Case Analysis : Cabarrus Memorial Hospital

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.

A comprehensive satellite health clinic will reduce admissions, as well as re-admissions to the current single hospital within the county. This extra resource will reduce the possibility of competitors moving into the area, specifically those from neighboring hospitals that could bring the needed services that PMH is lacking and looking to provide. Additionally, consumers feeling forced to travel out of the area for care, or those facing the potential of being transferred out of the area due to the severity of the case as a result of inadequate primary and preventative care, or lack of space will diminish through these efforts.

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:

There will be a need for additional catheterization labs, surgical suites and expanded cardiac rehabilitation programs. There needs to be better coordination of care to ensure timely scheduling of procedures. Education programs need to be developed emphasizing cardiac risk factors, healthy living and lifestyle modifications.

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.

Revenues and Direct Costs are as follows: $16,000,000 in total revenues, $9,833,155 in direct expenses, $6,166,845 in contribution margin, and 38.5% in percent of revenues. Their indirect costs are as follows: $1,200,000 in facilities costs, $1,600,000 in general overhead, and $2,800,000 in total overhead. This leaves the OP

Founded in 1951 and led by Dr. James R. Fairchild, a board-certified internist, Medical Associates is a physician group practice that expanded slowly and added other specialties in 1963. It has continued to expand over the years, and began to provide specialty and sub-specialty medical and surgical care in 1972. Medical Associates has also grown into a large tax paying medical group of forty physicians and two separate location in Middleboro and the eastern edge of Jasper which opened in 1972 and 1985 respectively. The practice was originally a single specialty practice but now has several specialties and sub-specialties in addition to ambulatory surgical services due

The most direct threat to ELH is the strong community competitor, Creekside Trails Hospital. It is a 45-bed, for-profit facility located 35 miles away on the other end of the lake and is 50 years newer than ELH having been opened in 1995. It is a for-profit organization and offers more specialty services, namely cardiology care. This threatens ELH’s livelihood not only by creating a more appealing alternative for citizen seeking medical attention but also by becoming a viable option for current ELH staff looking for a more stable and promising place of employment.

Hector v. Cedars-Sinai Medical Center is a case that involves Frances Hector who entered Cedars-Sinai Medical Center to have a surgical operation on her heart (Cheesman, 2013). To the misfortune of Hector, the pacemaker was defective and caused injury which resulted in a law suit that Hector filed against Cedars-Sinai. Cheeseman (2013) indicated that Hector was seeking recovery of damages for the breach of warranty of the pacemaker and that the surgery was a sale of goods under Article 2 (Sales) of the UCC.

Within the case, The Carbondale Clinic, it is apparent that a scheduling problem exists which has then resulted in patients being unsatisfied with the amount of time they must wait to be seen for his or her scheduled appointment with the physician. It is also evident that physicians prefer to have a full schedule without taking into consideration the possibility of emergencies that may arise throughout the day that will contribute to patients having to wait even longer. It is pertinent that the manager sits down with the staff to determine what is the most logical solution to help resolve the scheduling problem, taking into consideration what the physicians want along with ensuring patient satisfaction.

The biggest need that I found for the Community South medical Center is the need of clinical staff including registered nurses, respiratory therapists, and medical technologists. “The power of the healthcare workforce can have significant strategic implications for any healthcare organization, as the workforce is composed of the front line of

The document severely lacks pertinent financial information for the three years of operation of the heart clinic. Besides some minimal information of mean revenue and expenses for 2011, the document neglects to offer any other valuable financial information for consideration. This section can be further expanded with details of an income statement, balance sheet and current statement of cash flows. Financial statements can be a healthy management tool to illustrate the success of operating performance to appropriate stakeholders and their constituents.

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

Columbus Regional Hospital (CRH), a non-for-profit organization with 225 beds, is the system’s star facility (Columbus Regional Health, n.d.). CRH has a Privacy Excellence Award, and the National Committee for Quality Assurance recognized CRH for outstanding patient-centered medical home practices (Columbus Regional Health, n.d.). Additionally, the Becker’s Hospital Review named CRH as a great community hospital, and Thomson Reuters acknowledged CRH in the top 100 hospitals (Columbus Regional Health, n.d.). Moreover, CRH is one of the most beautiful hospitals in America (Columbus Regional Health, n.d.). They provide emergency and surgical services and comprehensive care in many specialty areas, such as, mental health (Columbus Regional Health, n.d.).