Effective EHR Communication Practices

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Effective EHR Communication Practices

(Effective EHR Communication Practices)

Health Information Systems And The Electronic Health Record

Neehr Perfect Activity: Communication Within the EHR

Overview

This activity is designed for the beginning EHR student user. The focus of the activity is how clear documentation in an EHR can facilitate communication among the healthcare team. The student will look at diagnoses and problems documented in a patient chart and the use of approved, and unapproved, abbreviations.

Prerequisites

1. Completion of Scavenger Hunts I – III

Student instructions

1. If you have questions about this activity, please contact your instructor for assistance.

2. Document your answers directly on this document as you complete the activity. When you are finished, save this document and upload it to your Learning Management System (LMS). If you have any questions about submitting your work to your LMS, please contact your instructor.

3. Screen displays are provided as a guide and some data (e.g. dates and times) may vary.

Additional resources

1. You may use any of the following resources to complete this activity:

a. The EHR: The Lexicon search on the Problems tab.

b. Websites.

c. Your textbooks.

Objectives

1. Demonstrate ability to locate necessary data from a patient chart.

2. Apply diagnosis codes according to current guidelines.

3. Identify errors in documentation within a patient chart.

 

Glossary(Effective EHR Communication Practices)

ICD-10 – The 10th revision of the International Statistical Classification of Diseases and Related Health Problems (ICD), a medical classification list by the World Health Organization (WHO). It codes for diseases, signs and symptoms, abnormal findings, complaints, social circumstances, and external causes of injury or diseases. ICD-10s are very detailed in their descriptions, compared to the ICD-9s that are no longer in use.

Problem – A current or a historical health care problem. Sometimes called a diagnosis or a “complaint.”

The activity

Patient problems: communicating with the healthcare team

For patients with a 3 to 5-day hospital stay, a study revealed that an average of 30.8 clinicians could access the electronic chart, including 10.2 nurses, 1.4 attending physicians, 2.3 residents, and 5.4 physician assistants (Vawdrey et al, 2011). With those numbers alone, the importance of accurate and timely documentation in the EHR is imperative.

A problem list can summarize patient medical information, such as a patient’s major diagnoses, symptoms, past medical and/or surgical history, and recurrent complaints. This problem list can be seen by those involved in the patient’s care allowing for communication within the patient’s medical record. When documented correctly, this can ultimately lead to continuity of care, improved patient safety, and a thorough interdisciplinary approach. There are many times that healthcare team members never see one another, and the only way to communicate to others caring for the same patient is through the documentation in the patient’s medical record.

Go to the chart of Warren Olson. Notice that his active problems are listed as ICD-9 codes. In this activity, you will be updating all of the current ICD-9s to ICD-10s. Notice how the ICD-10 terms are more specific and there is a different code for left, right, and so on.

1. To update the Problems, you will be filling in the blanks in the table below. You may use any of the following resources to complete the table.

(You may be prompted to choose an Encounter Provider. Choose your instructor and click OK).

· The EHR: On the Problems tab click on New Problem. You can enter the ICD-10 code or the diagnosis. Click on Search. Once you have your answer click on Cancel to enter a new diagnosis or code. DO NOT CLICK OK AND DO NOT SAVE ANY PROBLEMS TO THIS CHART. You will not be documenting in Warren Olson’s chart. You will be entering your answers in the table below.

· Websites.

· Your textbooks.(Effective EHR Communication Practices)

Current diagnosis ICD-9 Updated diagnosis term ICD-10 List your resource
Coronary Artery Disease 414.9 I25.9
Carotid Stenosis 799.9 Occlusion and stenosis of unspecified carotid artery
Cerebrovascular Accident 436.0 Occlusion and stenosis of right posterior cerebral artery
Peripheral Vascular Disease, Unspecified 443.9 I73.9
Hypertension 401.9 I10
Hearing Loss 389.9 Unspecified hearing loss, bilateral
Syncope 780.2 Syncope and collapse

2. Looking at the Problems tab in Mr. Olson’s chart, do you feel this is enough information to accurately explain why the he was admitted to the hospital? Does it present a clear enough picture to the healthcare team? Explain why or why not?

 

3. Mr. Olson also has symptoms that are documented in the admission notes that can be used to communicate presenting complaints and immediate concerns on the Problems tab. When a patient arrives to the emergency room, and before a diagnosis is entered, there are symptoms that tell the healthcare team what is going on. For example, “The patient came in complaining of being dizzy and nauseated.” These symptoms lead to assessments and tests, which in turn produce a diagnosis.

 

Complete the table below. This information was gathered from the MEDIC: ADMIT NOTE documented when the patient first arrived at the hospital. Using the same resources from question #1, locate the medical term, or problem, that would be coded with an ICD-10 code.

Symptom Medical term (or Problem)(Use the term associated with the ICD-10 code) ICD-10 code List your resource
Weakness Muscle weakness (generalized)
Slurred speech
Lightheaded Dizziness and giddiness
SOB (shortness of breath)

4. Should Mr. Olson’s symptoms have been included on the Problems tab? Explain why or why not?

Errors in communication(Effective EHR Communication Practices)

A study at a large urban hospital found that while pediatricians were able to understand 56-94% of the abbreviations used, physicians from other fields understood only 31-63% of those same abbreviations, highlighting the ambiguous nature of many abbreviations. Another study looked at a selection of abbreviations from recent hospital admissions and asked different members of a multidisciplinary care team to decipher them. They found that the average correct response rate was only 43%, with specific abbreviations better known by the professionals who used them the most. A third study in Australia that looked at error-prone abbreviations in medication orders found that of the 8,296 medication orders, 1,162 error-prone abbreviations were found, with an average of 2.4 per patient (Rodwin, B. 2013). Not only do abbreviations make it difficult for healthcare team members to understand fully what is occurring with their patient, but abbreviations are a major safety concern for the patient.

5. Go to the Notes tab of Mr. Olson’s chart and look at the following notes, MEDIC: CONSULTATION REPORT and the MEDIC: ADMIT NOTE. Read the notes. Notice the abbreviations and use of symbols. Using online resources or your textbook, decipher the following. Write your answers in the table below.

Abbreviation What it means List your resource
“s/p 3V CABG”
“s/p L CEA”
“SVG->OM”
“MJ andshrooms but no IVDU”
“Abd soft, NT/ND”
“check TTE to eval LV fxn and valvular dz”
“HEAD: NCAT”
“sig b/l weakness X 4 limbs LE more pronounced”

6. Having completed the table in #5, answer the following question. Do you feel that healthcare providers should not use abbreviations when documenting, or should they be limited on the abbreviations they can use, such as a standardized abbreviations list? Explain your answer, and provide references if any were used.

(Effective EHR Communication Practices)

References

Rodwin, B. (2013). Why you should think twice about using medical abbreviations. Clinical Correlations. Retrieved from http://www.clinicalcorrelations.org/?p=6304

 

Vawdrey, D. K., Wilcox, L. G., Collins, S., Feiner, S., Mamykina, O., Stein, D. M., Stetson, P. D. (2011). Awareness of the Care Team in Electronic Health Records. Applied Clinical Informatics, 2(4), 395–405. http://doi.org/10.4338/ACI-2011-05-RA-0034

2 Neehr Perfect Activity: Communication Within the EHR v4Archetype Innovations LLC ©2017
 
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Human Resources And Management

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Human Resources And Management

(Human Resources And Management)

Answer each case question according to the information given in the case.

Each answer should be between 150-200 words.

Human Resources And Management

1. Understanding Your Employee Benefits: Qualifying for Unemployment Benefits

During the three years that you have worked at your current company, the company has had some success, but mostly, it has not done well. The most recent downturn in business has made you concerned about the future of the company. Several employees who work in your department were laid off in the past six months due to lack of work, and you are concerned that you may be next on the list. It seems that others feel the same way, as company morale is at an all-time low. In fact, the overall company morale, coupled with the poor attitude of your supervisor, is making your job miserable. You aren’t sure if it is worthwhile at this point to try to stick it out.

Every day you dread getting up and going to work. Your supervisor is frustrated about trying to get work done with a lean staff, and you feel that he is taking it out on you. He criticizes you constantly and sometimes makes it seem that it is your fault that things are going so poorly. He has mentioned several times that the department will likely be closed within the year. You know that he is under a great deal of stress, given the impending lay offs, but the situation is becoming unbearable. You still show up to work and do your best, but you’re not sure how much longer you can do it. It seems inevitable that you will lose your job, so you are starting to think that it might be a better idea to resign your position now.

You know that you are going to need to look for a new job soon, regardless of what you do, but it is hard to even think about a job search while you are working full time. You are thinking that maybe quitting your job now will relieve some stress and give you the time you need to conduct a job search. However, you rely on your weekly paycheck, and you aren’t sure what you will do if it takes you very long to find a new job. A former coworker who was laid off last year told you that the unemployment insurance payment that he received helped bridge the gap between the lay off and finding a new job. After a one-week waiting period, he received a weekly benefit that helped him pay his bills until he found another job. As the job market is uncertain, you think that you need the support of unemployment insurance to sustain yourself until you find another job.

You are pretty sure that you will be eligible for unemployment insurance if your company does ultimately lay you off. However, you’re not sure if you can still qualify for unemployment insurance if you resign. If you are able to collect unemployment insurance,214you would like to quit soon so that you can move on with your job search, and you must do some research to understand the unemployment insurance benefit.

1. Are you eligible to receive unemployment if you resign?

2. Should you resign or wait to find out if and when you are laid off?

Human Resources And Management

2. Managing Employee Benefits: Social Security and Retirement Planning at Taylor Foods

As Gavin Jackson leaves the monthly professional luncheon for human resource executives in his area, he starts to consider how the information he learned will affect his company, Taylor Foods. The program speaker provided an update on the Social Security system and how challenges in financing the system may affect organizations. As the director of human resources at this large food-processing and distribution company, Gavin must plan the retirement benefits for the organization’s employees. Gavin had been aware that the Social Security system is in trouble, but now has some clear ideas about how it will affect both the retirement benefits offered by Taylor Foods and the retirement plans of its employees.

Gavin learned that the current Social Security system is unstable and that the future of benefits to be provided is uncertain. In particular, the Old-Age, Survivor, and Disability Insurance (OASDI), which provides retirement benefit payments to retired workers, is under a strain. Retirement benefits comprise a majority of the payments made by the Social Security system, and the instability of the system suggests that current workers may not be able to rely on the Social Security system as it exists today to support them in retirement. Gavin knows that this information affects the retirement benefit planning at Taylor Foods.

The speaker also noted that employees retiring in the relatively near future may base their retirement decisions to some extent on the Social Security benefits available to them. While employees may receive their retirement benefits from Social Security starting at age 62, the amount is reduced if they haven’t reached the full retirement age, which is determined based on year of birth. For example, the age for full retirement is 67 for anyone born in 1960 or later. Further, the system contains other incentives to encourage individuals to delay retirement. This is important to Taylor Foods, as the age at which employees plan to retire affects the company’s human resource planning process. Annually, Gavin creates staffing plans that include estimates for turnover of employees, and employee retirements are included in those estimates. This information, coupled with a current downturn in the economy, leads Gavin to believe that Taylor Foods may experience a lower level of turnover as employees delay retirement.

Gavin is considering both of these issues as he considers retirement benefits, as well as staffing planning at Taylor Foods. While the company currently offers a competitive retirement plan, he knows that he needs to reexamine the benefits in the context of his new understanding of the Social Security system. He also needs to consider how employees planning to delay retirement will affect the organization and the human resource planning process.

1. How does the instability of the Social Security system affect retirement benefit planning at Taylor Foods?

2. Should Gavin consider the possibility of employees delaying retirement in the company’s human resource planning process?

Human Resources And Management

1. Understanding Your Employee Benefits: The Decision to Work from Home

As you make the nearly hour-long commute home from your job at your company’s downtown office, you think about today’s announcement with some excitement. The director of human resources introduced a new company policy that permits employees to apply to telecommute. The company is doing well and is hiring new workers. As a result, management recently reviewed company policies and practices to accommodate the needs of the growing workforce. The company is looking to save some facility costs and also respond to employee requests for more flexible work options. The company will allow people in certain positions, including yours, to work from home either full time or a just a few days each week.

With high gas prices, daily parking expenses, and the logistics challenges that the two hours a day you spend commuting causes, you see this as a great opportunity. You have two children, and, although they are in school full time, it is almost impossible for you to attend your children’s special events at school without taking a full day off and using one of your limited vacation days. Further, when your children get sick, you have to use a sick day to stay at home taking care of them and not working.

The new company policy states that employees who telecommute must use their own computers and provide evidence that they have a safe and quiet work environment. The company will provide you with any other work supplies that you need. All of the information you need to do your job is available to you via an online connection, so the transition to working at home should be fairly easy. You already have an office at home with a computer, so you could begin telecommuting as soon as your request is approved.

It seems like the perfect solution to your daily challenges, but you worry about how telecommuting will affect your career. You’ve heard from others that old adage, “out of sight, out of mind” and have concerns about your chances for future promotions if you aren’t in the239office every day. Further, you have high productivity expectations and you consider whether working at home alone will allow you to work harder, as you would not have the typical office distractions, or whether you would be distracted by work that needs to be done around the house. You also think that you might feel somewhat isolated, as you generally are a social person and enjoy seeing your coworkers each day. As you consider some of the negatives of telecommuting, your excitement wears off, and you aren’t sure what you should do.

1. Should you apply to telecommute? If so, should you pursue a part-time or full-time work-at-home arrangement?

2. If you do telecommute, what can you do to make sure that the arrangement does not negatively impact your career? Are there any other concerns you should have?

Human Resources And Management

2. Managing Employee Benefits: Transitioning to a Paid Time-Off Bank

Human Resources Manager Stan Gomez finds that he is spending a lot of time talking with supervisors about employee absences. Stan is the Human Resource Manager works for Custom Call Services, a contract customer service-call center that provides year-round online and telephone service to the customers of a wide variety of clients. Staffing levels are essential to meet the demanding level of calls and inquiries the center receives each day. The company offers paid time-off options to its employees to allow them to balance work and nonwork interests. A goal of the time-off program is to keep unscheduled absences to a minimum in order to keep productivity and service quality high. Unscheduled absences create a problem, as the company has to cover the workload of the absent employee with little advance notice.

Custom Call Center offers a generous paid time-off program to allow employees to have time off to rest and relax, to meet personal obligations, and to manage unexpected illnesses. Currently, employees receive 10 vacation days, 3 personal days, and 5 sick days per year. Due to the nature of the business and the need to provide service to clients every day, the company does not close on any holidays. Thus, in addition to other time-off benefits, the company provides seven floating holidays and encourages employees to take these on or near traditional holidays.

Human Resources And Management

The time-off program currently creates some challenges for the company. While the company uses an automated system to track employees’ time off, supervisors still need to record and properly allocate time off as it is taken. This requires the supervisors to know the reasons for each absence and the scheduling policy for each type of absence. For example, employees must schedule vacation and floating holidays in advance. They are encouraged to schedule personal days in advance, but personal days may be taken without advance notice if necessary. Finally, sick days do not require advance notice, but they may require a doctor’s note if an employee uses a few days in a row, or if the supervisor questions the need for the absence.

The sick days create the most challenges for supervisors, as sick days are typically taken without advance notice. Many supervisors suspect that not all last-minute call-offs are necessary. Some employees have admitted that they use sick days even if they are not sick when they have exhausted all of their other time-off options. Essentially, they plan to take a day off, but because the policy does not allow them to schedule sick days in advance, they call off shortly before they are scheduled to work. As a result, supervisors must quickly arrange to cover those shifts.

To overcome these challenges, Stan is considering transitioning the company to an integrated paid time-off (PTO) policy in which all time off is grouped into one bank. Instead240of the current time-off allotments, the company would offer 25 PTO days each year. Under this policy, employees could still call off on the same day due to illness, but they would be encouraged to schedule most of their time off in advance. Further, supervisors would not need to know the reasons for the absences; they only would need to track the number of days taken off by employees. Stan thinks that the PTO bank would eliminate many unscheduled absences and ease the administrative burden of the company’s current time-off policies.

1. Should Custom Call Services switch to a PTO policy? What are the pros and cons of doing so?

2. If Custom Call Services does transition to a PTO policy, what are some things that Stan should consider including in the policy to address concerns about absenteeism?

 
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Strategic Workforce Planning Analysis

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Strategic Workforce Planning Analysis

(Strategic Workforce Planning Analysis)

questions 

1. Discuss the workforce planning process. After discussing each step, explain what would happen if an organization did not follow the workforce planning process. Explain from the perspective of the employer and the employees. (210 Words)

 

2. Based on the reading in this unit, there are many external sources of information that firms can tap into to forecast the demand for their product. Discuss the five most common types of information that can be used to evaluate general business trends in the economy. Provide an example for each. (210 Words)

 

3. Within staffing planning, there are three questions that need to be addressed. Identify and discuss each question and its components in detail. (210 Words)

 

4. Part of forecasting a firm’s labor supply requires an understanding of current and future skill and competency trends in the labor market. Compare and contrast forecasting the internal labor market and the external labor market. Be certain to discuss key components used within each process. (210 Words)

APA CITATION

REFERENCE:

Phillips, J. M., & Gully, S. M. (2015). Strategic staffing (3rd ed.). Upper Saddle River, NJ: Pearson

Strategic Workforce Planning Analysis

Staffing and Labor Forecasting Paper

Workforce Planning Process

Firstly, workforce planning involves environmental scanning to identify internal and external trends. Secondly, forecasting workforce demand predicts needed positions based on strategic objectives. Thirdly, forecasting workforce supply assesses current employee skills and future availability. Fourthly, gap analysis compares demand and supply projections to identify shortages or surpluses. Fifthly, solution implementation addresses identified gaps through recruitment, training, or redeployment. Finally, monitoring and evaluation ensure plan effectiveness and enable timely adjustments.

If an organization skipped environmental scanning, strategic threats might go unnoticed. Consequently, forecasting demand would lack precision, causing understaffing or overstaffing. Moreover, ignoring supply assessments could overlook employee retirements or promotions. Therefore, gap analysis would fail to guide recruitment or training correctly. In turn, solution implementation would be misaligned with actual needs. Finally, without evaluation, the organization cannot measure success or correct course.

From the employer perspective, bypassing workforce planning leads to skill mismatches. Hence, project delays and higher labor costs may occur. Additionally, legal risks might increase when staffing levels do not comply with regulations. Moreover, staffing inefficiencies hinder productivity and reduce profitability.

Employees also experience negative outcomes. Firstly, understaffed teams face excessive workloads and burnout. Secondly, overstaffed units may see unclear roles and diminished job satisfaction. Moreover, limited communication channels may foster uncertainty and lower morale. Thirdly, limited development opportunities reduce engagement. Ultimately, employees may leave, increasing turnover and harming organizational culture.

External Information Sources

Firstly, economic indicators track macroeconomic performance through measures like gross domestic product. For example, rising gross domestic product signals increased consumer spending potential. Secondly, consumer market surveys gather direct feedback on preferences and purchase intentions. For instance, a smartphone manufacturer might survey buyers on desired battery life. Thirdly, competitor analysis examines rival strategies, pricing, and product offerings. For example, a clothing company may analyze a competitor’s new sustainable line. Fourthly, industry trend reports identify evolving patterns in technology and consumer behavior. For instance, an automotive firm may use an electric vehicle adoption report. Fifthly, government statistics offer reliable data on labor costs, trade volumes, and import trends. For example, a furniture exporter might use import tariff changes to forecast pricing.

Moreover, economic indicators include unemployment rates and inflation measures. Therefore, a retailer could adjust stocking based on predicted consumer confidence shifts. Furthermore, consumer market surveys often involve focus groups and online polls. Consequently, survey data helps firms align product features with customer expectations. Similarly, competitor analysis may involve benchmarking key performance metrics. In contrast, industry trend reports often originate from consultancy firms. Additionally, government labor statistics guide staffing decisions and production capacity planning. Therefore, combining these sources improves forecast accuracy and supports strategic planning. Moreover, using diverse data reduces risk from any single erroneous forecast.

Staffing Planning Questions

Firstly, organizations must ask how many employees they require. Quantity analysis involves headcount projections by department. Firms evaluate workload, production schedules, and turnover rates to estimate needed staff numbers. In addition, firms may use trend analysis and historical headcount data to adjust projections.

Secondly, firms ask what skills and competencies employees should possess. Skill analysis covers educational qualifications, technical expertise, and behavioral competencies. This ensures alignment between employee capabilities and job requirements. Moreover, competency mapping helps reveal internal talent pools and development needs.

Thirdly, planners inquire when and where employees will be needed. Timing components include recruitment lead times, training durations, and project deadlines. Location considerations cover geographic distribution and remote work feasibility. Furthermore, planners consider seasonal demands and project-based requirements for precise timing.

Furthermore, balancing these questions reduces labor costs and improves service quality. Consequently, organizations can implement recruitment or training before shortages emerge. Therefore, organizations gain competitive advantage through proactive planning. Ultimately, addressing these three questions fosters efficient and effective staffing practices.

Internal and External Labor Market Forecasting

Internal forecasting examines existing workforce capabilities. Internal processes include skill inventories, performance appraisals, and succession planning. For example, a hospital may track nursing competencies and identify future nursing leaders through performance reviews.

By contrast, external forecasting evaluates outside labor supply and skill trends. Components involve analyzing labor force participation rates, educational output, and occupational outlook data. For instance, a clinic may review nursing graduate numbers entering the market.

Internal forecasting focuses on employee development and mobility. It uses talent management systems and career path analysis to fill upcoming vacancies. Conversely, external forecasting relies on government labor statistics and industry association forecasts. This approach helps anticipate skills shortages and wage pressures.

Moreover, internal forecasts often leverage replacement charts and internal applicant pipelines. In contrast, external forecasts use demographic trends and immigration patterns. Therefore, organizations can plan recruitment campaigns or partnerships with educational institutions. Additionally, internal forecasting ensures retention of institutional knowledge. Meanwhile, external forecasting supports strategic decisions about outsourcing or offshoring. Ultimately, combining both forecasts yields robust staffing strategies that balance internal talent development with external labor market realities.

References

Phillips, J. M., & Gully, S. M. (2015). Strategic staffing (3rd ed.). Upper Saddle River, NJ: Pearson.

 
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Survey of Healthcare Management

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HE310 Survey of Healthcare Management

(Survey of Healthcare Management)

Directions: Be sure to make an electronic copy of your answer before submitting it to Ashworth College for grading. Unless otherwise stated, answer in complete sentences, and be sure to use correct English spelling and grammar. Sources must be cited in APA format. Your response should be three (3) to six (6) pages in length; refer to the “Assignment Format” page for specific format requirements.

This written assignment has two parts and involves combining the case studies from lessons 1-4. For each of the case studies, you are responsible for selecting the appropriate case at the end of the applicable chapter and response to the question. In each of the cases you will respond as if you are the hospital administrator. For part 1 of this written assignment, please see case studies relating to lessons 1-4 below. Please combine your response to these case study questions into part I of your written assignment.

Part I(Survey of Healthcare Management)

Lesson 1

Case Study 1. Better Service to Current Patient Population

You are the administrator of a 250-bed hospital. A recent report from the county tells you that the population within a 25-radius of your facility is getting younger – the median age in the area has decreased from 35 years of age to 29 years of age. This was an expected impact of the new state university campus that has opened about five miles away. What do you need to review and analyze to ensure that you can provide the services required by this changing population in your area?

Lesson 2

Case Study 2. Using Statistics to Support Expansion Plans

Evaluate the data from the Agency for Healthcare Research and Quality (AHRQ) Data & Surveys (www.ahrq.gov/data) shown in Figure 2-8 in your textbook. After reading the statistics and referencing Figure 2-8 determine what services you would recommend if you were the administrator of a health care facility in Illinois, to expand what is available at your facility. Support your recommendation with specific statistics from the table.

Lesson 3

Case Study 2. Determining Opportunities to Increase Revenues

Evaluate the data available in Figure 3-6, which is from the Health, United States, 2010 report from the US Department of Health and Human Services, available in Figure 3-7. If you were the administrator of a heath care facility, what actions would you recommend to ensure your organization can increase revenues? Support your recommendations with specific statistics from Figure 3-6.

Lesson 4

Case Study 3

“Researchers now believe that most medical errors cannot be prevented by perfecting the technical work of individual doctors, nurses, or pharmacists. Improving patient safety often involves the coordinated efforts of multiple members of the health care team, who may adopt strategies from outside health care.”

“The report reviews several practices whose evidence came from the domains of commercial aviation, nuclear safety, and aerospace, and the disciplines of human factors, engineering and organizational theory. Such practices include root cause analysis, computerized physician order entry and decision support, automated medication dispensing systems, bar coding technology, aviation-style preoperative checklists, promoting a ‘culture of safety,’ crew resource management, the use of simulators in training, and integrating human factors theory into the design of medical devices and alarms.”

Discuss this concept of utilizing standard business quality initiatives and the logic of adopting them to use in healthcare. Choose one of the practices identified in paragraph 2, research it, summarize it, and include how you might apply this concept in your healthcare facility.

The practices identified in paragraph 2 are:

  • Root cause analysis

  • Computerized physician order entry and decision support

  • Automated medication dispensing systems

  • Bar coding technology

  • Aviation-style preoperative checklists

  • Promoting a “culture of safety”

  • Crew resource management

  • The use of simulators in training

  • Integrating human factors theory into the design of medical devices and alarms

Part II(Survey of Healthcare Management)

For part II of the written assignment, explain why the following course objectives are important for hospital administrators:

  1. Identify the responsibilities of the healthcare administrator.

  2. Evaluate various types of healthcare facilities and the different types of services performed in these facilities.

  3. Analyze the financial side of healthcare, including reimbursement methodologies.

  4. Explain the link between quality of care and health care administration.

Please include at least 3 scholarly articles within your response. Overall response will be formatted according to APA style and the total assignment should be between 3-6 pages not including title page and reference page.

Grading Rubric

Please refer to the rubric on the next page for the grading criteria for this assignment.

CATEGORY

Exemplary – 25 points
Student provides all case study activities and presents information in a manner that demonstrates the skills of hospital administrator. A deeper level of critical thinking skills are displayed in case study activity responses.

Satisfactory – 20 points
Student provides all case study activities and presents information in a manner that demonstrates some skills of hospital administrator. Critical thinking skills are displayed in case study activity responses.

Unsatisfactory – 15 points
Student does not provide all case study activities or does not demonstrate skills of a hospital administrator appropriately. No critical thinking skills displayed in response.

Unacceptable – 10 points
Student does not provide all case study activities and does not demonstrate skills of a hospital administrator appropriately. No critical thinking skills displayed in response.

Exemplary – 50 points
Student applies critical thinking skills to appropriately discuss why first four learning objectives are critical to hospital administrators. Student uses more than 3 scholarly articles to substantiate response. Each objective discussion exceeds expectations and demonstrates deep level of analysis.

Satisfactory – 40 points
Student applies some critical thinking skills to appropriately discuss why first four learning objectives are critical to hospital administrators. Student uses 3 scholarly articles to substantiate response. Each objective discussion is adequately discussed, but further, deeper level of analysis is needed.

Unsatisfactory – 30 points
Student does not apply critical thinking skills to explain why first four learning objectives are critical to hospital administrators or the student uses less than 3 scholarly articles to substantiate response. Each objective discussion is not adequately discussed and some objective could be omitted.

Unacceptable – 20 points
Student does not apply critical thinking skills to explain why first four learning objectives are critical to hospital administrators and the student uses less than 3 scholarly articles to substantiate response. Each objective discussion is not adequately discussed and some objectives are omitted.

Mechanics

Exemplary – 10 points
Student does not make any errors in grammar or spelling, especially those that distract the reader from the content.

Satisfactory – 8 points
Student makes 1-2 errors in grammar or spelling that distract the reader from the content.

Unsatisfactory – 5 points
Student makes 3-4 errors in grammar or spelling that distract the reader from the content.

Unacceptable – 2 points
Student makes more than 4 errors in grammar or spelling that distract the reader from the content.

Format – APA Format, Citations, Organization, Transitions (15 Points)

Exemplary – 15 points
The paper is written in proper APA and organizational format. All sources used for quotes and facts are credible and cited correctly. Excellent organization, including a variety of thoughtful transitions.

Satisfactory – 12 points
The paper is written in proper format with only 1-2 errors. All sources used for quotes and facts are credible, and most are cited correctly. Adequate organization includes a variety of appropriate transitions.

Unsatisfactory – 8 points
The paper is written in proper format with only 3-5 errors. Most sources used for quotes and facts are credible and cited correctly. Essay is poorly organized, but may include a few effective transitions.

Unacceptable – 5 points
The paper is not written in proper format. Many sources used for quotes and facts are less than credible (suspect) and/or are not cited correctly. Essay is disorganized and does not include effective transitions.

 
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Healthcare Payment Trends Matrix

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Healthcare Payment Trends Matrix

(Healthcare Payment Trends Matrix)

HCS/385 – HEALTH CARE FINANCE: Finance Environment Matrix

Create a matrix in which you:

  • Identify at least 3 economic trends of the health care payment system.
  • Identify ethics and compliance issues associated with those trends.

Cite 3 peer-reviewed, scholarly, or similar references to support your chosen trends and issues.

Note: This assignment is meant to be a high- level look at these issues where you primarily identify what the issues are. You will cover the issues in more depth in the Week Five Finance Trends assignment.

please if you do this assignment i really will like you to do week five assignment to because they are connected both.

Finance Environment Matrix

Economic Trend Description Ethics Issues Compliance Issues
Value-Based Care Models Value-based care shifts reimbursement from volume to quality, rewarding providers for improved patient outcomes rather than number of services. Ethical concerns arise over equity in access; providers may avoid high-risk patients who could hurt quality metrics. Compliance requires accurate coding, outcome documentation, and transparency in reporting performance metrics.
Rising Out-of-Pocket Costs for Patients Patients bear a larger share of costs through deductibles, copays, and coinsurance, affecting affordability and access. There is an ethical obligation to ensure financial transparency and to protect vulnerable populations from being priced out of care. Compliance with cost transparency laws (e.g., Hospital Price Transparency Rule) is mandatory.
Growth of Alternative Payment Models (APMs) APMs such as bundled payments and accountable care organizations (ACOs) are expanding to promote cost-efficiency and coordination. Ethical concerns include fair distribution of shared savings and avoiding cost-cutting that compromises care quality. Must comply with Centers for Medicare and Medicaid Services (CMS) regulations and anti-kickback statutes.

References

  1. Berwick, D. M., Nolan, T. W., & Whittington, J. (2008). The triple aim: Care, health, and cost. Health Affairs, 27(3), 759–769. https://doi.org/10.1377/hlthaff.27.3.759

  2. Rice, T., & Unruh, L. Y. (2016). The economics of health reconsidered (4th ed.). Health Administration Press.

  3. Mechanic, R. E. (2017). Value-based payment and health care delivery reform: The urgent need for alignment. Health Affairs, 36(3), 436–444. https://doi.org/10.1377/hlthaff.2016.1050

 
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Developing Internal Advancement Strategies

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Developing Internal Advancement Strategies

(Developing Internal Advancement Strategies)

Review the Week 2 Individual Knowledge Check.

Read Ch. 5, Incident 2, “I am Qualified, Why Not Me?”

Write a 700- to 1,400-word analysis, using your research, of the incident, “I am qualified, Why Not Me?” Include the following in preparing your response:

  • Discuss whether or not you believe that Bobby has a legitimate complaint. Does any organization, like Crystal Productions, have a responsibility to provide training and development opportunities to enhance promotion from within?
  • Explain the advantages and disadvantages of a promotion from within policy and whether such a policy would be appropriate for Crystal Productions.
  • Identify, if you were the head of HR, the first step in creating the policy, who should be involved in developing the policy, and what you would do in preparing for implementation.
  • Recommend the desired goals/outcomes of such a policy and the impact your new policy would have on staffing and performance management strategies.
  • Summarize what impact the changing workforce might have on your new policy.
  • Summarize a brief policy that addresses hiring from within.

INCIDENT 2 I Am Qualified, Why Not Me?

Five years ago, when Bobby Bret joined Crystal Productions as a junior accountant, he felt that he was on his way up. He had just graduated with a B+B+ average from college where he was well liked by his peers and by the faculty, and had been an officer in several student organizations. Bobby had shown a natural ability to get along with people as well as to get things done. He remembered what Roger Friedman, the controller at Crystal, had told him when he was hired, “I think you will do well here, Bobby. You’ve come highly recommended. You are the kind of guy that can expect to move right on up the ladder.”

Bobby felt that he had done a good job at Crystal, and everybody seemed to like him. In addition, his performance appraisals had been excellent. However, after five years he was still a junior accountant. He had applied for two senior accountant positions that had opened, but they were both filled by people hired from outside the firm. When the accounting supervisor’s job came open two years ago, Bobby had not applied. He was surprised when his new boss turned out to be a hotshot graduate of State University whose only experience was three years with a large accounting firm. Bobby had hoped that Ron Greene, a senior accountant he particularly respected, would get the job.

On the fifth anniversary of his employment at Crystal, Bobby decided it was time to do something. He made an appointment with the controller. At that meeting, Bobby explained to Mr. Friedman that he had worked hard to obtain a promotion and shared his frustration about having been in the same job for so long. “Well,” said Mr. Friedman, “you don’t think that you were all that much better qualified than the people that we have hired, do you?” “No,” said Bobby, “but I think I could have handled the senior accountant job. Of course, the people you have hired are doing a great job too.” The controller responded, “We just look at the qualifications of all the applicants for each job, and considering everything, try to make a reasonable decision.”

 
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McDonald’s Strategic Case Studies

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McDonald’s Strategic Case Studies

(McDonald’s Strategic Case Studies)

Business Policy and Strategy, CSU (Case Studies – Units I – VII)

Unit I Case Study

Read the Cohesion Case on pages 27-37 in the course textbook. Create a five- to seven-page PowerPoint presentation in which you a) briefly describe your view of McDonald’s strategic position, and b) answer Step 4 of the Assurance of Learning exercise on page 37.

Unit II Case Study

Complete the Assurance of Learning Exercise 3D on page 87 of the course textbook. In addition to completing Steps 1, 2, and 3, summarize your findings in a two-page APA formatted paper and discuss your views of McDonald’s strategic

prospects based upon your analysis of the external assessment and consideration of the opportunities to grow, as well as threats from competitors and the macro environment.

Unit III Case Study

Complete the Assurance of Learning Exercises 6A and 6B on page 205 of the textbook. Use the completed SWOT and SPACE matrices to draw conclusions regarding both the long term and short term strategies you would recommend in light of your findings. Summarize in a two-page APA formatted paper. NOTE: It is not necessary to consult other students

to complete these exercises in the textbook.

Unit IV Case Study

Complete the four elements of the McDonald’s organization chart exercise in the Assurance of Learning Exercise 7A on page 248 of the textbook. Once the organizational chart recommendation is completed, create at least one high-level objective for each functional group in the organizational chart. State your rationale for each and briefly state how each

would be measured. Compile your work into a minimum two-page APA formatted paper.

Unit V Case Study

Read the Assurance of Learning Exercise 8A and 8B on page 282 of the textbook. Prepare a product positioning map, and perform the EPS/EBIT calculations given in 8B. Discuss, in a two-page APA formatted paper, how the product positioning is aligned with McDonald’s corporate strategy. Identify potential gaps in the product line or weaknesses in

positioning. Describe the relevance of the EPS/EBIT chart and why it is significant with respect to strategy implementation.

Unit VI Case Study

Follow the instructions for the Assurance of Learning Exercise 9A on page 306 of the textbook. Create a minimum two-page APA formatted paper evaluating McDonald’s strategy. Choose at least one of McDonald’s competitors and discuss its position relative to McDonald’s. Comment on McDonald’s prospects of success against this competitor.

Unit VII Case Study

Complete the Assurance of Learning Exercise 10A on page 326 of the textbook. You will be asked to analyze and to compare and contrast the code of ethics of both Starbuck’s and McDonald’s. Summarize your analysis and findings in a two-page APA formatted paper

 
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Health Reform & Stakeholder Impact

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Health Reform & Stakeholder Impact

(Health Reform & Stakeholder Impact)

HEALTH POLICY ASSIGNMENTS

Case Study Reflection

Write a 4-5 page paper. Your written assignments must follow APA guidelines. Be sure to support your work with specific citations from this week’s Learning Resources and additional scholarly sources as appropriate. Refer to the Pocket Guide to APA Style to ensure that in- text citations and reference list are correct. Submit your assignment to the Dropbox by the end of this Unit.

In 2007 San Francisco began its Healthy San Francisco Plan designed to provide health care for all San Francisco citizens. In 2007, it was estimated that San Francisco had 82,000 uninsured citizens. Under the plan, all uninsured citizens residing in San Francisco can seek care at the city’s public and private clinics and hospitals. The basic coverage includes lab work, x-rays, surgery, and preventative care. The city plans to pay for this $203 million coverage by rerouting the $104 million the city currently spends treating the uninsured in the emergency rooms, mandating business contributions, and requiring income-adjusted enrollment fees. The plan requires all businesses with more than 20 employees to contribute a percentage toward the plan. Many business owners consider this a burden and warn they will not stay in the city. The Mayor sees universal health access a moral obligation for the city.

Take one of the following positions.

· San Francisco has an obligation to provide its citizens with health access.-OR-

· San Francisco does not have an obligation to provide its citizens with health access.

Discuss the following in your assignment:

1. What is the government’s role in regulating healthy and unhealthy behavior?

2. Has the balance between personal freedom and the government’s responsibility to provide health and welfare of its citizens been eroded? Why or why not?

3. Written Assignment

4. Review the following report at:

5. https://kapextmediassl-a.akamaihd.net/healthSci/HA545/HA545_1703C/u5_as.pdf

6. Using this Congressional Report for members of Congress and your textbook, write a 5-page memorandum/paper on the topic of rulemaking.

7. You are a summer intern with Harry Smith, a Congressman from your home district. He has to advise his congressional committee on the impact of interest groups on legislation. Write the memorandum to explain the purpose and influence on rulemaking in the operation of the legislation. You should offer suggestions on the importance of the implementation phase of the legislation.

Paper

Write a 7-9 page paper with bibliography. Your written assignments must follow APA guidelines. Be sure to support your work with specific citations from this week’s Learning Resources and additional scholarly sources as appropriate. Refer to the Pocket Guide to APA Style to ensure in-text citations and reference list are correct.

You will synthesize your understanding of why Medicare Part D passed, as well as the influence of the various interest groups and governmental entities during this process. Make sure to discuss both the policy process and the policy environment—that is, the key players involved and other circumstances that shaped this policy-making effort. For this assignment, address the following questions, doing further research as needed:

· How did various stakeholder groups influence the final outcome of Medicare Part D legislation?

· What were the specific strategies and tools that were used most effectively?

· Does the fact that Medicare Part D passed corresponds with your understanding of policy and politics, or did this surprise you? Explain your response.

Paper

Write a 7-9 page paper with a References List. Your written assignment must follow APA guidelines. Be sure to support your work with specific citations from this week’s Learning Resources and additional scholarly sources as appropriate. Refer to the Pocket Guide to APA Style to ensure in-text citations and reference list are correct.

You will synthesize your understanding of why Clinton’s Health Plan was unsuccessful. Discuss the features of the Clinton health care reform plan and provide reasons why it failed and describe the influence of the various interest groups and governmental entities during this process. Make sure to discuss both the policy process and the policy environment—that is, the key players involved and other circumstances that shaped this policy-making effort. Consider and discuss the following:

1. Take a position in support or opposition

2. Discuss the context of this legislation – name the expected demanders and suppliers as outlined in our textbook, Chapter 3.

3. Describe the expected interest groups and there specific arguments.

4. Describe the expected interplay between demanders and suppliers, interest groups and analyze the public policy environment.

 
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Patient-Centered and Safe Care

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Patient-Centered and Safe Care: Ensuring Quality in Health Care Delivery

(Patient-Centered and Safe Care)

The Institute of Medicine (IOM) developed six specific aims to ensure the delivery and improvement of health care. Choose two from the six aims: Safe, effective, patient-centered, timely, efficient and equitable (Institute of Medicine, 2001). Of the two aims you chose, discuss the effects on the delivery of quality care. Give an example of how a hospital or physician practice can meet these aims.

 

Your initial post should be 250-500 words and utilize at least one scholarly source from the Ashford University Library to justify your choices. Sources must be cited in APA format as outlined in the Ashford.

Patient-Centered and Safe Care

Ensuring Quality in Health Care Delivery

The Institute of Medicine (IOM), now known as the National Academy of Medicine, identified six essential aims to transform health care delivery: safe, effective, patient-centered, timely, efficient, and equitable care. Among these aims, patient-centered and safe care are fundamental for enhancing the quality of health services. Both aims not only address immediate patient needs but also contribute to long-term health outcomes by minimizing risks and prioritizing patient preferences.

Patient-Centered Care and Its Impact on Quality

Patient-centered care emphasizes the importance of understanding and respecting each patient’s unique preferences, values, and needs. This approach encourages active patient participation in decision-making processes, fostering a sense of empowerment and collaboration. By prioritizing patient involvement, health care providers are better positioned to deliver care that aligns with the individual’s expectations, ultimately improving satisfaction and trust.

For example, a hospital implementing patient-centered strategies may create personalized care plans, actively engage patients and families in discussions about treatment options, and offer culturally sensitive care. Such measures help bridge communication gaps, reduce misunderstandings, and ensure that care plans reflect patient desires and health goals. Research has shown that when patients feel respected and heard, adherence to treatment protocols improves, and clinical outcomes are more favorable (Epstein & Street, 2011).

A practical example of patient-centered care in action is the use of shared decision-making models in chronic disease management. In a primary care setting, physicians collaborate with patients to explore various treatment pathways, weighing the benefits and risks of each option. This shared responsibility not only educates patients about their health conditions but also enhances their commitment to follow prescribed therapies, resulting in better health outcomes and reduced hospital readmissions.

Safe Care and Its Impact on Quality

The IOM defines safe care as the prevention of harm to patients during the provision of health services. Ensuring safety in healthcare settings requires systematic efforts to prevent medical errors, reduce risks, and maintain a secure environment for patients. Safe care is a cornerstone of quality because it directly affects patient survival, recovery rates, and overall trust in the healthcare system.

Hospitals can meet the aim of safe care by implementing evidence-based protocols that minimize errors and enhance patient monitoring. For instance, the use of checklists in surgical settings has been proven to reduce the incidence of preventable complications. A study by Haynes et al. (2009) demonstrated that the implementation of a surgical safety checklist led to significant reductions in morbidity and mortality rates. This tool ensures that critical steps are not missed during surgery, improving patient safety and confidence in the healthcare team.

Meeting Both Aims in Practice

To effectively integrate both patient-centered and safe care, healthcare organizations can adopt Electronic Health Records (EHRs) that enhance communication, streamline documentation, and facilitate access to patient information. EHRs allow physicians to track patient histories comprehensively, reduce medication errors, and customize care plans according to patient needs and medical history.

By prioritizing both patient-centered and safe care, healthcare providers can significantly improve the delivery of quality services, ensuring that patients receive not only effective but also compassionate and secure care. These principles, grounded in evidence-based practice, pave the way for a more resilient and trustworthy healthcare system.

References

Epstein, R. M., & Street, R. L. (2011). The values and value of patient-centered care. Annals of Family Medicine, 9(2), 100–103. https://www.annfammed.org/content/9/2/100.full

Haynes, A. B., Weiser, T. G., Berry, W. R., Lipsitz, S. R., Breizat, A.-H. S., Dellinger, E. P., … & Gawande, A. A. (2009). A surgical safety checklist to reduce morbidity and mortality in a global population. New England Journal of Medicine, 360(5), 491–499. https://www.nejm.org/doi/full/10.1056/NEJMsa0810119

 
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Public Health On Hiv/Aids

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Public Health On Hiv/Aids

(Public Health On Hiv/Aids)

Public Health

please read attachments…. please…Your public health presentation should be 10 slides in length, use an appropriate application (PowerPoint, Prezi, etc.), and comprehensively address the public health issue using speaker notes and scholarly resources for support. Support for your speaker notes will come from scholarly resources, including the following: at least two scholarly resources for the background of the public health issue, at least two scholarly resources for response to the problem, and at least two scholarly resources for current directions to address the problem.

It should be a complete, polished artifact containing all of the critical elements of the final product.

I am attaching the topic and artifacts and critical elements for your 10 slide public health presentation.

General Guidance for Presentations Consider your presentation as consisting of two complementary elements: the narrative and the visual. Your speaker notes are the equivalent to the narrative, so write them clearly, succinctly, and with proper grammar and spelling, so they are easily understood by a general audience. (Note that you will not be speaking, just writing.) The visual element, the slides themselves, support the narrative. Visuals keep the eyes involved in the presentation while the presenter speaks. As such, they should not repeat the narrative. Graphics that support the narrative are best: charts, tables, timelines, illustrations, and photographs. Visuals should never be simply “window dressing,” like a group photograph of a meeting; they must specifically support the points being made in the narrative. Bullet points are acceptable in combination with or, if necessary, without graphics. If possible, keep each bullet point to a single line. Powerful quotes from your resources can sometimes drive home your point. Finally, do not be tempted to fill the entire visual space. Insufficient white space results in visual clutter, prompting your audience to spend too much effort figuring it out (distracting the audience from the speaker) or simply ignoring it. The following are recommended steps for each section:  Write your speaker notes first, using the worksheets from your milestone assignments.

 Create the visual element.

 Read the narrative to test for easy comprehension.

 Add visual elements that support the speaker notes. Try to visualize what the notes are saying.

(Public Health On Hiv/Aids)

Develop a presentation (using PowerPoint, Prezi, etc.) that describes a public health issue and national goals set for that problem on Healthy People 2020. The presentation will give an overview of the distribution of the problem in the United States, factors associated with the problem, social determinants of the problem, and any health disparities. Your presentation must contain speaker notes that fully address the contents below. Support for your speaker notes will come from scholarly resources. Specifically, the following critical elements must be addressed:

I. Background: Provide a clear background of your selected priority public health issue. Be sure you address the issue’s goal statements and relevant context for the issue in terms of the ecological model, citing scholarly support.

II. Epidemiology

A. Analyze the epidemiological patterns, causes, and effects of the health issue in the population. For example, how is the issue distributed in the population?

B. Describe the social determinants associated with the issue. How do these determinants impact the health of those affected by the issue?

C. Describe known disparities (i.e., socioeconomic, demographic, cultural, and geographic) associated with the health outcomes of your specific population with regard to the public health issue.

(Public Health On Hiv/Aids)

III. Public Health Interventions: In this section, you will examine public health interventions published in the scholarly literature for how they addressed your selected public health issue.

A. Analyze two published public health interventions used to address the issue, including the theoretical basis of each intervention. In other words, what were the strategies used to address this problem and what was the rationale for those actions, according to the scholarly resources?

B. Explain how the selected interventions reflect primary, secondary, and/or tertiary intervention strategies for public health prevention.

C. Explain how the interventions address social determinants of health and the disparities in healthcare associated with the issue.

IV. Public Health Response: In this section, you will inspect the public health landscape to identify who is involved in responding to your public health issue and what actions they are taking.

A. Describe the public health organizations involved in the response to the public health issue at the national and local levels. Use examples that show which entities are working on the issue and what they are doing. For example, what federal and local agencies and/or not-for-profit entities are involved, and what are their roles in the response?

B. Explain the specific public health subdisciplines involved in understanding and responding to the issue, including what their roles are. Examples of public health subdisciplines include biostatistics, epidemiology, maternal and child health, and disaster-response planning.

C. Explain the public health services involved in the response to the issue. What types of services, programs, or campaigns have been offered by organizations in response to the problem? Be sure to provide examples.

(Public Health On Hiv/Aids)

V. Current Directions: Based on your understanding of the health goals and interventions, identify gaps in the response and draw connections to the broader field of public health.

A. Explain the overall effectiveness of the public health response to your issue, based on any gaps between its goals and the current information and strategies. In other words, given what you understood about the distribution of the public health issue and the strategies that have been undertaken to address it, what are the obstacles to this public health response meeting its goals?

B. Discuss the unique perspective that public health theoretical  frameworks provide in addressing this issue. In other words, how is the public health approach different from the way other medical models might address this issue, and what advantages do public health frameworks have in terms of promoting positive health outcomes with regard to the issue?

C. Reflect on the connections between the public health response to this issue and broader ethical questions of social justice, poverty, and systematic disadvantage. Specifically, how does the response help to improve conditions for people in their communities? Keep in mind ethical theories and principles studied in this course

 
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