Last year, the hospital admitted 20,925 inpatients. For 1,000 of these patient admissions, congestive heart failure (CHF) was documented as the primary or secondary diagnosis. Of these CHF patients, 48% were female and 52% were male, with an average (mean) age of 63. Approximately 50% of these patients had a history of CHF, with the other 50% being newly diagnosed. The average length of stay in the hospital for these patients (with CHF as a primary or secondary diagnosis) was 4.2 days. The payer mix for the group was: 50% Medicare 40% Insured through employment 10% Indigent (charity) As part of the hospital’s three-to-five year plan to excel in cardiac services, the hospital has decided to focus on CHF as one of its goals this year.

scenario is based on the following hospital setting: Below is the scenario and the three key concepts that must be answered. minimum of 200 words does not have to be a whole research paper just answer the concepts. You are the administrator for the cardiac service line. The following departments report directly to you: the medicine/telemetry unit, the coronary care unit, the thoracic intensive care unit, the cardiac catheterization laboratory, and the echocardiogram and its laboratories. You are also the administrative liaison to the cardiologists and thoracic surgeons. Because the nursing department is decentralized, you have a nursing director who is dedicated to your service line. She has just left your office after describing the complaints she has been receiving from the emergency department: patients are backing up in the Emergency Department as a result of delays in admitting patients to the general medicine floors, particularly the telemetry unit. The emergency department reports to the administrator responsible for the trauma service line. You have just been recruited from out of state and are new to this position. You were hired with the expectation that you would improve the coordination for care of patients in your service line. The managers who report to you get together monthly for a managers’ meeting. So far you have learned that these meetings have not been very useful in assisting managers with the issues that they consider important. Your predecessor had a traditional command-and-control style, and the managers feel stifled when trying to make the improvements they want to make in their respective departments. You want to help your managers be more effective and efficient and work as a team. Three important questions that must be answered are Customers and their expectations A system model for improvement Measures that would help demonstrate improvement over time.