Dr. Powell Hospital Case Study

Jefferson County has been without local access to healthcare for decades. Over 10 years ago the county commissioners agreed that a local hospital is in the best interest of the people of Jefferson County and, therefore, began a fund to achieve this goal. As of today, the fund is worth $25 million, but to build and equip an adequately sized hospital, the county needs an additional $75 million. The commissioners appointed a committee to discuss the issue and determine the best plan of action going forward.

Tulsa Memorial Hospital (TMH) is one of the nine acute care hospitals that serves in the general population area. Historically, it has been highly profitable due to its well-appointed facilities, excellent medical staff, good-standing reputation for quality care and its ability to give individual attention for each of its patients. The hospital, in addition to its inpatient services, operates an emergency department and an urgent care center located two miles from the hospital across the street from a major shopping mall.

If you are interested in this position please answer the following questions. We will review your responses and if you qualify we will begin setting up interviews. Please have your responses returned to me within the week of your receipt.

On 02/012016, at approximately 1833hrs, Officer Estimond unit 3610 was dispatched to a reported subject urinating inside of the train located on the southbound platform at Doraville station.. Once Estimond made contact with Mullins, he realized that Mullins was staggering and unable to stand alone. Officer Estimond also smelled the scent of alcohol coming from Mullins breath. Mullins was arrested for Drunkennes and transfered to Doraville city jail. Doraville refused to intake Mullins because of his drunkenness. officer Estimond returned with Mullins back to Doraville Station and called for an Ambulance to respond. Dekalb EMS #54 arrived, treated Mullins on scene and decided to transfer Mullins foR further evaluation to Northside hospital.

We are committed to giving our patients the highest level of care regardless of ability to pay.

Arrowhead Regional Medical Center (ARMC) is a 456-bed teaching hospital located in Colton California. Out of the 456 beds, 90 beds are behavioral health and 366 are inpatient hospital beds. ARMC is a comprehensive inpatient and outpatient health care facility providing multitude of care including: primary care, specialty care, trauma care and houses the only burn center for four counties. Moreover, ARMC has 9 residency programs which are accredited by ACGME and AOA, both are known entities in graduate medical education. Furthermore, Arrowhead Regional Medical Center’s Ambulatory department operates over 40 specialty clinics and 4 family health clinics. Three of the family health clinics are off site located in Fontana, Rialto and San Bernardino. ARMC covers about 98% of Medi-Cal patients through the coverage plan of IEHP and Molina.

Maggie Gill started her career with Memorial University Medical Center (MUMC) in 2004 as the VP of managed care and finance. In 2005, she became MUMC's COO, and then in 2011, she was named CEO and president by the board of directors, once they realized that the ideal candidate for the position, one who had experience in both finance and operations, was already employed by the health care facility.

Along with having the desire to work in the field of dietetics, I have made extensive contributions to my current and previous employers. These

SP discussed future care with client daughter and advise Cindy that client needs to follow up with doctors as recommended immediately after she is discharged. Cindy also discussed with SP that Mrs. Figueroa may be discharged into the NF for short-term rehab and she wanted to know if this would interfere with her CO waiver or MA. SP explained that no interference would occur with CO waiver and MA if client remains in the NF for less than 30 days. After 30 days, Mrs. Figueroa MA will change from STC to LTC. SP is in the process of requesting additional hours from DHMH since client health is significantly declining, SP is waiting to obtain client discharged summary as medical documentation to support the request for 63 hours of personal assistance

At Amery Behavioral Health, the staff all work together to plan the care of the patients. There is a nurse manager who is in charge of the nursing staff on the unit, but she was more than willing to help out on the floor to get people out of bed, feed patients, hand out medications, and answer any questions. The charge nurse selects the care of a certain amount of patients, while the LPN takes a couple more than the RN depending on the amount of patients. There is also two CNA’s to help on the floor. Around 6:45 a.m. is morning report for just the nursing staff where they listen to report from night shift and then divide up the patients. At 8:30, there is a meeting with the social worker, occupational therapist, psychiatrist, and charge nurse.

In 2015, Jackson Memorial Hospital had $ 1,252,551,454 in total operating revenues with total operating expenses of $1,588,328,771 generating a total operating loss of 335,773,317 ( p. 18). Jackson Memorial however, ended the 2015 fiscal year with positive numbers due to its non-operating revenue. Due to Jackson’s total non-operating revenue of $467,855,586, net income ended at $209,430,749 (Public Health Thrust of Miami-Dade, 2015, p. 18). Compared to 2015, Jackson Memorial’s operating numbers were slightly low in 2014. Jackson Memorial had $1,173,157,623 in total operating revenues with total operating expenses of $1,506,814,082 generating a total operating loss of $333,565,459 in 2014 (Public Health Thrust of Miami-Dade, 2015, p. 17).

As CFO of the 300-bed facility, the reduction of A/R days is one of primary responsibility. Unfortunately, the current days have teetered between a 70-80 range and at one point reached 90 to finally 100. The goal of 55 days set ensured that the obligations of the hospital could be met promptly. To ease a sound, plan all departments on board with all changes. The first step of this plan is to demand confidentiality of all information discussed within the boardroom; this will eliminate potential rumors and back door decision making prematurely.

Review of staffing levels and staffing formulas (calls for service, administrative time, and proactive time)

The visitor’s center supervisor is a salary job which scale depends on the person’s amount of education, years of experience, qualification and credentials required for the job. For the wait staff an hourly pay rate depends on their experience and starts at $2.13 and goes up to $5.75 an hour.

This law firm represents the Hospital in connection with the above-referenced Recruitment Agreement. As you know, Section 6.5 of the Recruitment Agreement requires Physician and Practice to apply for Physician’s provider/supplier numbers within thirty days of the Commencement Date of July 15, 2013. Additionally, Section 6.7.1 of the Recruitment Agreement requires Physician and Practice to promptly bill Physician’s patients and their payors for Physician’s medical services. The purpose of this letter is to notify both Physician and Practice that the Hospital is exercising its rights under the Recruitment Agreement to obtain copies of documents relevant to Physician’s and Practice’s performance of their obligations under the Recruitment Agreement