Case Study Of Benazir Bhutto Hospital

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

In mid-April 2000, Sherri Worth was faced with some very unsettling news about Pate Memorial Clinic’s future with a competitor potentially moving into the area. Worth was the assistant administrator at Pate Memorial Hospital (PMH) and was also responsible for the Pate Health Clinic (PHC). A study by the competitor was being done to see whether sufficient demand existed to establish a clinic 5 blocks north of PHC. The two biggest concerns in regards to the new competition were:

13). The clinical services department within the hospital is responsible for the accurate charting of any procedure or service that was provided to the patient. This process begins with patient registration and verification. The healthcare provider then will perform their job as necessary and will indicate what billable tasks were performed which can later be processed. The patient accounts department is responsible for going through the patient’s chart and recording the patient’s bill by use of the hospital’s chargemaster to send the bill to the payer by the health information department. In this department the initial coding of the patient’s medical record is done. Once overviewed for the sake of accuracy, the final coding is done and sent to the payer. Any inaccuracies by any of these departments could directly impact the hospitals reimbursement process through a slowing for the process or simply by failing to bill for a procedure performed, ultimately hurting the hospital’s financial stability. The patient financial services (PFS) department is responsible for ensuring compliance within the billing and coding policies through training and with quality assurance checks and regular audits. This ensures that the revenue and reimbursement cycle continues without any inaccuracies in patient charges. It is especially important to have quality management within this department, as it has the potential to affect the entire organization, reflective of the institutes financial situation. Poor PFS management can lead to a loss in revenue and can lead to a loss in budget if the hospital is losing too much as a result. Ensuring compliance with medical coding and billing guidelines and policies ensures a more accurate representation of the hospitals financial and budgetary situations, while

General Hospital - offers various services like emergency, general, critical and intensive care to various

Patient has no problems on how the hospital operates their services. Patient only received service at GRH and love the way GRH provide services to his illness.

Urgent Care System: In this suggestion, urgent care should be acting as a more effective system for non-emergency medical treatment. As being observed in emergency waiting room, especially at night, urgency statement for most of the cases can be measured between emergency and postpone-available treatments. In this way, urgent care is the department needed for treating patient, in which it is available to distribute and triage patients to different departments and directs them to receive testing lab immediately. By implementing this strategy, patients can be treated at the first time so that preventable death can be eased with urgent assistant provided and it makes work more efficient compares to be line up in family doctor’s office and going over the whole testing process for

After review of the clinical information provided by The Brooklyn Hospital Center, the Medical Director has denied your admission to The Brooklyn Hospital Center. It was determined that the clinical information did not justify an inpatient stay. Acute inpatient hospitalization was not medically necessary. You had a one day stay with a diagnosis of rule-out acute coronary syndrome (heart attack) verses Sarcoidosis (inflammatory disease) flare up verses Asthma. You are a 43 year old female with a past medical history of Sarcoidosis (inflammatory disease), left atrial (area of the heart) thrombus (blood clot) and deep vein thrombosis (blood clot) for which you were placed on Coumadin (medicine that thins blood) and asthma. You presented to the emergency room with a complaint of chest pain and

Shouldice Hospital is one where only external abdominal hernias are operated. The hospital has a unique “technique” for this which was developed by Dr.Earle Shouldice, the founder of the hospital. The hospital with its low cost solution, properly routine tasks, facilities for the patients and their visitors, high quality service, and best in industry doctors and staff had a competitive edge. The Shouldice Hospital in itself is not just a curing centre but a holistic experience for its patients, doctors, nurses and supporting staff alike.

Shouldice Hospital had an excellent well-developed, focused service delivery system. The business strategy was to not only provide its patients with a quick, quality and low cost surgery but also providing an unforgettable experience and comfortable environment in the facility.

Hospital B was a not-for-profit organization, located in west side of town. It consists of 154 inpatient beds and a geriatric health center with 100-106 beds, 13 transitional beds and 7 rehabilitation beds. Total staff of 914 employees. It is an old facility and has earmarked $20 million for renovation to existing emergency room and ICU. Appendix 1, Table 1 provides an overview of the two facilities before merger and an overview of PRMC after Merger.

Later he retired from the position and is serving as a consultant since. The waiting times in the emergency room were reported to be very high and some did not get the treatment required in the end. There is also a shortage of doctors in the region. The hospital had a revenue income of $94 million and a net loss of

The patients’ comments support the score of HCAHPS. Out of 75 negative comments, 33 of them address the issue of noisiness while only 1 out of 17 positive comments support the statement that area around the room is quiet at night. Therefore, it is evident that the HCAHPS claim on why Herzog Memorial Hospital has low satisfaction is valid.

The purpose of this assignment is to read and review the case study. Then discuss your assessment of Shouldice Hospital 's marketing challenges, as well as presenting your ideas for how the hospital can best manage those challenges. The assignment will contain the answer of the following questions:

A Canadian hospital specializing in hernia operations is considering whether and how to expand the reach of its seraices,

Class I medical- Nanavati Hospital has been authorized by the Director General of Civil Aviation (DGCA) Govt. of India, as a Class I Medical Examination Centre for Commercial Pilots. Initial medical examination include Consultation and Investigation