Name
Western Governors University
D223 Healthcare Policy and Economics
Prof. Name
Date
The hospital chosen for this analysis is Uintah Basin Medical Center (UBMC), located in Roosevelt, Utah. Serving as a vital healthcare provider in the Uintah Basin region, UBMC offers a broad array of medical services tailored to the healthcare demands of the local rural population. The facility plays a critical role in ensuring both urgent and ongoing healthcare needs are addressed within this community.
The selection of UBMC is deeply rooted in both professional and personal experiences. Having worked there for nearly five years, I possess comprehensive insight into its operational dynamics, organizational culture, and patient care quality. Beyond this professional connection, the hospital also holds sentimental value, as it is the birthplace of two of my children. This unique blend of professional familiarity and personal attachment provides me with a well-rounded perspective on UBMC’s mission, values, and its relationship with the community it serves.
UBMC operates as a non-profit healthcare organization that prioritizes community health over profit. It functions primarily as an acute care hospital, serving as a primary healthcare provider in the region. As a non-profit, the hospital reinvests all surplus funds into improving infrastructure, enhancing staff capabilities, upgrading patient care services, and expanding community outreach efforts.
| Service Type | Description |
|---|---|
| Emergency Services | Provides 24/7 critical care for emergencies and trauma cases. |
| Maternity Care | Offers prenatal, childbirth, and postnatal care for mothers and infants. |
| Surgery | Performs general, orthopedic, and specialty surgeries using modern operating rooms. |
| Wound Care | Delivers specialized treatment for acute and chronic wounds. |
| Dialysis | Provides life-sustaining treatment for kidney failure patients. |
| Long-term Care | Supports patients requiring extended recovery for chronic illnesses. |
| Rehabilitation Services | Includes physical therapy, occupational therapy, and post-surgical recovery programs. |
This diverse range of services underscores UBMC’s commitment to comprehensive healthcare, catering to various medical needs across its rural catchment area.
| Ownership Type | Description |
|---|---|
| For-Profit | Operates to generate profits for investors; offers some charity care despite profit motives. |
| Non-Profit | Focuses on community health and reinvests earnings into patient care and facility improvements. |
| Governmental | Managed and funded by public entities, serving broader public health interests. |
UBMC is classified as a non-profit institution, which means its primary focus is enhancing patient care and community health initiatives instead of generating profits for shareholders.
According to Medicare’s Hospital Compare ratings, UBMC holds an overall five-star rating, reflecting excellence across multiple quality metrics:
| Quality Measure | Description |
|---|---|
| Mortality | Evaluates patient survival rates post-treatment. |
| Safety of Care | Assesses the frequency of medical errors and safety incidents. |
| Readmission Rates | Tracks how often patients return for unplanned follow-up care. |
| Patient Experience | Measures satisfaction through patient feedback surveys. |
| Timely and Effective Care | Gauges the hospital’s efficiency in delivering evidence-based care. |
This top-tier rating highlights UBMC’s dedication to superior patient safety, quality outcomes, and overall healthcare excellence, placing it among the nation’s best community hospitals.
UBMC is committed to upholding key ethical principles such as integrity, confidentiality, and equitable access to care. The hospital strictly complies with the Health Insurance Portability and Accountability Act (HIPAA) to protect patient privacy. Additionally, UBMC promotes accessibility through telehealth services, which are crucial in bridging healthcare gaps faced by patients in remote rural areas. These practices foster trust, respect patient autonomy, and ensure transparency in healthcare delivery.
Nurses play a pivotal role in maintaining financial stewardship at UBMC. Their responsibilities include ensuring precise documentation, minimizing medication wastage, and confirming accurate patient billing. By adhering to strict infection control protocols, nurses reduce hospital-acquired infections, thereby decreasing readmission rates and related costs. Furthermore, nurses’ proactive care coordination enhances patient satisfaction and optimizes resource use, which is vital for delivering cost-effective, value-based care.
A key recommendation for UBMC’s continuous improvement is the adoption of advanced business intelligence (BI) tools. These technologies would facilitate more effective decision-making by enabling the hospital to monitor performance metrics, identify care trends, and anticipate patient needs. Implementing BI solutions would streamline administrative processes, reduce inefficiencies, and ultimately lead to better patient outcomes. This aligns with UBMC’s long-term objective to advance value-based care while maintaining financial viability.
| Payment Model | Description | Impact on Patient Care |
|---|---|---|
| Fee-for-Service (FFS) | Providers are paid for each service delivered, often incentivizing quantity over quality. | Care may be fragmented and costly, with potential for overtreatment. |
| Pay-for-Performance (P4P) | Payments are linked to outcomes, efficiency, and patient satisfaction. | Encourages coordinated, high-quality, and cost-effective care. |
The P4P model better supports value-based care by prioritizing quality and efficiency rather than service volume.
UBMC strongly embraces value-based care principles by prioritizing quality, accessibility, and patient outcomes. The hospital combines in-person and telehealth services to ensure rural patients receive comprehensive care without excessive travel burdens. Clinicians at UBMC focus on meaningful patient engagement, emphasizing prevention, early detection, and individualized treatment plans (Gin et al., 2023; CMS.gov, 2024). This patient-centered approach fosters trust and affordability, reinforcing UBMC’s commitment to effective healthcare delivery.
UBMC serves as a crucial healthcare hub in the Uintah Basin, promoting equitable access and patient-centered care. Its extensive service network, including oncology, dialysis, rehabilitation, and maternal health clinics, ensures healthcare is accessible to residents across diverse urban and rural areas. The hospital’s Patient and Family-Centered Care (PFCC) model enhances transparency by allowing patients to access their medical records through a secure digital portal. This empowerment increases patient engagement, adherence to treatments, and informed decision-making (Abraham et al., 2024).
The Healthcare Financial Management Association (HFMA) provides essential guidance to hospitals transitioning from fee-for-service to value-based payment systems. HFMA identifies four critical competencies for success: business intelligence, performance improvement, organizational culture change, and contract management (Hegwer & Gundling, 2018). Utilizing business intelligence analytics enables hospitals like UBMC to improve operational transparency, assess financial risks, and sustain performance during ongoing healthcare reforms.
The Qualified Clinical Data Registry (QCDR), approved by the Centers for Medicare & Medicaid Services (CMS), is a valuable data source for quality enhancement. QCDRs collect and report clinical data that guide evidence-based practice improvements. Hospitals leverage QCDR feedback to refine care delivery, improve clinical outcomes, and benchmark performance against national standards, thereby promoting accountability and continuous quality improvement (CMS, 2020).
Abraham, M. R., Dokken, D. L., & Johnson, B. H. (2024). Evolution of patient- and family-centered care: Milestones, key drivers, and recommendations. Pediatric Nursing, 50(4), 161–184.
Centers for Medicare & Medicaid Services. (2020, September). Data sources for quality measurement. CMS.gov.
Centers for Medicare & Medicaid Services (CMS). (2024). Value-Based Care. CMS.gov.
Gin, N. E., Baron, R. J., Greiner, A., & Liao, J. M. (2023). Moving the needle toward true value-based care: An expert panel discussion. Permanente Journal, 27(4), 3–13.
Hegwer, L. R., & Gundling, R. L. (2018, October). Using business intelligence to succeed in value-based care. Healthcare Cost Containment, 11(5), 8–9.
