...Sentinel Event: Sentinel events are a subset of medical adverse events. Events that require immediate attention are called Sentinel Events. Joint Commission defines a sentinel event as an unexpected occurrence involving death or serious physical or psychological injury, or the risk thereof. Serious injury specifically includes loss of limb or function. The phrase “or the risk thereof” includes any process variation for which a recurrence would carry a significant chance of a serious adverse outcome. Sentinel Event identified by Joint Commission also include infant abduction or discharge to the wrong family. Summary of the Sentinel event in the Case Study: Sentinel event presented in the case study involves discharge of a minor to the wrong family. Joint Commission requires immediate attention to such matters so that it may be avoided in the future. The summary of the event is that a 13 year old teenager, Tina, was admitted for day surgery. Tina was accompanied by her mother. After dropping Tina for the surgery at the hospital, her mother left to run some errands. Before leaving, she left her contact phone number with the pre-op nurse. After the surgery, Tina was inappropriately released to her father when her mother was delayed in returning to pick-up the daughter from the hospital. The hospital staff had no awareness of the family situation. Upon arrival at the hospital after the errands, mother was informed that Tina’s father had picked up Tina from the hospital because...
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...A. Summary As a part of Trinity Community Hospital’s strategic plan, management intendeds on expanding their Orthopedic service line. The hospital is currently licensed at 150 beds and offers no formal orthopedic services although a few orthopedic surgeons maintain privileges at the hospital. Management has identified that its competition offers strong orthopedic services and are 10 miles or less away from Trinity Community. Most of the orthopedic groups are located close to these hospitals, which makes it convenient to perform procedures at the competition's location. Additionally, several orthopedic practices are planning to expand to offices near Trinity Community. The expansion of services requires Trinity Community Hospital to build, purchase, or lease a 5000 square foot facility for physical therapy. This facility would be in support of the orthopedic services and located adjacent to or on the hospital campus. The expansion of services would have the following five-year targeted outcomes: 1) Quality and Safety •CMS orthopedic indicator set >90th percentile •Pre/post procedure class attendance >75% 2) Service Excellence •Likelihood of recommending >90th percentile •Physician satisfaction >90th percentile 3)Staff Achievement •Orthopedic nursing staff certification >75% •Orthopedic staff retention rate >90% 4)Growth and Profitability •Surgical cases—2100 •Physical therapy visits—6,500 •Margin—$2,171,500 It has been...
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...New Service Line Development Plan Feasibility of developing an orthopedic center The needs assessment done previously shows that orthopedic cases are expected to climb by 46%, with a 30% increase in inpatient joint and spine procedures. As well, it is expected that outpatient joint and spine procedures are expected to increase by 350%. These numbers show that within the defined market area, there is a high demand for the orthopedic center. Further research shows that the other 2 hospitals that we are in direct competition with provide strong orthopedic programs; however, both facilities are private hospitals, thereby increasing the demand for a strong orthopedic program at Trinity. We are finding that because of our prime location within the community and with an expected population growth of 4% per year, our demand for a strong orthopedic program will continue to grow. Through our needs assessment, it was determined that with a well-established orthopedic center, we will be able to provide services for a majority of the orthopedic cases within the community. As well, we know that current resources will not allow us to keep up with this increase demand; therefore, it is feasible that we look to develop the orthopedic center now. The development of the orthopedic center could allow us to incorporate the international trend of spending less money and still providing quality healthcare for all citizens within the community. We could look into ways to minimize spending, while...
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...Running head: SERVICE LINE DEVELOPMENT Business Summary for Trinity Community Hospital Orthopedic Service Line Development Background Information Trinity Community Hospital, a 150-bed hospital with 20 operating rooms and an emergency department on a 25-acre campus, is a community-owned hospital located in a growing community in the southeastern U.S. with a population of 400,000 people in the city and 900,000 in the county. The community is made up of high tech business and industry as well as retirees. It is home to several colleges and a university. The hospital is 25 years old and the campus is comprised of the main hospital with four medical office buildings (MOBs). There are two primary competitors within a 10-mile radius of Trinity which are both private, not-for-profit medical centers. Also, there is a nationally recognized medical center approximately 60 miles from Trinity however this facility is not considered a competitive threat. Numerous specialties with a broad range of medical/surgical services are represented on the hospital staff and all physicians are board certificated. Trinity Community Hospital also boosts of its full Joint Commission accreditation, newly remodeled, modern patient rooms, award-winning dietary department, expert nursing staff, and the highest patient satisfaction scores in the region. Trinity Community Hospital is governed by a six-member Board of Trustees. The board members come from diverse backgrounds but each has a vested interest in the...
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...state of Oncology Services. With physicians practices already at capacity there is no room to handle the current and future demand for these services. With an aging population new cancer cases are expected to increase by 34 % in five years. Higher smoking rates also contribute to new cancer diagnosis. Another risk is the equipment to diagnose and treat cancer is not keeping up with patient volume. This could be due to antiquated equipment that takes longer to scan patients therefore delaying results and sometimes requiring additional scanning. Additionally, poorly coordination of services by the staff is a risk factor. When test are not schedule timely it could be detrimental to the patient. A timely diagnosis could be the difference between life and death. Also, at Trinity there is little emphasis on cancer prevention and control is yet another risk. Early diagnosis leads to a more positive outcome. In addition, the sporadic use of educational programs focused on healthy living is a risk factor. Once people learn better they tend to do better. Knowledge is power. There are also some risks associated with current condition of Orthopedic Services. The main risk is the lack of physicians. With orthopedic cases expecting to increase by 46% and outpatient joint and spine procedures increasing by 350%, recruitment is top priority. The timely development of additional space could propose a risk if not available in time to handle the growth of the service line. Another risk...
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...A1. Considering all the facts, the most feasible option is to develop oncology services and building space for it within Trinity Community Hospital. The facts are as follows: Currently, Trinity Community Hospital (TCH) does not offer any formal oncology, orthopedic, or cardiology programs. There are no cancer specialists at TCH; however, there are a few cardiologists and orthopedic surgeons that maintain privileges at the hospital. Little work is done at TCH for orthopedic services, as the specialty groups are located to a competing facility. There are also several orthopedic groups interested in opening practices near the hospital. Several cardiology services around the hospital offer more sophisticated services than at TCH, drawing most of the cardiology patients away from the hospital. There is no oncology services mentioned. In terms of competition, there are two hospitals within close proximity. One has strong orthopedic and cardiology programs, but a poorly organized oncology program. The second hospital also has a strong orthopedic program and existing cardiology program. This hospital also has a poorly organized oncology program. Building space for oncology service will allow patients to easily coordinate with services already within the hospital and make use of the newly improved and more developed resources within Trinity Community Hospital. The Community Health Needs Assessment identified that the orthopedic cases are expected to rise by over 46%, inpatient joint...
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...allocated appropriately to ensure a smooth expansion, and most importantly, a decision between building, buying, or leasing must be made. A. Advantages and Disadvantages of Hospital Expansion Project 1. Advantages a. Building space for the new orthopedic service line * Having the new orthopedic service line built will allow the hospital to customize their space; location of imaging machines, therapy, diagnostics, inpatient, and outpatient. * Cost is lower than purchasing an expansion property adjacent to campus: $600k versus $700k. * The hospital will own this property and benefit from any appreciation in value of the property. b. Buying space for the new orthopedic service line * The hospital will not have to wait for construction to be completed. * The hospital will own the property and will gain appreciation (equity) value for the building in the long-run. * Interest can be written off on taxes. * With historic low interest rates, purchasing will allow the hospital to own the property while paying a low interest rate on their loan. c. Leasing space for the new orthopedic service line * Low starting cost. “Leasing generally requires less cash down, and the monthly payments are often smaller” (Newman, 2006.). * “There's usually a tax benefit associated with leasing where you get to deduct the full lease payment immediately”...
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...in the Mainland and Accelerate our success Grow and enhance our Hong Kong core businesses corporate citizen reputation Strengthen our Hong Kong internationally Sharing Our Annual Report 2012 Growth Sharing Our Growth We continue to grow and enhance our core businesses in Hong Kong, while at the same time accelerating our expansion in the Mainland of China and overseas through sharing our expertise in developing sustainable communities based on rail transport. In support of these goals, we are strengthening our Hong Kong corporate citizen reputation by listening and responding to the voices of Hong Kong people. In our Annual Report, we share our progress with stakeholders, and outline our plans for the future. Contents 02 04 06 08 12 23 24 26 40 46 58 66 72 78 84 86 88 MTR Corporation in Numbers – 2012 Hong Kong Operating Network with Future Extensions MTR Corporation at a Glance Chairman’s Letter CEO’s Review of Operations and Outlook Key Figures Key Events in 2012 Executive Management’s Report – Hong Kong Transport Operations – Hong Kong Station Commercial Business – Hong Kong Property and Other Businesses – Hong Kong Network Expansion – Mainland and Overseas Growth – Human Resources Financial Review Ten-Year Statistics Investor Relations Risk Management 89 90 94 112 116 124 125 153 154 155 156 157 158 159 160 161 240 Sustainability Corporate Responsibility Corporate Governance Report Remuneration Report Board and Executive Directorate...
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...NEW SERVICE PRODUCT DEVELOPMENT As to define service, it is an act or performance that one party offers to another that is essentially intangible and does not result in the ownership of anything – Philip kotler TYPES OF NEW SERVICES Major or radical innovations- are new services to market as yet undefined eg. First broadcast television services Start up businesses- new service for a market that is already served by existing product eg.online banking for financial services New services for the currently served market- attempts to offer existing customers of the organisation, a service not previously available from the company eg. Barnes and noble offering coffee. Service line extension- augmentation of the existing line. Eg. Restaurants adding new menu items, an air line offering new routes. Service improvement- changes in features of service that are already offered. Eg. Extended hours of service(24*7), added amenities in a hotel room Style changes- the most modest service innovations which have a significant effect on customer perception, emotion and attitude. Eg. Changing the color scheme, revising the logo SERVICE PRODUCT DEVELOPMENT Research suggest that products that are designed and introduced in a structured planning framework have a greater likelihood of ultimate successthan those not developed within a framework. NEW SERVICE DEVELOPMENT PROCESS Front end planning includes business strategy development or review, new service strategy development, idea generation...
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...------------------------------------------------- Name: Ine Nurmalasari ------------------------------------------------- ------------------------------------------------- Centre Name: ICS ------------------------------------------------- ------------------------------------------------- ICS Student Number: 20967681 ------------------------------------------------- ------------------------------------------------- CIPD Membership Number: 42454541 ------------------------------------------------- ------------------------------------------------- Qualification Title: Foundation Human Resource Practice ------------------------------------------------- Unit Title: Understanding Organisations and the Role of Human Resources 40552A ------------------------------------------------- Unit Code: 3HRC ------------------------------------------------- Assignment number: 40552/01 First Submission Date | 30-Sep-2014 | Re-submission Date (if Applicable) | 3-Oct-2014 | Word Count | 1,289 | ------------------------------------------------- Candidate declaration: ------------------------------------------------- ‘I confirm that the work/evidence presented for assessment is my own unaided work.’ ------------------------------------------------- ------------------------------------------------- I have read the assessment regulations and understand that if I am found to have ‘copied’ from published work without acknowledgement, or from other candidate’s work, this may be regarded as plagiarism...
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...Part 1A: Industry Analysis Broad Environment: PEST Analysis The Dallas Fort Worth (DFW) area and specifically Denton County is experiencing rapid economic development and population growth due to the close proximity of airports and many large and convenient transportation paths which link the Town of Cross Roads with an abundance of employment locations in cities such as Dallas, Frisco, Denton, and McKinney. DFW has experienced a large increase in population size in the past 50 years or so. There have been several economic pressures such as a rise in the number of foreclosures and diminishing credit. DFW is known as one of the fastest growing metropolitan areas in the United States, and from 1990 to 2000 it grew by approximately 29% and gained a little over one million residents. From 2000-2009 the population grew to nearly 6,637,230. DFW is adding nearly 100,000 new residents annually. One population movement trend in DFW in recent years is for people to move away from the busy downtown city areas into less dense communities like Frisco and Little Elm and even smaller country towns like Cross Roads. Planned communities are very popular now as well. McKinney is rated the second best place in the country to live in 2012 by Money Magazine and USA Today named Denton in 2012 Best Small Towns in America. These towns along 380 are bringing in residents and increasing traffic. Specific Industry: Five Forces Analysis Some of Cross Roads main competitors are Savannah, Paloma Creek...
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... Manas Bhattacharya*, IES (Deputy Director General (Finance), Department of Telecommunications, Ministry of Communications & IT, Government of India) Introduction The purpose of this paper is to construct a vision of Indian telecom sector for the year 2020, i.e., about two decades from now. Development being a continuous process, the choice of the year 2020 is just an arbitrary division of time, a pre-defined time horizon to take stock of what is likely to be achieved. Pre-portrayal of a stage of development in future requires understanding of the process of change, the dynamics that set law of motion. In attempting to do so, the present paper deciphers the recent past. Process of change is often volatile and responsive to intervention and global circumstances impacting it. In such an inherently dynamic situation it is convenient to assume that cross-country experiences incubate the most recent seeds of change. This is because countries at various stages of development encapsulate developmental experiences that occur with the passage of time. The present paper isolates the agents of change based on international experiences and situates India in this development continuum. The agents of change, as observed from international perspective, have been broadly categorized into economic structure, competition policy and technology. Economic reforms and liberalization have driven telecom sector through several transmission channels of which these three categories...
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...1. Define the production process (called Operations Assessment in Stage 2 of Stagegate model for product design) Determine how completed the input materials should be. These are make-or-buy decisions. Set production process objectives: − Capacity (or production speed), flexibility − Type of process (job shop, batch, assembly, continuous) − Cost (fixed, variable), process quality capability − Technology/extent of automation, production start date Determine the nature of process in general. 2. Production process development (in Stage 3 of Stage-gate model) 2.1 Conceptualize the design This answers the question: How do you get from inputs (materials) to output? That is, what is the sequence of major operations (activities) needed? * Develop a few alternative process concepts (sketches). Two approaches can be used: − Incremental: do one step at a time from start to end. − Hierarchical (top down): break the whole job into two operations, then divide each into sub-operations, etc., until the desired level of detail is reached. * Usually a process flow diagram is used to show the operations and the movement of materials through the operations. * Evaluate each alternative process concept. 2.2 Make an embodiment of the design * Choose one process concept and complete the design. * Build a prototype process (can use computer modelling) and test it. − Determine the resources (machines, equipment, and labour) needed, in general. − Estimate the costs...
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...Manager Entered By: Job Purpose 1. 2. 3. 4. 5. 6. To lead the operational and service delivery agenda in partnership with clinical colleagues, to meet the agreed plans standards of care and priorities within available resources for these inpatients and outpatient led services. To manage and support the delivery of Cancer and RTT performance standards for the Trust, including administration of performance management and monitoring, ensuring development of systems and processes to ensure the achievement of key national and financial targets, and local objectives within the CSC, including the development of action/ recovery plans, and the implementation/ monitoring thereof. To contribute to the achievement of the Divisional and Trust strategic and operational objectives. Development of robust business cases, working with the finance and performance business partners, making use of income and expenditure information to support service strategy. Supporting the development of the annual business plan for the Clinical Service Centre. Project management of service improvement and process improvement initiatives. Key Dimension a. Capital and Revenue Budgets – Responsible for the monitoring and contribution to the financial initiatives and budgets setting in the CSC for a budget of approximately £23million. b. Staff Numbers – Professional leadership and line management of admin teams (circa 35 WTE employees) and operational management functions within...
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...terms of reference and approach 14 1.5 Report structure 15 Chapter 2: Key Concepts from the Strategic HR Literature 17 2.1 Introduction 17 2.2 What is strategic HR? 17 2.3 From personnel management to strategic HRM 18 2.4 The impact of strategic HRM 21 2.5 The implementation of strategic HRM in the public sector 23 2.6 Key chapter findings 26 Chapter 3: The Developing Concept of Strategic HR in the Irish Civil Service 28 3.1 Introduction 28 3.2 Background to HR reform in the civil service 28 3.3 From policy to practice 31 3.4 Key chapter findings 33 Chapter 4: Strategic HR Practice in the Irish Civil Service 35 4.1 Introduction 35 4.2 Evidence of HR as a strategic partner 36 4.3 Evidence of HR as an administrative expert 45 4.4 Evidence of HR as an employee champion 49 4.5 Evidence of HR as a change agent 54 4.6 Key chapter findings 55 3 Chapter 5: Implementing Strategic HR Outside the Civil Service 57 5.1 Introduction 57 5.2 HR reform in Dublin City Council 57 5.3 HR...
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