Analysis Of The Executive Interview At Midtown Imaging Building Located At 5405 Okeechobee Boulevard Suite 101, West Palm Beach

Middleboro Community Hospital is a non-profit hospital founded in 1890 with state licensure, The Joint Commission accreditation, and American College of Surgeons approval. Over 120+ year history, Middleboro has grown to be a respectable facility in the eyes of the medical community as well as its immediate population of patients in Middleboro. Still, Middleboro must continue to fight to remain relevant and up-to-date with the latest medical technology and changing patient demographics and needs. In order to this, Middleboro Community Hospital has set these three goals as part of their corporate strategy:

Since the establishment of Intermountain Health Care, they have grown to become an internationally recognized system of 22 hospitals, a medical group with more than 185 physician clinics, and an affiliated health insurance company. They have been recognized for their achievements and innovations in the development of systems and management, in order to produce effectiveness and efficiency within the processes of healthcare through high quality services and minimisation of costs. Intermountain Health Care’s performance has proved to be advancing exponentially as of the mid 90s, due to clinical-improvement projects routinely showing significant cost savings.

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

Stanford Hospitals and Clinics (SHC) is a world renowned academic health system that is comprised of 386 primary and specialty care clinics and the 476 bed Stanford Hospital (US News & World, 2015). The hospital and most clinics are situated in Stanford, California or the surrounding cities. The mission of SHC is “to care, to educate, and to discover for the benefit of patients and the larger community” (Denend, Mendelson & Zenios, 2010). They exemplify this mission by being nationally ranked in 13 adult specialties, including: #9 in ear, nose, and throat; #10 in cancer; #13 in diabetes; and #18 in cardiology (US News and World Report, 2015). Their excellent across multiple disciplines has helped SHC gain worldwide recognition for

The role of finance in Health Care Systems, Inc. as a regional not-for-profit hospital relates to both the accounting and financial management aspects of the business. Facets of both accounting and financial management are intertwined with maximizing productivity by way of managing and analyzing financial operations to ensure resources are being utilized properly (Gapensiki, 2013). The divulgence of financial reports to managers and investors will aid in the development of plans and budgets for future growth, assess acceptable levels of financial risk, manage contracts appropriately and make decisions related to capital investments allowing the organization to expand service offerings thereby demonstrating greater value in the community. Operating as a not-for-profit entity requires that the hospital operate exclusively in the interest of the public for a charitable purpose. Through understanding who the primary third party payers

The cost cutting options and strategies was very important and necessary plan to create a steady amount of cash flow without so many expenses.

1. Fred A. is 76 years old and he divorced his wife of 32 years about 10 to 12 years ago. He has 2 children and 3 grandchildren. He was born in New York City and went to Long Island University. He graduated with a Business degree and is an accountant. He said he chose that

Hospital. Successful transition to lCD-10--CM and ICD-10-PCS requires careful strategic planning and coordination of resources across the entire hospital. Planning for lCD-10 must engage executive leadership, particularly since the coordination challenges span across a wide range of functional areas, including finance, information services, decision support, compliance and the medical staff. Business areas that make up the hospital setting may include: (a) Information systems including health information systems and ancillary departments; (b) Financial services in accounts receivable, billing, and finance; (c) Medical management comprised of medical records, quality/mortality and morbidity data, patient care units, and clinical affairs; and (d) Patient access for admissions, registration, scheduling, and insurance verification.

Survey of patient’s experiences is important source of information of the quality of health care provided by the particular hospital, which allows patients to compare the hospitals in the area. The HCAHPS star rating of Gulf Coast Hospital and Bay Medical Center is two stars, while Sacred Heart Hospital is rated with four stars on the excellence of care. The outliner indicators for Gulf Coast Medical Center in the survey of patients’ experiences on the question: “How often did patients receive help quickly from the hospital staff?” shows that 74% patients pick the answer “always communicated well”, that is slightly lower than national average with 79%. The survey question “How often were the patients’ rooms and bathrooms kept clean” only 61% of the patients pick that their bathroom and room were “always clean” that is much lower than the national average 74% and only 47% of the patients understood the care that was provided when they were

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.

Tenet is now a Fortune 500 company leading the healthcare industry in conjunction with their innovative and forward thinking approaches. The following paper describes Tenet’s organizational innovative standards and processes aligning it in being one of the best healthcare delivery systems in the United States.

It has not been easy for Baylor Scott & White Healthcare to travel this journey, as it had to align its policies to the national health care priorities and embrace a slogan STEEP to provide quality healthcare to its clients. The organization bears a high quality strategy that is well spelt out in its vision and mission. The organization has worked to ensure that all the stakeholders make quality healthcare a priority. In other words, the organization has worked hard to link performance management incentives to clinical indicators and in the end create a multidisciplinary healthcare improvement operations team that can function across all

MedStar Health is a vertically integrated not-for-profit organization that provides the best features of academic medicine and is recognized for their regionally and nationally for excellence in medical care across Maryland and Washington, D.C region. MedStar Health is one of “the largest healthcare providers consisting of 10 hospitals, MedStar Health Research Institute, MedStar medical group, with many other programs and services” (MedStar, 2015). In addition, to providing the largest health care service with over 77,000 associates and affiliated physicians, as well as providing the best

Trinity Hospital is a 150-bed facility located in the southeast United States. The hospital offers a range of services varying from internal medicine to neurology, and boasts a dedicated nursing staff and community-recognized excellence in patient care. While the hospital stands out in terms of excellence in several distinct areas of patient care, Board members an other higher-ups within the Trinity community have begun strategically planning for significant upgrades to the hospital in terms of what type of care is offered to patients being treated at Trinity. A strategic plan targeting oncology, orthopedic, and cardiovascular care has been developed in hopes of generated new revenue, new clientele, and new status for the hospital should these plans be carried out.

Conducting interviews is fundamental as a case manager. In order to understand more about good interviewing, I decided to watch an interview about an addict mother conducted by Dr. Phil. While watching this interview, I made some notes on attitudes and characteristics that I considered important for good interviewing. The characteristics will be presented in the following paragraphs.