Direct Meeting Case

There are several professional associations that Hospital Administrators could become members of. These associations provide networking to members within similar fields to conquer adversity and to spread ideas. The first is The American College of Healthcare Executives (ACHE). ACHE is an international organization. It has over 40,000 members including health care executives

Carolinas Healthcare System is a large not for profit health care system, with over 40 hospitals across 900 locations in North and South Carolina. Carolinas Healthcare Pineville is one of the acute hospitals within this large organization (CHS, n.d.). It takes integration, coordination and planning to operate a profitable facility in this current climate. P. Hiltz contributes to this coordination and planning for Carolinas Healthcare Pineville. During an interview conducted on October 28, 2014, P. Hiltz shared his background, roles and responsibilities, budgeting practices and concerns for the future, as it relates to CHS Pineville. He also shared his predictions of future occurrences, as it relates to nurses. Chief financial officers are currently facing many challenges as it relates to planning a budget. P. Hiltz also elaborated on these challenges.

In many ways, the hospital system in America is set up mirroring our government. They are similar in the way that checks and balances have been set in place to ensure the best possible care is delivered to patients. With these checks and balances there are three main bodies; the governing board, medical staff, and executive management (Showalter, 2017). The duties and responsibilities of each body many times is to oversee and continually check the others. A prime example of this system can be seen through the case of Moore v. The Board of Trustees of Carson-Tahoe Hospital, which took place in Nevada and was heard before the Supreme Court of the state in 1972 (Moore v. Board of Trustees of Carson-Tahoe Hospital, 1972). Specifically, in this case, the duty of the governing board to “exercise reasonable care in selecting and retaining medical staff” is questioned in contrast with the right of the physician to have “due process… when disciplinary action is taken” (Showalter, 2017). In hopes of changing a decision by the governing board, and attempting to reverse the decision of a lower court, the appellant, Dr. Moore, brought the case against Carson-Tahoe Hospital (Moore v. Board of Trustees of Carson-Tahoe Hospital, 1972).

Centura Health is their region’s largest hospital system that is faith based and not-for-profit, located in Colorado and Western Kansas. This system includes 15 hospitals plus more affiliated hospitals, over 100 physician practices, senior living communities, Flight for Life, Centura Health at Home, and laboratory services (Centura, 2014). The power, size, and large scale of this system causes it to be a god system to analyze during states of change. Currently, there are a lot of changes that are occurring throughout the healthcare system due to the Patient Protection and Affordable Care act that was signed into law by President Barak Obama. This act has called for a change to increase accessibility to healthcare, reduce the costs that are associated with healthcare, reduce the amount of duplication, and reduce the amount or errors (Herrington, 2010). Centura has created a strategic plan to address these changes and many other changes. Centura Health’s strategic plan is known as the Centura Health 2020 strategic plan. This strategic plan outlines long and short term goals. These goals, as well as previous goal, will be analyzed to understand how they plan on creating the need for change to ensure the successful implementation, as well as, understanding their historical approach to strategic change. Many organizations will look at past successes and failures to understand what went right and wrong to recreate, or avoid, those successes

The American Health Care system needs to be constantly improved to keep up with the demands of America’s health care system. In order for the American Health Care system to improve policies must be constantly reviewed. Congress still plays a powerful role in public policy making (Morone, Litman, & Robins, 2008). A health care policy is put in place to reach a desired health outcome, which may have a meaningful effect on people. People in position of authority advocates for a new policy for the group they have special interest in helping. The Health care system is formed by the health care policy making process (Abood, 2007). There are public, institutional, and business policies related to health care developed by hospitals, accrediting organizations, or managed care organizations (Abood, 2007). A policy is implemented to improve the health among people in the United States. Some policies

The current paper examines the Disproportionate Share Hospital Payment Reduction CMS 2367F rule which was effective on November 18, 2013. The Disproportionate Share Hospital Payment Reduction CMS 2367F is Federal Legislation that was implemented due to the Affordable Care Act. The rule was initially proposed by the Centers for Medicare & Medicaid Services (CMS), HHS on May 13, 2013. The proposed rule was to implement the provision of the Affordable Care Act that reduces Medicaid Disproportionate Share Hospital (DSH) allotments.

Pertaining to the institutional committee meeting you discussed and/or attended (e.g P&T Committee if possible), please answer the following questions:

This paper deals with the legislative, regulatory components of Medicare Readmission Reduction Program along with recommendation to reduce their readmission rates for a health care facility like Valley hospital in Spokane which has been penalized a higher percentage of 2% as compared to other hospitals in the state of Washington under the third round of penalties.

Although the Western States Affiliate's (WSA's) organizational model successfully increased fundraising revenue for the American Heart Association (AHA), the task force's initiative to adopt this structure and strategy at a national level indicates a lack of understanding of the AHA's overall vision and business strategy. If the AHA wishes to achieve even greater success while continuing to maintain its long-standing strategy of raising funds for research and community education, it should focus on developing a hybrid organizational structure, improving operational efficiency and strengthening its community participation.

In this study I will outline strategies that will be used to help aid in the support of each member interest in the Public Health Alliance. In this paper there will be data that will show the effects of President’s Obama Healthcare known as the Affordable Healthcare Act under the current Administration. Recommendations will also be provided that will show the impact that the repeal will have on the Affordable Care Act and how it will ultimately affect the public health organizations. Methods that should be taken to help the organization prepare for the expected changes that will go into effect in 2019 under the current Administration.

According to Harrison (2016), “an integrated physician model is the result of a series of partnerships between hospitals and physicians developed over time.” The plan behind this model is to enhance joint efforts with medical specialists and associations. There are four strategies that need to be implemented for successful integration: “1) understand the forces affecting physicians; design strategic offerings to meet the needs of local physicians, 2) understand the hospital or health system’s specific capabilities and infrastructure in the context of the communities served, 3) ground physician-integration efforts on a well-defined strategic financial plan with sufficient resources and performance targets, and 4) ensure strong physician participation, leadership and governance.” (Cullen, S. J., Lambert III, M. J., & Pizzo, J. J. (2012)

This case study will focus on the HCAPHS scoring time frame between September, 2014 and September, 2015, and occurred in a community based, not-for profit, 451 licensed bed hospital. The particular unit in this study is located on the ninth floor of the hospital’s pavilion and is a 60 bed orthopedic unit. Dawn, the manager of this unit was new to the facility at the time. Her first managerial task of planning, was to systematically determine the goals, objectives, policies, procedures, budget, and any other information that she would need to achieve the hospitals goals (Dunn, 2010). Dawn then set-up a meeting with her Senior Director to establish expectations.

the promotion of products and services. Comparatively, the MGMA centers the work of others in

A hospital strives to deliver the highest quality of healthcare services within its capacity by having a professional group of employees that deliver high quality medical and nursing services. Memorial Hospital is a general healthcare facility that doesn’t have a specialize area in the type of medical care they provide. The hospital prides itself in providing quality care at a reasonable price that won’t take customers to the poor house. The issue at hand is that management doesn’t believe that the current operation may not last long in the current direction. A high level of quality healthcare at an affordable rate is the issue. Management doesn’t believe that the hospital can continue to provide such a level of quality. In this case,

Governmental agencies such as JCAHO monitor the care of the patients from a nursing perspective. Quality of care affects the amount of reimbursement for care given to the hospital (Baernholdt, Jennings, Merwin, & Thornlow, 2010). The neighboring community often times depends on the hospital to meet their needs. The amount of people in a certain location may influence when and where the hospital is built. Competition from other nearby hospitals may be another consideration that influences types of care given in the hospital. External forces can add to the strength of the hospital by providing support and monetary compensation. A hospital, however can be weakened when certain rules are not followed, and the hospital receives a fine.