LakePointe represents a contemporary medical agency that has advancedimmensely since 1987. The medical Centre is situated at Rowlettapproximately 6800 scenic Drive. The hospital has expanded greatlyto accommodate 112 acute patients who are afflicted from variousdiseases with more than 500 competent physicians. Services providedcomprise of cardiology, diagnostic imaging, Fast Track aid, intensivecare and services relating to women. It mostly target clients whoailments consists of cardiac complications, COPD or Pulmonary Diseasethat cause chronic obstruction, vaginal delivery and stroke. It aidsnumerous patients who have been diagnosed with trauma in theircritical conditions. The hospital has thrived to accreditation of thecommunity due to continuous exemplary services to the community intacking ailments that threaten human life such as cancer.
LakePointe Center mission is making lives of patients healthier andbetter today and in the future. The philosophy of the organizationentails redefining delivery in the health care system with passionfor the people and associates in innovative and quality services tothe community in general. The administrative area involves varioustasks of streamlining departments assigned. They ensure thedepartments function in an organized manner. The administrativestructure comprise of people whore are dealing with answering ofphone calls, filling, assembling of information, equipment andmedicine ordering, cleaning and accounting. There people who aid thepatients to take their meals, water and refreshment drinks and in thewaiting room to receive and direct new patients. Lake Pointe has adefinite administrative structure. The C.E.O is Brett. D. Lee. It iscomposes of administrators in each branch, Scheduling officer, Humanresource officers, information system officers, senior medical recordofficer, Compliance officer and community relations officer. Theabove officers work in different expansions of the hospital locatedin Rowlett, Wylie, Greenville, Rockwall and Forney. All worksynergistically to deliver effective service to the community. LakePointe displays a matric structure of organization. During thetreatment of cardiology, there is combination of various efforts thatrange from electronic scanning, surgery, medication department andnutritional department for thorough treatment. Also for patients withtrauma undergo similar procedure of different X-rays, ICU andmedication departments all which work collaboratively for the benefitof the patient.
Organizationsstrengths and limitations
Thecenter has advanced technologically to treat various diseases such asbreast cancer, cardiac diseases, and child delivery among other keydiseases. They have online services and they are able to contact withtheir patients from different locations to detect their progress. They aid in advancement of the community through support groupseducation, educate the employees about safety measures and provisionof social services such as funds for other developments.
Thecenter has few limitations such high number of patients that surpassthe number of the employees. During some specific times, patientssuccumb waiting to commence the procedure for treatment. There ishigh cost of treatment incurred for various diseases such as cardiacailment that is not affordable to many people (Schiller, 2012).
InLake Pointe Medical Center, the care delivery systems describedeployment of nursing staff, the organization of work, and the peoplewho perform the various task in ensuring nursing care (Huber, 2013).The care delivery systems point out individuals accountable forclinical and nursing care outcomes. Moreover, structure and rules ofthe organization are provided by the delivery systems. As a result, aclear definition of accountability and responsibility is achieved.When using the system, care is provided by a team that is made up ofmanagers, licensed staff, Charge nurse and unlicensed staff. Managershave the mandate to control and oversee all the activities in LakePointe Medical Center (Gliklich et al., 2014). Delivery care systemin Lake Pointe assigns managers the managing role of the agency.Charge nurses delegate and assign tasks to both licensed andunlicensed staff. The charge nurse assigns diverse tasks to certainnurses concerning nursing care plans to many different patients.
Thelicensed nurses perform the complex tasks during care delivery.Moreover, they have the obligation to assign tasks to unlicensedstaff in consideration to medical care to be delivered. Team nursingis enhanced by the delivery system (Huber, 2013). Registered nursesand unlicensed nurses mostly deal with direct bed care. In theapplication of the care delivery system, managers, charge nurses andlicensed staff are supposed to comprehend the authority,responsibility and accountability associated with delegation. Theboards of nursing have control over licensed nurses and the care theydeliver and the care they delegate (Gliklich et al., 2014). In LakePointe, legal restrictions of nursing practice have been defined.This ensures quality care services are delivered to all patients.
Thecare delivery systems for Lake Pointe involve system-wide outcome andnurse-sensitive clinical indicator. Patient satisfaction is one ofthe system wide-outcome. This outcome focuses on the quality of caredelivered in Lake Pointe to patients (Huber, 2013). The outcome canbe measured using surveys. An increase in the number of patients whocome to seek care services in Lake Pointe indicates prior patientsatisfaction (Gliklich et al., 2014). The retention of existingpatients and the attraction of new patients imply delivery ofsatisfying care services. Moreover, feedbacks are used to measurepatient satisfaction. Patients are allowed to give feedbackconcerning the care services delivered to help evaluate thesatisfaction of the services. Positive feedbacks indicate patientsatisfaction while negative feedbacks imply poor service delivery.
Anurse-sensitive clinical outcome includes patient safety. Patientsafety involves minimization of risks related to the care delivered(Gliklich et al., 2014). This outcome is measured by use of incidenceor variance reports. The reports are used to analyze cases ofvariance or incidence from the expected results. Safety of thepatients is then evaluated and conclusions made.
Gliklich, R. E., Dreyer, N. A., & Leavy, M. B. (Eds.). (2014).Registries for evaluating patient outcomes: a user’s guide(No. 13). Government Printing Office.
Huber, D. (2013). Leadership and nursing care management.Elsevier Health Sciences.
Schiller, J.S., Lucas, J. W., Ward, B. W., & Peregoy, J. A. (2012). health statistics for US Adults: National health interview survey,2010. Vitaland Health Statistics. Series 10, Data from The National HealthSurvey,(252), 1-207.