Trinity Hospitals five year plan includes development of an orthopedic center, cardiovascular center and a cancer center. Task four asks for an assessment of the viability of one of these service lines. By assuming the role of the hospital CEO, I will evaluate the orthopedic center service line and present the findings to the board of directors for their approval. Demand for Orthopedic Service Line As identified in the Trinity Community Hospital’s Community Needs Assessment, the demand for orthopedic services in the area is expected to increase by 46% in the next five years. Inpatient joint and spine procedure are projected to increase by 30% and outpatient joint and spine procedures are expected to increase by 350%.
Readiness in Addressing the Health Care Needs of the Citizens in the Next Decade UnitedHealth Group works with the country’s largest network of healthcare providers which enables the consumers to make connections that matter, and maintaining consumer engagement. The corporation is also a leader in healthcare technology as it encompasses one of the largest collections of clinical data in the world which helps clinicians relay on advancing evidence based therapies, pharmaceutical products and medical innovations to aid the patient in the best way
Employment in the healthcare field has a very optimistic outlook. This may all depend on your location and the type of job you are looking for. With Registered Nursing being the largest healthcare occupation in America, pursuing a career as a RN is very beneficial. People will always continue to get sick and need care. According to Discover Nursing, with the world population is living longer and needing more care, the healthcare field is one of the best places to get a job, and will likely stay that way for many years to come.
FastFit has expanded successfully in the New England area over the past five years. However to expand nationally as a major retailer, they need to improve the scalability of their operations (stores and warehouses). A key part of their strategy is to leverage information systems to automate and improve operations, to strengthen management controls, and to enable significant growth while maintaining the “high touch” customer experience. A diagram of their complete non-Web based operations follows. See figure 1.
Financial Environments: A Comparative Summary Dana Lawson HCS/577 October 7, 2013 Professor D. Chen Financial Environments: A Comparative Summary The health care industry accounts for a significant portion of the nation’s gross domestic product and expenditures. The influence of this industry on the nation’s budget steadily increases every year along with pressures from federal and state agencies to control rising costs. Financial management lays the foundation for sound operations at health care organizations, which then equips leaders and managers with the knowledge needed to improve patient care initiatives. Also, understanding the financial environments of the various health care entities will help leaders and managers to use resources more effectively to guide their respective organizations into financial stability. This paper will compare the financial environments of three entities, describe the policies unique to each type of financial environment, discuss common financial management practices, and explain the importance of effective financial management in health care.
Evolution of Health Care Information Systems HCS 533 Health Information Systems July 8, 2013 Juanita Darby Health care has continued to evolve and so has the technology that is used within this industry. Much advancement has been made within the health care industry which was unimaginable 20 years ago. As we continue to learn and conduct more research on how to provide better and efficient care, new modalities of care have emerged and many facilities and starting to follow what others have been doing because it has proved to be cost effective. Bellin Hospital is one of those facilities which has made changes to its technology in the past years. Bellin is a 160 bed hospital located in Green Bay Wisconsin.
CareNetWest (CNW) is a large healthcare company that has grown almost exponentially in the past two years. In addition to dealing with issues of rapid growth, they are now facing required adherence to the Sarbanes-Oxley Act of 2002. Publicly owned companies are compelled to disclose all matters related to financial activities within the organization to minimize any possibility of dishonest financial disclosures to the public. Section 404 of the Sarbanes-Oxley Act requires public companies to include a report about the effectiveness of controls in their annual form 10-k. Internal controls consist of procedures used by management to ensure accuracy and reliability in performing certain business functions such as financial reporting. Along with
Nightingale Community Hospital (NCH) recently implemented procedures to meet the Joint Commission standards by improving the hospitals performance in five primary focus areas (PFA). Within the next 13 months, NCH will be to preparing for the anticipated visit from the Joint Commission (JC). In preparation for the accreditation audit this summary will cover the priority focus area of communication. NCH practices and commits to the four core values of safety, community, teamwork and accountability for every patient at the point of admission to discharge. As a priority focus area, communication serves as one of the critical safety values involving our community to work as a supportive team in preventing inadvertent patient harm, and information
The adopted 4-step quality improvement process allowed providers of all allied health professions the means to strive for more effective interventions and solutions to national health concerns. The theory behind the study implies that engaged employees produce a higher quality of performance when involved in organizational change. In the three years the study was conducted the participating facilities expanded allied health case managers scope of practice to meet manning needs, statistically improved diabetic indicators in patients and achieved significant preventative health awareness goals (Gardner, Bailie, Si, O'Donoghue, Kennedy, Liddle & Beaver, 2011). A great deal can be learned from this organizational experiment. It is imperative that as the healthcare industry grows, providers are encouraged to develop inventive processes and encouraged to have a greater impact on organizational and patient success.
FastFit has expanded successfully in the New England area over the past five years. However to expand nationally as a major retailer, they need to improve the scalability of their operations (stores and warehouses). A key part of their strategy is to leverage information systems to automate and improve operations, to strengthen management controls, and to enable significant growth while maintaining the “high touch” customer experience. A diagram of their complete non-Web based operations follows. See figure 1.