Cleveland Clinic Case Study

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:

As stated in the mission statement above, the Cleveland Clinic strives on providing exceptional patient care through medical research. Through their research program, they are able to not only improve patient care within their facilities, but also help with the prevention of many communicable

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).

A long standing tradition is highly valued but compromises may need to be implemented in order to keep up with the proceeding changes in the medical field. Johnson proposes that the current

Many groups are involved with the improvements of health care for the public. Many related aspects of the general quality of research and of care provided to the patient population are shared by these groups. The IOM is an explicitly nonprofit organization that is associated with the National Academy of Sciences. They “give unbiased advice, accurate information to professionals and government officials to enhance the health of the general public” (Marrocco & Stabb, 2015). By the same token, the RWJF is also a charitable organization that was founded by the chairman of Johnson and Johnson Company. The soul focus of RWJF is on health related issues in the U.S. and “supports training, education, research, and projects related to U.S. health-care services” (Robert Wood Johnson Foundation, 2015). The

I found the need to reinvent HUDA Clinic as a whole, which entailed adapting its policies to the changing landscape of healthcare. I learned quickly that I’d need to broaden HUDA’s vision, in that a solely primary care clinic was no longer the answer. Rather, HUDA would need to offer those services that continue to remain inaccessible and unaffordable. Working alongside physicians, I was able to expand our dental clinic, and introduced psychiatry and podiatry services. I recruited more volunteer physicians, enabling us to expand our services. Today, the organization is able to serve a considerably larger underserved and underinsured population.

Similarly, during my previous internship at the BAC article 31 clinic, and because of my veteran status, often times I was asked by my field supervisor, who is also the agency program director, to tap into VA resources to gather additional resources that could be useful for the agency in response to working with veteran clients who are receiving treatment in the BAC agency (Bridging Access to Care). In the context of the use informal structure within the BAC article 31 clinic, I also believe that the efforts put forth in developing and building a relationship with the agency program director, to include contact relationships within the VA institution in support of additional services for veteran clients; exemplify practice forms of informal

At MD Anderson, we see how hard it can be to pick a clinic for malignancy treatment. You've recently gotten groundbreaking news, and now you have choose how to handle it. Here are a portion of the reasons why MD Anderson is your best seek after growth care.

We are committed to giving our patients the highest level of care regardless of ability to pay.

CM spoke to Kiara Gelin (youth) regarding a follow-up on services. Youth reported she continues to attend the Partial Hospitalization program at the Jersey City Medical Center. CM was informed that youth stopped attending the TASC program due to time conflict and youth will resume the program in September. CM and youth disused employment; youth had a job interview at Wendy’s, Fast food restaurant. CM encouraged youth to apply at local jobs in the mall, CM verbally provided youth with a list of jobs that are hiring in the community. CM inquired about the Cook, Eat and Talk program. Youth reported the family will follow-up with the program once the family phone is working. CM agreed. CM and youth discussed mentor

Cleveland Clinic moved into reorganizing all services into multi-disciplinary teams based on the patients perspective and disease systems called Institutes. It moved into Clinical Institutes and special expertise institutes This allowed clarity to patients and they knew where to go to get the care that they needed. On top of this, there was also "Support Institutes" created that would provide support to the Clinical Institutes.

The Mayo Clinic is well known for quality embark. They are very determined in setting a new standard in healthcare by eliminating waste and improving efficacy. The healthcare has changed over the years and so has Mayo. They have put their effort in to quality because their patient was the focus which has made them money in the long run. They were about improvement and transformation. They overtime than had a test done to see if they could reduce the errors made by 50%. They went about in measuring patient safety and health care and found out they can prevent the areas so they need to have improvement in quality to be able to do that.

Cleveland Clinic is a non-profit organization and a network of hospitals, clinics, research and educational institutions that strives to provide specialized healthcare and the latest in medical treatments. Our mission is to provide better care of the sick, investigation into their problems, and further education of those who serve. We are committed to providing world-class care and a supportive environment for our patients, patients’ families and fellow caregivers.

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.

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.).