UNC Medical Centre: An Overview
The primary aim of this paper is to evaluate the current forces driving change in the healthcare field in the UNC Medical Centre, Chapel Hill. This paper assesses the situation from the perspective of a leader and evaluates how the organisation is responding to the various factors. The paper further develops a vision to inspire change (UNC, 2022). The paper critically analyses and assesses the UNC Medical Centre, Chapel Hill, based on the internal and external factors. Internal and external factors are extremely crucial in determining the paradigm of any industry, in any sector. For the healthcare industry, since it is a crucial service sector, operating under various facets and walks of life, it is important to understand the various internal and external forces to provide better care and facilities to the society (Akopova et al., 2020). The paper critically evaluates the various internal and external stakeholders and recommends an appropriate vision for change inspiration.
UNC Medical Centre (UNCMC) is a non-profit 905 bed, nationally renowned and publicly funded academic and research medical centre in Chapel Hill, North Carolina, that provides tertiary care to the adjacent areas, Research Triangle and the state of North Carolina. The medical centre, which includes the North Carolina Memorial Hospital, North Carolina Children’s Hospital, North Carolina Neurosciences Hospital, North Carolina Women’s Hospital, and the North Carolina Cancer Hospital, is the main site of the UNC Health Care Health System. The University of North Carolina School of Medicine is linked with UNCMC. UNCMC has an ACS-designated Level 1 Trauma Center for adults and children, as well as a helipad for medevac patients. It was founded in 1998. The organisation’s mission is to “Change Lives for the Better”. The various stakeholders of the organisation are the society it serves, the board members, the foundations that provide grants, students, medical facilities and institutions, doctors, nurses, healthcare staff and so on (Alharbi, 2018).
For UNC Medical Centre, the various internal factors are the quality of the health services, quality of the healthcare workers, availability of medical machinery and equipment, poor data management system and the availability of resources. The various external factors are the lack of education, lack of access to healthcare, poor infrastructure, lack of donations and grants, pollution, lack of social impact and lack of relevance. The mentioned internal and external driving forces are the basic and the most fundamental factors that surround the viability of a healthcare organisation. For example, the provision of quality healthcare facilities is the key to the success and value addition by the healthcare provider (Dornan et al., 2019). All the mentioned forces directly affect the viability of the UNC Medical Centre. The factors like poor infrastructure, lack of resources, lack of sponsors, are all crucial to the survival and existence of the UNC Medical Centre, being a not for profit organisation.
One of the specific issues that can have serious implications on the working of the UNC Medical Centre, at the Chapel Hill, is the lack of a poor data management infrastructure. Data management quality is a culmination of methods and technology for validating and integrating data sources, secure collaborations amongst trustable parties, managing system lifecycles like deduplication and aggregation, and safety distribution of the final results while preserving sensitive and confidential customer information and data. In the healthcare industry, the effective control of data quality is critical. Electronic healthcare reports and records are subject of stringent regulations, such as HIPAA, and have a huge effect on the policy and physical treatments. They have a immediate and direct effect on people’s life (Ginter, Duncan & Swayne, 2018). Quality data management has transitioned into an integral part of all forms and types of healthcare organisations. As data processing and quality systems are transitioning into more critical in making operational decisions and tailoring treatment procedures, inferior data management and quality is proving to be a major roadblock to success and putting a load on these processes. To alleviate the pressures caused by poor data management, you’ll need to build a thorough and reliable data integration system that can give results quickly. Talend Data Fabric provides a collaborative and unified framework for securely gathering, analysing, and controlling enormous quantity of data in all contexts — multi-cloud and on-premises (Kuyo, Muiruri & Njuguna, 2018). Hence, proper data management is an extremely crucial internal factor that UNC Medical Centre needs to consider.
Internal and External Factors Driving Change in Healthcare
A well-maintained and healthy quality data management system can help to eliminate the problems that inferior data quality might cause. The various ways UNC Medical Centre can better its data management systems are enumerated below.
- Ensuring Structure at the Source: As data is introduced into a system, especially by a human, it is vital that the data is formatted appropriately to allow proper cleaning and validation and cleaning. Fields that are unstructured complicate things and leave a lot of possibility for error. Superior quality data management ensures that the information and data is properly formatted(Manomenidis, Panagopoulou & Montgomery, 2019).
- Validating Data Formation and Preconditions: With the help of structured data inputs, systems must establish validity of not only the structure of the inputs and the types of data, but also the preconditions at higher-levels that aggregations and dependent systems rely on. These processes eliminate logical difficulties such data duplication and prevent unexpected processing errors (Seh et al., 2020).
- Allowance for Secure Collaborations: Idea and knowledge of the context of the dataset, semantics and provenance becomes segregated without suitable sharing and collaboration capabilities. This leads to minor or single points of failure due to obstruction in long-term maintenance. It is also critical that these platforms for collaborations have sufficient controls to access and monitoring in place to eliminate sensitive data from being leaked or misused (Manomenidis, Panagopoulou & Montgomery, 2019).
- Tools for Ongoing Maintenance and Profiling: A Monitoring system must be in place to account for unexpected behaviour and enable ability to swiftly assess and fix concerns as data inputs and systems grow over time(Seh et al., 2020).
- Proper Account for Data Life Cycle: The system must be capable to handle and manage common procedures like access control modifications, duplications, deletion and retention when the governance and use of data changes. While a dataset’s semantic validity may not deteriorate with time, the policies that surround it do and can change, and the management of the dataset must accommodate and adjust these changes(Manomenidis, Panagopoulou & Montgomery, 2019).
As per the recommendation for the betterment of the data management facilities of UNC Medical Centre, I believe that the response of every member of the organisation will be positive and appreciative of the change. This is because a proper data management system will simplify the working of the various healthcare workers, like the doctors, the nurses, medical staffs, office workers and so on. For example, doctors will be able to access patients’ data better, asd well as find a particular information quickly and effectively. Also, it will help the organisation build a better security infrastructure for data storage and will create a sense of responsibility and accountability for data protection among the employees. The entire employment structure viz, then lower level, middle level and the top level will experience extreme advantages due to the betterment of the data management systems (Vaishnavi, Suresh & Dutta, 2019).
The vison for change will be to “develop a secure and robust data network within the UNC Medical Centre” This vision will be in alignment with the mission statement of UNC Medical Centre, to “Change Lives for the Better.” The vison for change is at par with the mission statement because to positively affect the community and change lives for the better, it is not only important to provide great services to the people but also to ethically and securely handle the patients’ data (Zaid et al., 2020).
I will prepare a report for change and an evidence-based change system to present to the stakeholders. It is import for me to highlight the existing issue and the effects of poor data management and will then proceed to present the same to the stakeholders to help them identify the pros of the vision for change and outline a detail plan and methodology for implementation.
I believe that the change will be appreciated and positively acknowledged by the various stakeholders, since they will understand the importance of effective data management system in a not-for-profit health centre. The resource can be a serious consideration for the stakeholders. Hence, it will be my duty to provide cost effective and economical options for UNC Medical Centre to effectively implement the effective data management and protection system.
Conclusion
The above paper concludes the essay by providing the clear idea about the various external and internal factors affecting the UNC Medical Centre in Chapel Hill. The essay depicts the various internal and external factors that are crucial and can affect the healthcare industry directly as well as the UNC Medical Centre. It is evident that various external and internal factors determine the working of the industry and taking appropriate considerations enable the organisation to avert negative scenarios and leverage positive ones. It is evident that most of these factors are directly responsible and visible within the organisational framework for governance and the operational framework. For the healthcare industry, since it is a crucial service industry, it is important for non-profit organisations like UNC Medical Centre to take proper precautions and considerations in terms of all the factors associated and present. The essay also provides a vision to inspire change.
References
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Alharbi, M. F. (2018). An analysis of the Saudi health-care system’s readiness to change in the context of the Saudi National Health-care Plan in vision 2030. International journal of health sciences, 12(3), 83. https://www.ncbi.nlm.nih.gov/pmc/articles/PMC5969787/
Dornan, L., Pinyopornpanish, K., Jiraporncharoen, W., Hashmi, A., Dejkriengkraikul, N., & Angkurawaranon, C. (2019). Utilisation of electronic health records for public health in Asia: a review of success factors and potential challenges. BioMed research international, 2019. DOI: https://doi.org/10.1155/2019/7341841
Ginter, P. M., Duncan, W. J., & Swayne, L. E. (2018). The strategic management of health care organizations. John Wiley & Sons. DOI: https://doi.org/10.1108/BIJ-06-2018-0172
Kuyo, R. O., Muiruri, L., & Njuguna, S. (2018). Organizational factors influencing the adoption of the district health information system 2 in Uasin Gishu County, Kenya. DOI: https://repository.kemu.ac.ke/handle/123456789/1201
Manomenidis, G., Panagopoulou, E., & Montgomery, A. (2019). Resilience in nursing: The role of internal and external factors. Journal of nursing management, 27(1), 172-178. DOI: https://doi.org/10.1111/jonm.12662
Seh, A. H., Zarour, M., Alenezi, M., Sarkar, A. K., Agrawal, A., Kumar, R., & Ahmad Khan, R. (2020, June). Healthcare data breaches: insights and implications. In Healthcare (Vol. 8, No. 2, p. 133). Multidisciplinary Digital Publishing Institute. DOI: https://doi.org/10.3390/healthcare8020133
UNC Medical Center. (n.d.). Chapel Hill, NC. UNC Medical Center. Retrieved March 17, 2022, from https://www.uncmedicalcenter.org/uncmc/
Vaishnavi, V., Suresh, M., & Dutta, P. (2019). Modelling the readiness factors for agility in healthcare organization: a TISM approach. Benchmarking: An International Journal. https://books.google.co.in/books?hl=en&lr=&id=3qVFDwAAQBAJ&oi=fnd&pg=PR7&dq=external+and+internal+factors+in+healthcare+organisation&ots=4UEwtqxXDI&sig=g7hCvD-54jKc_8BQTBpl7kSlmbM&redir_esc=y#v=onepage&q=external%20and%20internal%20factors%20in%20healthcare%20organisation&f=false
Zaid, A. A., Arqawi, S. M., Mwais, R. M. A., Al Shobaki, M. J., & Abu-Naser, S. S. (2020). The impact of Total quality management and perceived service quality on patient satisfaction and behavior intention in Palestinian healthcare organizations. Technology Reports of Kansai University, 62(03), 221-232. https://www.researchgate.net/profile/Ahmed-Zaid-2/publication/341043587_The_Impact_of_Total_Quality_Management_and_Perceived_Service_Quality_on_Patient_Satisfaction_and_Behavior_Intention_in_Palestinian_Healthcare_Organizations/links/5eaaac3592851cb26766e00a/The-Impact-of-Total-Quality-Management-and-Perceived-Service-Quality-on-Patient-Satisfaction-and-Behavior-Intention-in-Palestinian-Healthcare-Organizations.pdf .
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