Sharp Chula Vista Medical Center

Sharp Healthcare is one of the growing organizations in San Diego, California. According to Sharp HealthCare website (2014), the management is responsible for strategic planning, enlargement of the company, achievement of system-wide case management program, partnership with other companies, developing to improve care coordination and transitions of care across Sharp Healthcare and utilization of social work departments. The Sharp experience makes their practice of medicine in high, standard and has a purpose to make a difference in the lives of those people

Coastal Surgical Specialist Incorporated does business as Coastal Surgical Institute (CSI). CSI operates in conjunction with Dignity Health (which runs the hospital in Arroyo Grande) and the governing body or board (comprised of 49% [22-23] physicians who work within CSI and 51% shareholders from Dignity). The Medical Executive Committee (comprised of five board member physicians, among them the Medical Director and Anesthesia Director) answers to the board, and beneath the Medical Executive Committee is the medical staff. Medical Staff includes the Administrator: Director of Nursing, the Pathology Lab, and the Anesthesia Services. The structure of CSI follows Mintzberg’s five-sector model (Bolman & Deal, 2008) in that it is a top-down organization with a clear strategic apex consisting of the governing body of CSI. This administrative component funnels down to the Medical Executive Committee and ultimately the Director of Nursing who is directly in charge of the operating core, which consists of the nursing staff. The technostructure seems to be those specialists such as pathology and anesthesia services, while the support staff is comprised of front office and medical records personnel.

Salina Health Education Foundation founded in 1979 and Salina Care founded in 1991, merged in 2004 to form Salina Family Health Care Center (SFHC). Since the inception the clinic has served Saline County with health and dental care for uninsured and low income residents. In addition the clinic has provided residency programs for family medicine physicians for future role as providers to rural Kansas towns. In December of 2004 SHEF became a Federally Qualified Health Center (FQHC). Following in 2009, SHEF transformed the practice into a patient-centered healthcare home. Through this work, SHEF redefined its mission to: provide excellent healthcare in a patient-centered setting that fosters education, all in a positive work environment

All supervisory providers within PM&RS service will be issued Vocera to improve and enhance communications between staff, veterans and other providers within HVAMC. The PM&R Service has recently select Supervisors for OT, KT, and Audiology. Each supervisor is expected to be on board within the next 30 days.

Salina Health Education Foundation, founded in 1979 and Salina Care founded in 1991, merged in 2004 to form Salina Family Health Care Center (SFHC). Since the inception the clinic has served Saline County with health and dental care for uninsured and low income residents. In addition the clinic has provided residency programs for family medicine physicians for future roles as providers to rural Kansas towns. In December of 2004 SHEF became a Federally Qualified Health Center (FQHC). Following in 2009, SHEF transformed the practice into a patient-centered healthcare home. Through this work, SHEF redefined its mission to: provide excellent healthcare in a patient-centered setting that fosters education, all in a positive work

Sacred Heart Medical Center at RiverBend (SHRB) is a 388 bed regional medical center with a level II Trauma designation, located in Springfield, Oregon. The emergency department (ED) consists of 42 beds with four designated trauma resuscitation bays. In 2014 the ED volume was approximately 58,000 patients, of which an average of 70% were ambulatory and non-ambulance access. Emergency department overcrowding has been identified as a national issue and it is effecting SHRB ED. Emergency department congestion effects patient arrival to provider time and this delay has been associated with suboptimal patient outcomes. Emergency departments must address patient length of stay and throughput for a multitude of reasons; the most acute concern being patient safety.

Baylor University Medical Center at Dallas was established as Texas Baptist Memorial Sanitarium. Chartered on Oct. 16, 1903, by the State of Texas, the hospital began in a 14-room renovated house. In 1900, there were 3 contributors who founded Baylor and one of them was who are Charles M. Rosser, M.D., founder of the Baylor College of Medicine, who saw the need for "a hospital of great importance" for a growing city like Dallas, and which would support the medical school. The second founder was Rev. George W. Truett, pastor of the First Baptist Church of Dallas, convinced Dallas citizens "to build a great humanitarian hospital," and thirdly, Colonel C.C. Slaughter, a devout Baptist and wealthy cattleman, gives a major gift of $50,000 to establish the hospital. There were many contributors who helped raise funds for the hospital and one of them was The Baptist General Convention of Texas.

Patient records have evolved from paper to electronic over the past 20 years. To start paper records were all there was. Physicians and nurses’ hand wrote doctors orders as well as patient history and diagnoses. These we often hard to read as well as not very secure as they were kept in filing cabinets and desk drawers. Once the choice of switching from paper to electronic records has been decided they are slowly switched over into what is called a hybrid record. These records are based off both paper and electronic records. When switching over into new records it just does not happen overnight it must be eased into it due to it being rather difficult to have precise transformation.

St. Vincent Medical Center is located in the Bridgeport, Connecticut, in Fairfield County. It is a 520-bed, faith-based community teaching hospital that is a member of Ascension Health, the largest Catholic, non-profit healthcare system in the country. The organization is an integrated community health system provides a full range of inpatient and outpatient services. St. Vincent’s has a very strong commitment to patient safety and has several mandatory programs for employees that include: relationship-based care and high reliability. As a Magnet designated organization, the nursing professional practice model is well defined, and facilitated through shared governance councils (St. Vincent’s Medical Center, 2012).

Currently, the College of Osteopathic Medicine department at Nova Southeastern University offers multiple clinical services that are open to the public. Here patients have the opportunity to establish care and get treated by doctors. These clinics also help students to learn and experience firsthand what it takes to become a doctor. The students are able to work alongside the doctors, and have one on one encounters with the patients. The main clinics are located at the Sanford L. Ziff center; the clinics currently available are Internal Medicine, Geriatrics, Family Medicine, Optometry, and Dental. From Monday to Friday the clinics operate from 8AM to 5:30PM, except for Family Medicine which on Tuesdays and Thursdays provide a night clinic service, from 5pm to 7pm and a weekend clinic on Saturdays from 8am to 12pm. Nova Southeastern University relies heavily on its faculty and staff help manage and operate these clinics. There are over 350 employees currently working in this department. Employees here learn to provide excellent customer service, to learn how to deal and verify health insurances, to help and keep up to date with accounts receivables and accounts payable. It is presumably

This program encourages you to switch to electronic records while getting rid of paper charts, and it gives your patients the best care that they deserve. It also allows for exchanging

The Cortland Bears wanted to find two sponsors with a similar target market, which are families in the Cortland area. The organization believes Cortland Regional Medical Center and J.M. Murray Center are the right two sponsors. Cortland Regional Medical Center has agreed to a sponsorship worth $10,000. The organization was also able to land the J.M. Murray Center to a $3,000 sponsorship.

Nonprofit organizations are by far and large the majority of organizational structures of hospitals. The major benefit to choosing to be a nonprofit is the income tax exemption. However, nonprofit hospitals are responsible for developing community programs and initiatives that balance this financial benefit. As a result, many organizations’ mission, vision, and value statements include social responsibility aspects. As a nonprofit hospital, Los Angeles Metro Hospital has a mission to promote the health and wellness of the community they serve.

How does the hospital keep a record of all of its patients? According to Stacy Adam, the medical records manager, Reading Hospital uses an Electronic Medical Record system called EPIC. It is made by EPIC Systems. To access records on the EPIC system, an employee has to be trained on the EPIC system and then they receive their user name and password. There are different access profiles and trainings, but anyone that is going to work there and needs access to the EPIC system needs to be trained first in order for a trainer to reveal the user name and password. (“Adam, S.”) To the left, is a sample of what it looks like when EPIC is in use. EPIC is a tool for many staff within the hospital from nurses, physicians, administrators, to support services. But, that is not all. According to Adam, some of the administrators use the information but may not have direct access to it, so they rely on others to get them the information that they need through reports and statistics. Some supports services in the hospital, such as Quality Improvement, Care Management, Risk Management, Chaplaincy, and the Business Office, all use the health information in some way. Insurance Companies use the health information to audit and pay for services rendered at the hospital. Attorneys and police also request information from them to conduct a legal investigation. Other health care facilities sometimes need health information to care for a

Patients are our top priority here at Saint Luke’s Memorial Hospital in which it is important to always identify means of ensuring patients’ safety. A new initiative that I would like to propose concerning patient safety is fall prevention, as important as hand hygiene and medication administration is we are having issues in this area that needs to be addressed with the utmost attention. As the administrator for Saint Luke’s, I, Lunese Boco, make it my duty to keep all patients safe and out of harm’s way. We pride ourselves on providing the best services here are Saint Luke’s Memorial Hospital therefore it is vital that we implement a patient fall prevention program along with a firm policy concerning patient falls. It is imperative that all patients leave our facility healthier than how they entered because of our excellent service and dedication to each and every patient. All populations in the hospital setting can be affected by a fall from an infant to an elderly adult. There is no universal definition for “fall” in which Joint Commission and others define a “fall” as unintentional unplanned descent with or without assistance of another person to the floor with or without injury (Rowe, 2012). Falls are anticipated or unanticipated due to various risk factors or due to environmental influences. The American Nurses Association determines that in all aspects of physiological or environmental situations and with injury or not a descent to the floor is