HSN 476- Week 1 Assignment  Health Care Organization and Finance

HSN 476- Week 1 Assignment Health Care Organization and Finance

HSN 476- Week 1 Assignment  Health Care Organization and Finance

A health care organization provides comprehensive services to patients in a bid to address a wide range of ailments suffered by the clients. The premise can be achieved through the preventive as well as the curative care services provided by these facilities. Effective health care organizations are analyzed based on the quality of services rendered to patients (Oliver, 2014). This depends on the capacity of the facility as identified through the bed number, employee profile and quality outcomes identified in the organization (Nathan & Kaplan, 2017). The present article is based on an analysis of Pacific Hospital to provide insights into the complexities of care encountered by the organization. The framework of the analysis starts from the name, year of establishment and the other aspects described as per the subsequent illustration.

There is no question that nurses are on the frontline of healthcare on multiple levels. In the arena of pregnancy and postpartum care, nurses play a vital role in not only the assessment of mother and baby’s physical well-being, but mental and emotional well-being as well. Recent studies show that women who are at an increased risk for developing postpartum depression (PPD) can be identified prior to delivery and prior to developing the disorder (Mughal et al., 2022). Quite naturally, nurses are at in the perfect position to identify these women that may be at risk, recommend treatment or support, and maintain follow-up care. Currently, there are screening questionnaires such as the Edinburgh Postnatal Depression Scale (EPDS) that are commonly completed by women post-delivery, often during the newborn well-check appointments.

Name and Type of Health Care Organization

Pacific Hospital was established in the early 1980s to provider integrated health services to the residence of Inglewood City, California. Even though the facility was built as an acute General Public Voluntary Hospital, its services has expanded especially in 2000 when it was upgraded to a status of a teaching and referral hospital. The hospital is also a center of medical research by institutions such as Center of Disease Control and Prevention (CDC) and the United States Army Medical Research Unit (USAMRU). As a teaching center, Pacific Hospital has several medical campuses for the training of students pursuing health courses.

The facility provide a range of medical services that are affordable to the members of the community particularly those in Inglewood and the surrounding regions. Pacific hospital is also linked to third-party payers and insurance companies to guarantee quality care to patients at relatively affordable prices. With its centric culture of Tender Loving Care, the hospital inspires hope to patients and therefore is a preferred center for a majority of communities in the city.

Mission, Vision, and Goals

The unstinting focus of Pacific Hospital is based on use of modern technology, affordable costs, forward-looking research and improved clinical experience. However, the priority of the facility is premised on improved patient care. The mission of the hospital is to provide the highest possible standard of care to clients in a more professional and compassionate way that guarantee quality outcomes. This is achieved when the facility avails quality healthcare as well as provides a foundation for research and learning in addition to the implementation of the national health policies. The facility’s vision is to be a center of world-class teaching and referral for all conditions affecting humanity. Based on the mission, the vision and goals of the facility are outlined below


  • To promote a culture of high quality care
  • To establish a first-class patient focused services by implementing high quality and evidence-based care
  • To use research and education as framework for improving health of the people


  • Improve health services through implementation of quality management
  • Deliver high quality services to our patients
  • Use teamwork and training to ensure employees realize their full potential
  • Adhere to the highest ethical standards and codes of practice to protect the public

Bed Number

The bed number determines the size of a health facility and its ability to provide a range of health services to patients. Pacific Hospital’s bed capacity relates to the number of inpatients that the facility can accommodate for special care especially in the context of patients who require close supervision. The facility has one of the largest capacity as it hosts seventy wards, forty outpatient clinics and twenty theaters. With this capacity, the facility has a total bed number of 2500 most of which are separated as per the requirements of the hospital departments. The surgical and medical departments take the largest share of the beds with each allocated 400 beds. The labor and delivery unit of the maternity department takes 300 beds while accident and emergency department settles with 200 beds. The intensive care unit has 150 beds to accommodate the comatose patients. The remaining beds is distributed across different departments of the hospital.

Health care changes rapidly. This assignment is designed to help you understand how health care is organized and financed. In your assignment:

Explain the impact of the Affordable Care Act (ACA) of 2010 on health care organization and finance.

Explain how the ACA incorporated social determinants of health into health policy.

Summarize the proposed changes to the health care system under the current administration.

Cite at least three peer-reviewed sources published within the last five years that support your assignment. Include an APA-formatted reference page.

Format your assignment as one of the following:

18- to 20-slide presentation

3- to 4-minute podcast

HSN 476- Week 1 Assignment  Health Care Organization and Finance
HSN 476- Week 1 Assignment  Health Care Organization and Finance

15- to 20-minute oral presentation

875-word paper

Another format approved by your instructor


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Pacific Hospital prides as one of the largest facility in the state of California. The facility provides a range of services through its outpatient specialized clinics inpatient units. Its in-patient specialties includes areas in General Medicine, Gynecology, Critical Care and General Surgery. Main services provided by the hospital are listed below:

  • Laboratory Services – provides full laboratory investigations
  • Women’s Clinic- provides pre and postnatal care services
  • Cardiac Unit – for all types of heart conditions
  • Pediatrics Center
  • Consultant Out-Patient Clinics
  • Physiotherapy and Pharmacy services
  • Cancer Center – avails cancer-related services including chemotherapy, biopsy and provides research on emerging issues on cancer.
  • Trauma and stroke centers
  • Specialist services – Diabetes Care, Infection Control, Pain Management, Respiratory Care and Palliative Services.
  • Rehabilitation centers
  • All types of surgery – minor and major surgeries (each of theaters in the facility has a recovery room)
  • Dental Services – including cosmetic care
  • Diagnostic Radiological and other imaging services – MRI, Ultrasound.
  • Dietetics programs
  • Accident and emergency – including fully-equipped ambulances
  • Morgue services


Due to its outstanding patient services, Pacific Hospital receives clients from, Inglewood City, Los Angeles and other parts of the state. The facility also provides care to patients referred from other parts of the world especially those seeking our cancer services. The table below provides a summary of the admissions, outpatient care and other services provided by the facility in 2018.

Type of Service Total Number
Out-Patient 317,023
Number of admissions 209,619
Average length of stay 3 days
Number of Discharges 177,932
Deaths 500

Quality Indicators

Pacific Hospital has made stride in quality improvement with regard to patient care. Based on the analytics established by the Joint Commission to track performances, the facility has realized remarkable outcomes in key services (Nathan & Kaplan, 2017). The metric measurements on length of stay indicates that the facility has an average value of 3 days which is below the recommended level of 4.5 days but confirms an improvement in quality of care and cost reductions. The readmission rates for the facility is 9.5% against recommended rates of 15.3% (Ghazisaeidi et al., 2015). Nonetheless, performance metrics related to hospital procedures such as sepsis, postoperative respiratory failures, pulmonary embolism and hemorrhages were optimal in 2018 as compared to 2017 confirming improved care. In overall, the facility has been awarded class “A” grades based on point of care services and safety standards in patient care.

Financial Performance Indicators

Since Pacific Hospital is a non-profit organization, the financial performances were analyzed on a number of metrics. The cost per discharge are significantly lower to ensure it is affordable for all categories of patients. The hospital operating margin is optimal to guarantee sustainability of the organization. The bad debts profile of Pacific Hospital is within the recommended ranges indicating that the facility has good credit ratings for future development (Ghazisaeidi et al., 2015). However, the costs on medical supplies tend to take the largest portion of the facility’s budget and this calls on the hospital management to address the issue amicably.

Human Resource Challenges

Similar, to other care facilities, Pacific Hospital faces a challenge of nurse staffing. Currently, the nurse-to-patient ratio is 1:6 against the recommended ratio of 1:4. The challenge has been due to the overwhelming number of patients seeking services at the facility (Nathan & Kaplan, 2017). However, other staff population are within the optimal range.

Diversity Issues

Pacific Hospital addresses diversity issues in Inglewood City and California as a whole. The staff population is made up of a blend of mixed cultures representing both the majority and minority racial groups (West et al., 2014). However, a large proportion of the non-Hispanic whites (65%) make-up the staff population (Munnich, 2014). Pacific Hospital also receive patients from diverse populations. 30% of the populations are non-Hispanic whites, 25% black-Americans 15% Hispanics while 40% comprise of other racial groups.

Community Population Statistics

As per the population statistics of 2010, Inglewood City had 109,419 people and these are the majority members seeking care at Pacific Hospital. Non-Hispanic white is made up of 23.7% of the population while African Americans comprise of the second largest population at 31.8%. Hispanics took the lead at 42.4% and Native Americans recorded the least value at 0.6%. Asians made of 1.5% of the population.


Health care organizations provide a range of services to patients. The performance of health facilities as described in the case of Pacific Hospital depends on quality outcomes and capacity of the facility to manage a large patient population. However, health institutions should guarantee quality care to patients at relatively affordable prices to address the current rise of non-communicable diseases.


Oliver, T. R. (Ed.). (2014). Guide to US health and health care policy. CQ Press.

Munnich, E. L. (2014). The labor market effects of California’s minimum nurse staffing law. Health economics23(8), 935-950.

West, E., Barron, D. N., Harrison, D., Rafferty, A. M., Rowan, K., & Sanderson, C. (2014). Nurse staffing, medical staffing and mortality in intensive care: an observational study. International journal of nursing studies51(5), 781-794.

Ghazisaeidi, M., Safdari, R., Torabi, M., Mirzaee, M., Farzi, J., & Goodini, A. (2015). Development of performance dashboards in healthcare sector: key practical issues. Acta Informatica Medica23(5), 317

Nathan, A. T., & Kaplan, H. C. (2017, April). Tools and methods for quality improvement and patient safety in perinatal care. In Seminars in perinatology (Vol. 41, No. 3, pp. 142-150). WB Saunders.