Introduction
John Hopkins Hospital refers to a facility that offers teachings and engages in biomedical research. In 1889, the amenity was founded. Baltimore, Maryland was the area selected for the hospital to be situated. The funds used for the institution’s establishment were estimated to be over $134.7 million owing to John Hopkin’s who was not only a financier, but also a merchant who operated in different cities (Markowski et al. 2014). The facility has often been credited for being among the founding facilities in respect to contemporary medicine in America. Moreover, the institution was among the advocates for practices that are currently synonymous with health facilities. The practices include the introduction of house staff, rounds as well as residents.
The organisation's purpose
My interaction with John Hopkins as a patient fostered an understanding of the facility’s purpose. It entails ensuring that the health of its community inhabitants is improved while fostering inclusiveness. For example the establishment of The John Hopkins Centre for Health Equity in 2010 ensured that populations exposed to risks could be accorded some equity. It endeavours to set excellence standards applicable to patient care. Hence, the institution embarks on research endeavoured to foster some improvements with regards to the quality offered to patients where human illnesses are to be diagnosed, prevented or treated. As a result, the facility supports education initiatives for professionals dealing with healthcare while facilitating development that stems from research.
The scope of John Hopkin's operations
The evaluation I conducted indicates that John Hopkin's operations extend globally. The facility that offers healthcare provisions to clients in Maryland caters to over 80000 patients each week. Also, more than 1700 practitioners collaborate with 30000 staff members to facilitate the hospital's operations (Reitz, 2015). Geriatrics, rheumatology, psychiatry and gynecology are among the area John Hopkin's practitioners specialise in. The global reach of the facility was made a possibility as a result of its initiative to develop a team responsible for offering healthcare related solutions. The outcome is the marketplace's connectivity with products that are not only research-based but also innovative. Such efforts are facilitated by efforts geared towards the achievement of collaboration.
Perceptions about the term "effective"
In the context of the provision of services relating to health care, my understanding is that effectiveness refers to accessing services with exceptional value. Moreover, the trade-offs that might be involved in such scenarios are often limited. Hence, the benefits that patients can acquire should outweigh any of the risks that might be portended (Laxminarayan et al. 2016). This mainly relates to patients who suffer from conditions deemed to be similar medically. Patients must also be able to access treatment whose efficacy levels are exceptional.
The evaluation of John Hopkin’s effectiveness from a perspective that is personal
My assessment of John Hopkin's effectiveness is enabled owing to my application of the balanced scorecard is applied. The criterion ensures that four measures which are considered as distinct are evaluated (Pronovost et al., 2015). They include the customers involved, the processes carried out internally, financial as well as learning growth. Where patients are offered diagnosis or treatment, the outcomes are evaluated about their recovery and the rate at which they are likely to survive. Moreover, their functions are assessed to determine whether they are adequately restored (Yeh et al., 2015). For example, perinatal mortality at John Hopkin’s in addition to fatality rates that occur where surgery is performed can be assessed.
The determination of the facility’s effectiveness was possible as a result of my scrutiny of the prevalence of readmission for clients, especially where they are unplanned. The assessments focus on acute occurrences among clients, particularly where they are readmitted within a duration that does not exceed 30 days from when the facility elects to discharge them (Dang & Dearholt, 2017). Moreover, the readmissions are not necessitated to involve the ailments that led to the initial admission. Balance scorecards evaluate the activities undertaken by medical facilities and how they align to the mission set in addition to the vision.
The justification of the evaluation criteria used concerning John Hopkin's effectiveness
My justification for the utilisation of the balanced scorecard is steeped in its ability to ensure that medical facilities can align themselves with a strategy that is patient in addition to being market-oriented. Moreover, it provides that the techniques used to implement strategy provisions are adequately assessed. The parties assigned to the achievement of various targets can also be scrutinised for accountability (Edrees et al., 2016). As a tool to measure effectiveness, the alignment that exists among the departments that a medical facility such as John Hopkins establishes is determined for respective outcomes to be effectively underscored.
The criteria applicable to John Hopkin’s stakeholders for the evaluation of the hospital’s effectiveness
The stakeholders I recognised in relation to John Hopkins operations include patients as well as the community that the facility endeavours to serve. Clients consider the expenses they are to incur for the services they are offered. Hence, the services must align with the costs that they are required to incur. Where the care provided is inappropriate, the result is that complains from the parties involved are likely to arise. Patients also evaluate the outcomes of the measures likely to occur clinically. They include morbidity rates and the techniques relied on by practitioners to handle situations which might be considered as tricky (Whelpton, Campbell & Patterson, 2015).
Communities examine the implications of the facility on their livelihood. Moreover, they evaluate how well the facility can be compared to other hospitals within the locality (Fee, 2016). The opportunities that members who formulate the communities are offered in enhancing the input of John Hopkin’s are equally important.
The implications for the development of a coherent approach for organisational effectiveness
The development of a strategy that is coherent ensures that the activities undertaken align with the mission established for a facility. Facility employees can also evaluate progress from the framework set-up (Pronovost et al., 2015). Moreover, operations can be geared towards the achievement of measurable objectives.
The conclusion from the stakeholder’s perspective
Regardless of the strides made where medicine is concerned, the stakeholders conclude that some of the treatments which are considered to be effective are not extensively utilised in America. This is an area that paves the way for some unprecedented confusion where the availing patient care is involved. The profile accorded to a facility that avails care sometimes is not a determinant in the strategies relied on to care for patients. However, John Hopkins has made numerous strides in ensuring that its stakeholders can obtain services that rank highly concerning their effectiveness.
References
Dang, D., & Dearholt, S. L. (2017). Johns Hopkins nursing evidence-based practice: Model and guidelines. Sigma Theta Tau.
Edrees, H., Connors, C., Paine, L., Norvell, M., Taylor, H., & Wu, A. W. (2016). Implementing the RISE second victim support programme at the Johns Hopkins Hospital: a case study. BMJ open, 6(9), e011708.
Fee, E. (2016). Disease and discovery: a history of the Johns Hopkins School of Hygiene and Public Health, 1916–1939. JHU Press.
Laxminarayan, R., Matsoso, P., Pant, S., Brower, C., Røttingen, J. A., Klugman, K., & Davies, S. (2016). Access to effective antimicrobials: a worldwide challenge. The Lancet, 387(10014), 168-175.
Markowski, M. C., Eisenberger, M. A., Zahurak, M., Epstein, J. I., & Paller, C. J. (2015). Sarcomatoid carcinoma of the prostate: retrospective review of a case series from the Johns Hopkins Hospital. Urology, 86(3), 539-543.
Pronovost, P. J., Armstrong, C. M., Demski, R., Callender, T., Winner, L., Miller, M. R., ... & Reitz, J. A. (2015). Creating a high-reliability health care system: improving performance on core processes of care at Johns Hopkins Medicine. Academic Medicine, 90(2), 165-172.
Whelpton, P. K., Campbell, A. A., & Patterson, J. E. (2015). Fertility and family planning in the United States. Princeton University Press.
Yeh, R. W., Czarny, M. J., Normand, S. L. T., Kereiakes, D. J., Holmes Jr, D. R., Brindis, R. G., ... & Driscoll-Shempp, P. (2015). Evaluating the generalizability of a large streamlined cardiovascular trial: comparing hospitals and patients in the dual antiplatelet therapy study versus the national cardiovascular data registry. Circulation: Cardiovascular Quality and Outcomes, 8(1), 96-102
