Florida Health Care Association Case Study

West Florida Regional Medical center (WFRMC) is located on the north side of Pensacola, Florida. It is associated with Hospital Corporation of America (HCA), and “the West Florida Healthcare campus includes the all private room acute care hospital, the area’s only comprehensive physical rehabilitation hospital, and a mental health facility” (West Florida Hospital, 2010). When looking at the decision to invest heavily into total quality management (TQM), you must look at its history and hospital statistics of the Pensacola area. In 1992, there was intense competition between WFRMC and the other two hospitals within the area, Sacred Heart and Baptist Hospitals (McLaughlin & Kaluzny, 2006). “The 130 doctors practicing

The Orlando VA Medical Center, established in October 2006 serves over 105,000 veterans around Central Florida, including a Community Living Center, two Mental Health Rehabilitation Treatment Programs/Domiciliary in two different locations, along with three large multi-specialty Satellite Outpatient Clinics and four Community-Based Outpatient Clinics.

Florida Hospital has grown to be one of the largest healthcare providers in the United States. Impressively, Florida Hospital had a very humble beginning and a modest growth. In 1908, a small group of Seventh Day Adventists in Orlando developed their vision of bringing health care to the area. As part of their philanthropy, they were able to raise the funds necessary to purchase Florida Hospital’s first facility near Lake Estelle. It was a two story farmhouse that had a wraparound porch and had once served those needing treatment for tuberculosis. The facility had the capacity to care for 20 patients at any given time.

The template utilized was obtained from FEMA’s EOP Basic Plan template and modified accordingly for this

The Basic Health program could be structure in several ways. It could expand programs such as Medicaid and CHIP and contract with managed care plans on behalf of its Medicaid and CHIP beneficiaries outside the private insurance market. These changes would allow both programs to continue as a "separate program with a separate financing mechanism and risk pool from that of Medicaid and CHIP, but would leverage the state's existing infrastructure for information technology, contracting, rate setting, and other function" (Angeles, 2012). Alternatively, a state could expand the Medicaid managed care by increasing the number and types of service through different network of providers, other than those that serve Medicaid and CHIP beneficiaries (Angeles,

The CHD Preparedness and Support Unit in the Bureau of Preparedness and Response (BPR) shares the Florida Department of Health (DOH) responsibility for ensuring the state’s public health and health care systems are prepared to respond to disasters and other public health emergencies. Therefore, the Unit is responsible for promoting and supporting preparedness activities at the local level by developing, evaluating and providing technical assistance for accomplishing the CHD Expectations; serving as liaison and point of contact for questions, concerns and needs related to CHD Preparedness, and by seeking and allocating funds locally according to cooperative agreements and statutory authority.

Clinics Can Help is currently Florida’s largest medical reuse organization. Founder Owen O’Neill used to be a local hospice nurse. While working as a hospice nurse he kept receiving requests to do something with all the wheelchairs, hospital beds, and other medical equipment that was left behind when a loved one passed away. Looking at all that equipment made O’Neill remember all the pain and suffering their family members endured. He knew how expensive medical equipment was so he began taking it to medical clinics that served patients with low income and/or no insurance. That is how the organization got its name “Clinics Can Help.”

Formidable health care organizations, healthcare outreach facilities, healthcare partners, and dedicated health care leaders are nothing new to the Central Florida region. Central Florida has given birth to some of the best and well-known health care systems in the nation. “The region is home to several respected hospitals that are ranked in the nation’s top 100, a Level One Trauma Center, nine designated teaching hospitals and the University of Central Florida, College of Medicine” (Winter Park Memorial Hospital, 2013). Although there are several economic hardships taken place within the nation’s health care industry, Central Florida’s healthcare organizations are amid in serving the community.

Kaiser Permanente Colorado is proud to offer a program that allows safety net primary care providers to electronically request advice from select Kaiser Permanente specialists. Currently eight speciality departments participate in this program that supports safety net primary care providers, the patients are uninsured and below the federal poverty level.

West Florida Regional Medical Center (WFRMC) located on the north side of Pensacola, Florida competed strongly with sacred heart and Baptist hospitals for patients. WFRMC’s CEO John Kausch was an active member of the Total Quality Council of the Pensacola Area Chamber of Commerce (PATQC) (McLaughlin, C.P., Johnson, J.K., & Sollecito, 2012).. PATQC’s vision was to develop the Pensacola, Florida area into a total quality community by promoting productivity, quality and economic developments in all area organizations both public and private (McLaughlin, et, al., 2012). John

Florida Hospital was founded in Orlando by the Seventh Day Adventist church in 1908. It is part of a 46-hospital network, with 20 nursing homes and 25 health care agencies extending across 12 states that make up Adventist Health System (AHS). AHS is one of the nation’s largest hospital systems, and is a not-for-profit healthcare organization.

The Miami VA Healthcare System serves Veterans in Miami-Dade, Broward and Monroe counties and operates a total of 372 hospital beds (US Department of Veterans Affairs, Veterans Health Administration, n.d.). Since the VA system is owned and run by the federal government, audit requirements in order to provide dietary and nutrition care services in the inpatient, outpatient or long term care setting are different compared to private sector hospitals. Hospitals and health care organizations get accreditation from the Joint Commission in order to meet federal requirements and get payment from Medicare and Medicaid programs (The Joint Commission, n.d.). However, since the Miami VA Healthcare System is a government organization and at a higher level is not required to do so (M. De La Cera, personal communication, January 12, 2017). Nevertheless, the Miami VA requests unannounced visits from The Joint Commission every three years to monitor and strengthen their performance excellence as well as keep their ongoing commitment to the safety and quality care of their patients (Office of Public and Intergovernmental Affairs, 2016). Furthermore, the Agency for Health Care Administration (AHCA) conducts unannounced onsite reviews of the Community Living Center (CLC) to review processes and procedures. Inspectors from AHCA seek

The Kansas Association of Health Care Communicators is a group of health care communications professionals dedicated to improving communication with our communities, health care employees, physicians, media and more. KAHCC provides the following benefits for new and experienced communication professionals: two educational seminars; networking with peers; and membership directory; and online list

QMHP called the client to informed her that she is not eligible for case management due to (1) living in Independence and (1) has inactive Medicaid. QMHP informed Ms. Anderson that she could receive services at Swope as an outpatient. Ms. Anderson asked if she could get her medications and other services (Imani House, vision, dental) without having Medicaid. QMHP told Ms. Anderson that she could. Ms. Anderson stated she will apply for her Medicaid. QMHP apologized to Ms. Anderson two times because at the intake, QMHP had informed Ms. Anderson that he was eligible for CSS. QMHP told Ms. Anderson that after she her Medicaid is active, she could request for a CSS. QMHP thanked Ms. Anderson for her understanding and hang up the

In 2006 The Department of Health and Human Services (DHSS) found that while majority of Nursing Homes did meet federal regulations for emergency plans and training at the time, many plans lacked sufficient detail recommended by disaster preparedness experts and there was a big lack of collaboration with outside State and local emergency agencies in development of these plans. To mitigate these gaps under the recommendation of DHSS, CMS published a check list for LTC facilities that provided guidance for development of stronger emergency operation plans that met those higher standards. The check list incorporated requirements of the facilities to collaborate with not only outside state and local emergency agencies, but also with each other when it came to planning. DHHS also developed a website at www.michigan.gov/ltcprepare to help facilities complete the tasks associated with the list. The site provides planning templates, examples of drills and exercises that could be used within the facility, and other disaster preparedness related information. Tools were also provided to state Ombudsmen and State Surveying agencies to make them familiar with the