Greater Baltimore Medical Center ( Gbmc )

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.

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.

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

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 currently work at the Hunter Holmes McGuire Veterans Administration Medical Center. “The Hunter Holmes McGuire VA Medical Center, located in Richmond, Virginia, is a 399-bed facility offering primary, secondary, and tertiary health care in medicine, surgery, neurology, rehabilitation medicine, intermediate care, acute and sustaining spinal cord injury, home care, and palliative care” (Hunter Holmes McGuire VA, 2015). At this facility it is very important that they prepare and manage a budget, so that they can strategize for the future, creating goals and plans. It also creates accountability, since they are spending tax payer’s money.

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

Hoping to infuse a sense of functional modernity into their sprawling medical facilities, the Bacon County Hospital and Health System (BCHHS) of Alma, Georgia elected to join the Georgia Telemedicine Program (GTP) in 2005, and through the implementation of specialized informatics systems many aspects of the hospital's healthcare delivery system have since been significantly improved. Adhering to the stated mission of the BCHHS to "provide compassionate and comprehensive community healthcare that is cost effective," the multi-tiered health system which spans multiple campuses underwent the transition to electronic health records (EHR) with the goal of standardizing its procedures and streamlining its processes. According to the Georgia Partnership for Telehealth (GPT), one hallmark of the BCHHS' inclusion in the program is the hospital's status as a hub within "the Open Access Network, which is a web of statewide access points based on strategic partnerships with successful existing Telemedicine programs … to maximize opportunities for timely specialty services" (2012). One of the pillars of the cooperative relationship between the BCHHS and the GPT is the emerging field of healthcare informatics, which "brings together the various health sciences (eg, medicine, nursing, public health) and other relevant fields including information science, computer science, and cognitive science … to promote the effective organization, analysis, management, and use of information in

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

The organization in which I am familiar with is my current employer of ten years, University of Mississippi Medical Center. The University of Mississippi Medical Center, also known to many as UMMC is located in Jackson, MS. The doors of this phenomenal organization was opened in 1955. According to the Medical Center History (2016), The Medical Center functions as a separately funded, semi-autonomous unit responsible to the chancellor of the University of Mississippi and, through him, to the constitutional Board of Trustees of State Institutions of Higher Learning, which governs all eight state institution of higher learning in Mississippi. This is an educational organization that provide education to medical students, graduate students, interns and residents. Bachelor, Graduate, and doctorate degrees are all awarded through this great institution.

From this analysis the University of South Alabama Medical Center has the highest average for Quality-Overall Recommended Care with an overall average of 99.048%. Baptist Memorial Hospital North Mississippi is the second highest with an overall average of 98.918%. The third highest average for Quality- Overall Recommended Care is Baylor Medical Center with an overall average of 98.78%. (Why Not The best) These are the top three highest averages. The other healthcare facilities that came in line after the top three is Emory University Hospital- 97.927%, University of Mississippi Medical Center-96.001%, and St. Dominic-Jackson Memorial Hospital-95.838%. It is important to provide exceptional services to patient so that the healthcare facility can keep a high recommendation rating.

Community Memorial Medical Center (CMMC) is a 250 bed hospital with an employed medical group located in a suburban community. The organization has recently gone through a change in leadership and you have been hired as the Vice President for Planning and Development. CMMC has conducted strategic planning processes in the past, but the general in consensus in the organization is that plans have ineffective and “sit on the shelf”. The new leadership wants to infuse a philosophy of strategic management into the organization. You are meeting with a group of department heads which includes the physician medical directors for the Emergency Department and the Medical Director for the hospital owned clinic. Your job is to explain the strategic management process to the group. Your presentation must include:

Here at GE Healthcare we want to make healthcare easy to learn and to use for the physicians and for the patients. We are a perfect match to all of your healthcare needs. We provide a way for you to access all patient data at multiple access points at the same time. We understand that more than one person may need to view an account so our technology allows for that to be possible. We also provide our physicians with decision support tools for a more informed treatment decision. We have a base of 35,000 clinicians already using GE Healthcare’s Centricity EHR.

As health care changes, so is our delivery of care. Educating, our patients and families about credible websites, and how to search for pertinent information to reinforce information on their health will be a priority. Technology such as telehealth, telenursing and videoconferencing will be embedded into our communities because we want to reach people in areas where they cannot get health care. The goal is to eliminate unnecessary emergency rooms

A doctor appointment previously consisted of physically being present and waiting to speak with your doctor about personal health concerns. Now doctor’s appointments are more than just sitting, waiting for your name to be called, thanks to patient portals. These portals provide access to personal medical records, have access to labs results, allow to schedule appointments and can provide communication links with your physician. It is this advancement that will allow patients to feel more inclusive in their own healthcare, as well as provide a new path in maintaining communication with health care providers.