The Canary Group Ambulatory Surgery Center

When considering building, buying or leasing space for the new orthopedic service line, one must consider current trends in healthcare. Hospital construction continues to struggle to recover from years of unfavorable economic news. As hospital building activity has spend the last few years under the shadows of Wall Street’s financial meltdown and Capitol Hill’s health reform debate, industry planning, design

Trinity Hospitals five year plan includes development of an orthopedic center, cardiovascular center and a cancer center. Task four asks for an assessment of the viability of one of these service lines. By assuming the role of the hospital CEO, I will evaluate the orthopedic center service line and present the findings to the board of directors for their approval.

OrthoOklahoma is an orthopedic medical clinic with a physical therapy branch that provides outpatient physical therapy care. The facility has a staff of three licensed physical therapists and a physical therapy assistant along with four physical therapy techs. I was able to observe all three physical therapists, Megan Ripley, Joe Ogle and Ken Roberts. At OrthoOklahoma, the most common patients are post-surgery from repairs of muscles, bones or joints. While shadowing these therapists, I observed cases of total knee replacement, total hip replacement, ACL/meniscus repair, rotator cuff repair, frozen shoulder, labrum repair, and other ailments from wear-and-tear and aging. This experience allowed me to talk to physical therapists about the ins and outs of their job, learn about different exercises and routines for treatment of injuries, and really get an idea of the work it takes to become a well-respected physical therapist.

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

“A healing hospital is a place characterized by thousands of small and wonderful things and a few big ones. At the center is love. More than anything else, supports a strong culture of caring. It expresses the deep passion of both patients and caregivers” (Chapman, 2003). Healing hospitals focus on patient-centered care.

A total knee replacement (TKA) is the most common joint surgery performed in the United States (Turner, 2011, pp. 27-32). Each year, over 650,000 Americans undergo this surgery (Wittig-Wells, 2015, pp. 45-49). It is an invasive surgery that involves an incision on top of the knee and replacing damaged parts of the knee with artificial parts that are either metal, ceramic or plastic. Someone would get a total knee replacement for damage of the joint, osteoarthritic, posttraumatic, or inflammatory arthritis. The cartilage is damaged, wears away and then you develop bony deformity and contracture of ligaments but it starts out with specific defects or wear of cartilage. The top nursing priorities for a total knee arthroplasty is to “prevent complications, promote optimal mobility, alleviate pain, and provide information about diagnosis, prognosis, and treatment needs” (Doenges, 2014, pg. 627). A possible nursing diagnosis from the patient who is undergoing a TKA might be ‘impaired physical mobility related to pain and discomfort as evidenced by reluctance to attempt movement.’ Another one could be ‘acute pain related to chronic joint disease as evidenced by reports of pain’ (Vera, 2014).

Running head: SERVICE LINE DEVELOPMENT Business Summary for Trinity Community Hospital Orthopedic Service Line Development Background Information Trinity Community Hospital, a 150-bed hospital with 20 operating rooms and an emergency department on a 25-acre campus, is a community-owned hospital located in a growing community in the southeastern U.S. with a population of 400,000 people in the city and 900,000 in the county. The community is made up of high tech business and industry as well as retirees. It is home to several colleges and a university. The hospital is 25 years old and the campus is comprised of the main hospital with four medical office buildings (MOBs). There are two primary competitors within a 10-mile radius of Trinity

Attica Memorial Hospital (AMH) is a non-profit acute care facility located in Norton County. The organization purchased and absorbed its competitor, Delphi Hospital in 2001, which also enabled it to acquire the reputable and well-known Ingelson Burn Center.

b. What will its future value be if the CD pays 5 percent interest? If it pays 15 percent interest?

Currently, the Alvin C. York VA Medical Center utilizes a poorly implemented and poorly designed incentive program. The current inventive program rewards the majority of employees solely based on a yearly evaluation. The terms of the evaluation are set by human resources employees including the criteria for what constitutes an adequate performance level. Ideally, this evaluation rating system should be developed by individual supervisors so that departmental and unit goals can be effectively achieved. After all, the purpose of an organization exists to reach the organizations goals (Nassar, 2007). There are some general incentives that appear to be effective incentives for acute care nurses. These general incentives include providing adequate

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).

This paper strives to answer questions based on the case study “Emanuel Medical Center: Crisis in the Health Care Industry”. As excerpted directly from the case study, Mr. Robert Moen, Emanuel Medical Center (EMC) president and CEO, was experiencing a number of challenges in 2002. The medical center faced numerous challenges in its external and internal environment. First, EMC garnered an onslaught of negative attention for the “Haley Eckman incident” in which a young man, who happened to be a gang member, died within view of EMC’s Emergency Department (ED) medical personnel rendered no care and watched. The emergency department at EMC was also experiencing greater pressure to deliver services in an increasingly

Ambulatory Surgery Centers (ASC) was the vision of two physicians in Phoenix Arizona in 1970 who wanted to provide the same high quality surgical services as acute care hospitals while achieving greater accessibility to the patient as well as more control to the physicians. Dr. Reed and Dr. Ford saw the potential for many surgical procedures that did not require an overnight stay that would achieve higher productivity and cost savings to the patient.

It strongly important for institutions to strategically follow the health regulations and laws regarding technology as well as addressing any violations immediately. The law that was made for each company to follow to avoid and violations is “The False Claims Act (FCA) is was put into place in 1863 where its mission is hold those responsible who submit fraudulent claims to government programs like Medicare and Medicaid. In Featherfall Medical Center an issue of breaching of patient security and confidentiality, but they contribute to the financial and operational burden of the organization. When it comes to impacting the violations these health regulations and laws regarding technology on institutions, the damage could significantly affect

1. What are the key issues that Barbara Norris faces at the GSU? Why are they important to the organization?