Management Interview: Fahey Medical Center

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Interviewer: Good morning, Ms. Angel Sullivan. It is a great pleasure to communicate with you on the medical affairs and on Fahey Medical Center, in particular. As a professional in the field of medical services of a huge scope, you are quite proficient in encompassing the entire specter of services that you suggest to your patients. Could you be so kind to make it plain as for the coordination of internal and external services in your facility?

Ms. Sullivan: Good morning. The question is whether Fahey Medical Center is a facility that has a solid history of development. Thus, there is no way for any biases in this respect. To say more, the scope of procedures and nursing practices seems to be delivered across the generations. The administration board keeps a strict eye on the quality and of serving to patients as well as the medical background of each member of the personnel, first of all. Hence, in reality, the picture concerned with Fahey Medical Center is likely to be well-crafted in terms of distribution and adjustment of internal and external services.

First of all, the board of doctors and practitioners in the Center are qualified according to their concrete specialization. Each patient is surrounded by a particular treatment that is usually weighed among doctors so that to omit any failure while diagnosticating. On the other hand, taking care of each among patients, the personnel are coherent in actions while curing or assisting them. In this respect, general practice in internal mutual activities within nurses complies with the norms of varied partnership and quite formal communication models and strategies to make the coordination of actions follow the initial standards of Medicare and Fahey Medical Center, in particular (Armstrong & Kendall, 2008). Further still, the main objective for every staff member is to be within one’s depth about doing something. In turn, it guarantees the state-of-the-art level of internal services the center provides.

In accordance with the coordination of external services, the Center follows the terms of cooperation with colleagues in other medical centers in order to make the experience exchange viable and helpful in medical practice. Following Fahey Medical Center web one can get exhaustive information on currently employed doctors along with their contacts. Thus, the director of the center reduces any boundary between medicine and people in need of cure outside.

Thus, one might see that the board of the Center appreciates external partnership. Nevertheless, the main prospect is to dwell on the primary care sector (Primary Care Partnerships, 2001). Providing the external integration in coordinating services, the main task is to bring up the senior staff to date as of the reports on each patient. Post-treatment survey is thoroughly saved in the Center’s archives. Hence, externally, the medical staff takes care of the well-being of each patient in order to have feedbacks and to stay in touch in the future. Such warm relationships within the personnel and with concrete patients ensure stability in managerial and coordinative terrains of the Center.

Interviewer: Ms. Sullivan, let us know who the key players in the center are. Nonetheless, how does the coordination take place? What activities or processes are in place to insure coordination?

Ms. Sullivan: The key players in the staff are arranged in accordance with their core responsibilities and fields of shared responsibilities as well. The management is divided in this respect into collaboration, knowledge, and communication domains. Each doctor, practitioner, and nurse is of great importance as a caregiver. On the other side of the medical practice patients serve to be the primary objects. To make nursing cost-effective and reliable for each of the insured patient, the center amplifies the significance of demand management. It is needful for a patient to be aware of personal attempts to get well sooner. Of course, such approach is patterned with ethically and professionally correlated attitudes. A caregiver is a participant involved into coordination process.

On the other hand, a formal record of patient care is one of the mandatory procedures secured by law (McGuire, 2004). It is an element of coordination in work of the staff members. It also stimulates doctors and their assistants to take notice of how to apply treatment. Constraint-directed coordination can serve as one of the most effective models for regulating the medical process within the Center. Tracking patients intensively and providing communication protocols are taken into account to guarantee the up-and-coming perspectives for the facility (Armstrong & Kendall, 2008). Coordination itself takes place owing to the mangers working to fix the stability and impeccability of the standards for ensuring appropriate medical conditions for a patient.

Coping with a wide range of patients in Des Plaines, the Center also takes into account the cultural and ethnical peculiarities as of patients. Omitting different states of stress, the Center takes care of the patient’s psyche well-being. To say more, integrating service coordination to a new frontier of more accurate and irreproachable performance, the facility refers to the six main norms. These are:

Initial Contact;
Initial Needs Identification;
Service Specific Assessment;
Specialist Assessment;
Comprehensive Assessment;
Care Planning (Primary Care Partnerships, 2001, p. 1).

Following all these principles, the Center ensures every current or potential patient in the high-quality of standards and methods of cure. It means that, assessing patients by means of constant communication and taking care, the whole board of Fahey Medical Center gets positive feedbacks. In turn it improves trust and reliance of people around.

To strengthen own positions, the facility emphasizes the role of nurse-led assistance as a coordination prospect (Armstrong & Kendall, 2008). Notwithstanding the facility follows personal vision in taking care of overall amount of patients, it is still vital for each practitioner or physician to focus on concrete individual during pre-cure and post-cure procedures. As the Center increases its subsidiaries across the Western suburbs of Chicago, it improves the methodology of coordinating previous practice-based techniques and technologies as well as the newest, such as: x-ray, lab, physical therapy, and Dexa Scans (Fahey Medical Center, 2005). These prospects are at stake for the facility every now and then.

The administration board constantly dwells on whether to implement solely treatment or just coordination, or at least the mixture of these two (Armstrong & Kendall, 2008). Fortunately, owing to counseling staff and people undergoing treatment the successful coordination in Fahey Medical Center relies largely on the efficient decision-making process. Each step forward goes through several stages of rumination over its implementation. Taking into consideration current practices and own viewpoints on them, the Center senior medical staff leans perpetually toward higher elevls of internal and external coordination.

Interviewer: Thank you very much, Ms. Sullivan! Your opinion is really helpful to get the entire idea of Fahey Medical Center.

Ms. Sullivan: Thanks!

References

Armstrong, K., & Kendall, E. (2008). Five Components of Practice Based Care Coordination, Nurse-led Model. Gold Coast Division of General Practice (pp. 1-4). Queensland: Griffith University Press.

Fahey Medical Center. (2005). Good Medicine in Your Neighborhood. Web.

McGuire, M. R. (2004). Steps toward a universal patient medical record: a project plan to develop one. Los Angeles, CA: Universal-Publishers.

Primary Care Partnerships. (2001). Service Coordination: Development of Tool Templates for Initial Needs Identification and Care Planning. Web.

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Management Interview: Fahey Medical Center

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