...Care Management Model Based on My Philosophy Care Management A shift from encounter based care to continuums of care is one of the biggest changes occurring in health care today. This change is driven by governmental legislation, payer incentives, and the recognized need by providers and healthcare systems. The lack of coordinated care results in medical errors, unnecessary procedures, and other forms of waste. This also creates higher costs for the patient, lower quality, and produces an unsatisfactory patient experience. A study performed by the Midwest Business Group on Health in collaboration with the Juran Institute revealed that 30% of all health care expenses result from poor quality care. In 2009, total health expenditures in the U.S. were $2.5 trillion. This means that $750 billion was the result of poor quality (Ralston & Park, 2011). Care Management Model Based on My Philosophy Case management and clinical pathways are strategies used to manage patient care. Although they use different approaches, both are related. The primary function of a case management program is to enhance the coordination of needed resources for patients and their families. Case managers facilitate access to services, both clinical and non-clinical, by connecting the individuals to resources that support him/her in playing an active role in the self-direction of his/her health care needs. Clinical pathways, on the other hand, are tools and systems. The tool reflects only part of the case...
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...Raimi Abiodun, Professor ABSTRACT Healthcare leaders and medical experts have renounced their concerns about challenges ahead for healthcare and its leaders. The paper is meant to summarize, and explore the article and on Ronald G. Spaeth’s philosophies on healthcare, and examine Spaeth’s authority on business and healthcare through his education and works. He states that in recent years, healthcare institutions are now running more like businesses and that new healthcare leaders should already have a strong background in business. His methods of leadership will point out the limitations of healthcare institutions and suggest ideas for solutions that combine administrators and physicians working together on this problem. Ronald G. Spaeth has served on several boards and serves a president and chief executive officer of Highland Park Hospital (Highland Park, Illinois) merged with Evanston Northwestern Healthcare (Evanston, Illinois). Mr. Spaeth is a fellow of the American College of Healthcare Executives. He earned his bachelor of arts degree from Western Reserve University in Ohio and his master’s in business administration degree from the University of Chicago in Illinois. He was also the recipient of the American College of Healthcare Executive’s 2005 Gold Medal Award, an honour conferred on outstanding healthcare leaders for their contributions to the field (Spaeth’s Argument para.1) Spaeth’s strategies as a leader for healthcare were having respect and admiration for...
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...SMS Model, a Service Management System The SMS model is invented by Richard Norman and it illustrates a Service Management System consisting of five elements closely connected together. None of the elements can be viewed uniquely. You may even consider the arrows as glue. However, for the sole purpose of explaining each of the elements they are separated below. Service Management System by Richard Norman (1972) John Wiley & Sons, edition 1 page 58 The Market Segment: Consists of both existing customers and potential customers. The Service Concept: Are the benefits (service package) offered to the client as well as the efforts of how benefits are designed, marketed, delivered and perceived both by the client, by the employee and by others. The Image: The information tool whereby management can influence staff, clients and other stakeholders. The Culture and Philosophy: Are the overall principles of how the social process leading to the delivery of the service benefits are controlled, maintained and developed long term. The Delivery System: Is a triad consisting of personnel, client and the technical and physical support. * Personnel: As a service is co-produced together with the client, the personnel’s appearance, education, training and attitude matter greatly to the quality of the entire service. * Client: Equally as the client contributes to the service they are receiving their role is vital to the quality of the outcome. *...
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...Modification and Justification of SLA Finman Acount Management, LLC, Datanal, Inc., and Minertek, Inc. Recommendations Background and Rationale The physical protection of Finman’s data will need to be protected by proper configuration and setup of data network infrastructure. Both thirds parties will need to ensure ACL systems are set and configured to ensure access and data flow is running properly. There is to be granted access to only privilege user’s assigned and agreed upon. Authentication and authorization is to be set in place to ensure protection with Finman’s data resources along with network resources. Authentication and authorization can be applied by enforcing Group Polices. Each third party will need to have proper verification set in place otherwise known as Third Party Verification (TPV). TPV will provide both parties to meet industry standards such as Federal Communication Commission and Federal Trade Commission. Backup solutions for data storage will need to be set in place to ensure integrity of Finman’s data and meets industry standards. Statement of Intent Auditing, encryption and threat management will need to be set in place to ensure no misuse of Finman’s resources are allowed. IT Security Management guidelines will need to be followed to ensure customers are educated and no misuse or abuse to Finman’s IT services or resources are allowed. Finman’s Intellectual property such as patents, copyrights, and trademarks are to be protected by identifying...
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...benchmarks 15. Compliance with internal policies • Number of incidents related to non-compliance to policy • Percent of stakeholders who understand policies • Percent of policies supported by effective standards and working practices P121 P23 of itil 3 vs cobit 4.1 COBIT 5 COBIT 5 provides a comprehensive framework that assists enterprises to achieve their goals and deliver value through effective governance and management of enterprise IT. •COBIT 5 helps enterprises to create optimal value from IT by maintaining a balance between realising benefits and optimising risk levels and resource use. 5 Principles to build an effective framework to practise governance: Meeting stakeholder needs Covering the Enterprise End to end Applying a single integrated framework Enabling a holistic approach Separating governance from Management 7 Enablers to optimise information and technology investments and minimize IT risks Principles, Policies and framework Processes Organisation structure Culture, ethics and behaviour Information Services, infrastructure and applications People, skills and competencies ITIL ITIL provides a consistent, and coherent framework of best practices for ITSM and related processes, which promotes a quality approach for...
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...able to access the EHR system. HIPAA has included provision in the Security Rule that allows for remote access, but with certain limitations. I have included provision that restricts remote access based on Job Role and Job Necessity(ISO 27002:2005, 7.1.1), and restricted to assets that are owned by the hospital which have enhanced security (ISO 27002:2005, 7.1.1) (NIST, 164.312(a)(1))(ISO 27002:2005, 11.4.2). The Application Deployment policy aims to close security loop holes that appear to have been open for months before the EHR system was even deployed. There were no check on accounts when importing, and no alerts when permissions were escalated. Some of the key standards that I see as aiding in creating this policy is better change management (ISO 27002:2005, 10.1.2) (NIST, 164.308(a)(5)(ii)), operating system auditing after patching (ISO 27002:2005, 12.5.2), a better separation of development systems (ISO 27002:2005, 10.1.4)(ISO 27002:2005, 11.4.5)(ISO 27002:2005, 12.4.2), and better security on the production system (NIST, 164.312(a)(1))(NIST, 164.308(a)(5)(ii)(D)). The Routine Maintenance policy aims to take care of the...
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...Service Strategy Meghna B. Patel Illinois Institute of Technology, Chicago Service Strategy ITIL (Information Technology Infrastructure Library) framework is considered as a set of best practices for IT Service Management (ITSM). This framework is widely used by many IT service providers to deliver quality IT services that adds value to customer and aims at attaining the business objectives. It consists of different processes and functions which are divided among five stages of service life cycle. Service Strategy is the first stage in this life cycle. “ITIL Service Strategy provides guidance on how to view service management not only as an organizational capability but as a strategic asset” (Cannon, 2011). It helps in designing, development and implementation of IT services that aligns with the business strategy and thus allowing service providers to think and act in a strategic manner. Service Strategy Principles Utility and Warranty Value of service consists of two components: Utility (fitness for purpose) and Warranty (fitness for use). According to Cannon (2011), Utility is the functionality offered by a product or service to meet a particular need. It refers to those characteristics of a service that contribute to tasks associated with achieving business outcomes. It is used to improve performance of these tasks and/or to remove constraints that prevent the task from being carried out sufficiently. Warranty is an assurance that a product or service will meet its agreed...
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...Service Quality Surveys Many organizations struggle with measuring service quality appropriately. The most popular survey form is based on five dimensions that are “consistently ranked by customers to be most important for service quality, regardless of service industry” (Qualtrics, 2015, para. 1). The dimensions are tangibles, reliability, responsiveness, assurance, and empathy. These dimensions are utilized to measure the gap between customer expectations and the perception of actual service delivery. This method of measurement, when used effectively, can benefit any company in many ways. This measurement tool is called SERVQUAL. Unfortunately, the effectiveness of service quality surveys are only utilized to their fullest when developing a consistent and ongoing information system that identifies consumers’ points of view, experiences, and feedback from many different points in time. This creates better understanding, a clearer vision, and more informed decision-making, furthering adequate recovery processes. SERVQUAL SERVQUAL is a 22/22-item scale that measures five factors of service quality: reliability, responsiveness, assurance, empathy, and tangibles. This diagnostic tool determines the service quality strengths and weaknesses of an organization. There are two parts to the SERVQUAL measurement tool, hence the “22/22”: 22 questions that ask for expectations, and 22 questions that gauge perceptions. The gap score is created when the average expectation score...
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...Service classification Taking nature of transport service into consideration of a service classification model, the Service Process Matrix model by Schmenner (1986) is considered to be the best in capturing service features and clearly describe a position of Inter-city train services in a service industry. According to the model, train services operations are classified in a high degree of capital investment relative to personnel employment. It also demonstrates less customer interaction along with providing a service standardisation rather than customsation. For example, all inter-city train service providers, in accordance with airline services, offer customers similar services and basic infrastructures such as train capacity, facilities and security; they are described in the nature of Service factory. Whilst fast food services provide less customised services but there are more labour intensity in the service operation, which classified in Mass service position. Strategic position tendency is moving towards Service factory in order to improve positive relation between labour and customisation as low-low relationship. Even the train services are standing in the position; train service providers keep improving their service system in a lower direct-interaction with customers. They tend to package automated service process with online system. Auto ticket machine, online booking, train timetable available on website are good examples to illustrate this idea. Airlines are also...
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...lever by which central governments can influence the success of the domestic economy is by ensuring its public sector operates efficiently. The central governments of the developed economies have adopted similar change agendas to transform their public sectors. These change agendas entail the introduction of new structures, new kinds of organizations and a ‘reinvention’ of many parts of the public sector. The intention of successive governments has been the creation of a ‘New Public Sector’, which is more strategic and corporate in its thinking. This ‘New Public Sector’ is intended to replace a public sector characterized by bureaucracy, professionalism and departmentalism. In this paper we take a specific look at the National Offender Management Service (NOMS) from an accounting perspective to shed light on the influence and changes involved of defining something as an accounting entity. We will look closer at and critically evaluate the issues involved in the representation of NOMS as an accounting entity. Furthermore, we will analyze the implications of the representation of NOMS as an accounting entity on definitions of organizational accountability. Therefore, we look in a next step which aspects of NOMS’ accountability are highlighted in the Accounts and what aspects are left out? Finally we examine what issues, items and risks are kept “off-balance sheet”? And what might be consequences of this. According to Hendrikson (1970) defining something as an accounting entity is...
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...nearly every conceivable aspect. From home computing, to huge global corporations, Clouds have become not only a benefit, but a standard in today’s world. Services such as data hosting, application access, branch caching, SaaS, security and maintenance, and more every day thanks to the relative ease with which anyone can access development resources. There is no question that cloud services are gaining momentum in many sectors. One of the interesting aspects of the uptake in cloud services is the number of small organizations that are moving to cloud services. Traditionally, IT innovations have seen early adopters in large organizations where economies of scale can help justify the initial cost of a new technology. Small organizations have typically been late adopters as they wait for the players to consolidate and technologies to become mainstream. Not so with cloud services. The fastest growing segment is small business. The most immediate implication is for small outsourcing and managed service providers. The value-add that they provide is eroded significantly when compared with cloud services. As larger organizations providing cloud-based solutions attract more small business customers, small IT shops will lose customers, margin, and traditional service opportunities. Until recently, the adoption of true IT-as-a-Service was hindered by a number of factors. Despite the introduction of operating frameworks such as ITIL, technological and organizational barriers provided...
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...should be involved in the new service development process? What are service improvements What is the first step of service development process? * Business Strategy Development or Review: reviewing the organization’s mission or vision. New strategy must fit in the larger strategic mission. What is a business analysis: * An estimate of its economic feasibility and potential profit implication. Including demand analysis, revenue projections, cost analyses and operational feasibility are assessed here What is concept development and evaluation: * To product a description of the service that represents its specific characteristics and then determine initial customer and employee response to the concept What is market testing: * A tangible product might be test marketed in a limited number of trading areas to determine marketplace acceptance of the product as well as other marketing mix variables such as promotion, pricing, and distributing systems What is post introduction evaluation: * The information gathered during commercialization of the service can be reviewed and changes made to the delivery process, staffing, or marketing mix variables on the basis of actual market response to the offering. * Formalizing the review process to make those changes that enhance service quality from the customer’s point of view is critical What is a service blueprint: * A picture or map that portrays the customer experience and the service system, so that the different...
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...he GAP modelThe figure below shows the "GAP" model of service quality from Parasuraman et al. (Zithaml & Bitner 1996). This model offers an integrated view of the consumer-company relationship. It is based on substantial research amongst a number of service providers. In common with the Grönroos model it shows the perception gap (Gap 5) and outlines contributory factors. In this case expected service is a function of word of mouth communication, personal need and past experience, and perceived service is a product of service delivery and external communications to consumers. Parasuraman et al. GAP model (Zeithaml 1996)However the GAP model goes further in its analysis of these key contributory factors. It not only provides a more rigorous description of the contributory Gaps, it lists key drivers for each gap and generic breakdown of each of these drivers. These are illustrated below in summary form below. Gap 1 | * Inadequate market research orientation | Lack of upward communication | Insufficient relationship focus | Gap 2 | * Absence of customer driven standards | Inadequate service leadership | Poor service design | Gap 3 | * Deficiencies of human resource policies | Failure to match supply and demand | Customers not fulfilling roles | Gap 4 | * Ineffective management of customer expectations | Overpromising | Inadequate horizontal communications | Key factors in the GAP model (Zeithaml 1990)This...
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...This document is to describe the Information Security requirements of Online Application Services and Application Service Providers that engage in business with McBride Financial Services. This policy applies to any use of Online Loan Applications (OLA) and any outsourcing to Application Service Providers (ASP) by McBride Financial Services, independent of where hosted. The Online Loan Application or Application Service Provider's Sponsor must first establish that its project is an appropriate one for the OLA/ASP model, prior to engaging in any additional infrastructure teams within McBride Financial Services or any external Application Service Providers. The department wanting to use an Online Loan Application or any Application Service Providers service must confirm that the Application Service Providers chosen to host the loan applications of McBride Financial Services complies with this policy. The Business Function to be outsourced must be evaluated against the following. The requester must go through the OLA/ASP engagement process with the Information Security Department to ensure affected parties are properly engaged. In the event that McBride Financial Services data or loan applications are to be manipulated by, or hosted at, any ASP's service, the ASP sponsor must have written, explicit permission from the data/application owners. A copy of this permission must be provided to the Information Security. The information to be hosted by an ASP must fall under...
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...Minerals Management Service-Corporate Code of Conduct History The Bureau of Ocean Energy Management, Regulation and Enforcement formally known as the Minerals Management Service (MMS), is an agency within the United States Department of the Interior (DOI) that is headquartered in Washington, DC and is responsible for managing the ocean energy and mineral resources on the Outer Continental Shelf. The MMS oversees two operations, namely Offshore Energy and Minerals Management (OEMM) and Minerals Revenue Management (MRM). In 1982, Congress passed the Federal Oil and Gas Royalty Management Act. In response to the creation of the new legislation, then Secretary of the Interior James Watt created the MMS as the federal bureau responsible for managing the collection of revenue generated from programs including: oil and gas, coal, metals, potash, and renewable energy resources, as well as oversight of energy companies to ensure they are following the regulations of protecting the safety of their workers, as well as the environment. The MMS collects approximately $13 billion annually making it one of largest revenue sources for the Federal Government. The jurisdiction of MMS is limited generally to a region of the Outer Continental Shelf (OCS) that starts three miles from the coast and extends up to 200 nautical miles from the cost. There are two laws that establish this range: the United Nations Convention on the Law of the Sea (UNCLOS) Treaty and the Outer Continental...
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