Background statement: Heritage Valley Medical Center has had a wonderful reputation for providing excellent health care services to their community. Initially, their community was 80% Caucasian, 40% African American, and 5% Hispanic. However, in the last 5 years, the population has changed to more minorities and the whites have moved out to the suburbs. This caused the Center’s occupancy rate to go down 40% because many of their traditional, more affluent, private-pay patients had left the neighborhood. To bring in revenue, they campaigned to bring in more Medicaid patients.
Sun Country Health Region prides themselves on their vision, mission, and goals. Their mission states that “Sun Country Health Region Authority works together with individuals and communities in partnership to achieve the best possible care, experience and health” (Sun Country Health Region Website). The region also has a number of goals to which the organization values greatly when it comes to how the agency operates in both therapy departments in Weyburn and Estevan. The goals the health region has, which will be covered more in depth later in this report include, “better health, better care, better teams, and better values” (Sun Country Health Region Website). During the time spent here in the therapies department, it has become apparent
Accountable Care Organizations (ACOs) are comprised of doctors, practitioners, and hospitals, to give healthcare services to patients. The goal of coordinated care is provide high quality of care through an integrated service model while avoiding unnecessary duplication of services and preventing medical errors. The ACO is evaluated through a quality metrics to assess care provided to patients in a cost efficient manner. CMS has established five domains in which to evaluate the quality of an ACO 's performance which include 1) patient/caregiver experience, 2) care coordination, 3) patient safety, 4) preventative health, and 5) at-risk population/frail elderly health. When the ACO is successful in providing care through this system, the savings
Their mission is “to continuously improve health care for the public, in collaboration with other stakeholders, by evaluating health care organizations and inspiring them to excel in providing safe and effective care of the highest quality and value”, (Joint Commission, 2014). The accreditation from the Joint Commission can be earned by multiple health care organizations including critical access hospitals, office based surgery centers, behavioral health care facilities, and home care services. For a hospital setting, the Joint Commission places the performance measures into accountability and non-accountability measures. They look at research and if the facility is performing evidence-based care process which improves health outcomes, proximity which the care process is linked to the patient outcomes, accuracy for whether or not the care process has indeed been provided, and any adverse effects. To earn and maintain The Joint Commission’s Gold Seal of Approval™, an organization must undergo an on-site survey by a Joint Commission survey team at least every three years (Joint Commission,
Running head: PHYSICIAN ASSISTANT CONTRIBUTIONS TO MANAGED CARE ORGANIZATIONS Physician Assistants and Nurse Practitioners: The impact if statutes limiting PA and NP were eliminated Natalie L. Burnett Kaplan University Master of Health Care Administration Program Abstract The purpose of this research is to explain what would happen to the level of completion in the physician services market if all statutes limiting activities of physician assistants and nurse practitioners were elimiintated. (Teacher Name, Date) demonstrate the value that a physician assistant (PA) can provide to a managed care organization. The increasing competitiveness of the health care market has caused managed care organizations to become more aware of the
The PFCC self-assessment tool was utilized to evaluation and outpatient clinic and the White City VA. Many elements within the tool are not applicable to this setting and are outside the procedural practice. The gaps discussed will be the areas in which PFCC may improve patient care outcomes. Leadership and Management scored high in all areas except one. Patients and families do not participate in policy, procedure, program guidelines, or Governing board activities.
The Healthy People 2020 is a valuable resource. It provides information on research study, initiatives, and assess to the various health service available in the community. The Healthy People 2020 goal is to promote a better quality of life for all age group and eliminate disparities. The idea of trying to resolve a health issues by implanting a 10year plan is huge task, but a worthy cause. The Healthy People 2020 provides an opportunity for anyone to see how several program in any state is thriving.
Strengths, Weaknesses, Opportunities, and Threat (SWOT) Analysis VA’s strengths and weaknesses are built based on the Value Chain assessment and SWOT analysis from the Department of Veteran Affairs FY 2011-2015 and FY 2014-2020 Strategic Plans. The Environmental Scanning was conducted and discussed relative to VA’s competition…, as well as its strengths and weaknesses. In doing so, this analysis starts with the identified the strengths and weaknesses in the following graphs. VA strengths: Service Delivery
The VA states its goal “… to provide excellence in patient care, veterans’ benefits, and customer satisfaction. ”(Ford) The VA wants to provide excellent care to their patients,
Based on this case the cost driver is to properly distribute the direct cost among the different divisions. Dr. Julian would like to control her departments costs by having them distributed fairly among the divisions without affecting the hospital’s reimbursement/revenue. Carroll University Hospital is currently using the standard costing unit, which is based on the cost of bed/day for inpatients. Currently the present cost accounting system that is being used at CUH takes the total direct cost of the departments, then allocates the indirect costs and distributes it among the departments evenly regardless of the actual resources being used in those departments, and without considering that there may be some patients in these divisions that may require more resources than others, this method does not seem to recognize the different activities,
Patient centered care focuses on getting to know the older person as an individual such as their values, Aspirations, health, social needs, preferences and providing care specific to their needs. It enables the older person to make decisions on what kind of options with assistance available, promoting his/her Autonomy and independence. It involves them in such way to be included in shared decisions between healthcare teams and families, so the can be control with a choice of specific care / services. It provides information that is tailored for the individual in order to assist them in decision making based on evidence, helping them to understand their options and consequences of this. Supporting a person on his/her choice and letting them pursue their stated wishes, As a patient centered approach so they are involved as equal partners in their care ( Manley et al,
The model allows health care professionals to reflect on experiences and find ways to improve their outcomes of different events. It not only looks at the situation but allows you to explore your feelings at the time of the event, as well as at the end of the reflective process. The model gives health care an opportunity to review their actions and explore what could have been improved with regards to their experiences (De Oliveira and Tuohy,
3.3% of patients have a written care plan of whom 71% had helped to put it together. 67% reported they utilise their care plan day to day to manage their own health Unfortunately it is not evident from the findings what percentage of patients who had contributed to their care plan use it day to day compared to those that had not contributed. These findings which have been relatively consistent in recent years suggest the existence of other barriers to person centred care. One of these barriers may be the challenge of changing existing mindsets of clinicians to move from the biomedical models of care to a biopsychosocial model, from expert to partner.
Introduction Massachusetts General Hospital is ranked as second in the United States in 2013 by U.S. News & World Report (2013). This hospital is a 999-bed facility in the center of Boston and is known for providing sophisticated diagnostic and therapeutic maintenance in almost every speciality of medicine and surgery. Massachusetts General Hospital (MGH) provides healthcare at local, national and global levels (About MGH, nd, World-class patient care). Impact of a social event on the growth of MGH Prior to the MGH inception, there were marine hospital and Boston dispensary to attend to the healthcare needs of the local people. The chaplain of Almshouse in Boston, Rev. John Bartlett planned for providing state-of-the-art health care to the
Through this initial assessment, the nurse can obtain information that is crucial in providing the client with effective holistic care. Nursing assessment framework tools are used to help the nurse obtain accurate information about the patient’s wants and needs. This initial assessment based on subjective and objective data, helps to determine the patient’s actual problems and potential problems (Weber & Kelley, 2013). An assessment is carried out to obtain objective data and a physical baseline of the patient on admission.
