Health System Is Well Known Throughout The State Of Michigan

Our vision is to be the hospital of choice for patients, employees, physicians, volunteers, and the community.

Western Health System noticed that many of its local clinic managers were leaving to join the competition. Their human resources director, Stephanie Anderson realized that they were losing a lot of talented people who had become demotivated, and she worked on developing a program to increase their motivation in hope that they would remain committed to Western Health System. Her program, Exploration, had many great features, but to truly asses the program one first has to understand motivation, motivational theories, and the current issues at hand.

The entities Comprising the Public Health Infrastructure include: County and city health departments and local boards of health - State, territorial, and island nation health departments - Various U.S. Public Health Service agencies in the Department of Health and Human Services (HHS) - Tribal health agencies coordinated at HHS by the Indian Health Service - Public and private laboratories - Hospitals and other private-sector healthcare providers - Volunteer organizations, such as the American Red Cross, American Diabetes Association, American Cancer Society.

The accountable care organization I researched is called the Physician Organization of Michigan ACO (POM ACO). The POM ACO is a joint venture of the U-M Health System and physician groups around the state, with the aim of improving care for 81,000 Michiganders enrolled in traditional Medicare and slowing the growth of health care costs, according to the announcement by the U-M Health System (Daly, 2013). The group was launched on January 1, 2013 under the Medicare Shared Savings Program. 12 physician organizations from around Michigan came together to take part in a Medicare-sponsored program that strives to improve on the quality of care for traditional Medicare recipients, while also containing cost growth. In 2014, POM ACO expanded to include all the University of Michigan faculty physicians and thousands of other providers from the University of Michigan Health System. The POM ACO is now one of the largest accountable care organizations nationwide. More than 5,700 physicians and other providers are now involved in the POM ACO. Therefore, the POM ACO is organized as a physician-hospital organization. Hence, the patient has more flexibility in where and how their care is delivered. The patient can still use any doctor or hospital that accepts Medicare at any time.

Blake Memorial Hospital is located in the poorest east area of Marksville (Rakish, Longest, & Darr, 2010, p. 135). Blake Memorial Hospital is a non-profit organization, and its primary focus is to provide quality care to the poorest people of Marksville. Blake Memorial Hospital operates six off-site clinics and four in-house clinics, among them is the Lorris housing project clinic. Blake Memorial Hospital offers many services, one of which is the clinic program that is being considered for elimination. Blake Memorial Hospital received most of their funds through the collaboration with the city council of Marksville.

The most direct threat to ELH is the strong community competitor, Creekside Trails Hospital. It is a 45-bed, for-profit facility located 35 miles away on the other end of the lake and is 50 years newer than ELH having been opened in 1995. It is a for-profit organization and offers more specialty services, namely cardiology care. This threatens ELH’s livelihood not only by creating a more appealing alternative for citizen seeking medical attention but also by becoming a viable option for current ELH staff looking for a more stable and promising place of employment.

Tulsa Memorial Hospital (TMH) is one of the nine acute care hospitals that serves in the general population area. Historically, it has been highly profitable due to its well-appointed facilities, excellent medical staff, good-standing reputation for quality care and its ability to give individual attention for each of its patients. The hospital, in addition to its inpatient services, operates an emergency department and an urgent care center located two miles from the hospital across the street from a major shopping mall.

The best recommendations for the Elijah Heart Center will be able to get the hospital out of debt and help the center stay open. In order to help EHC, the capital shortage, funding options, and future expansions will be discussed and planned in order to improve and solve the problems that Elijah Heart Center are having currently.

In McAllen, home to the United States’ highest healthcare costs, many citizens do not consume nutritious food and do not follow preventive medicine. However, this does not explain the high healthcare costs because El Paso, a city with public health measures similar to those of McAllen, spends about half as much. The high cost of healthcare in McAllen, despite the advanced technology used in hospitals, does not suggest that it offers superior services. The fact of the matter is that there is overutilization of medicine in McAllen, and thus Medicare spends exorbitant amounts of money per capita. Upon investigating the reason behind this, author Atul Gawande claims that the high costs in McAllen are attributed to doctors who see patients as a source of profit. Although doctors like this exist in many parts of the country such as in El Paso, a majority of McAllen’s doctors seem to be driven by profit maximization rather than the needs of the patient. As a result, they order more tests and perform procedures even when they are not essential. Rather than focusing on patient education and prevention strategies, a large percentage of McAllen’s doctors focus on medical procedures. That is, healthcare in McAllen is primarily based on the biomedical model, and avoids the holistic approach.

The Holy Name of Jesus Hospital was founded by an order of Catholic nuns in Gadsden, Etowah County in northwestern Alabama. Upon purchase of the hospital by the Hospital Management Associates (HMA) the name was revamped to Riverview Medical Center (RRMC). Hospitals acquired by HMA became a state of art facility and were improved with efficiency to ensure high quality care. Though this hospital was not the dominant health care provider in the area, it was a 281 bed acute care facility accredited by the Joint Commission on Accreditation of Healthcare Organizations. The hospitalists of the RRMC operated private practices throughout the city. This organization shared common medical staff with one of their competitors, Gadsden Regional Medical Center. Common medical staff not shared was those from the Emergency and Radiology Department. RRMC faced challenges in lacking clinical services offered in the areas of neurosurgery, psychiatry, obstetrics, rehabilitation and surgical outpatients that was provided by area healthcare centers/organizations competitors.

In 2004, Riverview Medical Center (RRMC), originally called The Holy Name of Jesus Hospital, was acquired and revamped by the Hospital Management Associates (HMA) and has become a state of art facility with improved efficiencies to ensure high quality care. It was founded by an order of Catholic nuns in northwestern Alabama in the city of Gadsden, which is the county seat of Etowah County. RRMC is a 281-licensed bed acute care facility accredited by the Joint Commission on Accreditation of Healthcare Organizations, certified for participation

In terms of competition, Kansas City based Cerner is a major competitor. KLAS research provided a report, “Clinical Market Share 2013: More than Meaningful Use, “showing that Verona, Wisconsin based Epic has the most new hospitals (47) for the fifth year in a

Many patients’ lives have been saved and improved, due to the staff’s cutting edge innovative ideas for treatment. The rest of the services offered at Barnes-Jewish Hospital are all equally stunning in the quality of care provided to patients. Patrons can be sure to receive the most up-to-date care and will be attended by some of the best staff in the country. The hospital is dedicated in extending their outreach programs and providing services to the surrounding community (Barnes-Jewish Hospital, 1997-2012).

The health care organization covered is Jackson Health System in Miami, Florida. With over 2500 beds, this is one of the largest health systems in Florida and its flagship Jackson Memorial is one of the largest in the country. There are a number of strengths and weaknesses that will characterize the strategic direction that the organization will follow. Among the strengths are that Jackson has a large geographic footprint with Miami-Dade County, it has the financial backing of the county, that it has a diverse workforce, its relationship with medical school at the University of Miami, its leadership, and the multiple clinics and specialized services that it offers.

Patton-Fuller Community Hospital is a nonprofit Healthcare organization in the city of Kelsey that has provided quality