SISTERS OF CHARITY PROVIDENCE HOSPITAL

Sister of Charity Providence Hospital is a two-hospital health system located in Columbia S.C. With a ballooning number of staff which exceeded 2000, there was need for an improved efficiency in the system and internal control of the employees’ accounts.

To do this, the hospital’s I.T department came up with provisions to automate and streamline the user account creation and to re-evaluate the process of their employee’s account to limit access rights to only the systems that were required to perform their duties. As it was in the past, the employees used a common user account to log in which meant that anyone could access the hospitals records including those that they were not supposed to. By doing so, it meant that each employee was being empowered to run their own user accounts hence minimizing the workload from the helpdesk which was mandating to do this. These provisions include:

To integrate user security elements and employee’s directory with the hospital’s web based security system.

To create web forms that will guide the staff to do complex tasks in administering their accounts.

Have a simple and easy way to make changes in the user system within the hospital’s employee directory.

To provide transparent audit and report to verify that the hospital was operating within HIPAA guidelines and regulations.

Practically these implementations will be easy to evaluate as it involves all the stakeholders in the hospital, from the management to the subordinate staff. Furthermore it will save the hospital money and time used to carry out administrative duties and grant the employees the responsibility to their own work.

TRUSTMARK’S LEADERSHIP DEVELOPMENT PROGRAM

Trustmark is a company with its headquarters in Lake Forest, Illinois that provides over 2million people with flexible life, medical and disability benefits and fitness and wellness services.

In the mid-90s, it experienced some financial pressures that forced it to re-evaluate its operations. It concentrated on core competencies, sold-off businesses and focused on generating more capital until it was financially sound. The company executives then moved to create a culture that will enhance innovation and opportunity by developing effective leaders who supported it. This program involved sessions attended by senior leaders, directors and managers, whereby the participants learnt about leadership practices i.e. inspiring a shared vision, challenge the process, enable others to act and encourage with the heart, from which they got feedback from their 360-degrees assessment. They also have one-on-one coaching to discuss their leadership challenges and their feedback.

The next step in the process is a two-day workshop where the candidates are asked to identify development areas to focus on. Here they learn more about the leadership practices and how to improve on the areas identified in their feedback. They then leave the workshop with an improvement plan on how to improve effectiveness in their leadership and then paired with partners who are expected to provide a post-workshop support, exchange action plans and follow-up in ensuring success through applying what they learned.

Reference:

Scott E. Rupp, Health Management Technology website: http://www.healthmgttech.com/Course Hero website: http://www.coursehero.com/