Community learning disability teams debra moore associates
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A short presentation that shares findings from a national survey undertaken to look into the work of community learning disability teams in England
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Health Care Change Managent Student’s NameProfessor’s
Health Care Change Managent
Student’s Name
Professor’s Name
Date
Health care
the healthcare facility in which I work is called Upper Hill Care located in California. Some of the characteristic that make our c healthcare facility distinct from others are tied to our culture which is characterized by
Friendly communications
Respects for all people
Embracing diversity
Equality and
Prioritizing the needs of our clients
Readiness for change
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Training of employees on working in stressful environment
Having extra care equipment's like beds, ventilators and others
Preparing for risks through insurance covers ("Preparing for change in your organization: A how-to guide," 2019)
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Data mastery
Digitally savvy, open talent networks
Ecosystem engagement
Intelligent workflows
Unified customer experience
Business model adaptability
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3
Current challenge and opportunity for change
Some of the current challenges facing our healthcare facility include
Lack of adequate trained nurses and doctors
Financial deficits
Increased employee turnover
Misappropriation of the firm resources
Increased burden of medical errors
Low wages
Little time to spend with clients (Shannon Barnet, Molly Gamble, Heather Punke, Emily Rappleye, Ellie Rizzo and Tamara Rosin, n.d.)
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orpptunities
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Diversifying the health care services
Opening new branches in other towns
Outsourcing employees form hiring agencies
Increasing research and development
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The evidence based idea for change is available for conditions like
Asthma
Heart failures and
Diabetes
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Transforming clients and healthcare workers behavior
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off-site storage centers, security/HIPAA consultants, tran-
scription companies, and so on.
For the final project, please complete the following:
• Review the role of HIT professionals in for-profit
businesses or consulting.
• Identify the education and experience required to
work in these settings.
• Review the responsibilities and regulations of this
industry in relation to the HIT industry.
• Discuss the risks and legal issues related to working
in this setting.
Description
You’ll learn about alternative roles and settings for HIT
Professionals, the policies and procedures for this type of
Setting, and the education and credentials needed to work in
this setting. You’ll also learn about government regulations
for this type of setting, review contracts for this type of
Business
, and observe the communication skills needed
for interaction with clients in this type of setting.
.
GRADED SKILL SET 8
Acute Care Correspondence
Management
Review and discuss the HIPPA’s policies
and proc-
dures for releasing health information
Prepare a diagram representing the steps a facility
would need to take for release of information
according to HIPAA
Module 1 - Home
INFORMATION SECURITY MANAGEMENT FRAMEWORKS
Modular Learning Outcomes
Upon successful comp ...
Scenario A specialty memory chip manufacturer is located in South.docx
Here are three strategic goals that align with the vision and mission statements:
1. Improve quality of care by investing in advanced medical technology and equipment. This supports the mission of providing quality services and the vision of becoming the leading healthcare provider in the region.
2. Expand patient services to include primary care, dental, behavioral health and community outreach programs. This will help achieve the mission of educating the public and the vision of growing the facility over time.
3. Develop strategic partnerships with insurance companies and government organizations to increase patient volume and ensure financial sustainability. This supports both the mission of serving the local community and the vision of a larger, more profitable facility in the long run.
Management Principles for HealthProfessionalsSeventh.docx
Management Principles for Health
Professionals
Seventh Edition
Joan Gratto Liebler, MA, MPA, RHIA
Professor Emerita
Health Information Management
Temple University
Philadelphia, Pennsylvania
Charles R. McConnell, MBA, CM
Consultant
Human Resources and Health Care Management
Ontario, New York
2
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Jennifer L. Naegele Professor Dan WestHAD - 517M.docx
Jennifer L. Naegele
Professor Dan West
HAD - 517
May 9, 2020
The Evening News
Written Assignment - The Evening News
You are to report "the evening news" in a class. Your news report must present a news item or current event that is pertinent to international health). Please do not report a journal article - report "the news" from a newspaper, website, TV, or other source. CNN or BBC news might be especially interesting. After you report the news, give your thoughts and opinions about how what you reported could affect health organizations and management of those organizations. In keeping with current trends in news reporting, you may make 'the news' fun and entertaining. Prepare your news report as follows:
a. Source [2 points]
b. Concisely state the news in your own words - e.g., who, what, where, when, why. (1/2 page) [2 points]
c. Explain how you think health organizations and health care management could be affected by what you reported. Describe at least 3 specific ways that health organizations and their management could be affected by what you read. What should health care managers do? (1/2 page) [4 points]
d. Personal reflection - how does this topic impact you personally and/or professionally (1/2 page) [2 points]
Be sure to include your name, the date of the news item and the source (CNN, BBC, Local News)
This Assignment is Due Week 3
A. How would you respond to Don’s request?
In response to Don’s request, honesty and transparency would be paramount. Understanding and explaining foreseeable obstacles and needs is essential in laying out a foundation for the new human resources department and what it will take to implement it successfully and with adequate support. I would advise Don that immediate implementation is not feasible and offer a transitional process with necessary resources. First addressing new department functions and titles with employees. I would advise Don that with an internal change of this magnitude, a detailed strategic plan should be defined and a team of individuals to carry out the strategy for defilement and implementation. I would suggest beginning with the roles and responsibilities of the human resources department along with its staff and account for each location in doing so. I would advise maintaining human resource's current operating models be left in place until a more clearly defined strategy and the phase-based process can be initiated. I would further recommend a working group that hosts regular meetings to evaluate the transition of the new human resources department and to also adjust the strategic plan supporting this initiative. Once these actions have been achieved, or at least forecasted and defined, I would then suggest the pursuit of recruitment to ensure a successful transition at all three locations. I would emphasize the importance of updated systems, operating procedures, organizational culture, and employee training.
B. How should the new HR department be organized?
Functions and ...
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Community learning disability teams debra moore associates
- 1. Community Learning Disability Teams Debra Moore Managing Director Debra Moore Associates www.debramooreassociates.com 01723 371446 07950 333884 debra@debramooreassociates.com
- 2. Background to the research Development programme for Community Learning Disability Teams based around the 6C’s Model Revealed information about current ‘state of play’ and raised questions about future role and modernising the workforce ©Debra Moore. All rights reserved
- 4. Need to support mainstream NHS including mental health
- 5. Reducing out of area placements
- 7. Safeguarding
- 9. ‘Boundaries’ between teams e.g. children & older people
- 10. Supporting criminal justice system
- 11. Workforce issues
- 14. ‘Being painted into a corner’
- 16. Questions about the content of the work of individual CTLD members & blurring of roles within the team
- 17. Concern about capacity for ‘face to face’ contact and time spent on admin/IT and in meetings
- 19. A number of key questions generated by emergent themes from work with CTLD’s
- 21. Survey link posted on various professional websites and out via networking groups etc
- 23. What percentage of your working week is spent on care management?
- 24. What percentage of your working week is spent on face to face contact with service users?
- 25. What percentage of your working week is spent on administration and IT?
- 26. What percentage of your working week is spent in review meetings?
- 27. Health professionals – what percentage of your working week spent on health action planning & health facilitation?
- 28. Health professionals – what percentage of your working week spent on training and supporting mainstream health professionals?
- 29. Regional variations – face to face contact - nurses
- 30. Integrated teams – what difference does it make? No discernable difference across care management, face to face contact and reviews however the amount of time spent on administration and IT was higher for those who were in an integrated team
- 31. Probably raised as many questions as answers Why are there such big variations between regions and how does this effect outcomes? What does admin & IT consist of? If health professionals reduce care management activity what will be the implications?
- 32. Next steps More detailed analysis of survey Drilling down on emergent themes Examine patterns of provision e.g. A&T, Out of Area placements etc Consider how we map against outcomes such as health checks, numbers of HAPs etc
- 33. Contact us www.debramooreassociates.com debra@debramooreassociates.com 07950 333884