History of Universal Health Services (UHS) Analysis
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History of Universal Health Services (UHS) Analysis
Organizational Analysis
Erika N. Aguilar
South University
Dr. Mary Naccarato
11/13/2019
Organizational Analysis
History of Universal Health Services (UHS), Inc.
Universal Health Services Inc.(UHS), is one of the nation’s largest hospital management companies, with more than 350 acute care hospitals, ambulatory centers, and behavioral health centers within the U.S., Puerto Rico, and the United Kingdom, based in King of Prussia, Pa. Chief Executive Officer, Alan B. Miller, and a team of executives he worked with at American Medicorp, funded the organization with investments from venture capitalists, along with $750,000 put up by himself and several former American Medicorp employees who followed Miller into his investment. Four hospitals and management contracts were acquired by UHS within four moths time. The company has continued to grow since its start up, attaining more facilities and stock trading.
Universal Health Services, Inc. Introductory Statement
Universal Health Services, Inc., a health care organization based in Pennsylvania, has exceled over the past thirty years, with 46 of its’ facilities being recognize in the last 5 years by The Joint Commission as top performers on Key Quality Measures. They have been recognized for Leapfrog excellence, recognizing their hospital safety, quality, and efficiency along with receiving Fortune’s World’s Most Admired Companies for the ninth year in a row, and ranked #293 for the 9th year in a row on Fortune 500’s list of America’s largest corporations by revenue. . over the last ten years in quality and safety and performance measures. The corporation strives to provide quality healthcare services that patients recommend to family and friends, physicians prefer for their patients, purchasers select for their clients, employees are proud of, and investors seek for long-term return (Uhs Inc, 2019).
The Focus on Quality Healthcare, changing lives, and transforming delivery of healthcare.
Universal Health Services has a focus on providing responsive and compassionate care. Patient centered care takes place in a team focused and driven environment focused on shared governance and teamwork. UHS has strived to put the patient first for many decades by employing those who have personal compassion, competence, and commitment to provide quality patient care. Staff are encouraged to voice their opinions and ideas to improve patient care (Uhs Inc, 2019).
Universal Health Services, Inc.’s Mission, Vision, and Values
Universal Health’s mission is to provide “superior quality healthcare services that: patients recommend to family and friends, physicians prefer for their patients, purchasers select for their clients, and employees are proud of, and investors seek for long-term returns” (Uhs Inc, 2019). By provided superior quality care, staff and administration embody the mission. With its large growth and expansion throughout the years, as well improvements in technology, patient care has also been improved upon.
While changing lives and improving the delivery of healthcare, Universal Health Services values focus on patients being the top priority, uncompromised standards, and community investment (Uhs Inc, 2019). Universal Health Services is continuously looking for ways to help improve healthcare access in the community through expansion of not only acute care facilities and ambulatory clinics but also behavioral health acute and out-patient centers. Their commitment is to meet the diverse group of individuals they serve.
The Processes and Programs that Make Universal Health Services Inc. a Successful Organization in Teamwork and Shared Governance
Universal Health Services has thrived over the last three decades in the area of quality of care. Universal Health Service’s focus on patients and their families stems back to their values and mission which stem from ethics and accountability. UHS’s written code of conduct is enacted by all members of the organization including its’ Board of Directors and senior management who lead by example and strive to promote and environment that puts the patient first, while fostering service excellence, compassion, and ethical and fair treatment of all.
in the last 12 years.
In the 2018 Annual Health Report Medicaid and Medicare awarded Universal Health Services , Inc. for a five-star rating. units and if there are any deficiencies, opportunities exist for improvement in a shared decision-making environment.
Universal Health Systems Inc. also evaluates efficiency of communication with providers, patients, and family members is through the Hospital Consumer Assessment of Healthcare Providers and Systems (HCAHPS) program. This 32-question survey, that was developed by the Centers for Medicare and Medicaid, assesses patient satisfaction and over all patient satisfaction with their hospital stay. The HCAHPS survey is mailed out to patients after discharge to measure all categories assessed. All scores are communicated with staff on individual units on a quarterly basis once the results and data have been retrieved. Focus is the overall communication and collaboration with patients, family members, and physicians and how each individual unit can improve these numbers so that the hospital can improve collectively. Each month every individual unit focuses on their numbers and a plan of how they can increase the satisfaction scores. At the end of the quarter the satisfaction scores for the hospital as a whole are compared with the previous, along with a plan to increase scores.
Balanced Scorecard and Results
The balanced score card is a tool to keep up with some of these measures. Four different pillars are measured including: financial, customer, internal processes, and learning and growth. The learning and growth pillar is the most important as it provides the margin of whether the organization can sustain innovation and change (Enami & Doolen, 2015). This self-evaluation tool is used to share the information with the organization for improvement in current operational processes. The scorecard also provides the avenues of whether measurable objectives, goals, mission, vision, and values were attained (Finkler, Jones, & Covner, 2013).
Finance and efficiency is the first pillar used to evaluate the effectiveness of the organizations plan. Debt to capitalization, operating cash flow, and patient length of stay will serve as performance measures in this perspective for Centra Health (Centra Health, 2018e). The main goal in mind is to maintain a positive cash flow that will confirm that effective financial operating processes are in place for this organization (Manica, et al, 2017). The cash flow performance measure is meeting the target thus far for the 2018 year. However, patient length of stay and debt to capitalization needs some improvement. Since the scores are only from the first quarter of the 2018 year, there is still plenty of time to meet the targets set for the 2018 year. Patients will need to be discharge as soon as their clinical outcomes improve to reduce length of stay percentages. Hospital revenue should even out the debt to capitalization percentages as the next scorecard comes through.
For the customer pillar, anything that identifies the customer such as the data aggregated from the Hospital Consumer Assessment of Healthcare Providers and Systems (HCAHPS) scores impacts the overall customer experience. (Manica, et al, 2017). Customer performance measures will include HCAHPS scores, customer satisfaction ratings from the HCAHPS scores, organizational patient safety events, patient harm composite scores, 30-day re-admission rates (Niven, 2014). Patient harm composite scores data were slightly above the target, thus an action plan is necessary. An in-service may serve as a great addition to educate staff about reducing patient safety events and thus improving the overall customer experience. Thirty-day re-admission rates met the target thus far, concluding that patients are discharged appropriately and receive excellent patient-centered care to reduce the need to be re-admitted within 30 days of previous discharge date. Reducing 30-day re-admission rates has been a huge focus with Centra Health in the past year and the results show that education and excellent patient care while hospitalized are preventing this from re-occurring.
effort to provide facilities that promote access to care and provide high quality of care. Teamwork and employee engagement that focuses on the organization’s mission and values has always been promoted and identified as a key factor in the organizations plan. as always been identified as an essential value in the philosophy of the organization.
References Uhs Inc. (2019). Corporate Information. Retrieved from Universal Health Services Inc.: Uhsinc.com
References
Byrnes, J. (2016). Winning at quality and safety: do you need a chief quality? Journal of
Healthcare Management 61(6), 391-395.
Running head: GOVERNANCE AND TEAMWORK IN A NON-PROFIT ORGANIZATION
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Appendix A
Balanced Scorecard
Mission: “Excellent Care for Life”
Vision: “To be the Most Trusted Provider for Innovative Healthcare”
Strategic Themes: “Team Engagement, Operational Excellence, and Customer Satisfaction”
Perspective Strategic Objectives Performance Measures Strategic Initiatives/Projects Organizational Performance LGH Departmental (Acute Care) Performance Evaluation Financial 25%
To maintain a positive cash flow; reduce operating costs. 1- Patient Length of Stay 2-Debt to Capitalization
3- Operating Cash Flow
1-Decrease/eliminate overtime 2-Reduce patient length of stay
3-Efficient billings
Target Debt to Cap.: 32.30%
Cash Flow: 7.8%
2018 YTD Debt to Cap.:
33.62%
Cash Flow:
8.15%
Target Length of Stay: 4.65%
YTD 2018 Length of Stay:
4.78%
Cash flow is meeting target thus far for the 2018 year. Debt to Capitalization is slightly over the target. Patient length of stay is slightly over the target as well. A focus on discharging patients as soon as able as well as decreasing the amount of debt by hospital revenue will need to be addressed. Customer 25%
To improve customer experience; To provide customers with up-to-date and evidence-based services; to retain customers, and promote quality and safety for the organization. 1- HCAHPS (Customer Experience) 2-Organizational Patient Safety Events
3-Patient Harm Composite
4-30-day Re-Admission Rates
1- Increase benchmarks for HCAHPS scores for departmental level 2-Increase timely resolution to issues/concerns
3- Increase customer loyalty
4- Reduce patient harm composite
5-Reduce 30-day Re-Admissions
Target Organizational Safety Events:
1.00
2018 YTD Organizational Safety Events: 1.00
Target HCAHPS: N/D
Patient Harm Composite: 18.17
30-day Re-admission Rates:
11.37%
2018 YTD HCAHPS: 84.9
Patient Harm Composite:
20
30-day Re-admission Rates:
9.69%
All criteria are within target except for patient harm composite. The implementation of an in-service for decreasing patient harm events such as HIPPA may be necessary for an increase in patient harm composite scores. There is no target data currently for HCAHPS as the quarter scores for the 2018 year has not been released. Internal Processes 25%
To maintain operating system processes; recruit and retain employees. 1-Consolidated Excess Margin 2-Health Care Expenditures
3-Employee Retention
1-Increase Consolidated excess margin 2-Decrease health care Expenditures
3-Decrease vacancy rates
Target Consolidated Excess Margin:
5.90%
Health Care Expenditures: $384
Vacancy Rates:
11.0
2018 YTD Consolidated Excess Margin:
4.52%
Health Care Expenditures: $468
Vacancy Rates:
11.1
Target Vacancy Rates:
10.0
YTD 2018 Vacancy Rates:
11.0
Human resource recruiters need to advertise and publicize to recruit more staff. Health Care Expenditures target may need to be re-evaluated as the quarters increase over the year. Consolidated excess margin is still slightly below the target. Learning and Growth 25%
To improve employee engagement and communication; Decrease employee turnover, Increase in-patient volume. 1-Employee Team Engagement Rating 2-Nurse Team Engagement Rating
3-Voluntary Turnover Rate
4-Quantity of Customers
1-Increase opportunities for shared decision-making 2-Voluntary turnover rates will decrease
3-Increase the number of customers hospitalized
Target Employee Team
Engagement: 40.0
Nurse Team Engagement:
3.89
Voluntary Turnover Rate:
11.0
YTD 2018 Employee Team Engagement:
26.0
Nurse Team Engagement:
3.72
Voluntary Turnover Rate:
8.8
Target In-patient Volume:
4,115
Voluntary Turnover Rate:
12.0