Air Station Traverse City Clinic Case Study

An organization such as the Pocahontas Memorial Hospital (PMH) is established to be a primary care source for a rural community, serving 5% of the state’s population (Pocahontas Memorial Hospital, 2013). PMH wishes to deliver compassionate care and promote healthy lifestyles through working collaboratively with other healthcare facilities, and delivering adequate patient education, while sustaining financial viability (Pocahontas Memorial Hospital, 2016). This organization would like to offer a comprehensive satellite health clinic within Pocahontas County, as the strategy to intervene existing weaknesses and threats to the health of the community of Pocahontas County.

On 5/29/17, at approximately 1804 hours, I was calling the last inmate for medication distribution in D-4, A pod. Myself and Nurse Bob were stationed at the entrance of A pod. Inmates began to crowd around the entrance of the bathroom. An unidentified inmate started yelling, "There is a guy on the floor in the bathroom having a seizure." I ordered the inmates to move out of the doorway of the bathroom. I had a partial view of the bathroom from the pod doorway and was able to partially see an inmate lying on the bathroom floor. I directed all inmates to lockdown in A pod and made a radio call to Security Control indicating there was a man down in D-4, A pod.

Currently, the Alvin C. York VA Medical Center utilizes a poorly implemented and poorly designed incentive program. The current inventive program rewards the majority of employees solely based on a yearly evaluation. The terms of the evaluation are set by human resources employees including the criteria for what constitutes an adequate performance level. Ideally, this evaluation rating system should be developed by individual supervisors so that departmental and unit goals can be effectively achieved. After all, the purpose of an organization exists to reach the organizations goals (Nassar, 2007). There are some general incentives that appear to be effective incentives for acute care nurses. These general incentives include providing adequate

Plaintiff, OSCEOLA SC, LLC, a Florida Limited Liability Company d/b/a St. Cloud Regional Medical Center, (“Hospital”) by and through its undersigned counsel, sues Defendant, Rafael Fleites, M.D. (“Physician”), and alleges:

The Orlando VA Medical Center, established in October 2006 serves over 105,000 veterans around Central Florida, including a Community Living Center, two Mental Health Rehabilitation Treatment Programs/Domiciliary in two different locations, along with three large multi-specialty Satellite Outpatient Clinics and four Community-Based Outpatient Clinics.

Hurricane Katrina caused a great deal of destruction, death, and human suffering. Research from this event brings to light the limitations of both the National Guard and active-duty forces response capabilities, and whether changes in the roles and responsibilities of the National Guard and active-duty forces during emergencies would enable them to respond better. It is likely that the primary responsibility for national disasters will continue to be handled by local and state officials. They have the best understanding of situations, have the capability to handle the case, and can respond quickly. Hurricane Katrina generated the need to examine the federal response and to make any changes that are needed for the preparation of National Guard and active-duty Army during major domestic emergencies. Both the National Guard and active duty Army are changing to smaller modular and interoperable combat and support brigades that can provide the foundation for an expedited force that can deploy units to threats quickly. The Army

In the case of Shahine vs. Louisiana State University Medical Center, the plaintiff Ms. Shahine experienced right ulnar nerve damage following a right total hip arthroplasty. She filed suit against the University Medical Center and her anesthesiologist, Dr. W for medical malpractice and requested the court to infer negligence under the doctrine of res ipsa loquitur. Dr. W was fully responsible for Ms. Shahine’s care while she was under anesthesia and Ms. Shahine obviously could not assess the true cause of injury while she was anesthetized. However, Dr. W provided evidence of non-negligence by thoroughly charting in Ms. Shahine’s medical record proper positioning and padding. Another anesthesiologist provided the court with uncontroverted

Alpine Village Clinic is located in a winter resort near the city of Aspen, Colorado. Although open year around, it is mostly a seasonal business since the bulk of patients seen at the clinic walk in during the winter months of December to March, when skiing is in full swing and pertaining injuries are common. The doctors thought about closing the clinic during the summer months, however running the clinic for a portion of the year is inefficient, and in addition, there seems to be a sufficient summer demand for the clinic’s services. The two doctors who run the clinic are Dr. James Peterson, who is an orthopedist and Dr. Amanda Cook, who is an internist. Dr. Cook usually handles all the financial work for the clinic (besides payroll

Tulsa Memorial Hospital (TMH) is one of the nine acute care hospitals that serves in the general population area. Historically, it has been highly profitable due to its well-appointed facilities, excellent medical staff, good-standing reputation for quality care and its ability to give individual attention for each of its patients. The hospital, in addition to its inpatient services, operates an emergency department and an urgent care center located two miles from the hospital across the street from a major shopping mall.

In 1636 U.S. veteran administration hospitals were made to help and take care of the war veterans that come in injured or ill. Also, the bills for this should be taken care of so there are no worries for the most part, but none of this is happening the way it should be or how the system was created to be. Veterans are turned away and avoided by the U.S. veterans hospitals, they have a big thirst for money that has not been quenched and because of this, the veterans that come in are not being treated properly and this effect is turning out very negative.

The Miami VA Hospital’s Nutrition and Food Service Department assess the quality of each item that is prepared in their facility and served to each patient. Quality Assessment (QA) at the VA are done on the 3rd Thursday of every month where a tray is pulled from the line and its appearance, temperature, taste, and texture is all evaluated to ensure it meets the standards that are set in place. QA expand outside of the kitchen and are done on the nourishment areas located on every patient floor.

CM spoke to Kiara Gelin (youth) regarding a follow-up on services. Youth reported she continues to attend the Partial Hospitalization program at the Jersey City Medical Center. CM was informed that youth stopped attending the TASC program due to time conflict and youth will resume the program in September. CM and youth disused employment; youth had a job interview at Wendy’s, Fast food restaurant. CM encouraged youth to apply at local jobs in the mall, CM verbally provided youth with a list of jobs that are hiring in the community. CM inquired about the Cook, Eat and Talk program. Youth reported the family will follow-up with the program once the family phone is working. CM agreed. CM and youth discussed mentor

I believe one the major strengths of Memorial Hermann Northeast is to be part of a big system and when my facility is unable to provide the care need it we can transfer our patients to specialist using life flight emergency services, for example, I recall one patient came from the airport because she felt and hit her head, in less than twenty minutes of her arrival she was transferred to our trauma center by life flight. Months later she came back to thank us for saving her life and now she recommends our hospital to everyone she knows. Another strength is the excellent care we offer in the thirty years the facility has on the community, the majority of our patients are residents in our area, and they know our names. For example, one patient

It strongly important for institutions to strategically follow the health regulations and laws regarding technology as well as addressing any violations immediately. The law that was made for each company to follow to avoid and violations is “The False Claims Act (FCA) is was put into place in 1863 where its mission is hold those responsible who submit fraudulent claims to government programs like Medicare and Medicaid. In Featherfall Medical Center an issue of breaching of patient security and confidentiality, but they contribute to the financial and operational burden of the organization. When it comes to impacting the violations these health regulations and laws regarding technology on institutions, the damage could significantly affect

Columbus Regional Health (n.d.) serves 10 counties in Southeast Indiana. The demographics include a predominantly Caucasian population of approximately 300,000 people (Economic Opportunities through Education by 2015, n.d.). In southeastern Indiana, about 140,000 individuals have employment, and 15% of them, who are over the age of 24, have a bachelor’s degree (Economic Opportunities through Education by 2015, n.d.). Approximately 30% of the high-school students drop out in this mainly rural area with a flat population growth (Economic Opportunities through Education by 2015, n.d.).