Ahuja Medical Center Case Summary

ABDOMEN: The lung basis appeared unremarkable. The liver, spleen, gallbladder, adrenals, kidneys and pancreas and abdominal aorta appeared unremarkable. The bowels seen on the study appeared thickened. Dilated appendix seen constant with acute appendicitis. Osseous structures of the abdomen appeared unremarkable. No free air was seen.

The U.S. Department of Defense has required Brooke Army Medical Center to seek reimbursement for medical procedures conducted on third party insured civilian patients. The need for a professional billing service to effectively acquire third party reimbursement for healthcare services within Brooke Army Medical Center is essential to the financial success of the organization. The hospital is operating in a demanding environment due to a highly regulated healthcare industry and an uneven playing field compared with other local community hospitals. Nearly one-third of the nation’s hospitals demonstrated operating losses in 2014 with Brooke Army Medical Center being no exception. Additionally, uninsured patients are costing U.S. hospitals $900

Middleboro Community Hospital is a non-profit hospital founded in 1890 with state licensure, The Joint Commission accreditation, and American College of Surgeons approval. Over 120+ year history, Middleboro has grown to be a respectable facility in the eyes of the medical community as well as its immediate population of patients in Middleboro. Still, Middleboro must continue to fight to remain relevant and up-to-date with the latest medical technology and changing patient demographics and needs. In order to this, Middleboro Community Hospital has set these three goals as part of their corporate strategy:

It is of my opinion that Sunnylake Hospital should have kept their old system of recording care relatively up to date in case of instances like the article described. If Sunnylake had taken such a precaution, I would suggest that the hospital resume its operation to how it was immediately after the hack took place. This would not be particularly difficult since the system had only been in operation for three years, and my assumption is that a majority of the staff has worked there long enough to recall the old system. My rationale for using paper charting is that it temporarily relieves the risk of immediate patient danger to those that are currently admitted and receiving care. Keeping paper copies of the most important patient information each time a patient is admitted can facilitate this. Essentially, the high-risk information such as allergies and medication prescriptions should be

Coastal Medical Center had a period of growth and success under the previous CEO. When this CEO retired, the successor made many decisions that were detrimental to the organization. The medical center went from a net profit of $52.5 million in 2012, to a net loss of $16 million in 2015. With the hiring of a third CEO, CMC began to identify the many problems the organization was facing. Some of the main problems discovered by the new CEO include over staffing, duplication of functions, and excessive amount of special projects, over spending, poor materials management, and errors in billing. It seemed that every day the CEO was uncovering yet another problem.

M was taking a look at his leg that was injured but seemed to be healing. All was thought to be well until one office visit the doctor went across the hall to check on another patient who seemed to have an infected leg. The doctor left the door open where confidentiality here was obviously not being taking into consideration for the patient he was seeing as well as others who were able to hear them. Since the door was open, his parents noticed that he did not change his gloves while entering that other room and came back to check on their son with no gloves on. Dr. M was concerned about Jacobs leg and told him to come back the following week while treating it with antibiotics. The following week he comes back only to see that he has developed osteomyelitis. This was the same infection that the other patient developed while under the care of his supervision. Jacobs delay in his recover cost him the opportunity to play football and a college scholarship. Jacobs’s parents then resorted to suing Dr. M because of his negligence and lack of medical

In 1990, Arizona State University (ASU) researchers collected over 200 blood samples from members of the Havasupai Indian tribe. Tribe representatives claimed that when discussing with researchers before the start of the study, they were told that it would focus on diabetes research, although the consent form described the project as studying “the causes of behavioral/medical disorders” (Mello and Wolf 2010, 204). The samples were used for many studies, and were even shared with other investigators. The main uses the tribe disagreed with were a study on schizophrenia, a study examining inbreeding, and a study on evolutionary-genetics that contradicted with the Havasupai’s origin story. The Havasupai filed a $50 million lawsuit against Arizona

As noted, on February 29, 2016, the patient was nonetheless admitted to the UCR hospitalist. This was a senior member of the UCR hospitalist team who knew or should have known all of the policies and procedures for admission, and should never have admitted the patient as an attending to the hospital. In so doing, he was directly and deliberately interfering with the doctor patient relationship.

HOHA and Care Selected Heath System Committee members and executives would fully address the compensation arrangements. This goes beyond cash salaries; since, incentives, fringe benefits, qualified/nonqualified retirement plans perquisites, this would also put both organization in a much better position with IRS if the agency ever decided to conduct an audit. Each Care Select Health plan, program or practice would be reviewed to ensure it reserves to the sponsor of the plan the right to terminate or amend the plan. If the plan cannot be amended or terminated, the buyer may be forced to continue to provide benefits under the terms of the seller’s plan indefinitely for those employees who were participants on the October 2018 of the acquisition.

Gadsden is located in the northeastern corner of Alabama and is the county seat of Etowah County. It is 60 miles

The external stakeholders are the community, patients, MedKey System members, CMS, HMOs (ie. Blue Cross Blue Shield and Tri-Care), and any other private insurances (Richards & Slovensky, 2004). Medicare reimbursement in Alabama was the lowest rate in the nation. This was a constant struggle for the hospital administrators to try to operate on such low reimbursements for their services, which is a threat. Eighty percent of patients were Medicare or Blue Cross in which there was difficulty-negotiating prices with Blue Cross due to monopoly. Buyers have high bargaining power as reimbursements rates are low from Medicare and Blue Cross held monopoly in the services area so negotiating prices was difficult. Suppliers have lower bargaining power due to low Medicare reimbursements and difficulty negotiating prices with Blue

The Smiren Hospital must use the knowledge of value-driven system to successfully exit from the crisis they are facing. The ED biggest problem is the high flow of patients and the long wait. If they do not use the value- drive system, in other words, if they do not care more for providing exceptional service and satisfying patients, patients would go to another healthcare center where they can find the services they want. This would leave a shortfall in revenue.

Aleman Hospital was opened in 1998 with a 120 beds, it is acute care hospital with more than 986 staff members and a commitment to providing quality health care for patient and community. As the only hospital within 60 mile radius offering variety medical services, Aleman hospital is also known for the high qualified staff and medical technology and was the first hospital in the area to earn Certification by The Joint Commission. In 2013 the hospital signed several agreements with health insurance agencies to offer medical services for their members which bring extra patients and produced staff shortage in the hospital. This issue forced the administration to increase the expansion on staff benefits to attract the qualified medical staff and

Sunny View memorial Hospital was built in 1973, and was last renovated in 1973. The Emergency Room, surgical and delivery units, and the neonatal intensive care unit (NICU), in addition to other outpatient facilities, make Sunny View Hospital the busiest health care center in the county. The centralized pharmacy, staffed with two experienced pharmacists, is the only medication supplier of the whole hospital. An alarming number of medication errors and delays in medication administration have been reported lately. 54% of the errors are imputed to the centralized pharmacy. The pharmacy manager’ authoritarian leadership style has resulted in a stressful work environment that is adversely affecting the overworked

Paul Cronan was hired by New England Telephone (NET) in 1973 as a file clerk. In 1983 he was promoted to service technician. He worked in Needham, Massachusetts for 18 months before transferring to South Boston, Massachusetts. In 1985, Cronan suffered from medical symptoms due to AIDS-related complex (ARC), and missed work sporadically for 6 months. In June, 1985 Cronan requested a third leave of absence from work for a doctor’s appointment. Cronan’s supervisor, Charles O’Brian, demanded to know the nature of the illness, and assured him that the information would be kept confidential. Cronan informed O’Brian that the illness was