need help Discussion Board essay

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need help Discussion Board essay

I need help with my discussion board

Using your Beyond the Book Guide, course materials, and online resources, assume the role of the office manager and provide the following information for your staff to ensure they understand the electronic record keeping systems used in the medical office.

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  • What is a practice management system (PMS) used for in a medical office? How is a PMS related to an electronic health record (EHR) system?
  • Name 2 uses for computers and software programs in a medical office in addition to the electronic health record entries and explain what is meant by a computer back up and why it is important in a medical office.
  • What is meant by supply chain management and why is it important in a healthcare organization?

Differences of Campus Emergency and Independent Free Standing Emergency Centers Paper

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Differences of Campus Emergency and Independent Free Standing Emergency Centers Paper

  • Differences between off campus emergency departments (OCEDs) and independent free standing emergency centers (IFECs). What would be the advantage to the healthcare organization of an OCED?
  • How would services provided be reimbursed either by private insurance or Medicare/Medicaid?

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  • What are the advantages or disadvantages to the community of an FSED? Would members of the community favor an OCED or an IFEC?
  • Why are most of the FSEDs located in Texas, Colorado and Ohio?
  • Based on your research and the news stories about FSEDs, what would you recommend to the CEO and Board of Directors?

NOTE: Use at least two scholarly references and cite using APA format.

Physicians Practice Management – Wk 4

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Physicians Practice Management – Wk 4

“Medical Group Practices and Public Health” Please respond to the following:

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  • Imagine a life threatening event or a natural disaster in your community such as a severe weather event, terrorist attack, or other type of public health emergency. Propose an overall strategy that medical providers and public health agencies should include in the response plan that combines the efforts of both groups. Determine how these groups could work collaboratively to effectively manage this emergency.
  • Compare and contrast the model for an accountable care organization to another group practice model. State your opinion as to which model you think is more effective at reducing the cost of healthcare services while improving the quality of care. Justify your decision.

Physicians as Practice Administrators Assignment 1

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Physicians as Practice Administrators Assignment 1

Assignment 1: Physicians as Practice Administrators

Physician practices are a key component of the U.S. healthcare system. According to the text, a significant amount of revenue that the healthcare industry generates can be directly linked to the care that physicians provide for their patients. In addition, physicians in a medical practice add to this revenue stream by admitting patients to a hospital, prescribing prescription medication, ordering home health services and medical equipment, and referring their patients to other healthcare providers for care and treatment. As a future healthcare administrator, it is important for you to demonstrate an understanding of the challenges and opportunities that today’s physicians face in providing quality healthcare services.

Write a four to six page (4-6) paper in which you: (Does not include title and reference pages)

  1. Compare the main various forms of medical group practice. Next, select the form that would be most attractive to a newly licensed physician. Justify your selection.
  2. Analyze how the role of the physician in a medical practice has changed in the past twenty (20) years. Assess three (3) specific challenges that today’s physicians face as members of a medical group practice. Support your response.
  3. Suggest three (3) specific competencies that a physician should demonstrate to be successful as a practice manager. Next, determine three (3) hurdles that a physician might face as the leader of a group practice. Provide rationale for your response.
  4. Assess the value of effective Human Resources Management (HRM) in a medical practice. Suggest three (3) functions of HRM necessary to attract and retain the type of employees needed for the practice in order to achieve long-term success. Support your recommendations with specific examples of how each function impacts the overall success of the practice.
  5. Determine three (3) aspects of consumer behavior that the physician’s practice management should consider as part of an effective marketing strategy for medical practices. Provide a rationale for your response.
  6. Use at least three (3) quality academic resources. Note:Wikipedia does not qualify as an academic resource.
  7. Format your assignment according to the following formatting requirements:
    1. Typed, double spaced, using Times New Roman font (size 12), with one-inch margins on all sides.
    2. Include a cover page containing the title of the assignment, the student’s name, the professor’s name, the course title, and the date. The cover page is not included in the required page length.
    3. Include a reference page. Citations and references must follow APA format. The reference page is not included in the required page length.

The specific course learning outcomes associated with this assignment are:

  • Evaluate the role of physicians as practice administrators and determine the administrative challenges facing today’s practice managers.
  • Develop an inventory of key competencies administrators need to effectively manage medical group practices. Develop a recruitment strategy to improve talent selection options for a medical practice.
  • Use technology and information resources to research issues in physician’s practice management.
  • Write clearly and concisely about physician’s practice management using proper writing mechanics.

Grading for this assignment will be based on answer quality, logic / organization of the paper, and language and writing skills, using the following rubric.

Assignment 1: Physicians as Practice Administrators
Criteria Unacceptable

Below 70% F

 Fair

70-79% C

 Proficient

80-89% B

 Exemplary

90-100% A
1. Compare the main various forms of medical group practice. Next, select the form that would be most attractive to a newly licensed physician. Justify your selection.

Weight: 15%

 Did not submit or incompletely compared the main various forms of medical group practice. Did not submit or incompletely selected the form that would be most attractive to a newly licensed physician. Did not submit or incompletely justified your selection. Partially compared the main various forms of medical group practice. Partially selected the form that would be most attractive to a newly licensed physician. Partially justified your selection. Satisfactorily compared the main various forms of medical group practice. Satisfactorily selected the form that would be most attractive to a newly licensed physician. Satisfactorily justified your selection. Thoroughly compared the main various forms of medical group practice. Thoroughly selected the form that would be most attractive to a newly licensed physician. Thoroughly justified your selection.
2. Analyze how the role of the physician in a medical practice has changed in the past twenty (20) years. Assess three (3) specific challenges that today’s physicians face as members of a medical group practice. Support your response.
Weight: 15%		 Did not submit or incompletely analyzed how the role of the physician in a medical practice has changed in the past twenty (20) years. Did not submit or incompletely assessed three (3) specific challenges that today’s physicians face as members of a medical group practice. Did not submit or incompletely supported your response. Partially analyzed how the role of the physician in a medical practice has changed in the past twenty (20) years. Partially assessed three (3) specific challenges that today’s physicians face as members of a medical group practice. Partially supported your response. Satisfactorily analyzed how the role of the physician in a medical practice has changed in the past twenty (20) years. Satisfactorily assessed three (3) specific challenges that today’s physicians face as members of a medical group practice. Satisfactorily supported your response. Thoroughly analyzed how the role of the physician in a medical practice has changed in the past twenty (20) years. Thoroughly assessed three (3) specific challenges that today’s physicians face as members of a medical group practice. Thoroughly supported your response.
3. Suggest three (3) specific competencies that a physician should demonstrate to be successful as a practice manager. Next, determine three (3) hurdles that a physician might face as the leader of a group practice. Provide rationale for your response.

Weight: 15%

 Did not submit or incompletely suggested three (3) specific competencies that a physician should demonstrate to be successful as a practice manager. Did not submit or incompletely determined three (3) hurdles that a physician might face as the leader of a group practice. Did not submit or incompletely provided rationale for your response. Partially suggested three (3) specific competencies that a physician should demonstrate to be successful as a practice manager. Partially determined three (3) hurdles that a physician might face as the leader of a group practice. Partially provided rationale for your response. Satisfactorily suggested three (3) specific competencies that a physician should demonstrate to be successful as a practice manager. Satisfactorily determined three (3) hurdles that a physician might face as the leader of a group practice. Satisfactorily provided rationale for your response. Thoroughly suggested three (3) specific competencies that a physician should demonstrate to be successful as a practice manager. Thoroughly determined three (3) hurdles that a physician might face as the leader of a group practice. Thoroughly provided rationale for your response.
4. Assess the value of effective Human Resources Management (HRM) in a medical practice. Suggest three (3) functions of HRM necessary to attract and retain the type of employees needed for the practice in order to achieve long-term success. Support your recommendations with specific examples of how each function impacts the overall success of the practice.

Weight: 15%

 Did not submit or incompletely assessed the value of effective Human Resources Management (HRM) in a medical practice. Did not submit or incompletely suggested three (3) functions of HRM necessary to attract and retain the type of employees needed for the practice in order to achieve long-term success. Did not submit or incompletely supported your recommendations with specific examples of how each function impacts the overall success of the practice. Partially assessed the value of effective Human Resources Management (HRM) in a medical practice. Partially suggested three (3) functions of HRM necessary to attract and retain the type of employees needed for the practice in order to achieve long-term success. Partially supported your recommendations with specific examples of how each function impacts the overall success of the practice. Satisfactorily assessed the value of effective Human Resources Management (HRM) in a medical practice. Satisfactorily suggested three (3) functions of HRM necessary to attract and retain the type of employees needed for the practice in order to achieve long-term success. Satisfactorily supported your recommendations with specific examples of how each function impacts the overall success of the practice. Thoroughly assessed the value of effective Human Resources Management (HRM) in a medical practice. Thoroughly suggested three (3) functions of HRM necessary to attract and retain the type of employees needed for the practice in order to achieve long-term success. Thoroughly supported your recommendations with specific examples of how each function impacts the overall success of the practice.
5. Determine three (3) aspects of consumer behavior that the physician’s practice management should consider as part of an effective marketing strategy for medical practices. Provide a rationale for your response.

Weight: 15%

 Did not submit or incompletely determined three (3) aspects of consumer behavior that the physician’s practice management should consider as part of an effective marketing strategy for medical practices. Did not submit or incompletely provided a rationale for your response. Partially determined three (3) aspects of consumer behavior that the physician’s practice management should consider as part of an effective marketing strategy for medical practices. Partially provided a rationale for your response. Satisfactorilydetermined three (3) aspects of consumer behavior that the physician’s practice management should consider as part of an effective marketing strategy for medical practices. Satisfactorily provided a rationale for your response. Thoroughly determined three (3) aspects of consumer behavior that the physician’s practice management should consider as part of an effective marketing strategy for medical practices. Thoroughly provided a rationale for your response.
6. 3 references

Weight: 5%

 No references provided. Does not meet the required number of references; some or all references poor quality choices. Meets number of required references; all references high quality choices. Exceeds number of required references; all references high quality choices.
7. Writing Mechanics, Grammar, and Formatting

Weight: 5%

 Serious and persistent errors in grammar, spelling, punctuation, or formatting. Partially free of errors in grammar, spelling, punctuation, or formatting. Mostly free of errors in grammar, spelling, punctuation, or formatting. Error free or almost error free grammar, spelling, punctuation, or formatting.
8. Appropriate use of APA in-text citations and reference

Weight: 5%

 Lack of in-text citations and / or lack of reference section. In-text citations and references are provided, but they are only partially formatted correctly in APA style. Most in-text citations and references are provided, and they are generally formatted correctly in APA style. In-text citations and references are error free or almost error free and consistently formatted correctly in APA style.
9. Information Literacy / Integration of Sources

Weight: 5%

 Serious errors in the integration of sources, such as intentional or accidental plagiarism, or failure to use in-text citations. Sources are partially integrated using effective techniques of quoting, paraphrasing, and summarizing. Sources are mostly integrated using effective techniques of quoting, paraphrasing, and summarizing.

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 Sources are consistently integrated using effective techniques of quoting, paraphrasing, and summarizing.
10. Clarity and Coherence of Writing

Weight: 5%

 Information is confusing to the reader and fails to include reasons and evidence that logically support ideas. Information is partially clear with minimal reasons and evidence that logically support ideas. Information is mostly clear and generally supported with reasons and evidence that logically support ideas. Information is provided in a clear, coherent, and consistent manner with reasons and evidence that logically support ideas.

Final Paper/Case Study essay

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Final Paper/Case Study essay

required to write a 6‐9 page (approximately 3000 words) case study on a hospital/healthcare response to a crisis or disaster. The case study must include detailed analysis of the hospital/healthcare setting, the disaster/crisis, assessment of site/location capabilities, evaluation of response challenges and outcomes, and your proposed solutions to the identified challenges. Do NOT just regurgitate the event details, provide solutions and be persuasive. The final paper should demonstrate knowledge of the event and the critical thinkin

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g skills needed to respond and recover. Format should be APA in 12 Point Times Roman font; double spaced.

The topic should be a hospital responding to a disaster. Also, focus on the role of emergency manager on all this

Sustainability and Culture of Emergency Preparedness Program Assignment

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Sustainability and Culture of Emergency Preparedness Program Assignment

BUILDING A CULTURE OF PREPAREDNESS E nsuring a hospital’s preparedness is both an operational necessity and a regulatory expectation. Regulatory agencies including the Joint Commission and Centers for Medicare and Medicaid Services have defined standards to ensure accredited facilities actively prepare for emergencies which affect that

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facility and their role in a communitywide response.1,2 Regulatory standards focus on issues common to disaster events, such as communication and coordination, both within the facility and with community agencies, facility safety and security, staff roles and responsibilities, patient management, patient care resources and support for building systems. Regulatory agencies expect plans to be living documents that are tested frequently and revised as often as necessary to address changes in the organization’s services and capabilities. Planning should focus on defining procedures and securing resources to sustain operations during an event, as well as on how the organization will recover from the disaster. Funds and resources to support emergency preparedness are available through federal grant programs such as the Hospital Preparedness Program (HPP) to support planning for public health threats and the Cities Readiness Initiative, funded by the Centers for Disease Control, for preparedness in large cities and metropolitan areas.3,4 Hospitals participating in these programs not only gain access to programs that will help prepare their facility, but they also may find the programs offer an opportunity to network with key community stakeholders and build support for the community as a whole. In Louisiana, the HPP grant is an integral part of the structure used to create our unique regional coordination plan. 38 Here is a checklist that can help build a culture of preparedness: BUILD RELATIONSHIPS Identify key stakeholders in your community. Consider hospitals, nursing homes, outpatient service providers for dialysis or diagnostic testing and ambulance services, as well as individual practitioners. Meet with local governmental agencies such as the county Office of Emergency Management/Homeland Security and Office of Public Health. Participate in planning meetings hosted by the Local Emergency Planning Committee, Department of Health or other community agency. CREATE PROCESSES THAT SUPPORT EFFECTIVE COMMUNICATION Require leaders and staff to learn the Incident Command System so it becomes hardwired into your organization. (See sidebar, page 30.) Establish an internal report telephone line for staff so they can hear current operational status information during an extended disaster. Create templates for internal alerts and messages for team members, patients and guests. Consider electronic tools such as mass notification systems to support timely communication. UNDERSTAND THE HAZARDS IN YOUR COMMUNITY Learn about what kind of industry operates in your area. Ask to work with them to plan for an emergency involving their business. Talk with the state law enforcement agency about hazardous materials that may be transported through your community via interstate highway or railways. Contact the Local Emergency NOVEMBER – DECEMBER 2013 www.chausa.org Planning Committee about its assessment of hazards for the community. Complete a hazard vulnerability analysis for your hospital and share the results with other hospitals and community agencies. PRACTICE YOUR PLAN AND EVALUATE THE RESULTS Seek opportunities to test your emergency operations plan throughout the year. Contact your local airport to ask about participating in FAA (Federal Aviation Administration) drills. Invite community partners, including other hospitals, to participate in emergency plan drills whenever possible. If a practice scenario does not involve community coordination, invite a partner to be an exercise evaluator. Take time to methodically evaluate each exercise or plan implementation. Use the lessons learned to refine detailed action plans — Allyn T. Whaley-Martin NOTES 1. The Joint Commission’s Emergency Management Standards, www.jointcommission.org/new_revised_reqs_emergency_ management_oversight/. 2. Centers for Medicare and Medicaid Services, Condition of Participation: Disaster Preparedness, Title 42 CFR 485.727. 3. U.S. Department of Health and Human Services, Office of the Assistant Secretary for Preparedness and Response, Hospital Preparedness Program, www.phe.gov/ Preparedness/planning/hpp. 4. Centers for Disease Control, Cities Readiness Initiative, http://emergency.cdc.gov/ cri/. HEALTH PROGRESS Reproduced with permission of the copyright owner. Further reproduction prohibited without permission. DISASTER READINESS Connections Matter When Disaster Hits By COLETTA C. BARRETT, RN, FACHE, and ALLYN T. WHALEY-MARTIN, M.A. As a net is made up of a series of ties, so everything in this world is connected by a series of ties. If anyone thinks that the mesh of a net is an independent, isolated thing, he is mistaken. It is called a net because it is made up of a series of interconnected meshes, and each mesh has its place and responsibility in relation to other meshes. — Buddha D isasters are the great equalizers, they do not discriminate. All who live in a community that experiences a disaster become “those most in need.” It is during these times that Catholic health care and its commitment to the community have the opportunity to differentiate themselves. Our Lady of the Lake Regional Medical Center in Baton Rouge, La., and other hospitals in the region, face challenges from natural disasters as well as man-made emergencies. In addition to the devastating fallout of hurricanes Katrina and Rita over the past decade, we have contended with prolonged loss of electricity, chemical plant explosions, total closure of the interstate and potential evacuation of the hospital due to an accident involving a tanker truck transporting hazardous chemicals. Our preparedness in these situations has been critical to our ability to respond to the community and continue to take care of patients. This culture of preparedness does not happen by chance. It takes organizational commitment, continuous training, community collaboration and coordination to be successful in the everchanging health care environment. Louisiana’s HEALTH PROGRESS approach to emergency preparedness is grounded in the belief that our community is stronger when we stand as one and act for the common good. For more than a decade, under the leadership of the Louisiana Hospital Association and the Louisiana Department of Health and Hospitals’ emergency preparedness division, hospitals in the state have worked together.1, 2 Our regional response efforts to build, maintain and expand networks of health care services have focused on communication and resource coordination during communitywide emergency and disaster events. The primary objective is to sustain health care, to keep our doors open and to be present to all those affected. Our shared mission lives in times of disaster. As part of this regional network, each hospital defines its capabilities and works with other health care providers in a coordinated response. www.chausa.org NOVEMBER – DECEMBER 2013 37 BUILDING A CULTURE OF PREPAREDNESS E nsuring a hospital’s preparedness is both an operational necessity and a regulatory expectation. Regulatory agencies including the Joint Commission and Centers for Medicare and Medicaid Services have defined standards to ensure accredited facilities actively prepare for emergencies which affect that facility and their role in a communitywide response.1,2 Regulatory standards focus on issues common to disaster events, such as communication and coordination, both within the facility and with community agencies, facility safety and security, staff roles and responsibilities, patient management, patient care resources and support for building systems. Regulatory agencies expect plans to be living documents that are tested frequently and revised as often as necessary to address changes in the organization’s services and capabilities. Planning should focus on defining procedures and securing resources to sustain operations during an event, as well as on how the organization will recover from the disaster. Funds and resources to support emergency preparedness are available through federal grant programs such as the Hospital Preparedness Program (HPP) to support planning for public health threats and the Cities Readiness Initiative, funded by the Centers for Disease Control, for preparedness in large cities and metropolitan areas.3,4 Hospitals participating in these programs not only gain access to programs that will help prepare their facility, but they also may find the programs offer an opportunity to network with key community stakeholders and build support for the community as a whole. In Louisiana, the HPP grant is an integral part of the structure used to create our unique regional coordination plan. 38 Here is a checklist that can help build a culture of preparedness: BUILD RELATIONSHIPS Identify key stakeholders in your community. Consider hospitals, nursing homes, outpatient service providers for dialysis or diagnostic testing and ambulance services, as well as individual practitioners. Meet with local governmental agencies such as the county Office of Emergency Management/Homeland Security and Office of Public Health. Participate in planning meetings hosted by the Local Emergency Planning Committee, Department of Health or other community agency. CREATE PROCESSES THAT SUPPORT EFFECTIVE COMMUNICATION Require leaders and staff to learn the Incident Command System so it becomes hardwired into your organization. (See sidebar, page 30.) Establish an internal report telephone line for staff so they can hear current operational status information during an extended disaster. Create templates for internal alerts and messages for team members, patients and guests. Consider electronic tools such as mass notification systems to support timely communication. UNDERSTAND THE HAZARDS IN YOUR COMMUNITY Learn about what kind of industry operates in your area. Ask to work with them to plan for an emergency involving their business. Talk with the state law enforcement agency about hazardous materials that may be transported through your community via interstate highway or railways. Contact the Local Emergency NOVEMBER – DECEMBER 2013 www.chausa.org Planning Committee about its assessment of hazards for the community. Complete a hazard vulnerability analysis for your hospital and share the results with other hospitals and community agencies. PRACTICE YOUR PLAN AND EVALUATE THE RESULTS Seek opportunities to test your emergency operations plan throughout the year. Contact your local airport to ask about participating in FAA (Federal Aviation Administration) drills. Invite community partners, including other hospitals, to participate in emergency plan drills whenever possible. If a practice scenario does not involve community coordination, invite a partner to be an exercise evaluator. Take time to methodically evaluate each exercise or plan implementation. Use the lessons learned to refine detailed action plans — Allyn T. Whaley-Martin NOTES 1. The Joint Commission’s Emergency Management Standards, www.jointcommission.org/new_revised_reqs_emergency_ management_oversight/. 2. Centers for Medicare and Medicaid Services, Condition of Participation: Disaster Preparedness, Title 42 CFR 485.727. 3. U.S. Department of Health and Human Services, Office of the Assistant Secretary for Preparedness and Response, Hospital Preparedness Program, www.phe.gov/ Preparedness/planning/hpp. 4. Centers for Disease Control, Cities Readiness Initiative, http://emergency.cdc.gov/ cri/. HEALTH PROGRESS DISASTER READINESS For example, a large, academic medical center large and small. The Federal Emergency Managesuch as Our Lady of the Lake is expected to pro- ment Agency (FEMA) offers courses in incident vide acute medical care and a fully functioning command through the FEMA independent study emergency department, while a surgical specialty program that will provide a solid foundation for hospital or a long-term acute care hospital pro- anyone in health care.3 Once they learn the convides refuge or space for sheltering the medically cepts of incident command, leaders should be needy and patients dependent upon electric- required to practice using it in drills. ity. Each institution brings a different resource It also is important to focus on processes and and capability to the response table, and all are tools to provide accurate, up-to-date information equally important to supporting the whole com- to team members, patients and guests throughmunity in times of disaster. out a disaster situation. During early stages of any In our area, the group got its start by simply emergency, rumors abound, and it can be hard to asking hospitals to communicate more effec- refocus efforts as the situation evolves. Accurate tively during times of disasters and to work more information can quell anxiety over the unknown closely with public health officials to respond to community need. It now Each institution brings a different has grown to a collaborative statewide network that includes nursing homes, resource and capability to the emergency medical services, dialysis response table, and all are equally and home health providers. Each entity has committed to com- important to supporting the whole municate, collaborate and coordinate resources toward sustaining the com- community in times of disaster. munity. The expanding network allows individual providers greater flexibility and pro- and allow teams to focus on their responsibility vides a depth of support for one another and the to provide care to those affected by the event. community. Both in planning as well as during a response, be Creating a culture of preparedness involves vigilant for instances of miscommunication and four components: Strong relationships, effective resolve them quickly. Small miscommunications communication, clear understanding of potential can work silently to erode vital trust and support. hazards and the testing of response plans. 1. Build strong relationships around a single mission: to provide care for those most vulnerable, those most in need. Developing a collaborative network within a competitive health care community is not easy, so it’s important to establish why preparing together for disasters should be an important priority. The ministry of Catholic health care calls us to serve the whole of our communities, paying special attention to those most vulnerable, those most in need. Communitywide disasters highlight community needs and the fact that no one hospital or provider can meet those needs alone. By working together, the community can make itself whole. 2. Invest time and energy into processes that support effective communication. An “Incident Command System” sets up a management structure that applies to any emergency or disaster and gives community leaders a common language and method of dealing with events HEALTH PROGRESS 3. Understand the potential hazards in the community. Although it’s impossible to anticipate every disaster scenario, understanding the hazards present in the community can provide a foundation for developing an organizational structure for response. Hospitals accredited by the Joint Commission are required to complete a hazard vulnerability analysis annually and to use the information gleaned from the assessment to guide their planning efforts.4 The hazard analysis should be a living document, developed through assessment of hazards specific to a facility and community. Consider vulnerabilities linked to industry and transportation, technological interdependencies, as well as natural threats from severe weather or geography. Learning about local industry and its emergency planning efforts can help the hospital not only to gain a more thorough understanding of the risks, but it also creates the opportunity to develop a relationship potentially critical to an emergency www.chausa.org NOVEMBER – DECEMBER 2013 39 response in the future. Another resource to consider is the state’s National Guard civil support team. The mission of these teams includes advising civilian responders about weapons of mass destruction hazards and how to respond to them. For us, the Louisiana National Guard 62nd Civil Support Team has been a committed partner, supporting hazard identification, training and response support for several years. 4. Practice the plan and evaluate the results. Plans for responding in an emergency are effective only when the team knows how to use them. Training to ensure awareness of hazards is often the first step to securing an effective response. Will the emergency department staff recognize the signs of a chemical exposure? Are physicians alert to symptoms that may signal an emerging biological threat? Subtle signs may be missed in many emergencies because of a lack of experience or awareness that the hazard exists. Following training, invest in exercises, whether a tabletop discussion or full-scale drill, to test the plan and response procedures thoroughly in a safe setting. These exercises allow team members to learn their roles, as well as how to interact with each other. Drills give an opportunity to develop organizational memory that makes responding in an actual event more familiar. It’s also important to practice responding with partners outside the organization whenever possible. Not only will it help establish lines of communication before an event occurs, it also helps clarify what resources do or do not exist in the community. Transparency and humility are very important in these exercises, and all players should feel comfortable to speak openly about their capabilities and needs. Finally, take time to thoroughly evaluate both drills and responses to actual events. Be candid, and use a critical eye to ensure opportunities for improvement are captured. Online tools available through the Homeland Security Exercise and Evaluation Program include detailed guides and forms for planning and evaluation.5 In Louisiana, experience with both natural and man-made disasters has taught us that 40 NOVEMBER – DECEMBER 2013 through collaboration, we gain the strength to face adversity. The relationships established to guide communication have become the foundation of our culture of preparedness, and they are key to our resilience as a health care community. Maintaining them is a top priority to ensure that we can continue our mission of service and care for the vulnerable and those most in need in our community. Many colleagues have asked, “What is the secret to creating a culture of preparedness?” There is no secret. It takes hard work, leadership, commitment to being prepared and a willingness to be a part of a larger response effort (which may mean giving up control and some decision-making). Most importantly, it requires a belief that strength is drawn from being connected and committed to each other. COLETTA C. BARRETT is vice president, mission, Our Lady of the Lake Regional Medical Center, Baton Rouge, La. ALLYN T. WHALEY-MARTIN is director, safety, Our Lady of the Lake Regional Medical Center, Baton Rouge, La. NOTES 1. The Louisiana Hospital Association Emergency Preparedness Program, www.lhaonline.org/display common.cfm?an=1&subarticlenbr=138. 2. Louisiana Department of Health and Hospitals, Emergency Preparedness Program, www.dhh.louisiana.gov/ index.cfm/subhome/17/n/173. 3. Federal Emergency Management Agency Independent Study program, https://training.fema.gov/IS/crslist. aspx. 4. The Joint Commission requires the hospital to conduct a hazard vulnerability analysis to identify potential emergencies that could affect demand for the hospital’s services or its ability to provide those services; the likelihood of those events occurring; and the consequences of those events. The findings of this analysis are documented. www.jointcommission.org/standards_ information/standards.aspx. 5. Homeland Security Exercise and Evaluation Program, https://www.llis.dhs.gov/hseep. www.chausa.org HEALTH PROGRESS JOURNAL OF THE CATHOLIC HEALTH ASSOCIATION OF THE UNITED STATES www.chausa.org HEALTH PROGRESS ® Reprinted from Health Progress, November – December 2013 Copyright © 2013 by The Catholic Health Association of the United States
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Spectrum of Healthcare Facilities in United States Assignment

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Spectrum of Healthcare Facilities in United States Assignment

For the next newsletter, you have been asked to write a 1050-1300 word article about the spectrum of health care facilities. In your article:

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Analyze the spectrum of health care facilities that exist in the U.S.
Analyze the purpose and goals of each of the different types of health care facilities in the U.S.
Analyze how the different types of facilities work together.
Analyze who is responsible for the oversight of the facilities.
Analyze the similarities and differences of the health care facilities.

Cite 3 peer-reviewed, scholarly, or similar references to support your paper.

Format your paper according to APA guidelines.

Chapter 7 Community Responsibility and Ethics Discussion

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  • Chapter 7 Community Responsibility and Ethics Discussion
  • For this discussion read textbook Ethics in Health Administration, Chapter 7, “Community Responsibility and Ethics, pages 137-162. And Ethics and Professionalism for Healthcare Managers, Chapter 3 “Professionalism,” page 32-48, and Chapter 4 “Stewardship, pages 51-65.

    Use the internet resources:

    Joint Commission (2016).

    Explore the site.

    -Northwell Health. (2014). Healthy patients, healthy populations, healthy planet [PDF].

    -Forman-Ortiz, L. (2013). Top 10 corporate social responsibility initiatives.

    Community Accountability – post need to be 300-800 words, APA guidelines to cite and reference materials

    1. Health care leaders shoulder the responsibility of ensuring the communities they serve are provided with quality care and service. Organizational leaders must recognize and comply with regulations and guidelines from various organizations, depending on the sector of the health care industry they manage.

    -Choose a specific type of health care organization(Winn Community Activity Hospital)

    -Research and describe an outside institution that is directly involved in guidance, credentialing, or accreditation for this type of organization.

    -Summarize the expectations and requirements.

    -Explain how compliance with this institution safeguards the community or population it serves.

    -Share a possible ethical issue related to staff competency and compliance in this institution.

    -Explain how a health care manager might prevent or resolve this type of issue

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    Corporate Social Responsibility – post need to be 300-800 words. APA guidelines to cite and reference materials

    2. Review pages 44–46 in your Ethics and Professionalism for Healthcare Managers textbook.

    -Research and share a recent or current example of a health care organization initiative that embodies corporate social responsibility (CSR) principles, aligns with Section V of the Code of Ethics of the American College of Healthcare Executives, and provides enrichment and value to the community.

    -Discuss how the three roles of health care managers were or might have been utilized for the success of this type of initiative.

    -Share an original idea for a CSR program you would be interested in implementing in your health care management career.

    -Be sure to directly relate ethical concepts from prior units in your work, as well as stewardship and fiduciary duty. (Add them to your resource list started in u01d1 for future reference.)

Hospital Emergency Management Planning Paper

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Hospital Emergency Management Planning Paper

ORIGINAL RESEARCH Financial Burden of Emergency Preparedness on an Urban, Academic Hospital Bruno Petinaux, MD Department of Emergency Medicine, George Washington University, Washington, DC USA Correspondence: Bruno Petinaux, MD Department of Emergency Medicine George Washington University 2150 Pennsylvania Ave, NW Floor 2B Burns Building Washington, DC 20037 USA E-mail: bpetinaux@mfa.gwu.edu Keywords: cost; Emergency Management Committee; emergency preparedness; financial burden; hospital; salary Abbreviations: EMC =

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Emergency Management Committee EOP = emergency operations plan JC = Joint Commission NIMS = National Incident Management System Received: 31 July 2008 Accepted: 10 September 2008 Revised: 05 December 2008 Web publication: 05 October 2009 Prehospital and Disaster Medicine Abstract This study assessed the direct human resource costs of a hospital’s emergency preparedness planning (in 2005) by surveying participants retrospectively. Forty participants (74% of the identified population) were surveyed. Using the self-reported hourly salary of the participant, a direct salary cost was calculated for each participant. The population was 40% male and 60% female; 65% had a graduate degree or higher; 65% were administrators; 35% were clinicians; and 50% reported that their job description included a reference to emergency planning activities. All participants spent a combined total of 3,654.25 hours on emergency preparedness activities,including 20.1% on personal education/training; 11.6% on educating other people; 39.3% on paperwork or equipment maintenance; 22.2% on attendance at meetings; 5.6% on drill participation; and $36,000 would be incurred by the facility to meet this implementation activity. Meetings included the monthly EMC meetings, other internal planning and preparatory meetings, as well as external planning and preparatory meetings with outside agencies and partners. Limitations This was a single-site study; therefore, the results were influenced by the study population as well as the characteristics of the facility, an urban, academic medical center. Furthermore, the intensity of planning and preparatory efforts, though baseline at all hospital facilities within the US, may be driven differently at certain facilities due to hazard and vulnerability analysis results. The study environment, being an urban, academic center in a major metropolitan area, might have inflated the preparedness efforts. The Greater New York Hospital Association (GNYHA) report found similar trends with academic hospitals outspending community hospitals three to one in their overall preparedness efforts. Hence, direct applications of this study must be viewed in the context of size and type of hospital, a hospital’s commitment to emergency preparedness efforts, and probability and the likely impact of any given disaster on the hospital. Further, the study focused only on the members of the EMC. It must be recognized that facility-wide education and drilling occurs year round and such costs were not included in this study. However, most of these activities would not involve strict planning. The co-chair of the EMC during most of the study period was the author of the study, and therefore, did not participate. The author estimates an additional $30,000 of salary costs that could have been added to the total if included in the report. Further costs, such as benefits of up to 28% per employee were not included in the study. Indirect costs such as loss of References 1. Lewis P, Aghababian RV: Disaster planning part I: Overview of hospital and emergency department planning for internal and external disasters. Emerg Med Clin North Am 1996;14(2):439–452. 2. Auf der Heide E: Disaster planning PART II: Disaster problems, issues, and challenges identified in the research literature. Emerg Med Clin North Am 1996;14(2):453–480. 3. Toner E, Waldhorn R: What hospitals should do to prepare for an influenza pandemic. Biosecur Bioterror 2006;4(4):397–402. 4. Dabelstein N: Evaluating the international humanitarian system: rationale, process and management of the joint evaluation of the international response to the Rwanda genocide. Disasters 1996;20(4):286–294. 5. Jorgensen CJ: The OR and disaster. Hospitals 1969;43(24):102–105. 6. Brown JH, Schoenfeld LS, Allan PW: The costs of an institutional review board. J Med Edu 1979;54(4):294–299. September – October 2009 physician relative value units, productivity, malpractice, travel costs, communication, and office costs also were not included. Future research should focus on prospective salary costs of emergency preparedness efforts at an institution. As the level of preparedness and involvement within preparedness efforts may differ with hospital characteristics, a multicenter research study may more accurately approximate costs. These costs also should not only be measured in direct salary costs alone, but should include indirect costs such as office support, costs of all drill/exercise participants, and system-wide training, exercising, and planning costs. Conclusions Hospitals are committed to strong emergency management programs due to the risks to which they are exposed. These risks are measured by the impact of any given hazard on the facility within its geographic locations including: proximity to hazards, such as industrial and transportation centers, and potential exposure to disasters of both natural and human-made causes, both internal and external. In the participating institution’s staff, salary cost of such a commitment as demonstrated in this study totaled almost a quarter of a million dollars. In light of such large sums of money, the healthcare industry should strive to streamline emergency preparedness efforts by providing strong hospital leadership support. By standardizing plans, developing local and regional disaster protocols, integrated responses within the community, and effective resource management across competing hospital systems, hospitals would benefit from synergy in their disaster preparation and responses. Individual hospitals might be served better by establishing one individual or a small group of individuals who develop the NIMS compliant community, integrated, all-hazards EOP and maintain it. It also would be this small group’s or individual’s responsibility to train all employees on their roles within the plan as well as meeting with departmental leadership to ensure plan accuracy. 7. Wagner TH, Bhandari A, Chadwick GL, Nelson DK: The cost of operating Institutional Review Boards. Acad Med 2003;78(6):638–644. 8. Sugarman J, Getz K, Speckman JL, Byrne MM, Gerson J, Emanuel EJ: The cost of Institutional Review Boards in academic medical centers. N Engl J Med 2005;352(17)1825–1827. 9. Speckman JL, Byrne MM, Gerson J, Getz K, Wangsmo G, Muse CT, Sugarman J: Determining the costs of Institutional Review Boards. IRB 2007;29(2):7–13. 10. Greater New York Hospital Association: Hospital Expenditures for Emergency Preparedness. February 2003. 11. NIMS Implementation Activities for Hospitals and Healthcare System. Available at http://www.fema.gov/pdf/emergency/nims/imp_hos_fs.pdf. Accesed September 2006. 12. De Lorenzo RA: Financing hospital disaster preparedness. Prehosp Disaster Med 2007;22(5):436–439. 13. Kaji AH, Koenig KL, Lewis RJ: Current hospital disaster preparedness. JAMA 2007;298(18):2188–2190. http://pdm.medicine.wisc.edu Prehospital and Disaster Medicine
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Hospital Emergency & Municipal Emergency Management Questions Response

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Hospital Emergency & Municipal Emergency Management Questions Response

Add to these posts with 150 word each. Reference your work in APA format

Post One:

Healthcare is becoming an essential aspect of emergency preparedness and its response efficiency. It is obvious that emergency preparedness in the healthcare framework can no longer be neglected. It is a vital element of emergency response as resources are where they need to be in the situation of an emergency. The culture helps in distributing the obligations and the responsibility between the different players. It also secures the resources to be used in different places. However, healthcare organizations should consider integrating some ways to enhance the efficiency of emergency preparedness response level and for example, involving the community. Involving the community in the disaster preparedness such as; stakeholders will maintain its effective contribution for better response in case of disaster. Also, continuous training for employees in the healthcare organization for disaster preparedness is another way; training is a very essential component of any emergency plan. It helps organizations to asses the severity of the threats and put multiple strategies and tactics to face all type of disasters. And constant vulnerability analysis to asses and plan for all kinds of potential emergencies that might disturb the continuity of the healthcare organization. In addition to that, sharing resources and information between different organizations, coordinate communications and have annual exercises would be a great asset in planning and responding effictvliy to all type of hazards.

References :

Toner, E. S., Ravi, S., Adalja, A., Waldhorn, R. E., McGinty, M., & Schoch-Spana, M. (2015). Doing good by playing well with others: exploring local collaboration for emergency preparedness and response. Health security, 13(4), 281-289.

Post Two:

Regulatory agencies such as the Joint Commission and Centers for Medicare and Medicaid Services give priority for communication and coordination in their standards. Accordingly, hospitals ought to enhance communication and utilize in preparedness for emergencies. As emergency preparedness is a general obligation and all staff anticipated to take part in this process. Emergency managers should educate the employees by surrounding hazards and recruit them in all emergency phases. For instance, hospitals might arrange meetings for departments chiefs to discuss and explain diverse roles during the staff should conduct in response to a particular emergency. After that, conducting drills and evaluate the competencies.

Another example that most hospitals utilize is posters and billboards as well as screens in waiting rooms, yet still can be utilized in a better way to show targeting public messages and integral strategies to raise awareness. Emergency managers also have to attend a local emergency committee and take part in local drills and familiarize themselves with any new local hazards. Sometimes civilization can bring up industrial revolution which can provoke serious dangers. Therefore, hospitals are required to revise their plan and review local hazards periodically. Speaking out on these issues and sharing knowledge with other members of the committee will help in greater awareness which in turn lead to further comprehensive mandates. Doing so will bring about an up-to-date emergency plan that can handle all hazards. Finally, it is imperative for hospitals to establish a coalition to share experiences and efforts as well as boosting workforce competitiveness.

Worden, Cory, MS, CSHM, CSP, CHSP,A.R.M., R.E.M.,. (2015). ONE CAUSE, ONE CULTURE. Ishn, 49(9), 65-67.

Post Three:

Where do you see hospital emergency management being in 10 years?

A decade is not necessarily a long period to make significant changes in the Hospital Emergency Management discipline. However, only God knows what factors would make an evolutionary alteration in the future. It might be the Artificial Design, with more robots involved in the healthcare system, that would bring the attention more to cybersecurity as a first line to prevent a potential health disaster. The antibiotic resistance is another challenge to the disaster medicine field, and it is becoming worse as the days go on, which may suggest more preparedness plans will be relevant to pathogens more than any other potential hazards. Consequently, the role of the Emergency Manager in the hospital will probably be more than his role nowadays, and his responsibilities may be more complicated than now. As a guess, there will be an Emergency Manager in almost any health care organization in the future.

Will healthcare emergency management be folded into municipal emergency management or into another hospital responsibility? If so, why?

I predict that healthcare emergency management will be another hospital responsibility. Healthcare-related professions became more specialized nowadays compared to the past, and the position of Emergency Manager is not an exception. The responsibilities of an emergency manager had refined the meaning of the ‘Safety ‘ when the principle was disputed by the Facility Safety, Patient Safety, and Quality professionals, giving an integration of the entire process of emergency preparedness.

Besides, merging the healthcare emergency management into municipal will slow the process of hospital response due to the bureaucracy of the municipal, and because the process of assessing hospital risks is a continuous process and require close, and internal inspection and supervision in daily, weekly, and monthly basis.

Post Four:

Where do you see hospital emergency management being in 10 years?

Providing advanced health care management during disasters is one of the highest priorities for the governments to protect their population and to guarantee better health situation. As a result of that, Health care emergency management will continue to grow because of advanced technology, research, and treatment in today life. Providing high-level of health care management during disasters is one of the highest priorities for the governments to protect their population and to guarantee better health situation. For example, after the terrorist attacks on 9/11, the Joint Commission response was in the shape of significant changes to their preparedness standards such as increasing preparedness efforts to encompass the disaster cycle which are mitigation, preparedness, response, and recovery. Moreover, federal government support was raised to be more than $1 billion for more than 3,000 local public health systems. Those supports did not only prepared healthcare emergency response systems against human-made disasters, but it also made the emergency management more able to respond when disasters strike and enhanced the surveillance and the inner system connections between public health, clinical medicine, and the other healthcare emergency response systems. Health care organizations now want to be proactive rather than reactive, so they have plans and resources set aside for these eventualities.

Will healthcare emergency management be folded into municipal emergency management or into another hospital responsibility? If so, why?

In my opinion, I think yes. There are many issues that could be solved when healthcare emergency management be folded into municipal emergency management or another hospital responsibility. For example, many hospitals are not well-prepared because they are suffering from the lack of unity of command in hospitals, high-cost implementation for preparation, lack of competitive atmosphere for progress and excellence and planning among hospitals, absence of a common management language, constant change in regulations, and low compatibility and lack of communication/coordination between hospitals in the different regions. Moreover, during the response to a disaster, there are too many decision maker authorities, lack of authorities’ support, lack of qualified managers in different levels, and poor communication and coordination in crisis team.

On the other hand, the finances play a significant role in the development of healthcare emergency management field even though the funding efforts typically do not include the actual planning process, but they focus primarily on resourcing and hospital infrastructure. The preparedness cost of the disaster cycle which are mitigation, preparedness, response, and recovery will be decreased when healthcare emergency management become folded into municipal emergency management or another hospital responsibility. The lower cost of preparations will enhance healthcare emergency management since the financial management of health care organizations could boost or decrease the preparedness efforts against disasters.

Barbera, J. A., Yeatts, D. J., & Macintyre, A. G. (2009). Challenge of hospital emergency preparedness: analysis and recommendations. Disaster Medicine and Public Health Preparedness, 3(S1), S74-S82.

Petinaux, B. (2008). Financial Burden of Emergency Preparedness on an Urban, Academic Hospital.Prehospital and Disaster Medicine 24 (5) 372-375

Reilly, M. J., & Markenson, D. S. (2010). Health care emergency management: Principles and practice. Jones & Bartlett Publishers.

Ronald Simon, S.

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T. (November, 6, 2001). The World Trade Center Attack: Lessons for disaster management. National Center for Biotechnology Information.

Sauer, L. M., McCarthy, M. L., Knebel, A., & Brewster, P. (2009). Major influences on hospital emergency management and disaster preparedness. Disaster medicine and public health preparedness, 3(S1), S68-S73.

Yarmohammadian, M. H., Atighechian, G., Shams, L., & Haghshenas, A. (2011). Are hospitals ready to response to disasters? Challenges, opportunities and strategies of Hospital Emergency Incident Command System (HEICS). Journal of research in medical sciences: the official journal of Isfahan University of Medical Sciences, 16(8), 1070.