Midhudson Regional Hospital Case Study

The North Texas State Hospital (NTSH) is part of the Department of State Health Services (DSHS) administration. NTSH is a mental healthcare facility that has two campuses: one department is located in Wichita Falls, TX and the other in Vernon, TX. Including both campuses DSHS is the largest mental hospital in the state of Texas, which provides psychiatric services for the mentally ill. NTSH is the only facility in the entire state of Texas that provides forensic psychiatric care. Forensic psychiatric care is a specialized service for prisoners who have mental disorders. NTSH offers a 284-bed maximum security program for adults and a 78-bed adolescent Forensic Program (DSHS Center, 2017). NTSH aims to improve the health, safety, and wellbeing of individuals by providing the right stewardship, reducing health care problems, improving public health awareness, and preventing diseases. In order to improve health and safety, NTSH is accredited by the Joint Commission on Accreditation of Healthcare Organizations. The Joint Commission is an independent, not for profit association that set standards to evaluate

Thank you for your response regards to "Rolling Meadows Community Hospital". John did not act in a fairly manner by not giving the intern the position. Even though John did confess his truly feelings it still ended up being an altercation not only for him but the hospital as well. I agree where you stated "This provide an understanding that just because one doesn’t physically touch or ask for physical contact doesn’t mean you can’t get in trouble for comment." I believe John felt like he could get away with this case just because he was the CEO of the hospital but it obviously does not matter what type of position you hold in a work environment; this should not be tolerated at any work environment.

Jones Regional Medical Center is a huge academic health center with 900 beds and are known for its research and teaching hospitals. Additionally, the IT staff at Jones supports 300 applications and 12,000 workstations. The center uses Technology Med (TechMed) for their admitting system. The system includes registration, inpatient charge, payment entry, master patient index, admission, hospital billing, and more. The TechMed system has been accessible since 1998; Jones is beginning to plan a replacement of this systems because of the fragility of the software (Wager, 2013).

FACTS: Orleans Regional Hospital is a Medicaid funded psychiatric hospital that mainly provides service for adolescents and children. The hospital was a limited liability company that established itself with three members; NORS LLC which had two corporations including North Louisiana Regional Hospital and Precision, Inc. The defendants John C. Turner and William C. Windham held a 50 percent share in North Louisiana Regional Hospital. Richard W. Williams was the only shareholder of Precision Inc and together they both owned North Louisiana Regional Hospital Partnership and they treated

Jefferson County has been without local access to healthcare for decades. Over 10 years ago the county commissioners agreed that a local hospital is in the best interest of the people of Jefferson County and, therefore, began a fund to achieve this goal. As of today, the fund is worth $25 million, but to build and equip an adequately sized hospital, the county needs an additional $75 million. The commissioners appointed a committee to discuss the issue and determine the best plan of action going forward.

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.

Cultural diversity has different meaning to each and every one. Some of us considering cultural diversity to be acquired where for the others it’s a skill that they have to learn. It’s very important that the health care providers are knowledgeable and sensitive to cultural differences because they are the ones to deal with the patients of different background on a daily basis. Being cultural savvy will help them to give the best patient care. For that reason, health care workers must be especially aware that addressing cultural diversity goes above the values, beliefs, practices and customs. An outstanding medical professional has a good manner and makes patients feel comfortable and at ease during exams and treatments. Cultural knowledge is the skill to respond appropriately to people of different cultures, ages, races, religions, sexual orientations, abilities, and ethnicities, and embrace on the way that will allow a person to feel respected and valued. The article "Diversity & Cultural Competency in Health Care Settings" discusses diversity in health care environment, "A health care professional who has learned cultural competence engages in assistive, supportive, facilitative, or enabling acts that are tailor-made to fit with individual, group, or institutional, cultural values, beliefs, and life ways in order to provide quality health care. In other words, they demonstrate the attitudes and behaviors that enable them to effectively work with individuals with diverse

Arrowhead Regional Medical Center (ARMC) is a 456-bed teaching hospital located in Colton California. Out of the 456 beds, 90 beds are behavioral health and 366 are inpatient hospital beds. ARMC is a comprehensive inpatient and outpatient health care facility providing multitude of care including: primary care, specialty care, trauma care and houses the only burn center for four counties. Moreover, ARMC has 9 residency programs which are accredited by ACGME and AOA, both are known entities in graduate medical education. Furthermore, Arrowhead Regional Medical Center’s Ambulatory department operates over 40 specialty clinics and 4 family health clinics. Three of the family health clinics are off site located in Fontana, Rialto and San Bernardino. ARMC covers about 98% of Medi-Cal patients through the coverage plan of IEHP and Molina.

CM spoke to Kiara Gelin (youth) regarding a follow-up on services. Youth reported she continues to attend the Partial Hospitalization program at the Jersey City Medical Center. CM was informed that youth stopped attending the TASC program due to time conflict and youth will resume the program in September. CM and youth disused employment; youth had a job interview at Wendy’s, Fast food restaurant. CM encouraged youth to apply at local jobs in the mall, CM verbally provided youth with a list of jobs that are hiring in the community. CM inquired about the Cook, Eat and Talk program. Youth reported the family will follow-up with the program once the family phone is working. CM agreed. CM and youth discussed mentor

At Baylor Scott & White Health (BSWH) at All Saints, we celebrated diversity week in June of this year. The Café featured a meal from a different culture each day. Then, in the main atrium, a culture map was hung with push pins available to mark the country of a person’s heritage. Later, an employee could choose to complete a puzzle related to diversity in health care. The completed puzzle could be turned in to Human Resources (HR), and the employee would be entered in a drawing for a prize. Another activity for the employees was Bingo. The card had quotes and trivia about diversity and were handed to employees to complete. Once the card was finished, the card was turned into HR. At that time, the employee was entered a drawing. Briefly, these activities demonstrate how BSWH at All Saints is actively educating the staff and others in the different cultures surrounding our hospital. In essence, the exercises focus on the positive aspects of the different cultural groups. This was a fun and enjoyment way of learning about the cultural and traditions of different groups of people. The atrium was filled with excitement and interaction with people. Incidentally, hospital administration was present during the festivities.

Columbus, Ohio Memorial Hospital (COMH) has implemented an electronic medical record (EMR) since 2010, which has clearly demonstrated great improvement in patient care. During my work experiences, one of the concerns the physicians voiced were they were unable to communicate patient information to other providers or staff without having access to electronic medical records (EMR) in front of them, at that given time. The concerns expressed were that there was countless times that a physician had to wait on lab results to base their decision on patient care, while located at another facility. Physicians have experienced the frustration of inconvenient, slow or missing communication in their facilities when caring for their patients. In addition,

Heritage Oaks Hospital provides a less restrictive step-down treatment environment at three outpatient centers: Harbor Oaks in West Sacramento serves adults and senior adults; Roseville Oaks serves adolescents, adults, and senior adults; and Winding Oaks next to the main hospital serves adults and senior adults. According to course textbook, the goal of outpatient programs is to improve quality of life and to return clients to daily activities among family, peers, and the community (Varcarolis, 2013). The treatments available include psychiatric, emotional, behavioral, and substance abuse. These outpatient centers have partial hospitalization program (PHP) and intensive outpatient program (IOP). According to the hospital website, outpatient services include physician oversight, medication management, group therapies, educational practices such as cognitive behavioral therapy (CBT) and dialectical behavioral therapy (DBT) (heritageoakshospital.com, 2017). I was assigned to Roseville Oaks Outpatient Behavioral Health Center. It was helpful for me to

Columbus Regional Health (n.d.) serves 10 counties in Southeast Indiana. The demographics include a predominantly Caucasian population of approximately 300,000 people (Economic Opportunities through Education by 2015, n.d.). In southeastern Indiana, about 140,000 individuals have employment, and 15% of them, who are over the age of 24, have a bachelor’s degree (Economic Opportunities through Education by 2015, n.d.). Approximately 30% of the high-school students drop out in this mainly rural area with a flat population growth (Economic Opportunities through Education by 2015, n.d.).

For health care workers, cultural competency is important for obvious reasons. On a daily basis, healthcare professionals work with patients of a variety of cultures, and many work with team members who come from different cultures than their own. Medical and other healthcare professionals spend many years in school learning how and when to treat patients for giving symptoms, but teaching them to interact with patients currently falls on knowing the things that make up a person’s cultural identity. Cultural differences that exist between people, such as language, dress and traditions, and the way societies organize themselves, their conception of morality and religion, attitudes about illness and death and the way they interact with the environment. Cultural competence is important in health care because the patient outcome, patient readmissions, staff retention, and labor relations all determine the outcome of an organizations success. Diversity improves the effectiveness and productivity of the workforce. Disadvantages of ignoring cultural diversity can result in a loss of revenue for the business. Company growth will also be affected by ignoring cultural diversity. Steps an organization should take to face this challenge is to implement training that cover workforce diversities and keep an open dialogue among employees expressing concerns, differences, ideas, etc.

Twin Oaks Hospital in Lexington, Colorado is a 100-bed hospital with a staff of 350 employees that include over 200 nurses and 40 clerical and secretarial employees, the majority of which are women. Recently the staff has had some apprehension and discontent over pay levels. Lexington Memorial Hospital, a public facility near to Twin Oaks recently agreed to demands from their nursing and clerical staff to increase wages five percent. They further agreed to introduce a job evaluation program which would evaluate the nursing and secretarial jobs based on comparable worth and that results of the study would be utilized as the basis for any future pay adjustments. As a result of this the staff at Twin Oaks has come to demand similar wage