The Methodist Hospital Of Indiana

Patton – Fuller community hospital’s network system consist of two major parts, the first part is the executive part that connects the hospitals executive management, human resources department, operations, IT and data center, etc., the first network is connected using a 1000base-T Gigabyte network connection that uses a typical Cat6 cabling (Apollo Group Inc., 2008), the second major part of the network connects the departments of radiology, operating room, wards, ICU’s, etc. using a 1000base F fiber optic based connection, this connection is a

This case analysis of Stanford’s Hospital and Clinics (SHC) electronic medical record (EMR) system implementation will focus on how the healthcare organization focused on resolving a problem to meet regulatory pressures and responded to an opportunity to create operational efficiency, by capitalizing on the use of information technology to help reduce costs. We will discuss the organization’s IT problems, opportunities, and the alternatives available to address each. We will summarize an analysis of potential alternatives including the organization’s EMR system of choice and conclude with a recommendation to the Board on how to rollout the new system.

Dignity Health Methodist Hospital of Sacramento is a nonprofit general acute care hospital located in the southern part of Sacramento on 7500 Hospital Dr, Sacramento, CA 95823. Methodist Hospital has been serving the Sacramento region since 1973. The hospital has 329 licensed bed in total, out of the 329 beds 162 are acute care bed type. Methodist hospital provides patients a full range of services ranging from skilled nursing, Family Birth Center, Emergency Room, Orthopedic, to Physical Therapy Center. It offers 24-hour basic emergency services but unfortunately, it does not offer trauma services. Provider Id 050590.

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

Advocate Illinois Masonic has a rich history in how it became the hospital it is today. Before it was called Illinois Masonic, it was the Chicago Union Hospital. The Union Hospital was organized during the time of rebuilding post the great Chicago fire in 1901. Belden Avenue Baptist Church Steadfast Sunday School organized the union hospital. Amongst the board members of the hospital where some Masons who formed an association for the purpose of providing free medical and surgical treatment for master masons, members of the Eastern Star, and members of their families. In 1921 the Illinois Masonic Hospital Association purchased Chicago Union Hospital.

Recently, I had the opportunity to train and work alongside the dedicated professionals at IQH. During my time there, I had the pleasure meeting IQH’s Chief Financial Officer (CIO), David Dale. Dale has an impressive resume that reflects his extensive experience. Trained as a computer engineer, he gravitated towards the healthcare industry. Healthcare offered Dale stability and security while he gained experience in information technology. Eventually, his talent and dedication to his profession caught the attention of the upper echelon of Merit Health’s Central Hospital. Promoted to the Director of Information Services, Dale began to

The nurses at Memorial Hospital work a regular schedule of four 10-hour days per week. The average regulartime pay across all nursing grades is $12.00 per hour. Overtime may be scheduled when necessary. However, because of the intensity of the demands placed on nurses, only a limited amount of overtime is permitted per week. Nurses may be scheduled for as many as 12 hours per day for a maximum of five days per week. Overtime is compensated at a rate of $18.00 per hour. In periods of extremely high demand, temporary part-time nurses may be hired for a limited period of time. Temporary nurses are paid $15.00 per hour. Memorial Hospital has a policy that limits the proportion of temporary nurses to 15 percent of the

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.

2. What theories of change implementation would have helped the administrators at the Springfield General Hospital solve the problem of medication mistakes?

Resulting of this, Jones did not have a backup plan that could have potentially been a hazard for patient care. With the system down the center had difficulty delivering care because the data from the system was delayed. Not having direct access to the database impacted the hospital staff productivity as well. Hospital staff might have worked overtime because of the process of a full database recovery from the journaled transactions. There could also be challenges for accurate billing and delay filings for the insurance

Right now, the hospital has to choose between the risk of a bungled audit (which will require overtime from an exhausted, unmotivated staff, double the audit’s 15,000$ price tag and hurt their financial reputation) or hire Dovetail, who will potentially be able implement the system before the audit deadline, but at a heavy cost. The hospital administration needs to accept the fact that the bulk of the costs associated with bringing this computer system into production are labour costs rather than hardware and software. All the attempts to circumvent these costs have resulted in the need for greater expenditures.

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

In my opinion the 1980's was one of the significant event in the 20th century that created the impetus for healthcare organizations to begin to adopt information systems. Although the use of health care information systems in the 1970s could be considered an extension of the applications used in the 1960s with a slight increase in the use of clinical applications, the 1980s saw an entirely different story. Sweeping changes in how Medicare reimbursed hospitals and others for services, coupled with the advent of the microcomputer, radically changed how health care information systems were viewed and used. In 1982, Medicare shifted from a cost-based reimbursement system for hospitals to a prospective payment system based on diagnosis related groups

Central Hospital in Tempe, Arizona decided to implement a computerized Medication Administration Record (MAR) into one of their small locations before rolling it out to the entire organization. Art Baxter, the Chief Information Officer in charge of Medical Information Systems (MIS) at Central Hospital assigned Kate Cohen, a programmer and analyst, as the Project Manager. Kate formed a project team but failed to include representatives from departments that were going to use the system. Unfortunately, the key stake holder/users did not have a seat at the table. Even though the

The variation in information needs across any healthcare provider organization forces healthcare information technologies (HIT) platforms, systems, processes and procedures to align its design to support the unique information needs of each department and role. The greater this alignment of HIT systems and technologies to specific administrator, doctor, nurse and lab technician roles, the higher the level of overall systems performance and results attained (Agrawal, Grandison, Johnson, Kiernan, 2007). Just as an enterprise has strategic information needs that help to define the future direction of the business, healthcare provider organizations also have a comparable set of strategic information needs. The administrative roles in healthcare providers need to have a consolidated view of the organization from a cost, quality management, service level, patient recovery rate, patient satisfaction and profitability standpoint as well (Middleton, 2005). All of these factors are often gathered together in a dashboard that administrators often rely on to manage the core areas of their healthcare business (Leung, 2012). Administrator's information needs are also longer term in nature and more oriented towards the development of strategic initiatives that will last several years, requiring