Assessment of Jackson Health System

Abstract

Jackson Health System (JHS) is a nonprofit organization compounded of several locations in Miami, Florida which is committed to providing high-quality care to the citizens of Dade county. It’s current leadership team who took over in 2011 after a profound crisis has ramp-up profits in a short period of time without overseeing low socioeconomic status patient initiatives. The organization is divided into different departments that play a variety of roles in meeting the ultimate organizational goals through enhancing efficiency and productivity. Several indicators reflect the organization’s performance. They include patient satisfaction, productivity, profitability and the achievement of estimated goals. JHS’s future commitment entails continuing generating healthcare access to the population of Miami Dade while investing in high-end technology, research and ways to reduce costs.

Keywords: Jackson Health System, Leadership, Change, Profit, Health-care, Privacy.

Organization/healthcare system

Jackson Health System is located in Miami, Florida and it is a famous nonprofit academic medical system.  It provides world-class care to everyone visiting the facility and it’s dedicated to the improvement of community health through offering quality care to people in Miami-Dade County. The Public Health Trust governs the system and it entails a group of volunteers who serves on behalf of the board of County Commissioners.

Jackson Health System has an integrated healthcare delivery system entailing Jackson North Medical Center, Jackson Memorial Hospital, Jackson Rehabilitation Hospital, Holtz Children’s Hospital, Jackson North Medical Center, and multiple specialty and primary care centers (Jackson Health System, 2019).  Others include Corrections Health Services clinics and two long-term care nursing facilities. The new Jackson West Medical Center campus will have various units such as the diagnostic and imaging center, adult and pediatric emergency rooms, and children’s specialty outpatient center.

The mission of the hospital is to build and improve community health by offering a single as well as a high standard of quality care. It is determined to improve the overall health of people in Miami-Dade County to improve their access to health care services. To support and ensure that the mission is achieved, the hospital developed a strategic vision statement. The strategic vision is focused on ensuring that the hospital is recognized both nationally and internationally through offering a choice for quality care and a world-class academic medical system. On the other hand, the organization effective values guide its operations and ensure that it remains committed to the achievement of its mission (Miami Today, 2019). One of the greatest values is the commitment to the provision of the best care to everyone without discrimination. It is determined in enhancing accountability and demonstrating respect, compassion, and expertise.

Jackson has played a great role in promoting the health of people in Miami through partnering with diverse organizations that facilitate the development of healthier lifestyles and encourage people to make positive health choices. This has become possible because Jackson Health Foundation promotes transparency in all its activities. It has embraced technology and supports the innovative mind to ensure that people in this region receive the best medical attention. Its core values are mission-focused, process-driven and dedicated to the provision of nothing less than quality health care. Since it is a nonprofit organization, its main aim is to give the community what it deserves regardless of the involved cost.  This has made the organization to be considered as the most comprehensive and determined healthcare provider in the region.Leadership

Chart showing organizational chart (Jackson Health System, 2019).

The chart shows the flow of authority and leadership from the top management to junior staff.  Carlos A. Migoya is the president as well as the CEO of the organization since May 2011. He has shown a lot of determination in overseeing the activities of the most respected and largest healthcare networks. As a strong leader, he is well skilled and experienced in supporting world-class medical care. Although he joined the institution at a time when it was making losses, his strong leadership skills transformed the situation and helped made a turning point. In 2010, Jackson had suffered a loss amounting to as high as $82 million. However, his leadership influenced the achievement of more than $8 billion within just a single year of his leadership. Since that time, Jackson has been achieving recommendable performance. The CEO and the president have ensured that Jackson achieves all the healthcare quality key indicators such as improvement of patient satisfaction (Tookes, Diaz, Li, Khalid & Doblecki-Lewis, 2015). He has made it clear that public health systems should not choose between operational sustainability and medical excellence since the two move together. Mr. Migoya will be remembered for many years because of his successful campaign in 2013 that resulted in the approval of the $830 million Miracle-building bond program. The program became an important 10-year cornerstone requiring a $1.7 billion capital plan to modernize, renovate as well as expand the facility.

Mr. Migoya is responsible for the management of the overall operations and the making of major decisions. He is also responsible for facilitating effective utilization of the available resources and ensuring that Jackson does not lose track in its determination to achieving its mission and vision. The board appoints the president and CEO because they have the mandate. His term of office is ten years.

Mr. Darryl K. Sharpton, the Chairman, for Jackson has shown great determination in ensuring that Mr. Migoya succeeds in all his plans. He has been a trustful and creative advisor of the CEO; thus, ensure the most strategic decisions are made for the benefits of the people of Miami. His roles are diverse includes setting meeting agendas, chairing meetings, and providing leadership and managing other leaders. Since the chairman is the head of the board of directors, the board elects the person who would preside. There is no defined time that the chairman can serve in the organization.

The performance of the CEO is measured by evaluating his backward and forward strategies. On the backward side, the performance is measured through evaluating the rewards and accountability for the past performance while forward looks at the effectiveness of the future objectives. Therefore, the CEO’s strategy, vision as well the personal capabilities are considered in determining his performance. Time constraints enable the board to measure the ability of the CEO to make swift and strategic decisions, particularly in difficult situations. The accountability and productivity of the chairman are measured by evaluating the effectiveness of meeting his responsibility. For instance, the board evaluates his ability to chair meetings, plan for the available resources and coordinate everyone in the team.

Major Components, Divisions, Departments or Units of the Organization

Chart 2 showing major components, departments, and divisions (Jackson Health System, 2019).

Different departments play diverse roles in meeting the ultimate organizational goals through enhancing efficiency and productivity. The Human Resources (HR) department is headed by the chief HR officer who is responsible for the recruitment and staff selection. The leader is responsible for staff safety, staff development & training, and employee relations (Jacksonhealthcare.com, 2019).  The department is concerned with the motivation of the workforce by offering the most favorable working environment.

The chief financial officer heads the financial department and manages cash, payroll, billing, budget planning, and accounts. The department is concerned with financial matters and ensures that the organization operates in a cost-effective manner. The chief financial officer predicts financial obligations and establishes the most effective measures to support the organizations. He decides what should be acquired based on the financial position. Therefore, the officer is very important in enhancing the organization’s profitability and ability to grow. The officer also analyzes the financial strengths, tracks cash flow and heads the financial planning team.

On the other hand, the service support director is responsible for key areas including procurement, facility planning, emergency preparedness as well as clinical engineering. This department ensures that the hospital is supplied with high-standard and quality materials and medicines. It procures the most cost-effective and quality items such as lab equipment and other tools necessary in the hospital. Emergency preparedness is the role of the department. Therefore, the service support director organizes and plans for activities such as fire drills and prepares all the workers for emergency issues. The director organizes for seminars and training of staff to ensure that they have desirable skills to respond to the uncertain phenomenon. 

Performance measuring

Measuring the performance of Jackson Health System entails measuring the actual performance against the intended goals. Different factors are considered including profitability, productivity, patient satisfaction, and achievement of goals. Since the organization has been realizing increasing profitability, it is justifiable to argue that its performance is improving.  Return on assets is a common index used to determine the organization’s performance. It is computed by dividing the annual profit by the average assets (Jacksonhealthcare.com, 2019).

Improving patient satisfaction is an indication that the organization is performing better. Several surveys are usually conducted from time to time to determine how well patients are satisfied with the hospital’s services. Feedback from patients is collected using questionnaires to determine whether they liked or disliked the hospital’s services. Improving patient satisfaction has been noted since 2011 when Mr. Migoya joined the organization as the CEO and president.

On the other hand, the achievement of the set objectives is an indication of desirable performance since they require commitment and hard work from every department. Fulfilling of goals is used to gauge workplace performance. In some instances, Jackson has been acquiring new equipment and investing in expensive technology that reduces its profitability for that specific year (Jackson Health System, 2019). Therefore, the profitability index would fail to show the actual performance. However, evaluation of the extent of the achievement of organizational goals indicates real performance.

The number of patients visiting the facility has also been taken as a measure of organizational performance. Jackson Health System has realized a consistent increase in the number of patients since 2011. The rise is an indication that more and more people prefer the hospital over the others in the region. This is because its performance has been improving every year.

Organization’s major impact within the last ten years

Jackson Health System has significantly improved the health of people in Miami. Unlike in the past, many people can now access quality health care at a reduced cost. The hospital is ranked as the nation’s best in terms of the provision of quality services to its patients. Therefore, the organization has improved the lives of the public in Miami. Investing in expensive and high-tech equipment has enabled the public to receive the treatments to ailments that were difficult to manage in the last ten years.

Since the hospital has an integrated system entailing diverse healthcare organizations, it has influenced the reduction of health costs in Miami while still improving the quality of service. Holtz Children’s Hospital has made a great difference in the children’s health care more so because it has been ranked and the largest children’s health care facility in the southeast United States. The hospital came with a well-experienced team of pediatric specialists who are determined to treat children with diverse ailments. On the other hand, Jackson Memorial Hospital has transformed the healthcare industry in Miami (Ginzburg, Zakrison, Pust, Grant, Lu, Rattan & Namias, 2018). The facility is a referral center that treats Ryder Trauma and has heavily invested in medical research to continue the health of Miami residents. Being the sole pediatric and adult level 1 hospital, it has been ensuring that residents attain their health needs.

Personal critique

I am well convinced that this organization has significantly impacted healthcare in the city of Miami. This is because it has not only improved the accessibility of healthcare services but it has also brought better quality and reduced costs. If I could change anything within the organization, the change could be improving the privacy of patient’s information and records. Recently, the hospital has been fined heavily by the federal government for lost and stolen patient records. According to the Miami Herald, last month, the US Department of Health and Human Services fined the health system with over 2 million dollars for breaching patient health information in up to three instances. They included an employee sharing health information about an NFL star, stealing and selling information, and missing boxes of patients’ records (Conarck, 2019). This has negatively impacted the organization bringing out the need of ensuring that patients’ confidential information is not accessed by third parties to save the hospital from heavy fines and negative effects on its image. Several ways to prevent such violations of the Health Insurance Portability and Accountability Act (HIPPA) include creating a culture of patient ownership in which employees feel responsible not only for the patient’s health status but also for their entitlement to their own private information. Furthermore, the company should take big steps towards software and procedure upgrades as well as staff training regarding the management of private information.

Computing the impact of change appears as an expectation and in many cases a requirement in health organizations. The measurement of change can be done in three different categories: individual performance, organizational performance, and change management performance (Prosci, 2017).

When measuring individual performance, it is demonstrated whether individuals affected by the change are moving in their journeys of transformation. Meanwhile, it can be a crucial indicator of overall project success to measure individual progress knowing that the individual is the main unit of change. On the other hand, organizational performance measurements are associated with the project achieving the desired outcomes for the organization. In this case, the metrics used in the organizational performance measure should answer the following question: Did the actions meet the expected outcomes? (Prosci, 2017).

In the specific case of a patient health information breach, the impact of the change can be measured by evaluating the patients’ feedback after the events. Negative feedback would be an indication that patients felt their confidential information was shared with a third party without their consent. In addition, the change can be measured by evaluating the hospital records, employees’ education about protected information management and hospital private information protection to check whether the data is stored in a manner that only authorized individuals can access.

References

• Conarck, B. (2019, October 24). Jackson Health System fined $2 million by the feds over stolen and lost patient records. Miami Herald.
• Ginzburg, E., Zakrison, T. L., Pust, G. D., Grant, A. A., Lu, N., Rattan, R., & Namias, N. (2018). Hurricane Irma: Lessons learned from a South Florida Gateway Level II trauma center and public health trust system. Journal of trauma and acute care surgery, 85(3), 635-636.
• Jackson Health System (2019). Welcome to the Jackson Health System. Retrieved from https://jacksonhealth.org/#gref
• Jacksonhealthcare.com (2019). About Jackson Healthcare. Retrieved from https://jacksonhealthcare.com/about/
• Miami Today (2019). Jackson Health System targets 2020 Doral hospital finish. Retrieved from https://www.miamitodaynews.com/2019/10/29/jackson-health-system-targets-2020-doral-hospital-finish/
• Prosci. (2017). Metrics for Measuring Change Management. Retrieved from Procsi: People, Change, Results: https://www.prosci.com/resources/articles/measuring-change-management-effectiveness-with-metrics
• Tookes, H., Diaz, C., Li, H., Khalid, R., & Doblecki-Lewis, S. (2015). A cost analysis of hospitalizations for infections related to injection drug use at a county safety-net hospital in Miami, Florida. PloS one, 10(6), e0129360.