A Critical Situation Occurring At Riverview Regional Medical Center

This is regarding an incident at Mercy Hospital of Buffalo with a Dr. Darren Huffman, on May 11th, 2018 at approximately 4pm-6pm. I went through the double doors and entered the first room in the E.R to the right. I believe it is known as the triage room. I came to Mercy Hospital because of a hand injury I received at work. I brought a piece of paper from workers compensation with me because of the injury. I just switched insurance providers and never picked a primary care physician. My hand was and still is swollen since the injury happened on 12/24/2017, and figured going to the nearest hospital would be the quickest way to get it checked out before I go to a specialist on the 17th of May.

There are millions of healthcare organizations all throughout our country. Some of these organizations have a significantly greater financial background than others, but that depends on the size, location, and demand of the patient population. The organization that is going to be discussed is Yale New Haven, which is a large hospital in southeast Connecticut. Their most recent data dates back to the fiscal year of 2014 when the hospital saw a total of 1.2 million patients, bringing in revenue close to 3.5 billion dollars. In fact, Yale New Haven has made close to a billion dollars more in revenue compared to the year of 2012. Without the help of the 6,000 medical personnel and the 20,000 members of the staff, this large hospital would never be as successful as it is today (Yale New Haven Health, n.d.). As one can see, the hospital is growing each and every year supplying the overall demand of the patient population.

The adaptability of healthcare industries in an evolving world of change requires dynamics to identifying weakness and distinction. Often times, these organizational modifications mirror changes in the society. They are inspired by collective experiences, perceptions, norms, values, economics and political forces at a given particular period (Thomas, 2014). The purpose of this paper is to explore the organizational structure and leadership style of Greater Baltimore Medical Center (GBMC), identify its culture, mission, values and goals. The complex adaptive system, level of greatness and readiness for change will also be addressed.

This post is a brief summation of interviews with several healthcare experts within the Willis Towers Watson Company. Their statements and ideas were beneficial, thought provoking and relevant for those in healthcare leadership. Based on our conversations we underscore here a few trends for healthcare providers whether in a single community hospital, a teaching hospital or a group of hospitals: executive compensation should be incentivized, the hiring of doctors in executive positions for providers in the nonprofit and for profit sectors is recommended and growing, the collection of vast amounts of data can be compiled to influence executive behavior and positively impact performance, and poor quality indicators directly impact the bottom line in a multitude of ways.

Dr. Karen Buhr, PhD is the newly appointed Chief Operating Officer of Bellevue Hospital; a large, a not-for-profit hospital located in New York City. After two weeks of working in the public sector, she misses the benefits of a seemingly endless cash flow available when working in a world renowned, private academic hospital. Bellevue Hospital has been in deficit for the past two years and patient satisfaction regarding care is at an all-time low. Her first task is to develop and implement cost saving measures for the clinical services provided. She has met with clinical and administrative leaders to identify potential savings and other opportunities for improvement. However, she has hit a road block. How

There is a new trend in the health care provider market and the hospital has not stand ahead or abreast of the new trend. Today, it is estimated that 6,400 urgent care centers have been established nationwide (Ferenc & Stempniak, 2015). The American Academy of Urgent Care Medicine reports a higher number, 9,300 urgent care clinics estimation (Ferenc & Stempniak, 2015). Those numbers will grow. It is predicted that the “$14.5 billion urgent care industry will increase by 5.8 percent annually through 2018 to about $18.8 billion” (Ferenc & Stempniak, 2015, p.7). With numbers like that, it benefits the hospital to readjust its delivery of health services to look heavily at the new trend practices. The leaders failed to conduct a market and financial analysis. This may cause the hospital to loose its viability as a competitor. As a result, the hospital cannot identify market trends to stay ahead of the trends and be prepared to meet challenges that come along with those trends. In addition, it has failed to conduct a financial analysis to assess if it is profitable to implement new strategies to meet the market

Healthcare outcomes have become increasingly important, as organizations strive to improve quality and efficiency of care, while controlling cost. North Mississippi Medical Center (NMMC) has become a model of instituting strategies that contribute to high efficiency. According to Carroll &Edwards, “Leaders at NMMC believe that by focusing on serving patients, empowering staff, and improving health care quality, lower cost and growth will naturally follow”.

Mental health is a substantial problem in our society and our government is. In the past, many of the severely addicted and mentally ill patients of Greater Vancouver were sent to Riverview Hospital, a mental health facility in Coquitlam that was shut down in July 2012. The aftermath of the deinstitutionalization of these patients caused unneeded problems. Riverview Hospital must be reopened to provide the beds and housing that community facilities lack for those with mental illnesses. When Riverview reopens, patients will have access to the treatment they urgently need. Intensive care in secure wards at Riverview for patients that are chronically mentally ill is absolutely necessary. Additionally, the BC government must reopen Riverview Hospital

The seven issues that the American Association of Medical Colleges (AAMC) prioritize are “costs, quality, safety, effectiveness, patient experience, and pricing” (The healthcare imperative; Pierre L. Young and LeighAnne Olsen, 2010). Healthcare facilities that can provide organization in addition to high performance of quality of health procedures provided, will receive financial incentives. Give the prior knowledge of the issues in our healthcare industry controlling the cost and effectiveness of healthcare will determine the health and prosperity of the nation and its people.

The current health care environment is characterized by rapid changes in various aspects of operations, prompting hospitals to embrace strategic planning in order to position themselves in the dynamic environment. Strategic planning serves a vital purpose of helping an organization determine what it wants to be in days to come and how it will achieve this objective. This paper explains how a well constructed strategic plan would benefit Atchison hospital which is located in the State of Kansas in the Midwestern United States.

I will also describe how each of these correlate to the overarching issues confronting Community South Medical Center. As the C.E.O., I will also make a decision about the issues confronting Community South Medical Center and do I wait another year or take care of issues now? I will discuss the management team and their responsibilities and I will discuss some of the market trends I can identify in this area and how might they affect Community South Medical Center.

Delivering quality care to patients is the focus of medical centers and their staff. Patients, along with other entities, are the customers of the healthcare system. Making sure patient’s needs are met is the focus of healthcare system. The case of Hutheson Medical Center discusses turning around financial losses with a patient-centered goal. “In response to deep financial losses, migration of patients to competitors in the region, and lagging staff morale, the Board of Directors replaced the hospital CEO in September 2005” (Edwards, J. 2008). Replacing the leaders of a business it typically the first step to in response to financial losses. Patient dissatisfaction is tied to revenue because the patients are the customers in the healthcare

This paper will examine the tactics Timothy Rogers the president and CEO of Scarlett hospital will use to reduce and or eliminate any potential negative impact on the Hospital due to a highway expansion that will decrease the drive time to the larger city. While the expansion will allow the citizen to have a shorter commute to access health care in a larger city this may be detrimental for Scarlett Hospital which is located in a smaller community. Timothy Rogers is fully aware of the challenges that are ahead for the hospital and is working feverishly with the staff to remain relevant and overcome any possible adversities. Mr. Rogers will review his currently marketing strategies and those of the competitors to determine what type of adjustments

Freshly showered and cooling down after their squash game, Max Berndt drank iced tea with his board chairman, Paul Lefler. Max, a thoracic surgeon by training, was the CEO of Peachtree Healthcare. He’d occupied the post for nearly 12 years. In that time the company had grown—mainly by mergers—from a single teaching hospital into a regional network of 11 large and midsize institutions, supported by ancillary clinics, physician practices, trauma centers, rehabilitation facilities,

To be competitive and profitable in today’s healthcare industry, organizational leaders must have an appreciation and clear understanding of their clients, culture, business market, and all stakeholders with whom they conduct business. In an effort for Palomar Medical Center to maintain a competitive advantage, we must ensure that our mission, vision, and values are aligned with our organization’s business objectives; but most important, with our clients’ values.