Case Study: Compliance with CMH Hospital's Mission

Peter’s resume is under two pages, which is appropriate for the amount of work experience he has had. He is concise and avoids writing long paragraphs in his resume.

When choosing to update their facility Dr. Maritah and Dr. June spent months researching information on new devices and services that they could provide to their community. They view health reports, statistics, and evaluated what would be most useful and bring in the most revenue for their facility. After review they realized that their community needed more child based care and decided to focus on establishing a pediatric department during their expansion.

Market trends for the company are now poor, as other local businesses have moved out of the area. Community South Medical Center could benefit from figuring out the reasons behind the moves. In addition, this would be a good time for the center to gain dominance over the market by revamping their strategic plan since the competition has been diminished by the moves. By finding resourceful ways to manage the changes of the strategic plan, Community South Medical Center can effectively pull themselves out of the red and become a leading medical facility once again.

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.

The organization that I will be using for this course is Baptist Memorial Healthcare (Memphis). Baptist Memorial Healthcare is dedicated to providing compassionate high-quality care to every patient. Baptist Memorial Healthcare mission is to follow the three-fold ministry of Christ-healing, preaching and teaching. Baptist Memorial Healthcare provides care to patients within the Mid-South area in Tennessee, Arkansas and Mississippi. Baptist Memorial Healthcare operates a college where I attended to earn my Bachelor’s Degree. Baptist College of Health Sciences is centered on healthcare professions.

Communication is only effective when the receiver understands the message conveyed just as the sender wanted to. There are opportunities for improvement in the areas of communication network within Baptist Memorial Healthcare. I have observed a breakdown in communication between nurses and the patients they are caring for. A lot of times the nurse companion phones that the nurses are issued do not work properly. In this instance, the nurse is unaware of patient’s specific needs. There is not a direct line of communication to inform the nurse that the patient needs assistance. The organization is aware of this fact and is implementing training on new nurse companion phones, so that; the needs of the patient are met in a timely fashion. There

A fervent supporter of the hospital, Connie Hodgdon, a past president and board member of Wooster Community Hospital Auxiliary, says the expansion “Is wonderful for Wooster,” and it will “benefit the entire

There is a present direct threat of local competitors to MSDJH. First, NYU-Langone Columbia Medial (NYU-LCM) is approximately 15 minute train or cab ride from MSDJH. (see Exhibit 10) The advertised services provided at NYU-LCM are bariatric surgery, cardiology and cardiac rehabilitation, chiropractic care, gastroenterology, general surgery, gynecology, hematology, internal medicine, nephrology, neurology, oncology, ophthalmology, sports medicine, orthopedic surgery, otolaryngology, pain management, rehabilitation, podiatry, pulmonary medicine, radiology and urology. NYU-LCM hours of operation are Monday through Thursday: 8:00 a.m. - 9:00 p.m.; Friday: 8:00 a.m. - 5:00 p.m.; Saturday: 9:00 a.m. - 3:00 p.m. In addition, patients at this facility

To provide the best value of care possible for our patients in an ever-changing healthcare landscape, Covenant HealthCare has proactively committed to finding way to improve quality and lower costs throughout the organization.

St. Jude’s Research Hospital product is taking care of its patients by helping them to deal with cancer. The chief executive officer of the hospital should approve any program that gives the doctors, nurses, housekeepers, and any other position that aids a child to have a better life. Every position in the hospital has something to do with the child and parent’s feeling better. Administration and the finance department help due to the fact that they ensure that the patient’s parents do not pay a dime for the hospital stay.

"With caring hearts and hands, we honorably serve our community and maintain positive, collaborative relationships by providing compassionate, leading edge, patient-centered healthcare for all" (2011 Report to our community, 2011). The stakeholders in this mission statement are the community members the organization serves. The aim is to reduce the number of hospital stays in order to reduce the costs of healthcare. The transition center was implemented to improve the health of the community, enhance patient experience with quality, access, and reliability, and reduce, or at least control, the per capita cost of care.

This change has the potential of improving the quality of life and quality of care for the residents while having a positive impact on profits.

All facilities can have an issue with turnover rates. When those rates are high in a specific profession it is important to investigate. There has been an ongoing problem with the turnover rates in mental health facilities which cause under staffing. The need to understand what is causing this problem is important. With a high turnover rate in mental health facilities it can have a direct impact on patient care. Without the proper staffing needs for a facility patients can be left unattended; which means symptoms or proper care can be missed. The solution to that problem at Harbor Oaks Hospital was a mentorship program.

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.).