Company Overview
The name DaVita derives from an Italian phrase meaning “he/she gives life.” (About DaVita Kidney Care,) This is what DaVita does every day in its dialysis clinics. Although their name has a very important meaning behind it wasn’t always called DaVita. DaVita has operated under three different names. According to an article in Reference for Business, The company began in 1979 as part of another company, National Medical Enterprises, Inc. Santa Monica-based National Medical, perhaps foreseeing the changes to come in the dialysis services industry, formed Medical Ambulatory Care, Inc. to own and to operate its hospital-based dialysis services business as freestanding facilities. National Medical also directed Medical Ambulatory
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We are trusted because we are trustworthy. In our personal, team, and organizational values, we strive for alignment in what we say and do. “(About DaVita Kidney Care)
• Team
“One for All, and All for One! We work together, sharing a common purpose, a common culture and common goals. We genuinely care for and support, not only those to whom we provide care, but also those with whom we work shoulder-to-shoulder. We work together to pursue achieving our Mission. “(About DaVita Kidney Care)
• Continuous Improvement
“We never stand still; we are never satisfied. Individually, and as teams, we constantly look at what we do, and ask, “How can we do this better?” Then, we use a systematic approach to take action.” (About DaVita Kidney Care)
• Accountability
“We don’t say, “It’s not my fault,” or “It’s not my job.” We take responsibility for meeting our commitments — our personal ones as well as those of the entire organization. We take ownership of the results. “(About DaVita Kidney Care)
• Fulfillment
“We make a difference. We feel rewarded — personally and as a team — because what we do in our jobs is consistent with our goals and dreams. We believe “You must be the change you wish to see in the world.” (Mahatma Gandhi). And, when you are the change, that’s fulfilling!”(About DaVita Kidney
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“Michael D. Staffieri became the chief operating officer of Kidney Care in February 2014. From July 2011 to February 2014, he served as a senior vice president of Kidney Care. From March 2008 to July 2011, he served as our vice president of operations and new center development. Mr. Staffieri joined the Company in July 2000 and has served in several other roles. Prior to joining us, Mr. Staffieri worked for Arthur Andersen LLP in Finance from 1999 to 2000. “(Board and Management)
4. “Dennis L. Kogod became chief operating officer, HealthCare Partners, in March 2014. From January 2009 to March 2014, he served as our chief operating officer, and prior to that, he served as our president-west beginning in October 2005. From January 2004 until joining us, Mr. Kogod served as president and chief operating officer-west of Gambro Healthcare, Inc.” (Board and Management)
5. “Dr. Garry E. Menzel became the chief financial officer in November 2013 and served as our senior vice president, finance from September 2013 to November 2013. From December 2010 to June 2013, Dr. Menzel served as chief operating officer of Regulus Therapeutics Inc., a biopharmaceutical company.” (Board and
...and his vision in successfully transforming the medical center to a tertiary care facility. However, in 2008 under Ron Henderson, the medical center expenses began to skyrocket and revenues failed to keep up. Also, a hospital census indicated that, on average, Medicare patients consisted of 58% and Medicaid patients consisted of 18% which caused the medical center to suffer from reductions in reimbursements. Although noted by solid evidence that utilization was experiencing a steep decline, Mr. Henderson added 127 new positions to the medical center. In 2009, Mr. Henderson was fired after the board of trustees realized that this financial bind of an $8.6 million deficit was caused by Mr. Henderson. In order for the new CEO, Richard Reynolds, to succeed at his new job title, he must create a benchmarking process adopting certain goals to remain a worthy competitor.
SGH has been plagued with patient quality issues, therefore SGH finds itself in a situation which is inherently antithetical to the mission of the hospital. The costs of healthcare continue to rise at an alarming rate, and hospital boards are experiencing increased scrutiny in their ability, and role, in ensuring patient quality (Millar, Freeman, & Mannion, 2015). Many internal actors are involved in patient quality, from the physicians, nurses, pharmacists and IT administrators, creating a complex internal system. When IT projects, such as the CPOE initiative fail, the project team members, and the organization as a whole, may experience negative emotions that impede the ability to learn from the experience (Shepherd, Patzelt, & Wolfe, 2011). The SGH executive management team must refocus the organization on the primary goal of patient
Executive Director and served from 1952 until 1969. He also served on their Board of Directors
With this change, I am pleased to announce that Eileen Coggins, SVP Compliance and Risk Management, will transition to a new leadership position as our General Counsel and SVP Long Term Services & Supports/Medicare Solutions, effective April 1. Eileen is a highly skilled and veteran attorney with more than 24 years of legal experience in public and private health care companies, including prior roles as General Counsel and SVP Government Relations for Univita Health, Inc., a provider of home-based care management programs, and SVP, General Counsel and Corporate Secretary for Genesis Healthcare Corporation, one of the nation’s largest skilled
...he operating margin, cash on hand, and days in accounts receivable as these have been major factors. The new system being put in place for the materials management system should be closely monitored, as it will determine the adaptability of the department. The reformation of the Governing Board can be justified through the successes or failures it creates while going through the restructuring process. It will be important to get feedback from employees and the CEO to see if conflicts arise. The new physical therapy center will continue to be monitored to see if revenues are as high as thought with the expansion of this facility. Overall, it will continue to be a process of monitoring, reevaluating, and gathering appropriate data to determine if the strategic plan being implemented is continuously seeking the values, mission, and vision of the Coastal Medical Center.
Carol finishes her story with a plea for a better communication among the different healthcare providers and the system in general. There is no perfect system, and health care, the system that constantly evolves, deals with life and death, and employs people to fill such diverse niches is probably the most complex of them all, the most difficult to assess, comprehend, and change. As big, complex, and sometimes scary as it seems, it can be changed: talking to a colleague, taking a moment and asking a patient’s opinion. “Be the change you wish to see in the world”, said Gandhi. This is my motto.
- The health care team should do everything they possibly can to care for the patient before they give up treatment. The health care team should provide top care to every patient and the treat the patient as they were treating their mom, dad or grandparent.
Ms. Bardsley functions as a hemodialysis liaison and leader in clinical practice with the following roles: charge nurse, preceptor, and mentor for her colleagues. She is the resource person for the Hct-Line monitoring tool. The tool is used to monitor patient’s fluid removal during treatment to avoid hypotensive episodes associated with decreased perfusion to the heart. She routinely monitors the patient outcomes which to date has resulted in 0 admissions. She recently updated the policy to make it more user friendly for the staff and to maintain staff competency.
Providers must act in the best interest of the patient and their basic obligation is to do no harm and work for the public’s wellbeing. A physician shall always keep in mind the obligation of preserving human life. Providers must communicate full, accurate and unbiased information so patients can make informed decisions about their health care. As a result of their recommendations, providers are responsible for generating costs in health care but do not generate the need for those expenses. Every hospital has both an ethical as well as a legal responsibility to provide care, even if the care may be uncompensated.
All that the ANNA sets out to accomplish is in alignment with its mission statement, which reads “The American Nephrology Nurses ' Association (ANNA) promotes excellence in and appreciation of nephrology nursing so we can make a positive difference for people with kidney disease (ANNA,
Having a common goal for the team and understanding each members role in reaching this goal – allows each of the healthcare professionals to focus on the overall outcome for the patient and the most effective means of reaching such outcome through inter-professional healthcare
Quint Studer’s, Hardwiring Excellence: Purpose, Worthwhile Work, and Making a Difference, is designed to motivate healthcare leaders to positively transform the culture of their organizations to move them from good to great. Studer notes that he aims for every healthcare leader to read this book and then ask all those who work with them to read it also. Hardwiring Excellence focuses on transforming culture by hardwiring positive attitudes in employees to create and sustain a great place for employees to work, for physicians to practice, and for patients to receive care. Studer emphasizes that transformation begins with core values of commitment to purpose, worthwhile work, and making a difference, which are cultivated by the ‘healthcare flywheel’ that creates the momentum necessary to drive change. Studer identifies nine principals that guide the flywheel to motivate transformation.
Kuther, N. (2001). Improving compliance in dialysis patients: Does anything work. Seminars in Dialysis, 14(5), 324-327.
Banner Health has set aside goals that they must achieve in order to readily address health care needs in the future. Banner Health is committed to carrying out their vision of becoming a national leader recognized for clinical excellence and innovation (Banner Health). A few of these goals are: being recognized for clinical excellence and innovation, developing a highly coordinated patient experience, and being distinguished by the quality of their employees. This hospital has also made innovation and important part of their growth. With their iCare Clinical Innovation Team they hope to rapidly identify and deploy strategies that will ensure their patients a safe, efficient, and effective experience (Trenary). This team will also give patients more up to date information that allows them to make the best possible choices for themselves ...
As part of the community clinical rotation students were required to attend one day at a dialysis clinic. The clinic that I had the opportunity to attend was the Regional Health Outpatient Dialysis Center. This visit allowed me to shadow a nurse to gain a better understanding of the dialysis process and also perform non-invasive skills, such as blood pressure and temperature readings. As part of the clinical assignment, the students were required to interview a dialysis patient to gain a better understanding on issues such as the patient’s quality of life, coping mechanisms, health maintenance, and support systems.