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Mission, Vision, and Values
The mission of University Health San Antonio “is to improve the good health of the community through high quality compassionate patient care, innovation, education and discovery” (University Health, 2024, para. 1). Areas of excellence: the mission is direct and to the point, and identifies the ways in which they plan to improve the health of the community. The mission statement highlights their compassionate patient care, and is a reminder to patients and healthcare providers of the quality of care provided. The mission statement encompasses the health of the community, not just the patients within the hospital. In doing so, it highlights the dedication to providing compassionate care to the community in times of medical emergency. The areas of opportunity in the mission statement could include specific details on how University Health plans to improve the good health of the community. Incorporating use of evidence-based practices, leading technology, or specific statistical data, can possibly improve the section showcasing how they plan to “improve the good health” of the community.
The values for University Health include a blueprint for how they play to carry out high quality patient care. The vision states “we are leading the way to be one of the nation’s most trusted health institutions” (University Health, 2024, para. 1). Areas of excellence in the vision statement include the desire to be one of the best in the nation for trust. This shows a dedication to quality of care, and serves as a reminder to healthcare providers and patients alike. University Health has been recognized as a three-time Magnet Health Care Organization by the American Nurses Credentialing Center. One area of opportunity for the vision statement would be to describe what trust is, and how it is earned. Clarifying the trust component will remind staff and patients of what measures are being taken to earn and retain trust in the healthcare setting.
Leader Alignment
As a leader, it is important to align the mission, vision, and values of the healthcare organization to the division, department, and performance metrics of staff, because it serves as a reminder of the goals we are working toward and the purpose behind them. So often we hear the phrase “live the values” within an organization, and it serves to remind us of how we can implement them into our work and lives, so that they are reflected in the work we do. As a leader, it is important to reflect the mission, vision, and values in the work you do each day. It is reflected in the decision-making process and in the communication within the team. Ensuring that they are integrated into the individual development plans for staff serves as an opportunity to showcase how staff are working towards implementing the values in performance opportunities. From a department standpoint, staff can incorporate goals that reflect the mission of the organization. This can be done by soliciting feedback from the unit on opportunities for improvement that align with the mission. This helps to ensure buy-in from the staff while creating a teamwork approach to implementing process improvements. On the divisional level, leadership can work to ensure that the mission, vision, and values are reflected in the policies and procedures. This will help to lay the foundation for the department and individual performance, ensuring that there are guidelines and opportunities for staff to follow when implementing the mission, vision, and values.
MVV Alignment to VBP
Spaulding et al. (2022) studied the effect of value-based purchasing (VBP) and inquired if Hospitalists improve health care value, and found that having increased ratios of Hospitalists to patient beds resulted in increased scores for Patient Experience, Efficiency scores, and Total Performance Scores. Increasing staffing of Hospitalists to provide optimal and timely care, thus leading to improved patient satisfaction scores, can lead to increased costs for the hospital. These findings highlight that increasing ratios of Hospitalists improve patient scores, but with the added costs of increased staffing, there needs to be a balance when implementing cost-effective Hospitalist staffing. This would need to be further reviewed by the facility to see if the cost of additional staffing outweighs the reimbursements for VBP, or possibly identify opportunities to streamline and improve the workflow of the Hospitalists to maximize their time and work.
University Health’s mission, vision, and values (MVV) focus on providing quality care, and the healthcare facility notes that they are “wise in the use of resources” (University Health, 2024, para. 1). This shows that University Health takes all factors into consideration while providing quality care for its patients and balancing cost to ensure that they are wise with resources. Closer inspection would be necessary to identify the staffing ratios for Hospitalists and patient satisfaction scores, but based on the MVV, the facility has integrated stewardship of resources within the values. Allocating hospital resources appropriately today, ensures that University Health will be able to continue to serve the community for generations to come. This is in alignment with their vision specifically, as allocating resources appropriately ensures that trust is established in being transparent while avoiding waste. This shows that the MVV is aligned with the VBP.

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