...intro to health services mgmt | What Makes a Top 100 Hospital | Ronald Regan UCLA Medical Center, Los Angles | | | 9/20/2012 | A brief over-view of one of Americans Top 20 Hospitals. Los Angeles’s own heart and soul of the city, the Ronald Regan UCLA Medical Center, Ranked BEST In The WEST 1990-2013 and No. 3 in the Nation. The mission of the Ronald Reagan UCLA Medical Center is to provide excellent patient care in support of the educational and scientific programs of the schools of the UCLA Center for the Health Sciences. ("About UCLA health," 2012) | This nation is full of hospitals with caring and loving doctors, nurses, nursing assistants and other medical staff, but a hospital that stands out from the crowd is California’s own Ronald Reagan UCLA Medical Center. This hospital is located right in the heart of Los Angeles’s metro area, serving over one million outpatient visits and eighty-thousand hospitalizations and countless interactions with the community physicians. The Ronald Reagan Medical Center is one out of four of UCLA’s medical facilities located in California, that serve its’ patients with the most comprehensive and advanced health care systems in the world. For over fifty years the UCLA Health System has provided the best in health care and the latest in medical technology to the people of Los Angeles and the world. Comprised of the Ronald Reagan UCLA Medical Center its wide-reaching system of primary care and specialty care offices throughout...
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...the Use of Epidural Anesthesia Sharon Lopez Apollo College Obstetrics Professor Scherer October 8, 2009 Nurse Perspective Epidural anesthesia is a procedure utilized frequently, for pain relief, by woman enduring the labor process. There are many considerations that the nurse is responsible for prior to, during, and after the procedure is performed. Knowing what these assessments, provisions, interventions, and evaluations are will prevent harm of the patient and ensure suitable pain relief measures are successful. According to Wong, epidural is the most effective pain relief measure used for labor (Wong, Perry, Hockenberry, & Deitra Leonard Lowdermilk, 2006). Epidural by Definition Epidural anesthesia involves the process of placing a needle fed catheter into the epidural space of the spinal column in between the L4 and L5 lumbar vertebrae. The purpose of this placement during labor is to block the T10 to S5 required for pain relief of all body areas involved in labor without suppressing organ function and decreasing LOC (Wong, Perry, Hockenberry, & Deitra Leonard Lowdermilk, 2006). The quantity and type of medication used determines the inhibitory effects on motor function and activity. This is a consented procedure which requires adequate education. Assessment Upon admission to the labor and delivery unit, the nurse should be attentive to any surgical history, allergies, obstetrics history, current medications, renal function...
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...A Hybrid Operating Suite at Community Medical Center Russell F Stahl, M.D., Carmen Sciandria, CCP, Cassandra Cuesta, BA The Evolution of Treatment of Cardiovascular Disease Surgery for coronary artery disease (CABG), valve repair and replacement, and the treatment of aortic disease, all have a remarkable history of success and evolution. Just as with computer technology, the trend in surgery has been to become smaller, faster and better. The treatment of cardiovascular disease (CVD) is moving towards less invasive and, in many cases, catheter based technologies. First interventional radiologists, then cardiologists, and now cardiac and vascular surgeons have embraced this trend. Clinicians are encouraged by outcomes that appear to be at least as good, albeit with trade-offs, and a high level of patient acceptance. Hybrid operating rooms - rooms combining operating room sterility and functionality with fixed angiography and echocardiographic imaging- are rapidly growing in prevalence and gaining increased interest from hospital administrators. These rooms are used by cardiac surgeons, vascular surgeons, interventional cardiologists, and neuro-interventionalists, and are suited for both open and closed procedures, as well as collaborative “hybrid” procedures. Given the dynamic nature of this room, these investments require thoughtful preparation operationally and logistically, especially when planning for physician and support staff that will work and cover call in this...
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...HBSP Product Number TCG 5 rP os t THE CRIMSON PRESS CURRICULUM CENTER THE CRIMSON GROUP, INC. Lakeside Hospital A hospital just can’t afford to operate a department at 50 percent capacity. If we average 20 dialysis patients, it costs us $425 per treatment, and we’re only paid $250. If a department can’t cover its costs, including a fair share of overhead, it isn’t self-sufficient and I don’t think we should carry it. op yo Peter Lawrence, M.D., Director of Specialty Services at Lakeside Hospital, was addressing James Newell, M.D., Chief Nephrologist of Lakeside’s Renal Division, concerning a change in Medicare’s payment policies for hemodialysis treatments. Recently, Medicare had begun paying independent dialysis clinics for standard dialysis treatments, and the change in policy had caused patient volume in Lakeside’s dialysis unit to decrease to about 50 percent of capacity, producing a corresponding increase in per-treatment costs. By February of the current fiscal year, Dr. Lawrence and Lakeside’s Medical Director were considering closing the hospital’s dialysis unit. Dr. Newell, who had been Chief Nephrologist since he’d helped establish the unit, was opposed to closing it. Although he was impressed by the quality of care that independent centers offered, he was convinced that Lakeside’s unit was necessary for providing back-up and emergency services for the outpatient centers, as well as for treatment for some of the hospital’s seriously ill inpatients. Furthermore...
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...with varying levels of educational and occupational training. During the course of a 4-day hospital stay, a patient may interact with 50 different employees, including physicians, nurses, technicians, and others. Effective clinical practice thus involves many instances where critical information must be accurately communicated. Team collaboration is essential. When health care professionals are not communicating effectively, patient safety is at risk for several reasons: lack of critical information, misinterpretation of information, unclear orders over the telephone, and overlooked changes in status.1 Lack of communication creates situations where medical errors can occur. These errors have the potential to cause severe injury or unexpected patient death. Medical errors, especially those caused by a failure to communicate, are a pervasive problem in today’s health care organizations. According to the Joint Commission (formerly the Joint Commission on Accreditation of Healthcare Organizations, JCHAO), if medical errors appeared on the National Center for Health Statistic’s list of the top 10 causes of death in the United States, they would rank number 5—ahead of accidents, diabetes, and Alzheimer’s disease, as well as AIDS, breast cancer, and gunshot wounds.1 The 1999 Institute of Medicine (IOM) report, To Err Is Human: Building a Safer Health System, revealed that between 44,000 and 98,000 people die every year in U.S. hospitals because of medical errors.2 Even more disturbing...
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...professional competency.1 Nurses and other health care professionals are under increased scrutiny to provide safe, effective care. Likewise, nursing education programs are faced with increased pressure to produce graduates who are capable of providing safe patient care. Toward that end, nursing education programs develop curricula, hire qualified faculty, and select learning experiences for students in an effort to train and graduate competent, effective nurses. The instructional strategies utilized in both didactic and clinical components of nursing education courses are highly influential in determining critical thinking and clinical decisionmaking ability as well as in developing the psychomotor skill performance of new graduates. Of course, it is unrealistic to think that graduates of nursing education programs have received all the training they need when they depart the doors of academia. Orientation programs for new graduates and continuing education for nurses are essential tools to help practitioners improve their knowledge, skills, and expertise so that quality patient care is provided and outcomes are optimized while errors are minimized. Ongoing evaluation of nursing competence is necessary to promote patient safety. In the Institute of Medicine (IOM) report, To Err is Human: Building a Safer Health Care System, simulation training is recommended as one strategy that can be used to prevent errors in the clinical setting.1 The report states that “… health...
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.... UNIVERSITY OF DETROIT MERCY College of Business Administration Foundations of Management – 10047 - 01 MBA 5140 – 01 3.0 Credit Hours Fall Term I 2014-2015 Prerequisite : Completion of the MBA Core Meeting Day, Time and Place: Mondays from 6:40- 9:10 PM Room C & F 228 Day One = August 25, 2014 Instructor Information : Instructor: Dr. Thomas Mawhinney, Ph.D. Office: C & F Room 217 Office Hours: Class meeting days 4:00 to 6:00 p.m. & by appointment at other times Phone (text enabled cell): 313 205-7590 Email: Thomas.Mawhinney@udmercy.edu College of Business Information : Emergency Phone: 313 993-1200 Ask for Wendy FAX (U of D, running most of the time): 313 993-1673 UD Mercy Bookstore Textbook Information & Online Purchase Options Follow either link below, first is bookstore “in general” second is for our specific text book: CAUTION and ADVICE : DO NOT use an “international edition” of this text book or any other edition unless it is THIS text in paperback or electronic format. The campus bookstore will have the exact text we will use in class. There is a good chance that if you use a different edition, e.g., international edition, it will differ in some important ways from the text described above. Please use the following: Title: Organizations: Behavior, Structure, Processes Fourteenth Edition Authors: James L. Gibson, John M. Ivancevich, James H. Donnelly, Jr., Robert Konopaske Publisher: Published by McGraw - Hill, Copyright © 2012 ISBN 978-0-07- 811266 -9 (...
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...LEAN HOSPITALS “Mark Graban’s book has documented what is now happening in hospitals all across America as we learn to apply the Toyota Production System methodology to healthcare. This book lays out the nuts and bolts of the lean methodology and also describes the more difficult challenges, which have to do with managing change. Graban’s book is full of wins—these are the same type of wins that are happening at ThedaCare every day. I wish I could have read this book six years ago, as it might have prevented some of the mistakes we made in our lean transformation journey.” — John S. Toussaint, MD, President/CEO ThedaCare Center for Healthcare Value “Coupled with a foundation of alignment and accountability, the ideas in this book provide a powerful tool to help hospitals get closer to the goal we want – perfect care.” — Quint Studer, CEO, The Studer Group, author of Results that Last “Mark Graban is the consummate translator of the vernacular of the Toyota Production System into the everyday parlance of healthcare. With each concept and its application, the reader is challenged to consider what is truly possible in the delivery of healthcare if standardized systems borrowed from reliable industries were implemented. Graban provides those trade secrets in an understandable and transparent fashion.” — Richard P. Shannon, MD, Frank Wister Thomas Professor of Medicine, Chairman, Department of Medicine, University of Pennsylvania School of Medicine “There is an...
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...professionals to discuss emotionally and politically risky topics in a healthcare setting to key results like patient safety, quality of care, and nursing turnover, among others. The Silent Treatment shows how nurses’ failure to speak up when risks are known undermines the effectiveness of current safety tools. It then focuses on three specific concerns that often result in a decision to not speak up: dangerous shortcuts, incompetence, and disrespect. The Silent Treatment tracks the frequency and impact of these communication breakdowns, then uses a blend of quantitative and qualitative data to determine actions that individuals and organizations can take to resolve avoidable breakdowns. Imagine you are a nurse who has been given a set of new safety tools that warns you whenever your patients are in danger. That would be powerful, life-saving information, right? But what if nobody listened to you or heeded your warnings? This kind of breakdown is happening in hospitals every day. The quote below is one of 681 collected in the course of this research. “I think nearly every day we are faced with the hand-off allergy list. Frequently, the surgeons will order an antibiotic the patient is allergic to according to the safety checklist. When the patient is out of surgery, nurses have to call the surgeon, the anesthesiologist, and sometimes even the pharmacist before someone listens. Sometimes, we go ahead and give the drugs anyway, but...
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...The Innovator in Healthcare Workforce Solutions ANNUAL REPORT I N N O V AT I O N I N H E A L T H C A R E W O R K F O R C E S O L U T I O N S Dear AMN Healthcare Shareholders, 2011 was a year of continued market recovery, solid execution, and evolution. Our clients’ desire for more workforce solutions and innovative service offerings, coupled with AMN’s leading position in this space, has more clearly differentiated our value proposition and put us at the forefront of growth and thought leadership. More than ever, we are leveraging our stronger talent, capabilities and infrastructure as a meaningful differentiator in the market, and have earned the privilege of serving the largest and most diverse group of clients and clinicians nationwide. A REVIEW OF 2011 growth in Travel Nursing, there were a number of other key highlights during 2011: • We expanded our national leadership position in clinical managed services programs by adding over 20 new MSP clients, representing an estimated $80 million in projected annualized gross spend under management. In 2011, our revenues through MSP contracts grew by 38% on a pro forma basis to $185 million, representing a third of our Nurse and Allied Healthcare Staffing business. Penetration of MSP revenues is primarily in Nurse Staffing at this time, and we believe over the next three years there will be a similar shift in the Allied Staffing and Locum Tenens businesses. AMN is well-positioned to capitalize on this continuing trend...
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...http://www.nap.edu/catalog/9728.html We ship printed books within 1 business day; personal PDFs are available immediately. To Err Is Human: Building a Safer Health System Linda T. Kohn, Janet M. Corrigan, and Molla S. Donaldson, Editors; Committee on Quality of Health Care in America, Institute of Medicine ISBN: 0-309-51563-7, 312 pages, 6 x 9, (2000) This PDF is available from the National Academies Press at: http://www.nap.edu/catalog/9728.html Visit the National Academies Press online, the authoritative source for all books from the National Academy of Sciences, the National Academy of Engineering, the Institute of Medicine, and the National Research Council: • Download hundreds of free books in PDF • Read thousands of books online for free • Explore our innovative research tools – try the “Research Dashboard” now! • Sign up to be notified when new books are published • Purchase printed books and selected PDF files Thank you for downloading this PDF. If you have comments, questions or just want more information about the books published by the National Academies Press, you may contact our customer service department tollfree at 888-624-8373, visit us online, or send an email to feedback@nap.edu. This book plus thousands more are available at http://www.nap.edu. Copyright © National Academy of Sciences. All rights reserved. Unless otherwise indicated, all materials in this PDF File are copyrighted by the National Academy of Sciences. Distribution, posting, or copying...
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...Essentials Ruth E. McCall, BS, MT (ASCP) Retired Program Director and Instructor Central New Mexico Community College Albuquerque, New Mexico President, NuHealth Educators, LLC Faculty, Emeritus Phoenix College Phoenix, Arizona Fifth Edition Cathee M. Tankersley, BS, MT (ASCP) Acquisitions Editor: Peter Sabatini Product Manager: Meredith L. Brittain Marketing Manager: Shauna Kelley Designer: Holly McLaughlin Production Services: Aptara, Inc. Fifth Edition Copyright © 2012, 2008 by Lippincott Williams & Wilkins, a Wolters Kluwer business. Two Commerce Square 2001 Market Street Philadelphia, PA 19103 351 West Camden Street Baltimore, MD 21201 Printed in China All rights reserved. This book is protected by copyright. No part of this book may be reproduced or transmitted in any form or by any means, including as photocopies or scanned-in or other electronic copies, or utilized by any information storage and retrieval system without written permission from the copyright owner, except for brief quotations embodied in critical articles and reviews. Materials appearing in this book prepared by individuals as part of their official duties as U.S. government employees are not covered by the above-mentioned copyright. To request permission, please contact Lippincott Williams & Wilkins at Two Commerce Square, 2001 Market Street, Philadelphia, PA 19103, via email at permissions@lww.com, or via website at lww.com (products and services). 9 8 7 6 5 4 3 2 1 Library of Congress...
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...HBSP Product Number TCG239 THE CRIMSON PRESS CURRICULUM CENTER THE CRIMSON GROUP, INC. Boulder Public Schools Edward Caton, a teacher in a midsize elementary school in Boulder, Colorado, hoped someday to rise through the administrative ranks to serve as a principal of his own school, but he felt that to do so, he should understand more about the position to which he aspired. This was especially important to him in terms of the control he might have over the budget, which he knew was central to real power in many organizations. In an effort to learn more about the operations of the Boulder Public Schools, he set up some informational interviews with the principals of an elementary school, a middle school, and a high school. Before making those rounds, he visited the headquarters of the Boulder School Committee to obtain background information for his interviews. BACKGROUND Mr. Caton learned that the Department of Implementation (DI) was central to the school system. It’s manager reported directly to the Superintendent of Schools. The DI was responsible for making school enrollment projections each December for the coming fiscal year (which ran from July to June). These projections were important since annual staffing needs for each school were determined by a rather complex formula that used the DI's projections as the starting point. Moreover, since personnel formed the bulk of the budget, these projections effectively determined a school's budget. Each school...
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...APPENDIX Checklists A Checklist A-1 Reviewing a Budget 1. Is this budget static (not adjusted for volume) or flexible (adjusted for volume during the year)? 2. Are the figures designated as fixed or variable? 3. Is the budget for a defined unit of authority? 4. Are the line items within the budget all expenses (and revenues, if applicable) that are controllable by the manager? 5. Is the format of the budget comparable with that of previous periods so that several reports over time can be compared if so desired? 6. Are actual and budget for the same period? 7. Are the figures annualized? 8. Test one line-item calculation. Is the math for the dollar difference computed correctly? Is the percentage properly computed based on a percentage of the budget figure? 333 334 APPENDIX A Checklists Checklist A-2 Building a Budget 1. What is the proposed volume for the new budget period? 2. What is the appropriate inflow (revenues) and outflow (cost of services delivered) relationship? 3. What will the appropriate dollar cost be? (Note: this question requires a series of assumptions about the nature of the operation for the new budget period.) 3a. Forecast service-related workload. 3b. Forecast non–service-related workload. 3c. Forecast special project workload if applicable. 3d. Coordinate assumptions for proportionate share of interdepartmental projects. 4. Will additional resources be available? 5. Will this budget accomplish the appropriate managerial objectives for...
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...Chapter 1 [pic] Introduction 1.1 Background Of The Report As being one of the biggest hospitals in Bangladesh, Apollo Hospitals Dhaka is at the forefront of medical technology and expertise and provides a complete range of the latest diagnostic, medical and surgical facilities for the care of its patients. The hospital is having all the characteristics of a world-class hospital with wide range of services and specialists, equipment, & technology, ambience and service quality. But the quality of a hospital service is not defined by the appearance of its facility. Rather the service quality depends more on the sincerity of the hospital and its human resources to serve the patients. In Bangladesh, the health care sector is not yet developed. A large number of people go abroad for treatment due to low quality of medical facilities in Bangladesh. And the main target market of Apollo Hospitals Dhaka is the people who want to get world class treatment inside the country with affordable cost. To ensure the proper customer satisfaction, the hospital management has to employ the right people in right place. Prior to this a detailed job Analysis is almost essential. With Job Descriptions and a sophisticated Job Evaluation system, management will be able to recruit and determine pay levels better, determine the types of training the hospital staff should go on and have a basis to appraise them. Job Descriptions furnished by business units are current and accurate...
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