A1a. Building Advantages Trinity Community Hospital must consider the advantages and disadvantages of building, buying and leasing adequate space for the new orthopedic service line. Building a new facility offers the following advantages for the hospital: Customization Trinity Community Hospital can have the new orthopedic building custom built which will give the physicians group the ability to custom design the new facility. Having a custom designed orthopedic facility designed by physicians will give the hospital the capability to focus on the patients and the hospitals five year strategic plans (a diseased –focused clinic and comprehensive medical and surgical center) allowing the organization to maximize productivity and space. Trinity Community Hospital has a long term goal of 2100 surgical cases, 6,500 physical therapy visits and a profit margin of $2,171,500 for its new orthopedic service line.
Inpatient joint and spine procedure are projected to increase by 30% and outpatient joint and spine procedures are expected to increase by 350%. Trinity Hospital’s fact sheet does state that there is no formal orthopedic service at the hospital but there is strong interest by local orthopedic groups in joining the hospital’s team. There are plans to build a new 15,000 square foot physical therapy/rehab center on or close to campus to support the new orthopedic service line. This is important as appropriate follow up can be offered to orthopedic patients. Trinity Hospital must rise to meet their competition.
This would enable a better understanding of the impact of technology on health and how to extrapolate these best practices to the entire nation home health care service system. VNSNY could use its financial performance and risk mitigation strength as a leverage to continue to innovate in home health care system, and attract not only private sector investors but also state and federal funds. * Larry Whiteside Jr., Chief Information Security Officer of VNSNY has said that “Time is a precious commodity and it is something that you can never get back.” He added that the information system used add time back in his day. There is a leading role for VNSNY to take in the use of technology such as taking digital photos of wounds to email to doctors and using Tele Health monitors to continuously keep track of patients’ vital signs. And once that lead is taken no other organization will be able to compete VNSNY in the home healthcare sector, and that skill will be able to be marketable nationwide.
The new hospital campus features: The four-story, 56,000 square foot Starkey Medical Tower with new private patient rooms, increasing the total number of patient beds at Morton Plant North Bay by over 25 percent. The Starkey
In order to evaluate the competing issues and predictive elements of an outpatient clinic opening one mile from the hospital the Grossman model will be utilized. Competing Issues Free-standing outpatient clinics create tough competition for hospitals. Clinical practice changes and innovations in technology have allowed more services to be performed outside the hospital. The centers for Medicare and Medicaid Services have also propagated with the trend by providing higher reimbursement rates (Olsen, 2015). With clinical and technological advances along with improvements in sedation and anesthesia-monitoring techniques the outpatient push is showing little sign of slowing (Olsen, 2015).
While ERP’s are not necessarily well-designed to handle big data, it is my recommendation that both be used parallel to one another for the most benefit. By using each system to feed the other, the hospital ensures sufficient patient data is obtained without inundating the system with useless or superfluous information, such as would be the case if the two systems were to be fully integrated. For example, each time a patient is seen any resulting information would be put in to the ERP system. That data would then be transferred to whatever large data storage system the hospital uses from the ERP system. When the patient returns for future treatment, that information is again accessed in the patient history, most likely in the large data storage, and transferred to the ERP system for use and update.
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1976 – Extendicare expands into the United States with the acquisition of Medco Centers, Inc., a nursing home operator with 25 locations in Indiana and Kentucky. 1980 – Extendicare expands into financial, insurance and other services through the acquisition of interest in Crown Life Insurance Company. 1983 – Extendicare Ltd. changes its name to Crownx Inc. 1994 – Crownx Inc. embarks on a five-year construction program to diversify its U.S. operations by building assisted living facilities on sites adjacent to its existing nursing facilities to create a campus-style approach to delivering senior care. Over the next five years, the number of assisted living facilities in operation increases to
It is turning out to be a challenge to fund a college education. Scholarships are the best way for me to keep advancing into the medical field. Not only will this scholarship reward with money but it is prestigious and an honor to receive one. It proves to others that you work diligently for what you want and it gives recognition and the credit earned through hard work and dedication. I want to be the one to show this commitment as I progress through a doctorate degree.
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