Today, this 687-bed facility provides highly technical and personalized care in more than 50 specialty areas. Our hospital features Centers of Excellence in Heart, Cancer, Neurosciences, Women's Services and Orthopedics. We've also achieved re-certification as a MagnetTM hospital and Primary Stroke Center by The Joint Commission. This nationally recognized facility is committed to advancing superior health care by attracting Magnet-caliber nurses, board-certified physicians and other highly skilled professionals. Together with our team, we deliver award-winning care.
This paper will address four practices including physician productivity, space utilization, hiring and staffing, and patient relations. Physician productivity The success of an urgent care center is, from the day it opens, dependent upon the physician providing the services. One developer of urgent care cites two practices regarding physician productivity as being critical to the business. Dona Sandefur, Vice President of Development for Centra Care Medical Centers, Inc., in Orlando from 1988-90 and now Vice President of Management Services, HCA Physician Services, says, “First of all, there has to be some recognition that ‘this is a physician business.’ Another way of saying physician productivity is ‘seeing patients.’ That’s what doctors do – they see patients. And anything we do should help the physician to see patients.” Sandefur points to common diversions: “In larger organizations, especially those that are hospital-owned, it’s easy to think that the process supports accreditation, or compliance, or HIPAA.
Keller Graduate School of Management 2014 Implementation of eClinicalWorks at New Horizon Medical Center Project Prepared by: For: Professor Sally Mae Table of Content Abstract 3 Background 4 Discussion of business problem 4 4. High Level Solutions: 5 Customization 5 Long-term preservation and storage of records 5 Synchronization of records 6 Staff Training 6 5) Benefits of solving the problem 6 Improvement of quality and convenience of patient care 6 Increase of patient participation in their care 8 Improved Diagnostics and Patient Outcomes 8 Improved Care Coordination 9 Practice efficiencies and cost savings 10 Projected Cost for implementing eClinicalWorks: 11 6) Business/technical approach 14 Business process changes 15 Technology practices used to augment the solution 17 Conclusion and overall recommendations 17 High level implementation plan 18 Summary of project 18 References: 20 Appendix: 21 Abstract In this paper, we will discuss about the implementation of eClinicalWork in New Horizon Medical Center which will improve the management of the
Memo Date: August 8, 2011 To: SVP, Tenet California From: Jason Chang Subject: Posada Surgery Center Posada Surgery Center has notified Twin Cities Community Hospital that it intends to apply for a Medicare Provider Number and become an in-network Ambulatory Surgical Center for the major commercial managed care providers in San Luis Obispo County. Posada Surgery, located at 322 Posada Lane in Templeton is a four suite ambulatory surgery center owned by 8 surgeons, managing partner William Sima, David Bolivar, James Carr, Steven Herron, Lauren Prewitt, N. Birrell Smith, Mareeni Stanislaus and Shan Thomas. The operating model of Posada Surgery has been as a non-par provider electing not to hold any payor contracts. Historically,
Healthcare United LLC Code of Ethics Healthcare United LLC is a company that specializes in providing excellent patient care on an observation basis meaning a normal patient stay is twenty four to forty eight hours. Most of our business will come from diagnostic testing performed on the patient during their short stay. We have seventeen staff employees and three executive level employees. Since we accept government funding we have decided to form a code of ethics program. Mission Healthcare United LLC strives to provide excellent patient care to all types of economic communities.
This hospital will be able to serve the needs of the children of Suffolk County as a community hospital for local residents, a tertiary hospital for complex, chronic or congenital conditions and a safety net hospital for those who are underinsured or uninsured (Stonybrook, 2010). Environmental Analysis - Macro and Micro Environmental Factors Stony Brook University Medical Center is Suffolk County’s only tertiary hospital and Level 1 Trauma Center, and is the only academic medical center on Long Island. Certified for 571 beds, with more than 4,800 employees, it is the largest hospital in Suffolk County. SBUMC treats approximately 30,000 inpatients, more than 250,000 outpatients and is where more than 15,000 surgical cases are performed (2007). ➢ SBUMC provides training programs for community hospitals in the region (e.g.
Using IT to Manage EHRs (Electronic Health Records) in Military X Environment Charles Rose Keller Graduate School of Management MIS 535 Dr. Flores September 19, 2013 Subject/Thesis I propose the implementation of a series of medical informatics software to manage health care files throughout the Department of Defense healthcare systems. It is an opportunity to participate in a project that will bring considerable efficiencies to many thousands of healthcare providers and their patients. Business Problem Statement The business problem to be solved is how to improve day to day operational efficiencies. Currently paper records are still being used in over 50 % of the military hospitals across the nation. The benefits of
Abstract: The Computerized Provider Order Entry at Emory Healthcare case presents one hospital system's efforts to implement computerized provider order entry (CPOE) across all of its hospitals and the challenges they faced in doing so. Issues such as standardization of care, how to handle medication reconciliation, and unexpected challenges (e.g., changes to the post-op ordering process, lack of a human gatekeeper to monitor order flow, increase in lab orders). Dr. Bill Bornstein, Chief Quality and Medical Officer of Emory Healthcare in Atlanta is responsible for the smooth implementation of CPOE at Emory Healthcare, which is a vital part of their $50 million electronic medical record initiative. By June 2009, CPOE had gone "live" at Emory University Orthopaedics and Spine Hospital, Emory University Hospital, and Wesley Woods Hospital in a staged rollout. While Dr. Bornstein felt good about how the implementation had gone thus far, as he looked ahead next month to July 13, 2009, the fast approaching go-live date for Emory University Hospital Midtown (EUHM), he was concerned about the challenges and possible perils that lay ahead.
Combining the global budgeting approach with cost effectiveness analysis, the Oregon plan has achieved rational resource allocation to those on Medicaid. Coverage is to be provided for Medicaid recipients for all conditions above a threshold on the prioritized list. The threshold is set each session of a fiscal year by the state legislature on the basis of actuarial estimates and budget constraints (Henderson 428). To determine the prioritized list of services, the state adopts a cost-benefit methodology that ranks conditions and treatments according to four factors: their cost, the net duration of benefit, physician estimates of the likelihood that treatment could alleviate symptoms or prevent death, and citizen views on the seriousness of symptoms and functional limitations. And the ranking of conditions and treatments is revised in accordance with the current circumstances as well as in respond to the federal Medicaid requirements.
The Department of Health & Human Services (HHS) offers the Hospital Compare quality care measures database of over 4,000 Medicare-certified hospitals in the United States (HHS, n.d.) The care measures data process was developed with the “effort of the Centers of Medicare & Medicaid Services (CMS) in collaboration with organizations representing consumers, hospitals, doctors, employers, accrediting organizations, and other Federal agencies” (HHS, n.d.) to provide easy access to consumers and health care facilities to compare quality care among other health care organizations in the nation (HHS, n.d.). Varkey defined external quality improvement “as the review of a physician or health care organization’s performance by an external or outside