Hospital member CEOs all have service lines reporting to them and must answer to key stakeholders. The attached stakeholder diagrams show on macro and micro levels the stakeholders that have some say in UMMS’ day to day operations. UMMS must answer to labor unions that represent unionized employees who can form “strikes” and hamper daily hospital routine. Third party payers, managed care organizations (MCOs) along with Centers for Medicare & Medicaid (CMS) reimbursed UMMS for services rendered thereby affecting the system’s “bottom line”. Other stakeholders include nonhospital corporate services that deal with the board, local community physicians who operate privately but see patients at UMMS.
The documentary provided clear evidence of the bullying and mental and physical abuse of patients from members of staff at the hospital. Under investigation other failures arose such as patients staying too long and far away from their families/carers, a high rate of physical intervention and a clear management fail with no registered Manager in place, substandard recruitment processes and limited staff training. However, not only were there failures within the hospital, multiple agencies failed to pick up on key warning signs. There was nearly 150 separate incidents including A&E visits by patients, police attendance at the hospital and safeguarding concerns reported to the local council. The general point of view from the report is that there was a complete systematic failure within the establishment which was unacceptable and could have been picked up on earlier by outside agencies.
Big Changes for a Small Hospital 1. Consider the factor from the situational leadership theory outlined in Figure 13.4. Apply these factors to Jacobs and Windber. Mr. Jacobs started work for small hospital named as Windber Medical center facility as the president. Mr. Jacobs dreaded when he entering into a new environment and started to work under their culture and was discussed with employees and community.
Cost seems to be another impediment to the implementation of the system. An article in the Medical Records Briefing notes that several surveys and roundtable discussions showed that (59% )of respondents said that available funding was the most significant barrier to widespread EHR adoption. (62%) stated lack of national information standards and code sets,(51%) were concern about physician
Case Study Analysis Tina Lemarr-Land ACC 281 Ona Johnson May 5, 2014 Case Study Analysis It is very important for hospitals to collect on their unpaid accounts. Unpaid accounts are held largely by self-pay patients and hospitals miss many opportunities to collect payment from these patients. Sutter Health, one of Northern California’s largest providers has figured out how to arm their PFS staff on both the front and back ends with tools to improve patient collections and their bottom line (Souza & McCarty, 2007). The article by Souza and McCarty, “From Bottom to Top: How One Provider Retooled its Collections,” covers how one of Northern California’s largest medical service provider, Sutter Health, approached the implementation
There were several examples of a lateral coordination going on within the Public Health Department, when it could have been more effective had there been more vertical coordination taking place. Vertical coordination is demonstrated by the higher levels of the organization putting in place and enforcing rules and policies and planning and control systems (Bolman & Deal, 2008, p.54). Overload was best illustrated in the newly created division of the Division of Epidemiology and Biodefense Preparedness and Response (EPI/BDPR). Lillian Armstrong, who was a co-director of the EPI/BDPR division, said that her unit had a definite shortage of personnel, making their job very stressful and not accomplishing all the goals or necessary procedures to
| Health Services Finance | | Week 2 Assignment You Decide | | Health Services Finance | | Week 2 Assignment You Decide | Keller Graduate School of Management Professor: Art Honanyan March 15, 2015 Keller Graduate School of Management Professor: Art Honanyan March 15, 2015 Sheralee Henry As the CFO of Marysville General Hospital, I realize we have a serious accounts receivable problem here. It has gotten out of control, and we have to get it back in control. It is going to takes a little effort from everyone to get us back on track. With the process improvement plan that I am proposing, it will need the assistance and cooperation of the medical staff, the clinical departments, the business office, health information
I have witnessed that hospitals treat anyone that show up in the emergency department whether the patient is insured, underinsured or uninsured. In saying this, it is always my question that to what extent hospitals provide services for those who do not have health insurance and/or for those who cannot afford to pay for the care provided. A journal article published by Lancet in 2002 explains "when uninsured admitted to hospital, they do not get the same level of care as that provided to the insured" (Lancent, 2002). It is unambiguous that an individual would get an emergency medical treatment but he/she is required to pay back for the service provided. For this reason, I believe healthcare in United States is more of a privilege than it is a right, and It should be a human right to have access to health care.
Introduction: In this assignment I will outline the main features of current Health and Safety legislations as applied in Health and Social care. The legislations considered for this assignment consist of: The Health and Safety at Work Act 1974 (HASAWA) – This Act makes it clear what the health and safety responsibilities are that the employers and employees must have at work. It requires risk assessments to take place and a written policy statement must be put up in workplaces employing more than five people. Accident books have to be kept to record accidents and injuries. The act makes is compulsory to report accidents that are considered serious, like broken bones or burns.
Failing hospitals at the brink of closure, requiring urgent assistance, will not have enough time to manage any unfavourable development due to bureaucracy within the communication channels of the new structure of the NHS (Nadeem Walayat 2010). The new structure of the NHS organisation provides power at the local councils with legal responsibilities for managing certain percentage of NHS budget. This gives local councils some role in influencing the health and social care services at their geographical areas. Local Authorities now have to work closely with other health and social care providers, community groups and agencies using their knowledge of local communities to tackle challenges such as smoking, alcohol, drug misuse and obesity. Private sectors will focus on profitable aspects of care and ignore non-profitable aspects of care, whereas the government wants to reduce the