An Organizational Analysis of Heartcare Midwest, S.C. Essay examples

According to the United States Bureau of Labor Statistics, cardiovascular surgeons’ specialized expertise will be in continued

Centura Health is their region’s largest hospital system that is faith based and not-for-profit, located in Colorado and Western Kansas. This system includes 15 hospitals plus more affiliated hospitals, over 100 physician practices, senior living communities, Flight for Life, Centura Health at Home, and laboratory services (Centura, 2014). The power, size, and large scale of this system causes it to be a god system to analyze during states of change. Currently, there are a lot of changes that are occurring throughout the healthcare system due to the Patient Protection and Affordable Care act that was signed into law by President Barak Obama. This act has called for a change to increase accessibility to healthcare, reduce the costs that are associated with healthcare, reduce the amount of duplication, and reduce the amount or errors (Herrington, 2010). Centura has created a strategic plan to address these changes and many other changes. Centura Health’s strategic plan is known as the Centura Health 2020 strategic plan. This strategic plan outlines long and short term goals. These goals, as well as previous goal, will be analyzed to understand how they plan on creating the need for change to ensure the successful implementation, as well as, understanding their historical approach to strategic change. Many organizations will look at past successes and failures to understand what went right and wrong to recreate, or avoid, those successes

Emerging trends that are encouraging heathcare executives to become interested in developing innovative, integrative, and cost-beneficial HMIS solutions include:

Midwestern Health System was established in July 1994 through the merger of Health system corporation and Midwest health plan. The Midwestern health System is a large contributed hospital, clinics, nursing homes, a home health agency, and other health care services. The Midwestern has three divisions namely delivery services, professional services, and health plan. Midwestern later formed the Midwestern Medical group (MMG) which had 50 primary care clinics and 450 physicians. It had 4 visions, it had a vision to create a large intergrade group medical practice from formerly small independent physicians clinics, it had a vision to change the identities and roles of physicians from being principals of private clinical practices to become agents and employees of health care companies .moreover, it had a vision to build an organizational culture that aligned incentive and strengthen the commitment of clinicians with MMG while Midwestern maintaining their commitment to medical profession. Also, it had a vision to develop an integrated system of health care for patients by linking MMG’s clinical and business services with Midwestern units.

The case of Ledina Lushko, a patient enrolled in a Blue Cross and Blue Shield of Illinois individual plan, highlights many of the issues that have plagued the United States healthcare system for some time. As an insurance plan provider, BCBS of Illinois takes pride in the health outcomes of our members and has a responsibility to contribute positively to their care. The fractured, ineffective care Mrs. Lushko received is disappointing, however, this case provides strong support for a shift in focus towards managed care and specifically, the Accountable Care Organization structure. The following details several aspects of Mrs. Lushko’s experience and how her care could have been improved by enrollment in BCBS of

The medical foundation model is an arrangement in which independent physicians vend their practices to a medical establishment. The physician will then be under a contractual agreement to provide medical treatment services at the foundation’s sites. Under this model, hospitals and health systems are able to create legal nonprofit organizations to directly employ physicians. It also gives physicians more independence and strengthens physician and hospital affairs. Hospital-owned group practices are medical practices that have been contracted under a hospital network. This model can be advantageous because it can improve integration, increase access to care and nurture better relationships with the patient’s physician. Joint ventures are when two businesses create a legal entity to share its profits (Harrison,

Smithson Healthcare System (SHS) is a not-for-profit health system which serves the greater community of Newland County and other rural satellite counties within the state. In 2013, SHS unfolded a new heart clinic located at their Smithson East hospital as a tactical response to some disturbing outcome data and the evolving healthcare environment. The clinic’s purpose was to improve outcomes for patients with a primary diagnosis of heart failure and respond to reimbursement changes associated with the Affordable Care Act (ACA). After three years of aggregating data on the operating performance of the heart clinic, an evaluation of the impact and success of the clinic is required. This analysis will offer conclusions and suggestions that will influence the future of the heart clinic’s vitality for consideration to Smithson East’s Chief Operating Officer (Chelsea Rigland) and its senior staff.

Tennessee State University (TSU) Health Care Administration and Planning Student Organization in the Department of Public Health, Health Administration, and Health Sciences HCAP 3900 — Technical Writing and Communication students are requesting funding to provide Telehealth services for DeKalb Community Hospital. Telehealth services will benefit this hospital because of its rural location. Rural areas lack the healthcare services needed to treat patients, which causes the population to have to treat elsewhere. Providing Telehealth services to this hospital will prevent the population from traveling hours to receive treatment. The amount requested to provide the Telehealth services is $300,000 per year, which is six million dollars in total. The reasoning for the services, an action plan, and a budget justification are included in the proposal.

Despite of increased pressure to reduce health care spending, enhance quality of care, and prepare for changes associated with the federal health reforms, most of the players in the industry are venturing into new grounds. These players are usually distorting the difference between businesses that have conventionally been varying. Many health care facilities are mainly using enormous systems, combining with each other, and creating extensive new doctor work forces. These facilities are exploring setups that are insurance-like such as the direct initiatives to workers that lessen the

The Center for Healthcare Research and Transformation is a think-tank non-profit organization borne of our very own university in a partnership with Blue Cross Blue Shield of Michigan designed to bring light to best practices and opportunities to improve health care policy and practice. The organization stands as a neutral advocate. Its purpose is stated simply: “to promote evidence-based care delivery, improve population health and [overall] expand access to care” (Center for Healthcare Research & Transformation (CHRT), 2015). Having formed back in 2007 as a result of the University of Michigan selling its M-Care health plan along with its HMO subsidiary, the then Blue Care Network, with an endowment of funds for five years, the center began its partnership with one of the most renowned insurance companies in the state.

South Carolina Heart Center is an outpatient based facility. The patients in the facility only flow in one cycle, meaning there is not a difference in the inpatient documentation or emergency department documentation. Responding to emergency situations is also the same as the route of transfer, besides the physician making a referral for a patient to another facility for continuity of care.

Health care is a serious issue for all of us, particularly for the rapidly growing senior segment of the population. A recent article in the AARP press reported that "while the recession continues to impact state budgets, more states are restructuring the way they deliver long-term services and supports (LTSS)" (Allen, 2012). As a private health care provider, we pride ourselves on the cutting-edge services we can make available to the residents of Happyville. The service we can offer Happyville will be a unique managed care system that is designed to offer seniors high quality, lower costs, and more access than other facilities targeted to this population. It will be an integrated delivery system that will make affordable, professional care available to the senior community in a unique manner. Because it is a managed care organization (MCO), financing, insurance, delivery, and payment are handled in one central place, streamlining the process of health care in ways that allow for high standards of care with consistency and a high level of organization.

Since Heart World began in 1975, it has grown to be the largest provider of cardiology care in Volusia County. The practice provides a full range of cardiovascular services and testing in multiple offices. The office is now located on North Clyde Morris Blvd, Daytona Beach in 1980. The office was greatly expanded in 90’s. In 1995, the practice added nuclear stress testing and transthoracic echocardiography. In 1998, the practice expanded to offices in DeLand and Orange City. The practice now includes an office in Port Orange and Edgewater. Dr. K joined Dr. L in 1981 and the practice was known as Cardiology World, PA.

Change in healthcare is an inevitable certainty (Sullivan, 2013).Organizational change is mandatory to prevent stagnation. Change is often not a welcome process. In healthcare, how new policies and process are initiated and prepared for is crucial to its successful implementation. The purpose of this paper is to chronicle a proposed organizational change, using a selected theory of change.

The major initiatives underway in healthcare are by their nature “top down” approaches. Initiatives intended to improve cost and quality include accountable care organizations, insurance exchanges and Affordable Care Act, these are each broad structural approaches to how business and interactions can occur. However, broad approaches like these have not had a great track record in healthcare (Rose, 2014).