Case Study : The Canary Group

A focused audit will be done on all patients undergoing operative or invasive procedures for the next year. Results will be analyzed by the nurse manager and discussed at staff meetings. Evaluation of compliance will be done at the staff meetings and any recommendations for improvement will be discussed and approved at these meetings. Implementation of any recommendations will be instituted the following month. Summaries of the audit and any recommendations for improvement will be sent to the PI committee on a quarterly basis.

Since most specialty procedures are inpatient services, EMC’s inpatient occupancy rate suffers. The occupancy rate for Emanuel Medical Center – fifty percent – is far below that of its competitors and industry benchmarks. To accompany this, EMC (on average) receives a lower reimbursement for in-patient Medicare services per patient seen in comparison to its competitors. A result such as this is correlated with directly to the fewer amount of specialty services that EMC offers. In order for Emanuel Medical Center to be able to compete with other hospitals in its service area, it is imperative that EMC evaluates what services they currently offer and are capable to offer in the future to add value to the hospital, increase its revenue stream, and expand its patient mix. Currently, Emanuel Medical Center has not succumbed to its increasing financial pressurealthough EMC has had a negative operating income for five straight years. A negative operating income places EMC at a disadvantage because it limits the hospitals ability to renovate its aging building or hire new specialists to offer revenue enhancing procedures. EMC’s competitors, on the other hand, have large sources of revenue due to their mergers with large healthcare networks such as Catholic Healthcare West. Another competitor, Kaiser Permanente Modesto Medical Center, has extremely large financial resources due to the fact

A good way to communicate this to the surgeons would be to develop a financial plan with the board to show the surgeons how much more profitable more surgeons would be.

The increasing demand for professions in health care make being a surgeons assistant a great career choice. The U.S. Bureau of Labor Statistics (BLS) said that in 2012, there were approximately 98,500 professionals in this field. Although the U.S. Bureau of Labor Statistics (BLS) doesn 't provide job outlook information for surgical assistants specifically, it does give information about surgical technologists. In 2012, there were approximately 98,500 professionals in this field. The BLS expects job growth in the field to be very strong, at a rate of 30% from 2012 through 2022, which would result in a projected employment of 127,800 in 2022. The BLS expects the demand for surgical technologists to rise due to an increasing focus on medical procedures and health care for an aging population. There will be an increasing amount of elders because the infants that were involved in the baby boom are growing old. Advances in medical technology allow hospitals and clinics to continuously perform new and innovative surgeries, keeping these workers in constant demand. In addition, elderly patients may want to stay active

The increase in individuals acquiring health insurance, due to the Affordable Care Act, causes an increased demand for physicians and physician services (ProCon.org, 2015). As a result of these increases, hospital systems are being face with what is now their biggest challenge, financial burden. The number one financial burden is medical reimbursement. However, stemming from the burden of medical reimbursement, several other challenges are brought forth, such as operating costs and the increased costs for staff, supplies, etc (Ache.org, 2016). Leaders within the hospital setting are having to adjust certain aspects of their operating system in order to keep their hospital systems afloat.

This statistic brings focus to a trend that is seen over and over again throughout the country. Medical practices are seeking ways to upgrade and outsource in order to reduce expenses, enable them to bring in more revenue, and remain independent in what have become some tough times in the healthcare industry.

Ambulatory Surgical Center is a distinct entity which render surgical procedures to patients who are not required to be hospitalized as the expected duration of hospital stay is less than 24 hours from the patient admission. ASCs provide services and procedures in a convenient and safe manner outside the hospital setting with greatest benefit being the providing services on an outpatient basis, thus reducing the challenges encountered in inpatient facilities such as scheduling delays, limited operating room availability, slow operating room turnover, etc. and with significant cost-savings for procedures when compared to procedures provided in a hospital setting. Development of Ambulatory Surgical

Cataract surgery has generally been performed in an ambulatory surgical center or a hospital outpatient facility. The Center for Medicare and Medicaid (CMS) called for comments on its proposed Regulation 2016 Medicare Fee Schedule. With the high surgical intensity of cataract surgery and the importance of patient safety due to the existing co-morbidities of the elderly population; the population who generally undergoes this type of surgical procedure, the nursing professional should advocate for the safety and positive outcomes that continue to exist in hospital outpatient facilities and ambulatory surgical centers. As nurses we must ensure that all nursing needs of all patients are met. Involving the stakeholders or those that are directly impacted by this regulation may help CMS to make the correct decision. CMS must assess the standard and best practices of the office setting against the practices of either the hospital outpatient setting or the ambulatory surgical setting.

Canary Group is a newly developing expansion of Ambulatory Surgery services from the Grand Lopes Hospital, a subsidiary of the JAGS & C Medical Group, LLC. (parent company). Located at 3301 West Camelback Road, Building A. Phoenix, AZ. 85017, Canary Group ASC will operate from 8 A.M. to 8 P.M, Monday through Friday and 9 A.M. to 5 P.M. on Saturdays (closed Sundays). The office will offer top-of-the-line orthopedic services with our four well known and respected orthopedic surgeons each with their own operating rooms (OR). A Lead (Charge) Registered Nurse (RN), a Scrub Technician, four pre-operative RN’s, and four post-operative RN’s will be assigned to each OR, rounding out the medical staff.

The first aspect of this analysis was to determine the catalyst of the program. There were two directly related catalysts. The first was the large quantities of surgery performed annually within the global health care system. The article stated that 234 million operations are performed globally each year. The second catalyst was the associated rates of morbidity and mortality accompanying the large quantity of surgeries. The article clearly revealed the impact of high morbidity and mortality, demonstrating a significant need for change.

There are certain political aspects to be taken into account when considering the role of robotic surgery in modern day medicine. The price of such equipment ranges from "$1 million to $2.3 million, plus up to $170,000 per year in maintenance, according to Intuitive Surgical" (Torres, 2011). Despite such costs, more and more elite hospitals are investing in such technology. However, such investments come with additional costs not only for the patient but more importantly for the health care system that ensures coverage for complex surgeries. The practice nowadays ensures the coverage of surgeries that are more efficient and more and more often these are the surgeries assisted by robotic devices. However, the government covers these costs similar to the costs of an old fashion intervention although the investments in such instruments are far greater. Therefore, at the political level there is the discussion on whether the government can improve the coverage of such medical expenses taking

As it is pointed out in the Greiner model, the recent strategic dilemmas and problems that challenge OCB and the core of its operating principles are rooted in past decisions and the way the company started operating since its foundation. The same organizational practices implemented at the beginning of the business are not appropriate in this stage, where OCB as an already successful organization (age of the organization [2]), is trying to grow further in a new sector. Throughout the years, company’s size grew as well as the number of patients served (Size of the organization [2]) and that fact dictated the need for a

The graph shows that in 2000 the employment rate for surgeons was at 23,000 and in 2009 increased rapidly to 64,000. Whereas, in 2011 the rate dropped back down to 56,000. The employment rates are always a surprise but due to population and more health care needed the rates are guaranteed to increase.

A recent phenomenon in the health services is the burgeoning of outpatient healthcare centers. Particularly vigorous growth has been observed in centers that perform diagnostic tests and simple surgeries and procedures like colonoscopies. At the current state, outpatient care centers outnumber hospitals in Pennsylvania. Furthermore, these centers now perform one of every four surgical and diagnostic procedures in the state (Levy 2006). However, the trend applies nationwide, and other states could easily follow suit. Many critics have commented on the negative and positive aspects of this trend. What remains to be determined are the long term effects (on health and the economy)

focus on a small client base of academic medical centers while perfecting the market positioning and