Hospital Shadowing Case Study

Peace Memorial Hospital is a 600-bed, independent, not-for-profit, general hospital located on the southern periphery of a major western city. It is one of six general hospitals in the city and twenty in the county. After doing much research, the Board of Directors has decided that they should open an ambulatory location in the downtown area, to be known as the Downtown Health Clinic (DHC). The clinic will have 4 major objectives: “1. To expand the hospital’s referral base, 2. To increase referrals of privately insured patients, 3. To establish a liaison with the business community by addressing employers’ specific health needs, and 4. To become self-supporting three years after opening” (Kerin

On 10/15/2015 at approximately 1959 hours Florida Hospital Security Operation Command (SOC) radioed FH East Orlando Security for a 51D-Disordely Patient Ed in room # 37. I, Steven Evans arrived at 2000 hours and met with ER Nurse Juana Morales, who informed that patient by the name of Scott Thomas Brady (MRN: 484896/Fin: 84708322) who just been discharged, was agitated and upset with medical staff. Mr. Brady was yelling over medication prescription but by the time Security staff got there, patient was already gone. Officer Omar Alonso responded and dispatch was called to inform about the situation. Security staff did not make contact with patient, there were no hands on and no one was injured during this call. Nothing further to

As a chief operating officer of a hospital, you have been tasked with opening a new ambulatory care center in your city.

After meeting with her Senior Director and determining it was expected for her unit to improve their HCAPS scores, Dawn investigated what the current scored of her unit were. After looking up the unit’s HCAPS scores, she discovered the September of 2014 scores, in the categories of responsiveness of staff, and communications with nurses, were well below the average of like hospitals. She then started the managerial function of organizing by developing a plan to carry out the work needed to raise the unit’s HCAPS scores in these two areas.

Also just have Dr. McCrae doing educational mental health screening things to get more patients engaged in the department who may not even know that they need the services. Education is always the key to development.

These technical aspects of training will help with my skill set, so I am able to ensure that all aspects of the technical running of the Hospital are carried out safely and in line with Approved Codes of Practice and technical advice. In-house training will enable me to have a greater understanding of the type of patients we are caring for, non-clinical staff are encouraged to attend lectures aimed primarily at Clinical team members so that they have a greater knowledge of Acquired Brain Injury and Dysphasia. My role within the hospital is unlikely to change greatly over the next two years so I will ensure that my Personal Development Plan is in line with the hospital business plan objectives. A big part of my role over the next 6-12 months is to further develop the Catering Team, ensuring that they have excellent Customer Service skills and integrating the team into the Support Services Team further. Working with the Director of Clinical Services, who manages the Learning and Development department in the Hospital, will enable me to develop my training skills further to ensure that I am equipped to carry out Customer Service and Team Building sessions with the Catering Team. The General Manager role at Holy Cross is a role that is likely to grow further and encompass more responsibility in around 2 years. A large part of my current role is to ensure that all Team Leaders

The biggest need that I found for the Community South medical Center is the need of clinical staff including registered nurses, respiratory therapists, and medical technologists. “The power of the healthcare workforce can have significant strategic implications for any healthcare organization, as the workforce is composed of the front line of

Hiring a child life specialist onto a team at a hospital will bring on many benefits. After families check their child into the pediatric unit and then admitted into their rooms, they can be visited by a child life specialist. There will be 1 child life specialist to every 3 families in the unit. This will allow the child life specialist to gain more one on one time with the patient and the family. They CCLS will be able to give a synopsis of what it is they exactly do and the many services they can provide for the patient and the family during their stay.

ensure that workforce and resources needed to create positive practice environments are met → deliver high quality care

This report focuses to identify Newlands’ problems in their processes of increasing their effectiveness and professionalism, to adapt to new changes required to maintain its reputation. Higher demand in health care service requires Newlands prompt actions in raising its standards and professionalism among clinical and non-clinical staff. This report revealed that Newlands is currently facing serious problems to overcome changes in health and social care industry: disengaged workforce, lack of performance management and career structure, poor leadership and especially no sign of learning and coaching culture. The report analysed problems in Newlands from the perspective of individuals, functional departments and

510 Lead and manage a team within a health and social care or children and young people's setting

This is a performance-oriented organization devoted to improving the level of health care given to children. After its establishment in 1999, principal focus was to get rid of the gap the links what is and what can exist in healthcare for every child. Its main emphasis was to put a stop to childhood obesity, promote centered care for children with chronic conditions, and to promote equity in care for everyone. Under the management of experienced professionals in children healthcare, its work focused towards improving children's healthcare to realize this goal through awareness. NICHQ drives attention towards the need to spread the message of success demonstrating the possibility of improving children's health care to realize better outcomes. It conducted a project to fit in excellence upgrading and cultural proficiency in clinics.

There is one local hospital in the region that is the only source of medical care for the community. Therefore, the primary care clinic and mobile medical clinic will be staffed with a Physician, Registered Nurse and Community Health Worker (CHW). This team will provide a variety of services, including: primary care, urgent care, chronic disease management, immunizations, HIV and TB screenings, family planning and maternity support services, WIC, well-child programs and referrals to social services.

I decided for this week to learn more about the other agencies that are connected to Cherry health. I decided to contact and look up the different services that offered at Cherry Health to familiarize myself with the trends and relevant services that are offered for patients. I decided to compare these differences in services to Heart of the City (HOTC) and share with my individual supervisor what I noticed through my research. What I learned through my discovery is that HOTC could benefit from a WIC office. The agency does have a pediatric department which assists mother but I think a WIC office will be benefit as well for mothers. The different places that do have a WIC office are Cherry Health Street and Westside clinic. I also think that Heart of the City could benefit from having

Around the Clock Healthcare Services is a healthcare staffing agency that is located in Jacksonville, Florida. The job positions they offer include RN - OR, ER, ICU, Med Surg and other travel openings, RN - various specialties, LPN – Florida, and CNA – Florida. Around the Clock Healthcare Services is ranked among the largest staffing companies for the 4th consecutive