...staff members of their company about the financial status that Salem Hospital is currently in. I will be analyzing the audience by providing an audience analysis, a brief discussion of the conventions and appeals of this document, and lastly, I will be ending with a conclusion of my impressions on this document.Audience AnalysisThe financial report/memo was written by Salem Hospital's Chief of Finance and Strategy Office. This memo was intended for a primary audience of the staff members from the...
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...Introduction Heart failure is a difficult disease to manage; and every patient’s family experiences the disease uniquely. Caring for a sick family member is never an easy task. For years, families have relied on hospitals to care for sick loved ones; however some families need to care for their loved more than what just a hospital can facilitate. In the article “Family Caregivers’ Experiences of Caring for Patients with Heart Failure” by (Etemadifar et al., 2015, p.153-160) the level of evidence in this research article is a level IV. This type of level includes consensus panels and opinion of respected authorities. Research Problem and Hypothesis The research problem is the poor heath condition of the caregivers and patients with heart...
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...I am writing this memo to address the unfortunate incident that occurred last week. As I am sure you all are aware of, one of our surgeons severely injured a patient on the operating table last week as the result of sleep deprivation. This not only put the patient’s life in danger, but our reputation as a hospital as well. It has come to my attention that a large majority of our physicians and surgeons are working long hours into the night and are not getting sufficient enough rest. As medical professionals, you should know more than anyone of the effects of sleep deprivation on the mind and performance. In response, this hospital will be implementing and enforcing new work hour regulations in order to preserve the wellbeing of our staff and...
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...Perpetual Mercy Hospital Case Analysis Keagan Marble April 2, 2013 Marketing Management and Strategy Section 002 Case Brief Receipt #: 317113731 MEMO: To: Linda Rochford From: Keagan Marble Date: April 2, 2013 Subject: Perpetual Mercy Hospital Case Brief A. Problem/Issue: In April of 2000, the Downtown Health Clinic (DHC), which is run and overseen by Perpetual Mercy Hospital (PHC), found out some troubling news and was very concerned about it. Perpetual Mercy Hospital found out about the possibility of establishing a similar clinic five blocks north of their facility. The main problem is that the new clinic may take away DHC’s current patients and put a damper on DHC’s profitability and financial progress. This situation and possible alternatives were analyzed to develop a recommendation of how DHC can keep their patients and continue to achieve its service and profitability objectives. B. Alternative Identification There have been many options in consideration regarding how to meet the patients needs more efficiently to prevent them from leaving DHC and moving to the new facility as well as attaining their profitability. The two main alternatives that can be analyzed are: Tactical Alternatives 1. Extend operating hours 2. Provide gynecology services Strategic Alternatives 1. For a second physician to be hired 2. Build long lasting relationship with business community C. Evaluative Criteria What’s being considered in deciding...
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...This memorandum report provides information on the current state of “A New Me Healthcare”. This memo provides information about policies that are currently in effect about organizational performance. Here at “A New Me Healthcare” we are a facility that specializes in behavioral health and treatment. We are here to provide services to inner city population and help people make a transition for the betterment of our community. Our mission, vision, and principles is to provide healthcare services to patients that are referred to “A New Me Healthcare” . After due consideration of a hospital survey it has been a primary concern that the organizational performance within the facility has gone astray of how and why we are really here. If we don’t meet and exceed what “our” mission, vision, and principles really account for then our measurement for performance needs to re –modified. The patients are our number one priority and to be the best in what we do along with the services we provide we must take into consideration what is best for the patient as well as the facility. The survey showed that policy guidelines that are currently being implemented need to be re evaluated to better serve how we work together as a team as well as how we provide care to the patients and their families. The organizational performance of overall staff and how the hospital operated needs improvement. The survey showed that the patients noticed that the coworkers were not organized when it came down...
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...Memo #1: Potential challenges on ACA Readmission Patient Safety Organization (PSO) was designated by the Affordable Care Act to assist Hospitals with relatively high readmission rates to reduce the number. Readmission is defined as an admission of a patient to the hospital within 30 days of the date of discharge. According to the Centers for Medicare & Medicaid Services (CMS), University Hospitals was on the list of high readmission rates, with an AMI of 21.8, HF of 26.6, and a total of 1328 of discharges. There are many resources available on reducing unnecessary hospital readmissions, for example, the ProjectRED, which “can reduce readmissions by integrating better communication among clinicians and patients and by instituting follow-ups after discharge” (CMS). However, one important approach was to improve the transition process in inpatient and outpatient care for UH. By setting up a detailed and enforceable action plan to improve continuity of care, UH should focus on the following aspects: the compliance of national safety goals and regulations, the quality of transition approaches, the follow-up of regular reexamine, etc. These are not only methods to avoid high readmission rates, but also techniques to improve patient satisfaction and to reduce unnecessary administrative costs. Furthermore, another plausible approach is to bring closer relationship between hospitals and patient families, since they are an important part of patient satisfaction. Pay-for-performance ...
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...regulatory compliance, compliance training, and policy and procedure distribution. The use of this software allows for the ease of creating, revising, reviewing, and approval of policies and procedures. This eliminates the email, chains, and paper-based tracking. The software directs the policies and procedures to those that need to approve it. It tracks and reminds them on the need to review it. At a single glance, one can view the status of the policies. The intranet’s powerful search enables the nurse to find the items quickly by entering a keyword with the use of the software. The software has the ad-hoc reports, role-based access, and can be totally controlled by the compliance department (Care Converge, 2013). Product 2 – Hospital Portals: Patient Portal Software – Provider Portal Software – Member Portal Software The patient portal software allows the patients to participate in their own care. This portal integrates the patient, physician, member of staff, and referring physicians into one centralized, secure web. It improves patient satisfaction, allows for communication between the...
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...Nightingale Community Hospital is expecting an audit from the Joint Commission in 13 months, and the areas of Information Management, Medication Management, Communication, and Infection Control all need to be addressed before the visit. The purpose of this executive summary is to review and outline the current state of compliance at Nightingale Community Hospital in a specific priority focus area discussed below. Information Management is one of the areas of focus for the Joint Commission visit, and it is being explored in depth in this summary. Here are the Joint Commission Standards in regards to the area of Information Management: IM.02.02.01 : The hospital effectively manages the collection of health information. A: Compliance Status Under the standard IM.02.02.01 in The Joint Commission Edition, there are three elements of performance. One of these states “The hospital follows its list of prohibited abbreviations, acronyms, symbols, and dose designations” (The Joint Commission EDition). While most of these elements of performance are being followed, Nightingale Community Hospital is at 99.6% compliance for unacceptable abbreviations, and needs to strive to reach 100%. From December to January, items that are on the list of unacceptable abbreviations were brought down to 0% in many cases...
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...MEMO Evaluation of the Urgent and its financial feasibility has been conducted to determine if Tulsa Memorial Hospital should continue to maintain and operate this division of our business. The Urgent Care is currently seeing an average of 1230 visits per month creating $47,000 in net revenue. A breakeven analysis shows that the center should see 1460 visits per month at its current staff and cost (see appendix). In order for the center to break even, they would need to see an additional 230 patients per month or 8 patient per day. I have approached our marketing department to identify what financial impact would have if we launched a program to drive business directly to the Urgent Care. Here are some of the numbers before we consider this approach: * $7000/month= for marketing program * $7000/30days=$233.33/day needed to run the program * $38.25= the approximate amount each patient is charged * $5.00=variable cost per patient * The urgent care would need to see an additional 7 patients/day simply to pay for the marketing program. Although 7 patients per day does not sound like much, a majority of the loss would be from the additional staffing. The addition of 1 patient could cost $663. ($465 additional staffing+$233 marketing 1 day-$35 revenue from the patient.) According to my calculations, in order for the marketing plan to be successful, the clinic would need to see an additional 30 patients per day. It would give the clinic a $275 profit...
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...Statistical Information Shella M. Gettings University of Phoenix HCS/438 Statistics are a part of the everyday world. They are all around us and help us understand information in a clear and distinct manner. In our professional and personal lives, we would have difficulty comprehending some data without statistics. That is particularly true in the medical field and in hospitals. Without statistics, I as a nurse, would not know where I needed to improve my provided care or in which direction to instruct my team to focus their time on. This paper will discuss statistical information that use at a local community medical facility, where I am employed, Alliance Health Deaconess, where I am currently employed as a medical-surgical and oncology registered nurse. Statistical Information How Statistics are used at my Workplace: There are many memos and emails that are passed around to the nurses that management and administrators hope that we read and absorb. In all honesty, they are glanced at and tossed aside the majority of the time. On rare occasions, we are handed graphs and charts that explain what they expect and shows us specifically what needs to be improved upon. Since our jobs are to care for the sick and hurt, this information is not tossed aside and is typically taken more seriously. One main focus for the nursing staff at my facility is safety scores. We have two medical-surgical floors, one including oncology and the other orthopedics, one intensive...
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...HOSPITAL NACIONAL HIPOLITO UNANUE DEPARTAMENTO DE NUTRICION Y DIETETICA MANUAL DE PROCESOS Y PROCEDIMIENTOS ADMINISTRATIVOS El Agustino - 2011 Manual de Procedimientos del Departamento de Nutrición y Dietética – Hospital Nacional Hipólito Unanue -1- _______________________________________________________________ Directorio HOSPITAL NACIONAL HIPOLITO UNANUE: DR. GAMERO QUICO ALVAREZ BASAURI Director General. DR. JOSÉ GABRIEL SOMOCURCIO VÍLCHEZ Sub. Director General. DR. GELBERTH JOHN REVILLA STAMP Director Ejecutivo de la Oficina Ejecutiva de Planeamiento Estratégico. DR. FREDDY OSWALDO CAMPAÑA GARAY Director Ejecutivo de la Oficina Ejecutiva de Administración. Lic. Nutrición GLADYS PANDURO VASQUEZ Jefa del Departamento de Nutrición y Dietética. ____________________________________________________________ _______________________________________________________________ Equipo Técnico: Lic. Nutrición MARIA JULIA LLACSAHUANGA Jefa del Servicio de Dietoterapia. Lic. Nutrición GLORIA GALVAN DORIA Servicio de Dietoterapia - Asistencial. Lic. Nutrición JUDITH MERCADO HUANUCO Servicio de Dietoterapia - Asistencial. Asistencia técnica: DR. JOSE LUIS BACA CARRILLO Unidad de Organización de la Oficina Ejecutiva de Planeamiento Estratégico. _____________________________________________________________________________ Manual de Procedimientos del Departamento de Nutrición y Dietética – Hospital Nacional Hipólito Unanue -2- INDICE Pág. INTRODUCCION......
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...Memo To: Congressman Howard Hughes From: Alisha Clarke, Chief of Staff Date: 9/9/2012 Re: Medicare Funding Crisis Congressman Hughes, Below, please find the prepared document for the panel discussion. Introduction As you all may know, Medicare is currently the object of scrutiny in regards to its funding and how it is effecting the current healthcare situation. There are many perspectives in which to look at this program to decide whether or not it is actually a positive attempt at resolving current healthcare issues. First and foremost, I believe that our society is misinformed about the current status of the Medicare program. So I will take time out to address key questions in regards to the program. Is Medicare in a state of crisis? Are radical measures necessary to preserve the program? Medicare is so definitely in a state of crisis as we speak. “particularly for Medicare, which is so far underwater it would take several United States’ to pay off just what is owed right now to those who have already paid into the system (and who are therefore owed benefits at some point).” (Emanuel, 2012) It seems that the detrimental effects of the Medicare system will indeed have the most impact on the current senior citizen population, baby boomers, and the military. The reason for this is because the accessibility to physicians seems to be decreasing which could definitely hurt these populations. Physicians who currently participate in the Medicare program are enduring...
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...agencies but they are adapting many traits of this kind of organization. Organizations are changing from the standard vertical structure to a more horizontal form, where managers of each department are responsible for designing how their department will function. This includes maintaining a budget and assigning individual duties. Outside needs of the organization can be contracted for services from laundry to sterilizing bio-hazardous materials. No matter what the task is, effective communication is essential when sharing information between agencies and staff. Teams are utilized to complete the workload, and Information Technology can be utilized for the purpose of sharing patient information between outside agencies including hospitals, physicians’ offices, and community clinics (Lombardi & Schermerhorn, 2007). The theory behind a boundaryless organization is that employees with specialized skills can be given specific duties matching their skills to complete the task in a timely fashion. Tasks are divided up according to types, and can be completed according to specific due dates. This type of organization sparks imagination, superior work, and can be designed according to a specific need because the restraints of a bureaucratic system no longer apply. Managers of each section need to know their employees well enough to determine individual strengths and weaknesses when dividing up the workload, and they must consider the most efficient method of sharing...
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...Risk Management Health care institutions are the centers for different kind of healthcare services, so when patients and their families come for check-ups, surgeries, acute hospitalizations, tests, minor procedures, etc. they expect quality care and positive outcomes. Issues come up when patients’ expected outcomes are not realized due to one reason or another. Factors that may prevent positive outcomes in patient care may be quality management issues or risk management issues. Before a full introduction and analysis of risk management in my place, one has to understand quality management and risk management. In terms of quality management, they are issues that arise in the work place as a result of poor management and need to be improved on. They are more prevention oriented (Sullivan and Decker, 2009). In the case of risk management, it is about issues that are problematic throughout a health organization and may lead to poor patient outcomes. As described by Sullivan and Decker (2009), “risk management’s purpose is to identify, analyze, and evaluate risks and then to develop a plan for reducing the frequency and severity of accidents and injuries” (p. 84). Risk management is not about monthly, quarterly or yearly assessment and improvement of programs, but a daily assessment of issues that arise in the work place that may lead to bigger problems if not corrected. Current risk management issue at my work place. The main current risk management issue in my place of employment...
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...AFT2 Accreditation Audit – Task 2 Western Governor’s University AFT2 Accreditation Audit – Task 2 Nightingale Community Hospital is a healthcare facility that prides itself on being a hospital of choice within its community by being a leader in providing high quality healthcare. The first of Nightingale Community Hospital’s value statements addresses safety. A key aspect in providing safe patient care includes communication among caregivers. A1. Sentinel Event Nightingale Community Hospital recently experienced a sentinel event that involved the possible abduction of a 3 year old patient. As defined by the Joint Commission (2014), a sentinel event is an unexpected occurrence involving death or serious physical or psychological injury, or the risk thereof. On September 14th a 3 year old patient came to the hospital for an outpatient procedure. She was accompanied by her mother. They first registered for the procedure and completed all required registration documents including authorization forms. The patient then went to the pre-op area to complete all pre-op assessments. At this time the mother informed the pre-op nurse that she had to take care of a personal matter with her son while her daughter, the patient, was in surgery. The mother gave her contact information to the pre-op nurse who then recorded it in her personal notebook. From the pre-op area the patient was then taken to the operating room. Both nurses and surgeons are present during the...
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