Coordination of Patient Care Project

The first member of this strategic team is Jennifer Graham. She is the overall administrator of the center. As such, she is in charge of the overall function of the team as well as the coordination of all efforts pertaining to the care of the patients. She manages all these with the help of the other team's members and ensures that they constantly implement measures that are aimed at improving the care of the patients. There is also the medical director a position that is held in this center by John Byers. Kathy Clayton is the officer in charge of this in this care center. In terms of surgeries which is main operations of this center, the officer in charge is Julie Hensen RN, BSN; she oversees the various operations in the operating rooms mostly those that do not involve orthopedics.

Overseeing of the surgery in the center is a crucial undertaking as most of the activities are centered on this. This duty is performed by the pre-operation manager who is Kathy Nilan, RN, BSN. She is in-charge of preparing the patients for surgery which ensure that they are booked well, and all the details of their condition are as planned. Whereas the coordination of all the surgical procedure is admirable in the Surgical Center of Greensboro, some aspects remain of chief concern. The program has quite some premeditated instances where the surgery should happen quite beforehand. In as much as this speaks of customer assisted care where the patients take part in the physician work themselves, it puts many requirements of their part which may interfere with their experience at the center.

A good instance is the pre-operations directives which are offered to the patients. The advice is centered on the prerequisite of surgery which is very acceptable. First, the patients may not be a position of receiving the call when its laced by the nurse. This exposes the nurse to confidentiality issue when the call is received by anyone who is at home. Also, the unsolicited contact raises a conflict of interest in that he or she may be left in charge of information pertains the patients that are too private. There is also a tendency to call the patients during off working hours which may result in huge boundary issues. Call to confirm the details of the patients have many alternatives.

First, most nurses tend to feel overprotective of certain patients. This is done when the nurse sympathizes with the plight of the patients beyond what is acceptably normal. This may include the circumstances leading to the patient's conditions, difficulties in meeting his or her bills or other personal issues. Although these may be key issues in the coordination of patients care, they don't form part of the critical assessments that is expected of the practitioner. In addition, other nurses have a knack for contacting the patients beyond work hours, at the end of their shifts and sometimes without their uniforms. Data collection on this aspect is mainly through observations. An examination of the nurse patients’ relations gives the observer a snapshot of the kind of boundaries that are set by the surgical center.

Also, a critical analysis of the procedures that are used to handle the patients and the sharing of patients across the center is an indicator of good boundaries. The website also gives an estimate of the expectation that should be used to define the boundaries issue in the surgical center. According to Morton et al. Also, the process of patients handling is done in stages. These stages are crucial and separate the role of the nurse which prevents any chances of having overly personal contact with the patients. There is the pre-operation period where the patients are contacted and their details set for the operations. Then there is the operating period where further verifications are made as well as the coordination of the patients for the operations.

The recovery period is another stage as well as the patient's care period which is followed just before and after discharges. However, the constant of monitoring and guidance from their leader should firm a good reference point for their boundaries. Lastly, there is the patients and their families as other crucial stakeholders. Although the crossing of the boundaries is a two-way process, that may be initiated by the patients or the nurses themselves. Thus in case of the patients, and their family members they should be explored to the appropriates protocols such when they want to contact patients or track but his or her progress. This ensures that there is the appropriate teamwork that is expected of these teams and limits the personal contact between the two parties.

Thus a good way of handling this boundary issue is to have the process of patients care coordination centralized by the management through policies, processes and work assignments. It is misleading for the nurse t to think of themselves as the champions in a certain outcome. Rather, the effort of the team should be acknowledged for the success at the end. Thus individual motivation should be replaced by team motivation which ensures coordinated efforts rather than individual heroes. At the Surgical center at Greensboro, there are various centers that take care of the surgical patients. They have dedicated process which is headed by the various managers. I would propose the use of both a vertical and horizontal team management approach. Given the various operations that are undertaken by the surgical center at Greensboro hence should have its nurses who are in charge of the operations procedures.

Thus the ophthalmology operations should have nurse dedicated towards the pre-operation period, operations and the post operations period. This form a team that should be dedicated towards the success of the ophthalmology operations. Streamlining the financial accessibility of the center with main forms of funding such as employee medical benefits, insurance police as well as other nonprofit organization assisting their patients. The nurses are also sources of this qualitative data. They should feel empowered enough to better the care of the patients. This involves the maintaining of routine decisions as well as the finding the best alternatives within the provided guidelines for the improvement of the patients care. Also, they should be motivated enough to provide quality care to the patients.

The distance covered also indicates the quality of care given. Patients undergoing surgery should not walk the equivalent of the whole hospital length before getting to the operations room. It should be a simple process which will leave the patients satisfied, and his or her care improved. The family member is also central to this, and they should be able to appreciate the effort made by the center towards the care of their patient. Therefore, the coordination of care in the hospital setting has been seen to induce several factors from this study. The coordination of these two process requires a dedicated team that is headed by good management and guided by the precepts of professionalism. References Morton, P. G. , Fontaine, D.