Case Study General Hospital For Low Income Community

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.

The cost of Medical equipment plays a significant role in the delivery of health care. The clinical engineering at Victoria Hospital is an important branch of the hospital team management that are working to strategies ways to improve quality of service and lower cost repairs of equipments. The team members from Biomedical and maintenance engineering’s roles are to ensure utilization of quality equipments such as endoscope and minimize length of repair time. All these issues are a major influence in the hospital’s project cost. For example, Victory hospital, which is located in Canada, is in the process of evaluating different options to decrease cost of its endoscope repair. This equipment is use in the endoscopy department for

Opportunities Abilities to expand in hospital departments and health care services in facility. Location of hospital serves a large population area. Easy of public transportation to the hospital.

the population that the health center caters to must be identified as an unserved or underserved one

Healing hospitals focus on patients on a holistic manner. To build this type of care for a healing hospital starts with something as simple as the hospital design. The design of the hospital is very important. Weather there will be a lot of light or not, spacing, and how that space it utilized. “Historically, healthcare

This case study is based on the Metrolina Health Center, which was started by Dr. Charles Warren. Williams and several medical colleagues with a $25,000 grant typically from the Department of Health and Human Services. Dr. Williams is the first African American to have services on this category of staff; Charlotte’s Memorial Hospital, which is undoubtedly the Charlotte’s largest hospital. The main concern of Dr. Williams is the health care needs of poor people in the area. He had always focused on making the word a better place, especially for the people who feel less fortunate. The doctor also went ahead with enlisting the aid of a local dentist, Dr. John murphy among other professionals including the director of the Sickle

Strategic Planning is an essential first step in the development of a result-base accountability system,” (Schilder, 2013, p. 1). In strategic planning an organization must know their goals, missions, and how to reach them. Health care facilities are in huge demand for the elderly and for people who lives in low-income communities. A person who receives good quality health care services can prevent the spread of contagious diseases. This paper will describe the need of the community, population it is serving, and a brief description of the facility.

Patton Fuller Community Hospital (PFCH) has been a not for profit healthcare facility since 1975 with a focus on providing the highest quality of healthcare. PFCH specializes in the following services; emergency medical care, specialized surgical procedures, baby delivery and prenatal care, physical therapy, and has a well-established radiology department. Being one of the primary healthcare facilities in their area, PFCH has raised the bar by providing a diverse selection of health programs that support the local community. This paper will review the current business systems in place, suggest improvements and provide how those changes could overall improve PFCH, both internally and externally.

The hospital that the clinic is attached to is opening a brand new facility and has decided to expand their community support by opening a family medicine clinic that will utilize the hospital resources. The community is a wide range of working classes, low income, poor, and rural families that must travel some distance to reach health care providers. Attracting patients that need primary care and continued health care will drive referrals to the ancillary departments in the hospital. This increases revenue for the hospital.

A team of researchers from The George Washington University in conjunction with key leaders – evaluated the Detroit area to assess the state-of-healthcare deliverance to those in need. The problem was presented in a clear and concise manner: The uninsured and poor had limited to no access to the care they needed. Many resorted to the Emergency Department (40% of admissions were non-emergent), leading to overcrowding in the hospital. Those that are part of the safety net are providers of the poor and vulnerable populations: hospital systems, clinics, volunteers, primary care workers, and prevention workers that are there to prevent the overflow and influx that we see in the assessment. We will be addressing our main stakeholders, the

Basically the south has a huge market for patients in healthcare. Soon after Katrina, Tulane University Hospital was up and running to take in some patients. Later, Tulane University Medical Center took in some of Charity Hospital workers and patients. Since Charity Hospital was badly damage from the storm the location was deemed unfixable. In lieu of Charity Hospital a brand new state-of-the-art facility known as University Medical Center recently opened taking over ten years to develop with $1.1 billion dollars budget (Davino,

West Florida Regional Medical Center (WFRMC) located on the north side of Pensacola, Florida competed strongly with sacred heart and Baptist hospitals for patients. WFRMC’s CEO John Kausch was an active member of the Total Quality Council of the Pensacola Area Chamber of Commerce (PATQC) (McLaughlin, C.P., Johnson, J.K., & Sollecito, 2012).. PATQC’s vision was to develop the Pensacola, Florida area into a total quality community by promoting productivity, quality and economic developments in all area organizations both public and private (McLaughlin, et, al., 2012). John

HSC Pediatric Center is my current employer. As previously alluded, the majority of the patients served by HSC Pediatric Center are minorities, mainly African Americans and Hispanics. Most of these African American s and Hispanics are in need of assistance to maneuver through the various aspects of the healthcare system such as the appropriate insurance coverage ensuring these individuals get the best of the available healthcare services. A patient navigation tool will be a tremendous asset to these individuals, thereby facilitating the delivery of the best healthcare services to these individuals. My project will identify and expand on the challenges these African Americans and Hispanics face in accessing certain services like developing a navigation tool geared at addressing these issues and implement it. The challenges most of these African

Greenleaf, a national health insurance company, decided to open a clinic in a busy downtown area near a metro station, they conducted a needs assessment prior to selecting this location. While in the process they must have considered the map of what and how they want to do. There can be several issues they might have considered like: decision-making, time, types of decision that needed to be made for the betterment of the clinic, setting of clinic, internal influencing factors, and External influencing factors. Greenleaf with help of GIS (Geographic Information System) mapping, learned that a large percentage of its policyholders worked within a 1-mile radius of the clinic. The fact that over the past year and after an extensive billboard,

Tengku Ampuan Rahimah (TAR) Hospital in Klang, also called as Klang General Hospital or Klang GH is a 893-bed government tertiary hospital located in the south of the royal town of Klang, Selangor, Malaysia. This hospital gives primary and chose tertiary care services. The hospital began operations in 1985 and is found not a long way from Istana Alam Shah and Bandar Bukit Tinggi (HTAR 2017). Tengku Ampuan Rahimah (TAR) General Hospital is a 28-ward Malaysian government medicinal facility with more than 850 inpatient bed and 20 clinical disciplines. It has a month to month average of 10,000 patients and day by day average of 20 elective surgeries..