Proposed Solution Of The Current Intake Process Essay

UP.01.03.01 requires a time-out before the start of the procedure. The Site Identification and Verification policy describes the time-out process however the policy falls short of fully meeting the intent of this standard. EP 2 describes which team members must participate in the timeout, EP 3 requires a time-out before each procedure when two or more procedures are being performed, and EP 5 requires documentation of the time-out. These 3 elements are missing from the hospital policy/process and therefore revisions to the process/policy are necessary to include these 3 elements. Nightingale’s Safety Report reveals increasing compliance (nearing 100%) with the time-out process, however as mentioned above, EP 5 requires documentation of the process. In addition to the policy revision, I recommend the development of a unique form which will be used to document

In December 2014, The Hispanic Outlook in Higher Education published “Rethinking the Admission Process.” This article was written by Frank DiMaria, who takes a look at the research of the former president of the University of Wyoming, Robert Sternberg. DiMaria explains Sternberg’s stance against the current admissions process. Sternberg has research that depicts, “GPA, standardized tests, and essays do not successfully measure the true talent of a college applicant.” He believes that the policies need to change. Sternberg offers an alternative to the current process. Sternberg has been a part of a new admissions policy testing students not just on their memorization and analytical skills, but on their creative, practical, and wisdom-based skills as well. Sternberg’s ideas stem from his experience with disadvantaged youth and their ability to adapt and overcome obstacles. Sternberg claims that students who grow up in the upper middle class tend to have an environment which better values the analytical skills that the current tests measure. He argues that, because of this, colleges may not be getting the most creative and adaptable students. He shows that some of these less privileged students are capable of handling a college workload even though they may not have been able to score as high on the SAT or other tests. DiMaria believes that through Sternberg’s Kaleidoscope policy may be a solution. The Kaleidoscope way of admissions administers tests which ask open ended

bipolar disorder at the age of 18. client has revised care as well as many different medications to

There are many components to a hospital or medical facility. All of them are necessary to have a properly functioning environment. The emergency department of a hospital is a fast paced world. You have to be constantly on your toes and prepared for whatever may come through the doors. There are many people that work in an emergency room to make it run smoothly. Techs, nurses, CNA’s, LVN’s, and doctors all work side by side to help those who are critically injured. Without all these people it would be complete chaos.

The office would need to establish a goal to accommodate all post-discharge patients. When appointments cannot be made then an escalation process to the office manager needs to occur. In order to foster communication with professional partners, an investigation of the system failures. How can the transition to home be improved? The workflow should include a validation step that would entail hand-off communication between hospital rounders and office schedulers. If missteps occur, then the office staff could catch the near misses and call the patient at home. Care coordination among providers on an outpatient basis could be supported by the electronic medical record and having verbal care conferences. Next strategy could involve the hospital completing a call back within twenty-four hours to all patients discharged. This intervention could potentially catch some of the missed opportunities. Another approach involves face to face reinforcement of the patient-centered partnership with H. H. According to Counsil et al. (2012), “patient-centered care plans for complex patients changed the relationships with the health team” (p. 190). The development of this patient directed plan of care and partnership is

In 2013 an average of one out of eight Medicare patients are readmitted within a 30-day period which lead to the estimated costs of around $18 billion a year for Medicare patients alone. Hospitals will either be penalized or receive bonuses for their performance with readmissions. This program will encourage hospitals to concentrate on ways to improve coordinating transitions of care while improving the safety and quality of care provided. In order to

the care of the patient is better served at another facility that can provide certain services

GW Associates Counseling and Hypotherapy (2016) is an organization that offers individual, family, and couples counseling therapy. The agency also provides hypnotherapy as a therapeutic modality. The organization uses “A holistic approach to individual and family therapy” (Weisser, 2016) and is operated by a licensed social worker in Denton, Maryland. The agency uses a seven page multidimensional intake form that must be completed by the client or client’s guardian.

The health care industry continues to be challenged by daily patient turnover due to the number of admissions, transfers, and discharges (Spader, 2008). The increase in number of admissions, in turn, puts a high demand on nurses in keeping up with the pace resulting in nurse frustration and dissatisfaction. According to Lane (2009), a thorough and comprehensive admission process is critical in providing quality patient care. Completing the admission process in a timely, efficient, and comprehensive manner has

Interventions to Reduce Acute Care Transfers is a quality improvement program that has been used throughout health care settings worldwide. Its main goals are to decrease hospitalizations and readmissions, with an overall aim of improving quality of care (Ouslander et al., 2014). Interact’s website provides health care facilities with affordable and easy to use “tool kits” that are based on five fundamental strategies including; principles of quality improvement, early identification and evaluation of changes in condition, management of common changes in condition, improved advance care planning, and improved communication and documentation (Ouslander et al., 2014). By using the tools health care providers can help prevent unnecessary hospitalizations and related complications, at the same time receive financial

With the evolution of healthcare, patient handovers have become not only a concern in Ontario, but an international concern. The handover (or handoff), also known as a critical transfer point, is the communication between units and healthcare teams that involves the transition of patient information. During a period of care, a patient can potentially be treated by multiple healthcare members in various clinical settings across the continuum of care. The handoff can occur between specialized outpatient, emergency, surgical, and intensive care units and include encounters with numerous staff members at each interval. Some nursing units transfer or discharge their patients at a rate of 40-70% everyday (Friesen, White & Byers, 2009). Consequently,

The referral system enacted between the physicians termed “ping-ponging”, is problematic. Such a problem can be classified as a crisis; crisis problem solving is instantaneous and addresses a present threat. In this case, failing to act promptly will cause untoward results, such as a decline in near-term performance (298). The financial performance of the hospital has begun to feel the negative effects of the physician's acquired referral system. The hospital has experienced above-average denials for Medicare reimbursements (320). As the case suggests, most of the patients are older, therefore, the likelihood of them having Medicare is high; a decrease in Medicare reimbursements can have catastrophic financial consequences.

In this paper, I will provide a critique of an intake form typically utilized by community behavioral health agencies in the state of Arizona. For providers managed by Cenpatico, the regional behavioral health provider (RBHA), the intake process involves completion of the CORE assessment. When a Case Manager or Recovery Coach refers a client to other specialty agencies, a copy of the CORE assessment is required. In a way, it is standard form utilized by many providers. Each agency may have different procedures whether the CORE is completed by staff on paper or via a computer through respective electronic health record systems. For our agency, the CORE is completed online with conditional logic where it allows the

Apps are now an integral part of our everyday lives. We use them to check the weather and check into a flight, to see when the next bus is coming, record notes, read books, play games and much more.

In April of 2000, the Downtown Health Clinic (DHC), which is run and overseen by Perpetual Mercy Hospital (PHC), found out some troubling news and was very concerned about it. Perpetual Mercy Hospital was concerned about the possibility of a establishing a similar clinic five blocks north of their facility. The main concerned are that the new and upcoming clinic may take away DHC’s current patients and that such a similar clinic so close could put a damper the DHC’s profitability and financial