Betances Health Center Case Study

FAMILY – A Family is my learning center for life and our shelter in times of storms and problems.

Thank you for your response regards to "Rolling Meadows Community Hospital". John did not act in a fairly manner by not giving the intern the position. Even though John did confess his truly feelings it still ended up being an altercation not only for him but the hospital as well. I agree where you stated "This provide an understanding that just because one doesn’t physically touch or ask for physical contact doesn’t mean you can’t get in trouble for comment." I believe John felt like he could get away with this case just because he was the CEO of the hospital but it obviously does not matter what type of position you hold in a work environment; this should not be tolerated at any work environment.

It is a fact that patients who do not have access to primary care tend to delay seeking treatment until they are seriously ill. These delay results in poor health outcome and higher health care cost. It is critical that increased funding be allocated for Community Health Centers. Over the long run, investing in these centers ultimately reduces health care cost, improve patient welfare, outcomes and reduce budget allotment for healthcare.

Jones Regional Medical Center is a huge academic health center with 900 beds and are known for its research and teaching hospitals. Additionally, the IT staff at Jones supports 300 applications and 12,000 workstations. The center uses Technology Med (TechMed) for their admitting system. The system includes registration, inpatient charge, payment entry, master patient index, admission, hospital billing, and more. The TechMed system has been accessible since 1998; Jones is beginning to plan a replacement of this systems because of the fragility of the software (Wager, 2013).

Peace Memorial Hospital is a 600-bed, independent, not-for-profit, general hospital located on the southern periphery of a major western city. It is one of six general hospitals in the city and twenty in the county. After doing much research, the Board of Directors has decided that they should open an ambulatory location in the downtown area, to be known as the Downtown Health Clinic (DHC). The clinic will have 4 major objectives: “1. To expand the hospital’s referral base, 2. To increase referrals of privately insured patients, 3. To establish a liaison with the business community by addressing employers’ specific health needs, and 4. To become self-supporting three years after opening” (Kerin

S.D. is a 38 year old immigrant female from India who was admitted to a community memorial hospital when she was nine months pregnant. S.D. went to the hospital clinic for a prenatal checkup on October, 7th 2014. The nurse took her vitals and all her vitals were normal except for the blood pressure. Nurse relayed this abnormal finding to the physician who advised S.D. to get admitted as this could pose a potential health risk. She stayed in two different units in the hospital during her stay: Labor & Delivery unit before giving birth and the Maternal Post-Op recovery unit after giving birth through a cesarean section. She was subsequently discharged from the hospital on 10/13/14.

Coming from a small town in rural Virginia, I witnessed poverty and hardships within my own family and among community members. In observing the constraints associated with limited resources, inadequate transportation, and social determinants of health, I devoted multiple summers working extensively with a local non-profit health clinic. The Health Wagon in Wise, Virginia serves a vital role in providing primary and specialty healthcare to a large majority of individuals throughout my hometown area. While speaking with patients and providers in the clinic, I became frustrated and invested in the circumstances, which were underlined with complex social and public health issues. For the majority, traveling two hours away to Tennessee to receive medical care from a large network of specialty providers was not feasible. Numerous patients told me stories of losing their jobs, health

The innovative attribute of the corporation as depicted by the company’s portfolio and other market spectators is impressive. It is commendable that the corporation has positioned its self in communities across the country as a pioneer of efficiently run health care specialty clinics that provides the underserved communities with excellent, affordable, and accessible health care (“2014 CVS health annual report”, 2015).

While interning at Arcos communication, I was lucky enough to support the efforts of Betances health center, as the organization announced and executed the opening of its new location in Bushwick. As part of the media materials for the event, I drafted a media advisory, a press release, a fact sheet, an Op-Ed and designed the first draft of a brochure for a campaign to be promoted at the opening

Maggie Gill started her career with Memorial University Medical Center (MUMC) in 2004 as the VP of managed care and finance. In 2005, she became MUMC's COO, and then in 2011, she was named CEO and president by the board of directors, once they realized that the ideal candidate for the position, one who had experience in both finance and operations, was already employed by the health care facility.

Trinity Community is challenged with two current healthcare trends. The first trend is related to Medicare and how doctors are paid on Medicare claims. Medicare’s primary coverage group is for people older than 65 years of age. Medicare also covers some people under 65 that have certain disabilities as well as people of any age that have End-Stage Renal Disease. Year after year, lawmakers have been trying to fix a part of the Medicare law that would cut payments to doctors. Since the late 1980’s, the cuts would continue to grow annually and eventually exceed a 20% pay cut.

St. Mary’s Regional Health Center have restructured the way health care services are fulfilled. We exist to improve the efficiency of healthcare services, by simply, focusing on the needs of our society. By redefining the way healthcare is delivered, we can better serve our community by offering a variety of services We intend to provide treatment options that are cost-effective, treatment that is relevant, and consistent with our objective and vision for this healthcare facility. Thank you for allowing St. Mary’s Regional Center to continue to serve you.

Heritage Oaks Hospital provides a less restrictive step-down treatment environment at three outpatient centers: Harbor Oaks in West Sacramento serves adults and senior adults; Roseville Oaks serves adolescents, adults, and senior adults; and Winding Oaks next to the main hospital serves adults and senior adults. According to course textbook, the goal of outpatient programs is to improve quality of life and to return clients to daily activities among family, peers, and the community (Varcarolis, 2013). The treatments available include psychiatric, emotional, behavioral, and substance abuse. These outpatient centers have partial hospitalization program (PHP) and intensive outpatient program (IOP). According to the hospital website, outpatient services include physician oversight, medication management, group therapies, educational practices such as cognitive behavioral therapy (CBT) and dialectical behavioral therapy (DBT) (heritageoakshospital.com, 2017). I was assigned to Roseville Oaks Outpatient Behavioral Health Center. It was helpful for me to

A non-for-profit health care organization which resides in Naperville, Illinois was evolved in 1894 on a huge farm stretching on 43 acres called the Bohemian home. It was formed from a picnic ground located in Chicago, purchased from a Bensenville property during those times they housed senior and orphanages. In 1950 the center removed the orphanage unit.

Twin Oaks Hospital in Lexington, Colorado is a 100-bed hospital with a staff of 350 employees that include over 200 nurses and 40 clerical and secretarial employees, the majority of which are women. Recently the staff has had some apprehension and discontent over pay levels. Lexington Memorial Hospital, a public facility near to Twin Oaks recently agreed to demands from their nursing and clerical staff to increase wages five percent. They further agreed to introduce a job evaluation program which would evaluate the nursing and secretarial jobs based on comparable worth and that results of the study would be utilized as the basis for any future pay adjustments. As a result of this the staff at Twin Oaks has come to demand similar wage