Introduction
The Southern Regional Medical Centre has a medium level of capacity and patient turnover. Its location and relevance put it in a position of public interest and general concern. Therefore, it follows that a proper administration facilities better and up to standards service delivery is a critical element for the well-being and betterment of the facility for service delivery (Wolper, 2010).
Subsequently, such a transformative opinion must be driven at all costs by a cooperative conspiracy between the county administration’s members of the physician team as well as other development partners and stakeholders (Halley, 2011). The standards that have been set by other such facilities are high enough for the centre to reach. Several critical areas are paramount in the realization of the dream medical centre.
Argument
Halley argues that among the key performance’s indicators of a progressive health care facility, there is its ability to effectively utilize the available workforce limited or expansive as it may be (2007, p 100). Therefore, one of the most important recommendations is that governance at the corporate level should be strategic in nature whereas governance at the institutional level should be operational in nature and focused on local community’s needs and concerns. Such a structure allows coalition to take place between the employed physician and the overall hospital CEO, who has a veto over the general decisions made by the physicians. The CEO also has the central accountability and responsibility of ensuring that all aspects of the process are running smoothly.
This model adopts a multilevel operational governance approach. The first level allows site level meetings and decisions by physicians and practitioners, who convene to review the general trend of the practice and the operational aspects of the general practice. Although these decisions are restricted, to the practical aspects of the medical enterprise there is opportunity of making considerations of the extent to which the institution meets its objects of service delivery. However, the administrative and structural aspects of the facility are managed by the corporate level meeting between the physicians and the CEO of the facility. This creates a flawless mode of governance and operation. This is the first step in ensuring that there is a proper plan for progress.
The second most important consideration is on the reward scheme for the physicians in the facility. The systems adopted should change their incentive structures to reflect concern for performance of the whole system as a whole and not just the individual components. Staff motivation stands out as the most important development strategy and tactic in positioning a medical practice for success (Halley ,2011).
Therefore, the model and approach taken in rewarding the physicians should stimulate performance and at the same time remain conscious of the constrains of monetary restrictions and overall institutional performance. The scheme should fall as a compromise between best performance and service delivery and proper reward for work done. The reward mechanism ought to sustain a performance’s culture as opposed to seasonal, sectional and term-based performance.
Therefore, the ideal strategy would be a productivity compensation model that varies on historical performance to ensure that the level of performance determines the level of future earning and reward. Therefore, the centre should consider adoption of a productivity compensation model that calculates the basic salary due to a percentage of prior year performance as well as the current work relative value unit’s counts. Such an approach guarantees the institution a motivated and goal oriented workforce.
Finally, the process of change must be seen to transform the structural arrangements, otherwise, the changes will not be treated with regard. Martinez et al suggest that it pays to provide an experienced management team strictly for the knowledge and problem solving abilities that often seem to lack in equally qualified but less experienced employees (2003,p 100). Therefore, systems should place high performing executives in key positions to implement the integration plan. Subsequently, the management team should suffer an overhaul to create a new impression and to prepare the facility for transformation and change.
The obvious and most prudent approach would be to replace top management and shuffle the subordinate staff to suit the administration of the new strategy. Furthermore, the medical centre suffers accountability concerns arising from a structural and infrastructural failure. This can be remedied by acquiring in-house management and repairing mechanism staff and professionals, who will be accountable to specialized activities, such as accounting systems management and control. This is the easiest way to monitor the welfare and interests of the facility while maintaining the ultimate goal of consumer delivery at reasonable cost.
Conclusion
The success or failure of any such institution heavily relies on the institution’s ability to manipulate labor money and time to its advantage (Martinez et.al, 2003). To achieve this, it is important to put in place the prerequisite structures and infrastructure to facilitate the operationalization of such objectives. The move to privatization has set back the facility through losses that can be avoided with the help of proper management and control. Consequently, the abovementioned three recommendations will allow the center to reclaim its status and reputation not only in the county but also in the global arena.
References
Halley, M. (2007). The Primary Care – Market Share Connection: How Hospitals Achieve Competitive Advantage. New York: Health Administration Press.
Halley, M (2011). Owning Medical Practices. New York: AHA press.
Martinez, L et al. (2003). Serving Diverse Communities in Hospitals and Health Systems.Washington DC: The National Public Health and Hospital Institute.
Wolper L. (2010). Healthcare Administration Managed Organized Delivery Systems. New York: Jones and Bartlet Publishers.