Cathedral Hill Hospital

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

All parties of construction project will benefit from IPD. The integrated process required more participants' involvement at early stage, because the IPD structure will recognize the compensation and reward at early involvement. The compensation will be based on adding value to the project and it will rewards what's the best for the project instead of individual benefit. For example providing incentives tied to achieving project objectives and goals. The concept is to use innovative business models to enhance collaboration and efficiency.

“A healing hospital is a place characterized by thousands of small and wonderful things and a few big ones. At the center is love. More than anything else, supports a strong culture of caring. It expresses the deep passion of both patients and caregivers” (Chapman, 2003). Healing hospitals focus on patient-centered care.

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.

Meadow Hills Hospital is a two hundred bed hospital with a large Medical Staff that serves a population of three hundred thousand. It is one of four similar hospitals in the region. They do not currently have an EHR, but they’re financial systems are well developed. They have a good amount of money in reserve to spend on any solution they feel is needed.

592 Week 1 DQ 1 WBS Construction PROJ 592 Week 1 DQ 2 Project Cost Estimates and Assumptions PROJ 592 Week 2 DQ 1 Cost Components PROJ 592 Week 2 DQ 2 Estimating Processes PROJ 592 Week 3 DQ 1 Project Schedules PROJ 592 Week 3 DQ 2 Sensitivity Analysis PROJ 592 Week 4 DQ 1 Resource Allocation and Leveling PROJ 592 Week 4 DQ 2 Advanced Schedule Techniques PROJ 592 Week 5 DQ 1 Earned Value Calculation PROJ 592 Week 5 DQ 2 Project Monitoring and Control & EV PROJ 592 Week 6 DQ 1 Forecasting Project Completion Cost PROJ 592 Week 6 DQ 2 Project Control PROJ 592

Next, the actual money that spent on this project is far exceed the budgeted amount. To date, it spent 12.55 million more than expected. However, this is not the end, there are still two testing remains incomplete which will cost company more to finish them. Regarding to each items, the item that results in the most unfavorable result is the software development that cost the company 12.90 million more to finish development. We should also notice that the items far behind the schedule are all related to the software. This tells us that the company is extremely not good at developing software. This may due to the sudden change from the medium segmentation focus to the high end products. I would initially recommend the company to have a joint venture with the other high end company to implement this project. However, as the project is almost done, the most important thing is how to promo this product that makes it profitable or at

I would like to focus on one non-profit organization that has been doing very well in the recent years. The name of the organization is St Jude Research Hospital, which deals with the cure and treatment of children suffering from catastrophic diseases. In the five decades, it has been operational, the mortality rate has gradually reduced therefore saving lots of lives. St Jude started its operations in 1962. Danny Thomas was the one who started the organization and was helped by two other close friends (Pui, Pei, Pappo, Howard, Cheng, Sandlund and Gajjar, 2012).

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

The Joint Commission accredited Holy Cross hospital and Shady Grove’s, and the scores given based on quality improvement goals/measures in these areas:

In all honesty, I wasn’t all that shocked when I watched the film. After learning about the neglect of the North St. Louis community in the Pruitt-Igoe housing, this didn’t surprise me any. It’s horrible that this community has been so neglected by the local government time and time again, and no real effort is made to help. It really is a shame to think about what this community could have possibly been if Homer G Phillips Hospital was allowed to remain open. I think that the most disturbing element of the film for me was seeing how passionate the people who worked at the hospital were, to only have it taken away from them. These African American physicians and nurses legitimately built everything from the ground up, and worked tirelessly to provide exceptional care for every person that walked through their door.

I think the strategic mission should be revised. The Medical Center is in an older urban area with smaller shops and businesses. The community is trending towards a predominantly elder population. There has also been a decline in compliance with T.J.C. standards. Staffing supports new program development and the physician staff is in abundant supply. There are also major issues that need to be addressed, such as shortages in clinical staff, non-interfacing information technology systems, antiquated facilities and infrastructure, and a shift to its financial mix. Careful assessment of the aging person's

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

Heritage Oaks Hospital provides a less restrictive step-down treatment environment at three outpatient centers: Harbor Oaks in West Sacramento serves adults and senior adults; Roseville Oaks serves adolescents, adults, and senior adults; and Winding Oaks next to the main hospital serves adults and senior adults. According to course textbook, the goal of outpatient programs is to improve quality of life and to return clients to daily activities among family, peers, and the community (Varcarolis, 2013). The treatments available include psychiatric, emotional, behavioral, and substance abuse. These outpatient centers have partial hospitalization program (PHP) and intensive outpatient program (IOP). According to the hospital website, outpatient services include physician oversight, medication management, group therapies, educational practices such as cognitive behavioral therapy (CBT) and dialectical behavioral therapy (DBT) (heritageoakshospital.com, 2017). I was assigned to Roseville Oaks Outpatient Behavioral Health Center. It was helpful for me to