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John Adlesich claims to be the CEO of South Big Horn County Hospital District, which is located in the Basin and specializes in team leadership and healthcare management.
John Adlesich- South Big Horn County Hospital – Now called “Three Rivers Health”.
What is claimed by South Big Horn County Hospital is that they changed their name to Three Rivers Health as –
“Our name change is a way for our patients and community members to identify with exciting changes that have already taken place and those yet to come. The new name represents a new direction for our organization and the new strategy supports this new direction. Prior to the name change, we adopted a new mission and values. The name change is an important component of our future development. “
John Adlesich- South Big Horn County Hospital Administrator defends patient care
According to the Administrator of the South Bighorn County Hospital District, the hospital is appropriately staffed to handle the demands of patients.
In response to a news story that aired yesterday on the Big Horn Radio Network, hospital administrator John Adlesich says that, despite reports from patients who are dissatisfied with the care they and their families have received recently, there are enough providers on staff to adequately care for patients.
John Adlesich says the hospital now has two full-time physicians on staff, a physician’s assistant, an extra physician who will start in July, and an offer to a nurse practitioner who will start in mid-May. According to John Adlesich, the clinic still has a nurse who supervises the medical assistants.
John Adlesich claims that care has not been compromised that no crucial processes have been overlooked, and that Medical Assistants are adequately trained to do their daily duties.
However, Randi Noble claims that her family’s experiences, ranging from her son’s medical difficulties to her mother’s, contradict the administration’s claim that they are providing better care than in the past. Noble said she will attend the Hospital board meeting tomorrow evening.
John Adlesich spoke to KODI News off the record about the seriousness of the DEA and DCI investigation, which does not target the hospital directly, merely mentioning that the institution’s present physicians are focusing on patient safety.
However, Noble claims that so much time has passed since the start of this study that many people have moved their medical care to other facilities and are no longer contemplating South Big Horn County Hospital for their families.
John Adlesich responds that when he initially started at the hospital last year, a third party analyzed patient satisfaction and discovered that only 1% of persons who used the hospital’s services would refer the hospital to others, but that satisfaction percentage has since risen to 83%.
John Adlesich advised people to contact the nurse supervisor, clinic manager, or even himself to guarantee that any patients’ issues were addressed inside the hospital.
John Adlesich resigns
A major figure in the recent years’ controversy surrounding South Big Horn County Hospital has resigned.
John Adlesich, the hospital administrator, resigned last week. The South Big Horn County Hospital District board met for a brief executive session last Wednesday, then decided unanimously to accept Adelsich’s resignation, according to the Basin Republican-Rustler.
Adlesich stated in an interview with KODI News last Tuesday that he would be returning to Oregon to be closer to his family. His last day will be April 30th.
Since John Adlesich’s arrival two years ago, South Big Horn County Hospital has been at the heart of controversy in the town, with significant staff turnover and substandard care reported by many locals.
The community has also expressed its discontent with some board members, culminating in the presentation of a signed petition in January requesting the resignation of three board members.
John Adlesich, on the other hand, stated in a statement that he is happy with everything that has been accomplished during his time, applauding the personnel and healthcare providers at South Big Horn County Hospital.
John Adlesich- How Hospital Administration Affects Patient Care
Quality of care and safety are the top considerations for hospital administrators. A 2014 research published in the medical journal BMJ Open said that “managers in healthcare have a legal and moral obligation to ensure a high quality of patient care and to strive to improve care.
Hospital management’s decisions and actions have a direct impact on patient care. These managers can be found defining corporate culture, setting goals and plans, checking quality, reviewing performance, selecting and implementing new technologies, or simply overseeing daily operations. Whatever the manager does, the time and effort they put in affects process quality and safety, performance, and, ultimately, patient outcomes.
No one wants to leave the hospital only to return a few days or weeks later. This is as unappealing to hospital administrators as it is to patients. Readmissions are not only expensive for healthcare systems, but they also indicate a low overall standard of care.
To avoid readmission, hospital administrators must implement a comprehensive approach to post-discharge patient follow-up. Staff at the hospital must be informed of the patient’s whole medical history, especially if the patient is a high-risk case.
Being a Patient Representative
Nothing is more upsetting, let alone damaging to a patient’s recuperation, than learning that their insurer has refused to cover the expense of their hospital stay. Simultaneously, a patient’s misunderstanding of his illness may cause him to be reluctant to leave the hospital, resulting in a “custodial” hospital stay that costs the system thousands of dollars in payment.
After all, this is the hospital manager’s principal concern. The better the outcomes for patients, the more profitable and successful a healthcare system.
Quality medical procedures underpin improved results, but that is only the beginning. To be truly sustainable, good patient outcomes must include a clear and attainable objective for their health, a well-defined plan for achieving that goal, and an accessible structure that supports their development.
Creating a Healthy Culture
Finally, hospital managers must set the bar high for all hospital staff in terms of corporate culture. Hospital management must foster a commitment among physicians, nurses, and administrators to go the extra mile on behalf of a patient’s care. When an entire staff buys into the mission of improving patient health, only then can the healthcare organization truly thrive from a business standpoint.
Wrap-Up- How poor people management is debilitating the hospital system
Too much supervision by hospital HR departments leads to worker alienation and burnout, as well as a delay in implementing enhanced patient care standards.
Some of the most serious issues confronting Australian hospitals could be addressed by allowing highly qualified hospital staff, such as doctors and department heads, to make their own judgments.
UNSW Business School researchers discovered that human resources (HR) practices rely too heavily on control and prevent medical staff from exercising their discretion to make autonomous decisions on some basic people management tasks, such as hiring to replace a departing staff member, in 20 Australian hospitals.
Too much control leads to disengagement and burnout among healthcare personnel, as well as a delay in implementing higher patient care standards.
“We believe there’s an overuse of control for management in hospitals,” says Julie Cogin, professor, deputy dean, and director of AGSM at UNSW Business School.
The primary human resources management (HRM) approach to people working in hospitals is about control, with prescribed procedures – for everything from hand-washing to hiring – and excessive bureaucracy,” she writes.
While control in hospitals is undeniably necessary for some everyday activities and responsibilities, it is counterproductive in others, compromising hospital system efficiency and worker morale.
According to Cogin and her co-researchers, control issues are just one of a number of perplexing dilemmas in the hospital system, which also include tight budgets that shift the emphasis from patient care to financial outcomes, and a culture in which many external stakeholders set training requirements for hospital staff.
On top of this is a delay in better patient outcomes due to an unrealistic approach to healthcare reform that has set the bar too high, giving unachievable goals to the complex hospital system.