Hospital Care At The Middle Georgia Area

A visit to the emergency department (ED) is usually associated with negative thoughts by most people. It creates preconceived images of overcrowded waiting rooms and routine long waits for treatment (Jarousse, 2011). From 1996 to 2006, ED visits increased annually from 90.3 million to 119.2 million (32% increase). During this same time period, the number of EDs has declined by 186 facilities creating the age old lower supply and greater demand concept (Crane & Noon, 2011). There are many contributing factors that have led to an increase in ED visits. A few of these key drivers include lack of primary care access, rising of the uninsured population, dwindling mental health services, and the growing elderly

There will be a need for additional catheterization labs, surgical suites and expanded cardiac rehabilitation programs. There needs to be better coordination of care to ensure timely scheduling of procedures. Education programs need to be developed emphasizing cardiac risk factors, healthy living and lifestyle modifications.

In searching information regarding the rehospitalization rates and the drop of Medicare reimbursements for those stays, I was surprised to have found there was so much information regarding this and the tools that are out there also to use. My direct supervisor, Amy Suydam RN CPS, was also helpful in bringing up some things not thought of that would assist in the success of our organization in achieving our goal of decreasing rehospitalizations by 10% within the next 6 months. Amy Suydam RN CPS did not feel this was an unreasonable timeframe and decline to be looking towards. This is something we have discussed many times as our organization is non-for profit and this is very important that we follow through with our teachings and get all the information put out there that we can regarding these changes.

Big Bend Medical Center is a full-service, not-for-profit, acute care hospital with 325 beds located in Big Bend, Texas. The bulk of the hospital’s facilities are devoted to inpatient care and emergency services. (Gapenski, pg. 27) The outpatient services section of the hospital is used by the Outpatient Clinic, as well as the Dialysis Center. The Outpatient Clinic, which makes up about 80 percent of the outpatient services section, has recently grown in volume and has created a need for 25 percent more space than it currently has. Moving the Dialysis Center to a new building was decide to allow expansion of the Outpatient Clinic. A change and focus on the allocation of costs has some department heads angry and claiming of

I took a different approach when surveying two individual at my place of employment. Instead of surveying coworkers, I interviewed two individual that are a patient of the hospital. My place of employment is known for specializing in mental illness known as Georgia Regional Hospital/Atlanta (GRH). The two patient that I interviewed, one is a veteran which received treatment under two different mental hospitals, veteran and ours hospital, while, the other individual just received treatment only GRH mental institution. Georgia Regional Hospital (GRH) is an institution that evaluates, and treating the individual that has a mental disorder, which includes patients that are incarcerated or patients that is diagnosed with a mental disorder. Although, Veteran hospitals provide the same treatment that GRH offers but only to veteran patients.

Providing patients diagnosed with Congestive Heart Failure effective teaching can eliminate reoccurring hospitalizations. Patients are discharged with CHF and readmitted within 30 days. The information provided will examine the process of enhancing patient knowledge and provide additional resources essential for effective health care management. Research evidence provides data that proves patients who are diagnosed with CHF needs a variety of health care needs during admission and after discharge. The proposal will display an evaluation plan, implementation plan and a dissemination of the

The Joint Commission on Accreditation of Healthcare Organizations (JCAHO) core measures in relation to Heart Failure (HF) was examined using empirical-based nursing research. Findings suggest that lack of understanding by nurses contributes significantly to the privation of core measure implementation. A significant number of Americans suffer from HF, so patient quality of care assessment was necessitated. Identifying factors were: nurse-patient education resulting in follow-up appointments, left ventricular performance or left ventricular systolic (LVS) function, treatment medications, and smoking cessation programs. Nurses provide an important role in the education of patients with HF. The Nurse is integral in providing documentation in relation to LVS. Nurses play an important role in the administration of HF medication. Smoking, a major cause of HF, requires special nursing intervention. Nursing results in improved quality of care if HF core measures are implemented properly. Additionally, Orem’s universal requisites are fundamental in the nursing process.

Mr. Masi responds, from our EPIC ability that we serve approximately three hundred twenty-five thousands people (patients) that come to us on a routine basis. It would be five NRG stadiums, full to the roof, that we see on a routine basis. We are bound and determine to provide high quality care and safe patient care. The community, the Methodist’s, the Texas Children’s, and Memorial Hermann’s, would need to respond if things get worse. They do a lot of work that is uncompensated, but they will have to do more. Dr. Gardner states if they county decides to raise the tax rate a nickel from seventeen cents to twenty-two cents, that would be two hundred million dollars and we could talk about a new hospital or clinic, but that is not likely any time soon.

In this paper I will be playing the part as a chief operating officer (COO) and I am responsible for a 15-bed Emergency Room (ER). In this scenario I am facing many complaints within the last year regarding inadequate care, poor Emergency Room management, long wait times, and patients being sent away because of lack of space, staff, or physicians to provide appropriate care. I am asked to (1) Thoroughly diagnose the root causes of the complaints about the clinic, (2) thoroughly devise a strategic plan for overcoming the problems associated with the current Emergency Room, (3) thoroughly justify how the “Good

Smithson Healthcare System (SHS) is a not-for-profit health system which serves the greater community of Newland County and other rural satellite counties within the state. In 2013, SHS unfolded a new heart clinic located at their Smithson East hospital as a tactical response to some disturbing outcome data and the evolving healthcare environment. The clinic’s purpose was to improve outcomes for patients with a primary diagnosis of heart failure and respond to reimbursement changes associated with the Affordable Care Act (ACA). After three years of aggregating data on the operating performance of the heart clinic, an evaluation of the impact and success of the clinic is required. This analysis will offer conclusions and suggestions that will influence the future of the heart clinic’s vitality for consideration to Smithson East’s Chief Operating Officer (Chelsea Rigland) and its senior staff.

The aim of this ten minute reflection is to show my experience of how my mentor and I used the ABCDE approach when dealing with a patient with chest pain. The concept of this ten minute reflection is to outline the areas that I can develop on for my future placements. This ten minute reflection will show my emotional state and my knowledge that I applied in this situation. It will outline my learning and development when in my placement area and help me to decide if a better outcome could have been achieved if I performed differently. From my learning to date, by completing this ten minute reflection it has enabled me to critically analyse my own practice and compare this to what I would of done now upon completion of this module. This reflection has highlighted how much my skills, knowledge and performance has improved from last year. In accordance of the NMC (2008) a pseudonyms will be used in order to protect the patients’ identity.

The cost of the health care industry has always been rising since the early 1980s. It has been a growing concern in both the industry and society. Massachusetts General Hospital (MGH) is no exception. Even though the average length of stay (LOS) for the patients in MGH has been declining (Exhibit 10), it is still the highest compared to their competitors (Exhibit 6). Besides the cost, there is no uniformity of process and standardization across different facilities and departments of the hospital. MGH lacks communication and coordination between the facilities.

Trinity Hospital is a 150-bed facility located in the southeast United States. The hospital offers a range of services varying from internal medicine to neurology, and boasts a dedicated nursing staff and community-recognized excellence in patient care. While the hospital stands out in terms of excellence in several distinct areas of patient care, Board members an other higher-ups within the Trinity community have begun strategically planning for significant upgrades to the hospital in terms of what type of care is offered to patients being treated at Trinity. A strategic plan targeting oncology, orthopedic, and cardiovascular care has been developed in hopes of generated new revenue, new clientele, and new status for the hospital should these plans be carried out.

Middletown Hospital is a 200-bed, not-for-profit-general hospital that has an emergency department with 20 emergency beds. The emergency department handles on an average 100 patients per day. The hospital’s CEO has authorized the Six Sigma Team (SST) to address complaints received from patients seeking treatment between 6:00 p.m. and 10:00 p.m. The complaints are centered on waiting times and poor service. During this time the data indicates that approximately 70% of the department’s admissions occur (University of Phoenix, 2009, Course Syllabus).

The emergency room has become the new primary care facility for the millions of uninsured in the United States. Thanks to an “unfunded mandate passed into law in 1986,” hospitals that participate in the Medicare program must “screen and treat anyone with an emergency medical condition” (Stephens & Ledlow, 2010). This unfortunately leads to emergency rooms full of people who may have something as simple as a sinus infection which then makes it really difficult for someone with a real emergency that did not require ambulatory transport to be seen in a timely manner. Another unfortunate result of this is that “over 1,100 emergency departments closed over the past decade” (Stephens & Ledlow, 2010).