With substantial and quick changes in the market for inpatient treatment, the coronavirus illness (COVID-19) pandemic has put a burden on health systems on the planet. I was taking care of the disease patients during the summer period. A critical component of Waterside Hospital Trusts’ approach to this issue is providing safe and appropriate treatment for COVID-19 patients and those with other diseases. In reaction to the epidemic in (WHT), various actions should be implemented to improve hospital capacity. In my opinion, I accept the additional power that the Nene hospital is offering.
The purchase of technology, the provision of additional healthcare settings, and the transfer of employees and other assets were all performed healthcare supply initiatives. The barrier to effective managers now is creating the capacity to treat the disease while being ready to reply to any potential increase in the ailment’s care requirements. Various approaches have been developed to forecast healthcare needs, but they do not assess the extent to which treatments are sufficient to meet the community’s requirements (Mishra, 2020). The article’s goals are to evaluate available hospital capacity for emergency coronavirus during the epidemic’s peak phase and advise the Nene Valley Health Company (NVH) hospital on seeking extra power.
When the healthcare barrier is predicted to be surpassed and all other assets in the facility will be expended, the institution will use excess capacity. The additional power will be used to extend the interconnected system of health care infrastructure. Another example of how the clinic will use such an extra capacity is the rearrangement of health care services. These services will expand the number of beds or sophistication and improve the hospital’s ability to recognize and regulate cases. It will also supervise service users and detect early difficulties facing the institution. The institution will also keep track of individuals’ assessments, referrals, and population in general training. The hospital will add resources to maintain treatments for all the patients who require immediate attention.
One of the recommendations I would make to the hospital is dynamically allocating and educating employees from other medical wards inside the clinic to care for ill individuals. The WHT would take a step to educate staff members of the clinic from different medical fields of NVH on how to deal with the pandemic during the high uncertainty in winter (Nene, 2022). This allocation of employees from the various medical wards inside the clinic, such as dentists, gynaecologists, and radiotherapists, would help reduce the problem of healthcare service shortages.
In addition to that, I would advise the WHT healthcare centre to recruit individuals with medical knowledge and retired employees of NVH to assist in the hospital. These retired members will help with many aspects of the client treatment plan, such as teaching other employees and delivering remote care. The WHT should invite retired doctors from their facilities to participate in treatment plans to manage the COVID-19 pandemic (Abbasi, 2020). These retired healthcare givers can also help train the healthcare personnel on how to deal with the Corona sickness if there is a rise in winter. It is recommended that the facility provide bed applications as soon as the admittance order is received. The applications will include all necessary details for the individual to be allocated to the proper unit. It is also conceivable to use patient positioning tools to simplify bed demands.
The medical institution should guarantee that emotional and social support is available to employees, such as social workers, counsellors, interpreters, clergy members (Pooler and Barros-Lane, 2022). Whenever the staff members, such as the clergy members, are provided with psychosocial support, it will increase the capacity of the hospital’s personnel. In addition to that, the cohort methodology will help the WHT hospital acquire more degrees in their institution. This can be achieved by assigning the staff teams and some special units.
To prevent the Waterside Hospital Trust from seeking additional capacity from other facilities besides NVH, the administration of both healthcare facilities should consider extra hours. They should also consider extended shifts for staff involved in the care units. When the working hours for the medics attending the Corona cases have been added, both facilities will have enough time to listen to the incoming patients. They will also be able to provide patients with treatment and quarantine services (Franić and Bronić, 2021). There will be a need to seek extra power from the NVH in winter when the cases for the pandemic’s victims rise because all the patients cannot be attended to in one clinic.
It is also necessary for the Trust facility to seek additional capacity from the Nene Valley Health because they should be prepared to receive Corona patients of any age during the winter period. Despite the previous records showing that most patients were young, individuals of all age brackets get infected by the virus. (Ghaffari and McGaugh, 2018). If the young people get discharged from the facility within a short period, giving room for the older patients, there will be no capacity complications in the health facilities. Therefore, it is appropriate to continue to seek capacity arrangements at NVH.
With the high uncertainty predicted during winter, the medical facility should not cancel the elective surgeries from the wards only to ensure that the facility provides space for incoming COVID-19 case-patients. Instead, they should get additional capacity from NVH to enable the patients to acquire immediate treatment and get discharged from the facility to allow other incoming patients. Finally, completing the post-surge process in both facilities will decrease the percentage of hospitalized patients. This decrement will enable the institutions to rethink how to cater to all patients requiring it (Yeh et al., 2019). The projected percentage of filled beds will become available due to the available beds and ventilator capacity for complicated situations. In addition, the hospital system may be able to anticipate possible disease incidence rates and handle the issues.
Suppose by any chance, the hospital decides to seek additional capacity at the NVH, and yet the pandemic disease does not rise during the winter season. In that case, it can take various measures to ensure that the hospital can manage it wisely (Hu et al., 2021). Hospital capacity management is all about managing a hospital’s bed allocation to get enough capacity for efficient, error-free patient assessment, medication, and transfers to fulfil consumption needs. I would encourage the clinic not to redirect oncoming paramedics to other facilities but rather maintain excellent client safety ratings and get patients through the implementation easier.
The WHT medical centre should investigate the increased capacity issues that the two healthcare centres have experienced. Hospitals will become worried about the need to solve difficulties associated with the additional capacity and thus manage it. These could include issues that researchers from other professions working at the institutions have encountered (Lederle and Widera, 2021). First and foremost, it is critical to remember that the healthcare hospital’s purpose is to attend to arriving individuals. When sick people are listened to properly, they tend to recommend such services to other people.
This has already been overlooked at times, resulting in several problems covered in the literature, such as healthcare capacity management. This aspect of healthcare administration is critical to a hospital’s strength or weakness, both in its capacity to provide treatment and sustain itself as an organization. Lengthy queue times, congestion, more significant margins of error, poor communication, negatively associated, and many other issues may all be traced back to poor hospital capacity management. It is substantial enough to revolutionize a whole hospital network when adequately implemented dramatically.
Based on the fact that the additional capacity led to spending more than the facility and the cases of the disease relatively decreased, I would suggest the hospital utilize many ideas to support them commercially. First and foremost, I would advise the institution to publicize its outstanding work. They may do so by using recommendations, films, and other Corona victims they had successfully diagnosed (Naudet et al., 2018). They can offer their products on the screens in the waiting clinic area and discuss groundbreaking therapies in appearances, conferences, and public forums. This will bring in many patient clients, allowing them to recover financially.
Furthermore, the government’s injection of funding can help mitigate the financial consequences of revenue shortfall due to non-urgent care inefficiencies and increased costs related to COVID-19. The institution should also request federal assistance to reduce income losses and more significant expenditures connected with the epidemic by providing increased monetary aid to the hospital or other health care professionals. The clinic may also seek outside help that the government established as a medical relief effort to aid healthcare practitioners during the outbreak; however, this budget is aimed to restore remuneration to pre-COVID-19 rates.
Reference List
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