Community South Medical Center

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

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

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.

According to Health Resources and Services Administration If the system for providing primary care in 2020 were to stay fundamentally the same as today, there will be an estimated shortage of 20,400 primary care physicians ("Projecting the Supply and Demand for Primary Care Practitioners Through 2020," n.d.). In addition this projection doesn’t include the decreasing number of people perusing the medical degree and the baby boomers retiring form this filed of science. In the hand we are experiencing a significant increase in NPs and PAs. Considering this projected shortage, which is actually a very frightening situation the increasing number of NPs and PAs, can effectively be integrated; we could reduce the number of physician shortage by over 69 percent in 2020.

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

Healthcare is an evolving system in the United States; constantly changing as a result of regulations like the Affordable Care Act or because of the large financial burden healthcare presents to many individuals. The system is moving from a fee-for-service system to one that holds healthcare organizations accountable for the health outcomes of the individuals it serves. Certainly for the consumer, these changes are beneficial, but for a healthcare organization, it can be like navigating a mine field, and for a new organization, there are numerous challenges. This paper will discuss the implications of opening a primary care physicians group in the outer belt of Washington, D.C. The focus will be on office configuration, scheduling

| There is a local hospital within the community. This hospital has an emergency room, intensive care unit, and an operating room. The hospital is best known for its cardiovascular services and the care they prove to heart patients. Attached to the hospital is an inpatient mental health facility and a clinic for family planning and people with low income that cannot afford vaccines or healthcare for their

Since the Community South Medical Center enjoys a great reputation among the patients as well as the general population, it would be common to find many individuals who would like to become part of such a reputed organization. This reputation of the center should make the job of the management a bit easy as it would just need to advertise its requirements to the public and then choose the best from the applicants who apply for the job. The center can even negotiate on its terms with the applicants since there would be much competition for the posts of clinical staff and hence introduce many conditions such as a good experienced background, good educational background and so on.

working outside of hospitals, so as care shifts into a community based setting, there is a strong

The community leaders were “monitoring the health status to identify community health problems” (AAPHD) in the fact that they recognized that there would be a lack of access to care now that the dentist had retired. This also “assures a competent public health and public health work force” (AAPHD) for the members of their community. In order to address this concern, the leaders worked to “mobilize community partnerships to identify and solve health problems” (AAPHD), as well as to “evaluate the effectiveness, accessibility, and quality of person and population based health services” (AAPHD). They were able to do this by working with the local medical center administration to find a possible office space, the state health department to look into how to recruit dentist to underserved areas, and with the state legislature, who is calling for funds to incentivize dentists who go to underserved areas to practice. Finally, in using the available space and same waiting room in the existing medical office for a new potential dental practice, these community leaders are “researching new insights and innovative solutions to health problems” (AAPHD,

In all jobs including health care systems, managers deal with having to staff their department for every day of the week. They must not only try to make sure that every spot is covered, but also that everyone has no more than 40 hours in one week unless they are willing to pay overtime hours. When I sat down with my practicum mentor for a small questioning section, I asked her to tell me what she believes our department specifically needs help on. My mentor stated "In our Radiology department, like most businesses, we struggle to do more work with less staff. We continually have the need to train employees in multiple modalities which add to our staffing numbers, but will give us a more flexible staff in the long run. What does help during this training period is

The foundation of the health care industry is dependent on adequate staffing and comprehensive skillsets to carryout health care services. According to the World Health Organization, “The world will be short of 12.9 million health-care workers by 2035; today, that figure stands at 7.2 million” (para. 1). These shortage trends create gaps in the health care delivery processes and can lead to devastating consequences.

The significance of community hospitals such as Community Hospital in Monmouth County, New Jersey, is greater than one may expect for primary and secondary care services provided to the local communities around the United States. Community Hospital’s mission is to provide exceptional primary care. However, with the declination of profitability in primary care, Community Hospital has had to compete with Shore University Medical Center (SUMC) and University Hospital (UH) for revenue restoration. The decline of Medicare and Medicaid reimbursements and the steady progression toward specialty care vs. primary care require a core alteration to the mission statement to adjust to the changes within the current healthcare system. A newly modified mission and vision statement will prove that Community Hospital has the ability to regain its relevance within the healthcare industry as a leading primary care provider in the community and increase its revenue. The implementation of the new mission and vision for Community Hospital is expected to be upheld without compromising the core values of compassion, advancement, reputation, efficiency, and physician integration. A few proposed strategies to help Community Hospital create a new and improved business model, may seem cumbersome and challenging, however could greatly improve the overall direction of Community Hospital.