Type Of Practice / Location / Office Hours / Accessibility

“An Integrated Physician Model is the result of a series of partnership between hospitals and physician develop overtime” (Harrison, 2016). Primarily, it is a joint venture that has become many joint ventures. In addition, all of this joint ventures are connected through congruent goals, and that is to provide different level of care to all the patients. Integrated physician model also organizing themselves to improve the cost and quality by operating under a clinical guideline. This could include acute care hospital, home care, nursing homes, affiliated medical group, primary care clinics, employed physician and any independent medical groups.

Despite in the United States, PHOs or Physician-Hospital Organizations have been in decline, they are making a comeback. The PHO is defined as a legal entity formed by physicians and one or more hospital with the intention of negotiating contracts with payers and sharing in the financial rewards of controlling cost while delivering high-quality care. (Farlex, 2014). PHO is best described in three ways:

Walid. LaPorsha is responsible for all medical bills, processing insurance claims for payment, ensures proper coding is attached to services performed, receives payment of bills by patients, coordinates with Dr. Walid any financial situations that arise, a back-up for front-office medical assisting for Tebresha, and any other requests from Dr. Walid. The mission statement for Primary Family Medicine is providing caring healthcare to the community. The core values of the organization are (1) Respect – entails a high regard for worth of each person. It gives everyone a voice and promotes teamwork; (2) Integrity – promotes honesty and straightforwardness in dealing with each other in attempting to make our system work to its full potential; (3) Service Innovation – encourages creativity in seeking continuous quality improvements and in meeting customer requirements; (4) Excellence – fosters constant, continuous striving for quality service in duty and work done for others. The core values are shared from the medical group that Dr. Walid also works for, Houston

The health facility in this case study experienced several problems and issues beyond possible solution efforts by the time. One of the main problems is based on the perfect way of handling the various challenges attributed to a shift from the hospital’s fee-for-service in the case of managing care environment. Besides, some local physicians were loyal to Dr. William and had the necessary flexibility and availability to assist the doctor in various ways, but today they are no longer available to assist the doctor towards the achievement of his medical and societal mission. The physicians were always available and loyal to the doctor and they could volunteer their efforts especially in cases of physician shortages in the health center. The physicians cannot afford the time they once used for volunteering activities in the health facility to assist Dr. Williams (Swayne, 2008). The reason behind this problem is that the physicians have now been employed by various managed health care organizations. Others have been involved in various contractual agreements such that the partners prohibit them from working with the health care facility. Although the health care facility has a few small groups or individuals offering primary care, these individuals and small groups are still struggling to survive in the industry. As such, the majority of them cannot

St. Anthony’s is an established non-profit, providing over 64 years of critical care. Located in the Tenderloin District, it provides essential services such as food, clothing, health care, technology, and social services, to all San Franciscans in need. St. Anthony’s employs 150 employees and manages over 11,000 volunteers annually. Employees at the organization vary in their professional levels. Staff ranges from clients re-entering the workforce to highly skilled medical professionals.

Our vision is to be the hospital of choice for patients, employees, physicians, volunteers, and the community.

“To improve the health of our community and to deliver effective and efficient healthcare in which our patients and users feel cared for, safe and confident.” Annual Plan 2013/14

To be the premier provider of state-of-the art health services in the greater central Ohio region.

Government Relations: Sister Mary Theresa (along with other Mt. Mercy administrative members) decided to pursue a “satellite hospital” as part of its long-term strategic plan. MEDICO (which

RECOMMENDATION  There is “an inherent conflict between best care and financial performance”. The CEO states that “Finances are not, and never have been, our primary concern.” However, the business must address its decreasing profitability to be able to continue to survive. This will become even more urgent if the reduced government spending that the CEO foresees happens.  The organizational culture is high quality care, high-performance and non-profit which must be taken into account in any solution. The healthcare business has a clear focus and is very successful at continually improving its patient care and processes.  While clinical performance improvements have resulted in revenue losses for the Intermountain healthcare business the Intermountain health plan, SelectHealth, and other health plans that buy Intermountain health care services have benefitted. Intermountain needs to translate these benefits into additional profits to support its main business, healthcare.   Its skill at providing this care should translate into significant market advantage for SelectHealth and for Intermountain when selling

To be the premier provider of state-of-the art health services in the greater central Ohio region. Our mission in the long-run is to be able to provide health care in the North West region of Ohio. Our intent is to focus on preventative care. However, as of today we are currently making coverage more affordable by reducing the cost of health care. Ultimately, our mission is to ensure everyone receives some type of support and for our company to focus on health through technology.

Mission statement: Our mission is to help people live healthier lives and to help make the health system work better for everyone.

This hospital is a 65-bed rural hospital but it is the job of every hospital to give the best patient care possible. With a

A physician-hospital organization (PHO) consists of 15 hospitals – with 2,247 staffed beds – and approximately 500 physicians. The PHO operates in a very large section of south Georgia, including the cities of Valdosta, Tifton, Thomasville, Moultrie, and Waycross. The PHOs’ physician members represent approximately 90 percent of all physicians practicing in the region.

K’Road Medical Centre is a member of one of the largest Accountable Care Organisation (ACO) named ProCare. Just like CityMed, which is one of the largest private clinic in Auckland Central, also a member and complies with the standards of ProCare (CityMed Ltd, 2015). Though both clinics are under one Accountable Care Organisation, the quality of healthcare that Dr. Chand is giving to her patients has a more personal and caring approach since she has been in the community for a very long time, dealing with her patients is easy and the patients feel comfortable with the doctor as well (Chand, S. 2015, May 16, 2015).