Case Study: Edgewood Lake Hospital Essay

Since Elijah Heart Clinic patient inflow has increased, there are plans for a $75 million dollar expansion and improvement project to manage the patient inflow. The plan is to open a new facility with 100 private rooms and include the latest technology. Not only will there be new

On 4/14/2016 SC completed monitoring phone call with Pa's dtr and primary informal Lynda. The Pa was hospitalized at Mercy Fitzgerald Hospital on 02/23/2016 reason unknown. The Pa was discharged to Manor care Health Systems Yeadon, skilled nursing where she stated for over 30 days for rehab. The Pa was discharge home on 4/5/2016 with skilled care from Mercy Home Care. According to Lynda the Pa had no falls, or new health problems or medication change. Lynda reported that the Pa had her first post hospital visit with on 4/14/2016 by her visiting nurse practitioner from visiting physicians. She also stated that the Pa visiting nurse from Mercy’s health is scheduled to visit the Pa on 4/15/2016 followed by PT. The SC asked if the current services are stilling

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Lakewood Regional Medical Center (LRMC) encourages patient and family feedback about their experiences while at the Medical Center. By obtaining feedback from patients and families, LRMC can identify opportunities to improve its processes, thereby enhancing patient and family satisfaction.

The healthcare cost has been climbing and it has been becoming unaffordable for the underinsured as well as for the uninsured to get medical attention. Most them wait until they are extremely sick to visit the ED for free treatment; which causes overcrowding. It would be advantageous to utilize what NPs have to offer to improve community health care, make healthcare affordable, and reduce crowding in the ED.

Unfortunately, this has resulted in a shortage of primary care physicians. Health care physicians can choose where they want to practice and in what area they want to live. Statics show that, “the United States has about 80 primary physicians per 100,000 people, which includes an average of 68 primary care physicians for every 100,000 residents in rural area and 84 primary care physicians per 100,000 residents in the urban areas” (AAFP, pg1). Because the rural areas are in such need of help to provide better health care, the legislature passed the Rural Downstate Health Act, that later became a law. This law stated that it would improve the access to health care in the rural areas. In order to achieve a high level of health care for all individuals, health care must become equal in all areas and the disparities must to be

The major risk factors for all three specialties are: growing older patient population; a large increase in expected cases and patients; and a shortage of staff, facilities, and equipment. TCH’s five year plan addresses many if the issues identified by the assessment. Nevertheless, this plan still fails to address some of the issues that would cause critical problems in the future if not planned for and resolved now. Disturbingly, some of the issues are found in all three services indicating a possible widespread issue amongst TCH’s hospital and clinics. Additionally, due to the sharp increases in just a five year time span a plan that incorporates flexibility and adaptability to additions and expansions of services over a longer time period

HUH’s ED is one the largest facility in the DMV area. However, recent events, including the HUH’s financial instability in the area, as well as multiple management issues, suggest that the ED’s presence has decreased, it will not go away entirely any time in the near future. As the leadership situation improves, it is entirely possible that the ED’s outlook is going to increase in a positive way. The emergency department (ED) provides medical care to 250-300 patients on the daily basis. HUH’s ED have treated over 60,000 to 65,000 patients annually. Mrs. Clarke has reported that the ED employs over 50 nursing staff members that works with her.

Though physician shortages are particularly evident in inner-city and rural communities, experts point to nationwide demographic, changes among baby boomer and their health care needs, as well as trends in medical school enrollment and specialization as factors. Shortages are most predominant in rural and inner city settings potentially creating serious consequences in patient care. Physician supply in rural areas is closely tied to the specialty mix of American physicians. Specialty has a powerful effect on physician’s location of choice for each of the major specialty groups. Family physicians distribute themselves in proportion to the population in both rural and urban locations and are the single

Lane Memorial Hospital was established as a community hospital in 1960. Over the years Lane has expanded into a 139 bed, state of the art health care facility, and is continuing to and new technologies. Lane Regional Medical Center employees over 850 team members. Lane Regional Medical Center core values are Excellence, Integrity, Compassion, Respect, and Commitment. (Center for Phlebotomy Education)

It is not clear in the case how the administrator, Alan O’Dell is evaluated. The hospital wants to continue servicing customers needing hernia repairs, and possibly increase its capacity to meet the increasing demand. Shouldice has been considering expansion, but is unsure about how to accomplish this without affecting its excellent patient service. The hospital is concerned about competitor misuse and improper use of the Shouldice procedures which detrimentally affect the Shouldice name and reputation. And lastly, the lead Shouldice surgeon is retiring and needing to be replaced with a surgeon that will embrace the regimented Shouldice protocols but also be open to improvement opportunities and change. Shouldice Hospital does not appear to have issues with customer service, work force management or quality but is struggling with what objective to focus upon. Creating and agreeing upon a vision and mission would help determine the path forward for Shouldice Hospital. The issue of capacity appears to be the most concerning and difficult to answer for Dr Shouldice.

Sydney Community Hospital (SCH) seeks to undergo redevelopment and change. This is in order to offer better healthcare services to the demanding needs of the local community. In its current state, the hospital is unable to provide a wide range of health care services to the many families and nursing homes in the community. In an effort to solve the challenges experienced, the government has allocated more funds in order to restructure and redevelop the hospital. The changes to be undertaken include developing a brand new organizational structure as well as fresh strategic goals and mission statement. Consequently, this will enhance efficiency of resources and accountability while providing a wide range of specialties and other healthcare services to the local community. This paper seeks to analyze Sydney’s Community Hospital case. It will discuss the hospital’s existing organizational structure and evaluate its advantages and limitations in the current and changing healthcare environment. The purpose of the paper is to suggest an alternative structure, which can enable the hospital achieve it new mission and strategic goals in light of the drastic changing healthcare environments in the community.

Only healthy average weight individuals are accepted as patients. The hernias are chosen as quick and easy repairs to maximize the ability for a greater quantity of patients and a quicker turnaround time.

The North Shore University Hospital (NSUH) is one of the cornerstone of the North Shore Long Island Jewish Health System. Given the location of the Health System facilities, this hospital provide full clinical health care services for all patients. Their patient’s base comes from a broad geographic region, which encompasses urban to suburban landscapes and represents a full spectrum of racial, cultural, and socioeconomic diversity. NSUH was formed in the year 1997 and later merged with the North Shore Health System and the Long Island Jewish Medical Center. This hospital is for- profit and one of the largest provider of health care system in the New York metropolitan area, which is located in Manhasset New York. NSUH is also an academic campus

The subject case study is the Regional Medical Centre which is based in San Jose and offers primary and speciality healthcare services for people from the bay area and nearby areas. Being a healthcare entity for patients with chronic illnesses, this institution is also the university support for the nearby medical college. The business intelligence balanced scorecard which was incorporated in the system is as tabulated below: