Case Study: Alamance Regional Medical Center

In mid-April 2000, Sherri Worth was faced with some very unsettling news about Pate Memorial Clinic’s future with a competitor potentially moving into the area. Worth was the assistant administrator at Pate Memorial Hospital (PMH) and was also responsible for the Pate Health Clinic (PHC). A study by the competitor was being done to see whether sufficient demand existed to establish a clinic 5 blocks north of PHC. The two biggest concerns in regards to the new competition were:

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

Karen is the Director of Professional Development at BID-Milton Hospital. The nursing division leaders include a Chief Nursing Officer (CNO) and three directors. Within this structure, Karen 's primary responsibility is the development of professional practice. Karen is responsible for central nursing orientation and education, individual unit on-boarding, annual competency, and promoting professional development.

Jones Regional Medical Center is a huge academic health center with 900 beds and are known for its research and teaching hospitals. Additionally, the IT staff at Jones supports 300 applications and 12,000 workstations. The center uses Technology Med (TechMed) for their admitting system. The system includes registration, inpatient charge, payment entry, master patient index, admission, hospital billing, and more. The TechMed system has been accessible since 1998; Jones is beginning to plan a replacement of this systems because of the fragility of the software (Wager, 2013).

She always worked as a team member anddedicated nurse.This is evidenced by the number of compliments she received each time our patient satisfactionsurvey report was reviewed, as well as the compliments from her patients.

In the case of Shahine vs. Louisiana State University Medical Center, the plaintiff Ms. Shahine experienced right ulnar nerve damage following a right total hip arthroplasty. She filed suit against the University Medical Center and her anesthesiologist, Dr. W for medical malpractice and requested the court to infer negligence under the doctrine of res ipsa loquitur. Dr. W was fully responsible for Ms. Shahine’s care while she was under anesthesia and Ms. Shahine obviously could not assess the true cause of injury while she was anesthetized. However, Dr. W provided evidence of non-negligence by thoroughly charting in Ms. Shahine’s medical record proper positioning and padding. Another anesthesiologist provided the court with uncontroverted

A university of phoenix student conducted an interview with Kelli Flack who has an LPN working on her BSN. Kelli works at Family Health Care of Siouxland. Just a brief background on Kelli, she has been an LPN for 7 years. She received her LPN through Morningside College.

Start the restore process which would involve contacting the appropriate technical support staff, explaining the problem to the technician.

For my health care interview, I conduct an interview with Ayanna Randle Banks she is Quality Assurance Nurse at Kensington Place located at 3405 S. Michigan, Chicago IL. Kensington Place is a nursing home and rehabilitation facility. She has worked at Kensington Place for three years and was recently promoted to a Quality Assurance Nurse. As a Quality Assurance Nurse, she works to the review of clinical cases that may be related to quality of care issues identified by appeals and grievance process, adverse events occurring in the hospital or an outpatient setting, which provides clinical interventions. She also evaluates the work and behavior of employees in her departments. And also educate other nurses on the best practices and implement innovative procedures to improve the quality of work. This managerial role is often considered to relate more closely to the business side of health services than patient care.

Tulsa Memorial Hospital (TMH) is one of the nine acute care hospitals that serves in the general population area. Historically, it has been highly profitable due to its well-appointed facilities, excellent medical staff, good-standing reputation for quality care and its ability to give individual attention for each of its patients. The hospital, in addition to its inpatient services, operates an emergency department and an urgent care center located two miles from the hospital across the street from a major shopping mall.

West Florida Regional Medical Center (WFRMC) located on the north side of Pensacola, Florida competed strongly with sacred heart and Baptist hospitals for patients. WFRMC’s CEO John Kausch was an active member of the Total Quality Council of the Pensacola Area Chamber of Commerce (PATQC) (McLaughlin, C.P., Johnson, J.K., & Sollecito, 2012).. PATQC’s vision was to develop the Pensacola, Florida area into a total quality community by promoting productivity, quality and economic developments in all area organizations both public and private (McLaughlin, et, al., 2012). John

The nurse leader that I interviewed, Leigh-Ann, is a registered nurse at Jefferson Medical Center emergency room. She is a registered nurse with her bachelors of science in nursing (BSN). She is a charge nurse and a Certified Emergency Nurse (CEN). She went through a traditional four year BSN program. She has been a registered nurse for five years, two years on a medical/surgical floor and three years in the emergency department. She has been a chair on a Charting Committee and a unit based education committee. She is a member of a unit morale committee, as well as a member of a hospital wide Code Blue Committee and Policy Committee. She is a member of the Emergency Nurses Association (ENA) and was her school’s National Student Nurses’ Association chapter’s president. Leigh-Ann actively seeks out experiences and education at work and other places besides the hospital. She also participates in CEN reviews. She is not currently published.

Magnolia Regional Medical Center is based upon a mezzo level. The hospital target social problems of the patients, and finance. Within the community, emergency clients in the hospital serves the biggest social problem. Medical Assistance Program provides financial assistance to those in need. When people are admitted to the emergency room the hospital provides assistance without insurance to low-income families or anyone in need. Providing health care without insurance places a burden on the hospital because if the person becomes admitted from the emergency room to inpatient they cannot receive funds from insurance companies. The hospital pays for treatment, surgery, or whatever the person may need. For example, if a person enters

Columbus Regional Health (n.d.) serves 10 counties in Southeast Indiana. The demographics include a predominantly Caucasian population of approximately 300,000 people (Economic Opportunities through Education by 2015, n.d.). In southeastern Indiana, about 140,000 individuals have employment, and 15% of them, who are over the age of 24, have a bachelor’s degree (Economic Opportunities through Education by 2015, n.d.). Approximately 30% of the high-school students drop out in this mainly rural area with a flat population growth (Economic Opportunities through Education by 2015, n.d.).

Twin Oaks Hospital in Lexington, Colorado is a 100-bed hospital with a staff of 350 employees that include over 200 nurses and 40 clerical and secretarial employees, the majority of which are women. Recently the staff has had some apprehension and discontent over pay levels. Lexington Memorial Hospital, a public facility near to Twin Oaks recently agreed to demands from their nursing and clerical staff to increase wages five percent. They further agreed to introduce a job evaluation program which would evaluate the nursing and secretarial jobs based on comparable worth and that results of the study would be utilized as the basis for any future pay adjustments. As a result of this the staff at Twin Oaks has come to demand similar wage