set up to enlist and support volunteer doctors, including clinic space, systems for scheduling patients, and a full‐time volunteer organizer. Additionally, VFC has longstanding relationships with private healthcare facilities in the region.
A department likely to exist within the organization
VFC has a unit that offers psychiatric health services that incorporates counseling, mental services, and psychosocial support identified with the social stress of poverty, homelessness, joblessness, and aggressive behavior at home. Services include emergency intercession just as an individual, family, and group treatment. Albeit, once in a while, challenges make it difficult to pick an ideal setting; it is significant as well, where conceivable, think about privacy. VFC thinks about confidentiality as one of the keys to excellent communication, as the client is probably going to reveal data of a private and sensitive nature (Carroll & Richardson, 2016).
The financial condition of the Clinic
Venice’s family clinic financial report of 2012 current liabilities is 3,398, 342, while the total existing assets total up to 9,913,386. Therefore, 2.89 is the current ratio of the clinic. This ratio is somewhat high, which implies, the clinic is not using its financial capabilities resourcefully. The clinic, however, is in a position to meet its short-term financial obligation because it has good liquidity. Conversely, 0.21 is the debt to equity ratio, which means the facility can manage its daily operations without getting help from financiers. At the beginning of the year, net resources remain at 20,690,947, while toward the end of the year, the net resource was 18,876, 692, which suggests that the facility has a net loss of 1,841,255. This clearly shows the medical clinic will experience financial constraints in sustaining its operations. Therefore, the clinic needs to control its cost to avoid losing the money (Carroll & Richardson, 2016).
Healthcare trends likely to affect the Clinic
Today, health care systems are determined to provide a patient-centered treatment, which is a trend brought about due to technology proliferation. Most health centers are integrating technology in their operation, clinical aspects, as well as administrative. As healthcare transform to becoming more goals focused and systemic, they are coming up with approaches and techniques aimed to improve the patient’s experience. Analytics are also involved in helping hospitals foresee future trends and guide decision making.
In Venice Family Clinic, the likely trend that is most concern is uncertainty about how insurance companies reimburse funds and medical schemes. According to Baechler et al. (2016), there is an ongoing debate about how Medicare and Medicaid are structured because they are underlying factors leading to increased premiums in insurance companies.
Demand for value as well has been noted to be a trend that affects how physicians are remunerated under schemes of Medicare and Medicare, as the quality of care the patients get determines their payment. Utilization of electronic health records has made the valuation of quality conceivable (Carroll & Richardson, 2016).
Another trend is telehealth. Healthcare accessibility is the growing demand that most people seek to have. People want to keep track of their vitals by using self-monitoring technology in the comfort of their homes. Patients are supplied with a lot of information about their health using electronic applications. What they want is a convenient healthcare accessibility (Baechler et al., 2016).
Hospitals also improve their service delivery by adopting a design thinking strategy. Design strategy helps hospitals to foresee future challenges and develop control measures that will bring solutions to deal with those challenges. The hospital has the capacity of thinking through the lens of organizational aspect, administrative as well as an operational element, which ensures they can implement cost-effective methods that bring solutions to their facility. The aftermath of this strategy ensures patients receive quality care, increased staff productivity, as well as helping the hospital reach new heights of productivity (Baechler et al., 2016).
Opportunities and Challenges
- Design thinking strategy helps the hospital, especially in the children department, in meeting its objectives and serving a better clientele for the community. This serves as an opportunity to increase the efficiency of its operations (Venice Family clinic Financial Report, 2012).
- Technology integration will help the facility delivery its services more efficiently.
- The clinic will build a good reputation and become famous because it is devoted to providing quality services to patients.
- The clinic faces financial burden while clearing extra hospital bills for patients without insurance coverage; thus, medical schemes uncertainty and regulations threaten the steadiness of the hospital.
- The clinic relies mostly on the donation, thus implementing technology changes will be a heavy financial burden.
Implications for the organization’s mission
The mission of hospital is to deliver quality healthcare services to low-income families. Delivery of healthcare may improve as a result of the above-discussed trends, though, the hospital may be unable to sustain due implementation cost. The center relies upon grants from both the government and non-government offices. However, if Medicare and Medicaid programs are in crisis, the life span of the center might be in jeopardy in light of the fact that the greater part of the patients benefits from these projects. Without these projects, the center will be not able to run its duties.
Baechler, C., Cummings, A., Norris, B., Scott, R., & Dahl, M. W. (2016). Health Systems: The Next Generation-Panel 1: Industry Trends in Healthcare Delivery.
Carroll, N., & Richardson, I. (2016, May). Aligning healthcare innovation and software requirements through design thinking. In Proceedings of the international workshop on software engineering in healthcare systems (pp. 1-7). ACM.
Venice Family clinic Financial Report (2012). Retrieved January 21, 2018, from https://hab.hrsa.gov/sites/default/files/hab/program-grants-management/audits/part-c/veniceclinic2012.pdf