Baptist Memorial Hospital-Memphis

Patton – Fuller community hospital’s network system consist of two major parts, the first part is the executive part that connects the hospitals executive management, human resources department, operations, IT and data center, etc., the first network is connected using a 1000base-T Gigabyte network connection that uses a typical Cat6 cabling (Apollo Group Inc., 2008), the second major part of the network connects the departments of radiology, operating room, wards, ICU’s, etc. using a 1000base F fiber optic based connection, this connection is a

Our vision is to be the hospital of choice for patients, employees, physicians, volunteers, and the community.

| 1- Collaborative work environment.2- Cooperation between physicians.3- Changing lines of authority.4- RNs maintain professional standards across care centers.

The Methodist hospital of Indiana was undergoing organizational and leadership change in 1988. Their longtime head had retired and William J. Loveday became their new CEO. He brought in a whole new management team to help him implement new ideas and create a new culture there. His new CFO was in charge of the IS department and after discovering that the department was in shambles with no real direction, he hired Walter C. Zerrener to become the Chief Information Officer. Zerrener found that the Methodist Hospital had spent about $20 million to install a state-of-the-art proprietary patient management system called TDS in 1970s but had done no upgradation after that . The IS department was solely focused on keeping the TDS

Dignity Health Methodist Hospital of Sacramento is a nonprofit general acute care hospital located in the southern part of Sacramento on 7500 Hospital Dr, Sacramento, CA 95823. Methodist Hospital has been serving the Sacramento region since 1973. The hospital has 329 licensed bed in total, out of the 329 beds 162 are acute care bed type. Methodist hospital provides patients a full range of services ranging from skilled nursing, Family Birth Center, Emergency Room, Orthopedic, to Physical Therapy Center. It offers 24-hour basic emergency services but unfortunately, it does not offer trauma services. Provider Id 050590.

Charleston Area Medical Center (CAMC) is a leader in community healthcare that serves patients as an 838 bed non-for-profit tertiary medical Center (CAMC, 2015). CAMC is a nationally renowned teaching facility that provides a wide array of both in and out-patient specialty services. This organization also provides the local city, county and tri state area with Level I trauma services, state of the art women’s and children’s specialty care, along with a nationally recognized stroke and vascular services (CAMC, 2015). A current component of the CAMC teaching structure includes heavy involvement in both medical and nursing education to improve the overall quality of care provided while encouraging continuous recruitment and workforce development. As home to over 9000 employees CAMC has also boasts a robust professional nursing and human resources program that work to support both the retention and recruitment of all types of health care professionals.

The North Texas State Hospital (NTSH) is part of the Department of State Health Services (DSHS) administration. NTSH is a mental healthcare facility that has two campuses: one department is located in Wichita Falls, TX and the other in Vernon, TX. Including both campuses DSHS is the largest mental hospital in the state of Texas, which provides psychiatric services for the mentally ill. NTSH is the only facility in the entire state of Texas that provides forensic psychiatric care. Forensic psychiatric care is a specialized service for prisoners who have mental disorders. NTSH offers a 284-bed maximum security program for adults and a 78-bed adolescent Forensic Program (DSHS Center, 2017). NTSH aims to improve the health, safety, and wellbeing of individuals by providing the right stewardship, reducing health care problems, improving public health awareness, and preventing diseases. In order to improve health and safety, NTSH is accredited by the Joint Commission on Accreditation of Healthcare Organizations. The Joint Commission is an independent, not for profit association that set standards to evaluate

This mission statement and values statement demonstrate what is at the heart of the Baptist Health culture. Baptist Health has proved that it lives by its mission and values statement by providing outreach clinics in the most remote parts of the state. This allows the poorest Kentuckians access to cutting-edge healthcare. The quality healthcare that stated in the mission statement is proven by Baptist Health striving to meet or exceed measures as assessed by the HCAHPS, Hospital

The nurses at Memorial Hospital work a regular schedule of four 10-hour days per week. The average regulartime pay across all nursing grades is $12.00 per hour. Overtime may be scheduled when necessary. However, because of the intensity of the demands placed on nurses, only a limited amount of overtime is permitted per week. Nurses may be scheduled for as many as 12 hours per day for a maximum of five days per week. Overtime is compensated at a rate of $18.00 per hour. In periods of extremely high demand, temporary part-time nurses may be hired for a limited period of time. Temporary nurses are paid $15.00 per hour. Memorial Hospital has a policy that limits the proportion of temporary nurses to 15 percent of the

This paper strives to answer questions based on the case study “Emanuel Medical Center: Crisis in the Health Care Industry”. As excerpted directly from the case study, Mr. Robert Moen, Emanuel Medical Center (EMC) president and CEO, was experiencing a number of challenges in 2002. The medical center faced numerous challenges in its external and internal environment. First, EMC garnered an onslaught of negative attention for the “Haley Eckman incident” in which a young man, who happened to be a gang member, died within view of EMC’s Emergency Department (ED) medical personnel rendered no care and watched. The emergency department at EMC was also experiencing greater pressure to deliver services in an increasingly

Barclay Memorial Hospital (BMH) has served its community since 1947 offering the best in health care and gaining the trust of the citizens in the community. A district board was set up to govern the hospital and direct it in a way that would allow the hospital to achieve their goals by bringing quality health care to the neighborhood. The district board was made up of five members who were elected by residents in the district to serve 3-year terms. Around 10 years ago, the board and the CEO decided that the best course of action for the hospital in order to remain competitive was to join a medical group, Valley Physician Group. This made BMH a private, not-for-profit hospital. However, the physician-hospital organization eventually

Seasons care center is located in Kansas City MO, off of Woods Chapel Road. The center is nestled in a private eleven acre atmosphere with horses and wildlife wandering the surrounding areas. They offer a wide range of secure services form long term care, day programs, and respite care. Seasons is one of the few facilities in Missouri that offers care dedicated solely to individuals with Alzheimer’s disease (G. Channing, personal communication, July 28, 2015).

Community Memorial Medical Center (CMMC) is a 250 bed hospital with an employed medical group located in a suburban community. The organization has recently gone through a change in leadership and you have been hired as the Vice President for Planning and Development. CMMC has conducted strategic planning processes in the past, but the general in consensus in the organization is that plans have ineffective and “sit on the shelf”. The new leadership wants to infuse a philosophy of strategic management into the organization. You are meeting with a group of department heads which includes the physician medical directors for the Emergency Department and the Medical Director for the hospital owned clinic. Your job is to explain the strategic management process to the group. Your presentation must include:

Vanderbilt University Medical Center (VUMC), a non-profit medical center, was founded in 1874 as a part of Vanderbilt University (Wood, P. 1). The U.S. News and World Report ranked VUMC as one of the top health organizations in the United States for patient care, research, and medical education (Vanderbilt Fact Book 2015). In addition, VUMC is a charity hospital that provides about $400 million in charity care per year (Framework, 2013). It should also be noted that Vanderbilt is the only level one trauma center and level four Neonatal Intensive Care Unit in this region. Vanderbilt is also unique for its comprehensive cancer center, dedicated burn center, and has Tennessee’s only solid organ transplant center, per the Vanderbilt Fact Book

I have analyzed four churches and interviewed four leaders/pastors, each belonging to their specific church. From my interviews and church analysis, I have concluded that each church has a slightly different view of what it means to be a missional church, and I have identified two areas that all four churches should focus on.