Sheppard Pratt Health Systems: A Case Study

The reached decision of the Supreme Court for the Federal Trade Commission v. Phoebe Putney Health System, Inc. will have a long term effect on the FTC’s procedural process. This decision reached will now require the FTC to determine a standard verifying whether acquiring deals fall within the state-action exemption clause if or when pertaining to antitrust laws. The conclusion of this case has therefore placed undue strain on how the state 's legislature may now assign authority to organizations of local government. This pressure makes the Federal Trade Commission’s job that much more difficult to accomplish because in some instances there procedures must be adjusted on a situational basis only. In addition, the ruling has affected the process

The objective of this project is to improve the Springfield region’s financial performance for the Saints Health. The Saints Health Region (SHR) is accountable for health care services for the 28-county Springfield Arizona Service Area. SHR Health Plan provides operating funds for SHR, and the services are provided through SHR Medical group, local physicians, and other providers. Currently, the operating margin is negative with an operating loss of $110.31 M although the membership growth is positive. As consultants, our team strives to develop strategies to improve the financial performance of SHR by focusing on short-term and long-term viability.

The organizational structure of MercyHealth Willard is typical of what you would see at major hospitals starting with the board of MercyHealth to administration services for Toledo area on top then branching into categories and subcategories for the different type of departments, and leading with department heads at the top of each

On 2/9/17 I was able to meet with Mr. Liwak at Hurley Hospital. He had surgery to remove the external fixators on 1/31/17. His hemoglobin also dropped and he was held in the hospital for some blood infusions. His legs are in cast to below the knee. He is non weight bearing.

The administrative structure for the program I am interning for in treatment foster care. The program is structure is that of a traditional hierarchical pyramid. The Director of Treatment Foster Care is Brenda Kess. Next, Treatment Foster Care Supervisors are Justine Jai Roberts and William Frazier. Then, the social workers are Katrina Carroll, Jill Epstein-Molter, Latoya Lowe, Kassmeir Smith and Delita Galanos.

Background statement: Heritage Valley Medical Center has had a wonderful reputation for providing excellent health care services to their community. Initially, their community was 80% Caucasian, 40% African American, and 5% Hispanic. However, in the last 5 years, the population has changed to more minorities and the whites have moved out to the suburbs. This caused the Center’s occupancy rate to go down 40% because many of their traditional, more affluent, private-pay patients had left the neighborhood. To bring in revenue, they campaigned to bring in more Medicaid patients.

Nutrition and Food Services at the Miami VA Healthcare System is managed as a team by all supervisors. The managers that run the Nutrition and Food Services (NFS) at the Miami VA include the Food Service Systems Manager, Veteran Experience Systems Manager, Clinical Nutrition Manager and the Assistant Chief/Operations Manager. The Chief of NFS, who is a registered dietitian, is responsible for establishing guidelines and ensuring compliance to provide a safe food supply for all patients and residents in the Community Living Center (CLC) according to their medical and nutritional needs. Clinical service procedures and organization is the main responsibility of the Clinical Nutrition Manager. Nonetheless, all the managers, Assistant Chief and Chief are involved in making important decisions in each nutrition and dietetic position.

Introduction As the administrator of Mainstay Medical Center, I will create a mission and vision statement for the organization, identify strategic goals and recommend strategies that will be effective in achieving the goals of the organization. In this paper, I will also identify strategies to gain a competitive advantage with other organization while ensuring goals for Mainstays Medical Center to remain successful. Mission and value statements for Mainstays Medical Center Mission statements are the beginning of an organization’s planning and goal setting process. A mission statement should align with the fundamental values of the consumers and the population it serves as well as the beliefs and competitive positions.

The purpose of the communication and objective of the report is to provide background information for the PNP Hawkeye Hospital Board to make a decision as to whether or not becoming an ACO is a viable option for the organization. If so, the discourse provides potential implications and barriers

Medical departments and administration. Medical units include; emergency room, surgical suite, intensive care unit (ICU), as well as the mother and child unit of the Department, including Anesthesiology, radiology, pathology and rehabilitative medicine. While the Administration Department consists of; Accounting Department, human resources department, internal audit department, as well as medical records. The internal audit Department of which there is an internal Watchdog Unit (a unit of Functional Work in charge of carrying out internal oversight at the hospital. Internal oversight unit is responsible to and under the direction of the hospital and also established and defined by the leaders of the hospital), Committee (non structural Units consisting of experts or profession which was formed to give consideration to the strategic direction of the hospital in order to increase and development of hospital services.

Clinical Leadership Paper Position and Role of Leader Joni Dekok is the chief nursing officer of Sanford Sheldon Medical Center. She is the leader of two nurse managers as well as the entire staff of nurses. She is an important member of the nursing team within the hospital and is also a vital member to the executive team at the hospital. She works with the hospital’s administration team, financial team, and CEO to make decisions regarding how the hospital is run. She helps make important decisions and uses her unique view as a nurse leader to help guide other managers and leaders at the hospital.

Changing the Health care system is hard to do due to the fact that it is very slow to change. Burns, Bradley, and Weiner (2012) states that there are a few issues that make it hard for them to change. The first one is the ferderal government, the government is the biggest payer by reimbursing health care through set prices. Second is consumerism, which can be found as consumer direscted health plans (CDHPs) and health savings accounts (HSAs), medicine offered by physicians to avoid organizations like managed care, person health records, healthcare financial services, and employer wellness programs (Burns, Bradley, and Weiner, 2012). Third, the health care delivery which is controlled by the medical profession that controls up to 85 percent of spending.

Strategic Plan Part 1 – Organizational Structure (Coronis Health) Cherica Smith HCS/589 Instructor Rich Schultz, Ph.D. March 21, 2023 The goal of the strategic project plan for Coronis Health organization is to add an additional product line. According to Coronis Health (2023). , “Coronis health is healthcare revenue cycle management and medical billing company offering global capabilities & specialized solutions.

Healthcare organizations’ goals includes provide quality, value priced, safe health care services and ultimately, improve health outcomes. In addition to this primary goal, healthcare organizations also seek financial stability, community value, ethics and employee engagement. In this context, leaders are asked to efficiently use the available resources to optimize the managerial approaches to direct their teams towards more productive environment and positive interactions with patients. Healthcare setting-unlike business setting-is a more complicated system that consists of different professional teams and departments that usually don’t share the same objectives or planning strategies due to the diversity in the services provided.

Based on this case the cost driver is to properly distribute the direct cost among the different divisions. Dr. Julian would like to control her departments costs by having them distributed fairly among the divisions without affecting the hospital’s reimbursement/revenue. Carroll University Hospital is currently using the standard costing unit, which is based on the cost of bed/day for inpatients. Currently the present cost accounting system that is being used at CUH takes the total direct cost of the departments, then allocates the indirect costs and distributes it among the departments evenly regardless of the actual resources being used in those departments, and without considering that there may be some patients in these divisions that may require more resources than others, this method does not seem to recognize the different activities,