Sutter Health Case Study
California Sutter Health in Northern California, is a not-for-profit health system that includes doctors, hospitals and other health care services. In 2006, this healthcare provider discovered the need to improve its patient collection process. Being one of Northern California 's largest healthcare providers California Sutter Health took an innovated approach to come up with a solution to improve their financial collection from patients. An article tells us “Sutter Health, is committed to giving its patient financial services (PFS) staff on both the front and back ends the tools they need to improve patient collections and thus the system 's bottom line” (Souza & McCarty, 2007). By addressing the appropriate problems, Sutter Health
In Higgins-Williams v. Sutter Med. Found. the question of whether or not an employee’s inability to work with a specific supervisor qualified as a “disability” was put to the test in court. Michaelin Higgins-Wiggins was a clinical assistant in Sutter’s Shared Services Department. She reported to her physician that she was experiencing stress as a result of her involvement with both her direct supervisor and the human resources department on the job.
Pleasant Bluffs: Launching A Home-Base Hospital Program While analyzing the case on Pleasants Bluffs, the main problem is how will they come up with a proposal for the pilot program for Pleasant Bluffs home-base hospital care and how to manage it. According to the case, it stated that Graff Salot, the director of Performance Improvement (PI), at Pleasant Bluffs Health System, is tasked with making these changes. (Erskine,2016) Therefore some potential solution might be to complete this task, he must first hired more people for administrative, and clinical. By doing this, will help to better manage the PI department and patients.
The hospital has 78 beds for patients that require hospitalization. Children from all 50 states and around the world have been treated at St.
What would happen to your thoughts and system responses if the narrative changed when discussing costs and savings? For example, what is the savings metric given the hidden costs to anyone with health insurance prior to ACA? Anyone using their insurance or visiting a hospital, given hospital pass through costs due to their need to treat uninsured people, especially uninsured who waited too long to get treatment because they could not pay? What is the potential monetary savings metric given a shift to either a public or private single payer system? Why are we paying for multiple administrative structures when a single system would potentially be less expensive and more efficient?
Reighn made friends at school and in the community. The peer interactions are positive and provide peer support. The youth is mostly talkative and reserved. Reighn displays positive aggression during passionate discussion.
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.
With over $294.8 billion benefits paid, $801.3 million claims processed, 51 million service calls, and $160 billion total operating revenue, Elevance Health takes immense pride to propel an industry that requires the best of expertise, customer trust, and strength — and we are privileged to have all three. We have a robust network of our subsidiaries and a track record of providing members affordable access to quality care - 93% of physicians and 96% of hospitals (member access through BCBSA’s National BlueCard PPO
Utilization management (UM) is one of the fundamental strategies used by MCOs to evaluating the appropriateness of care and service and the existence of coverage. Utilization management for all intentions incorporates prospective, current and retrospective actives or reviews. The prospectus review influences the utilization of care, service or benefits before the fact; while current review influences ongoing utilization. Lastly, the retrospective review involves the use of case study and utilization pattern to determine areas in need of improvement within the MCOs.
The “nonprofits Samaritan Health System and Lutheran Health Systems announced their merger” on Sept. 1, 1999 (Banner Health). For the Samaritan Health System, it was founded in 1911 and “provided clinical excellence in California and Arizona”; as for the Lutheran Health Systems, it “had a long-standing dating from 1938 as a respected health care provider in rural communities located across Wester Midwestern states” (Banner Health). The two Health Systems merged to benefit those in hospitals and provide high-quality care. As they began their journey of the Banner Health, it was in “14 states, had 22,500 employees, with 32 hospitals and 2,882 beds” (Banner Health, 2017). The Banner Health continues to grow as one of the largest care systems and
Smarter Operations: As health insurers change their business models, they are looking to operate smarter through vendor-provided technology, business process management, and managed services offerings. Such offerings will aim to help health insurers streamline processes and data, reduce costs, and streamline regulatory and service level compliance Quality over quantity: As of late, healthcare as a whole is shifting from the traditional fee-for-service model to pay-for-performance methods. This forces insurers to focus on their patient populations. For instance, 40 percent of insurers' reimbursements to providers are for value-based care that improves quality and reduces waste. As insurers and providers both change their payment methods and
As the healthcare landscape continues to shift, medical providers and hospitals are continuously being challenged to develop clear and concise visions and redesign care delivery in ways that will usher proper transitions to value-based care. As value-based healthcare continues to take root, more and more hospitals and providers are finding themselves with little option but to join the movement. However, the jump from previously utilized fee-for-service models to value-based healthcare is not an easy one, and many healthcare organizations are finding it difficult to do so. The greatest challenge lies in successfully making the transition from volume to value-based healthcare in ways that are financially stable. Such inherent difficulties faced by those within the healthcare system are what have necessitated strategic
Quality and measurement theories that abandon the highest levels of appropriateness, will accomplish the healthcare industry evaluates the accountability costs and impacts. Having an understanding of the scrutiny of service, responsibilities, customer satisfaction, effective service and performance, and outcome assessments are all requirements of accountability, which are part of the continuum for accountability (Ledlow & Coppola,
The Intensive Care Unit side is much larger and there are about eighteen patient rooms. It is normal to see rounds occurring with the multi-disciplinary team, which includes Pharmacists, Nurses, Physicians, Dieticians, and Social Workers. It is much more crowded and there are three nurses station throughout the
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