Duke University Medical Center Essay

The Johns Hopkins Health System Corporation is a not-for-profit organization devoted to providing the uppermost quality patient health care in the treatment and prevention of human illness (Johns Hopkins Medicine, 2015). The Johns Hopkins Health System is the solitary member of Johns Hopkins Bayview Medical Center. The Johns Hopkins Health System is integrated in the State of Maryland to devise policy among and provide central management for the Johns Hopkins Health System and affiliates. Moreover, the Johns Hopkins Health System provides assured shared services, including purchasing, legal, organization of advertising and other functions for which Johns Hopkins Bayview Medical Center is charged separately (Johns Hopkins Medicine, 2015;

The C.W. Williams health center known previously as the Metrolina health center was established by Dr. Charles Warren who was the first African American staff in the surgical department of North Carolina’s largest hospital alongside some other healthcare leaders. Its mission is primarily to adequately provide quality and accessible care to the people of Mecklenburg County ensuring efficient service, effective systems, and personal care with the help of supportive staff in conducive environments.

Michelle Marrs, the new CEO for the C. W. Williams Health Center examines the current operational conditions of the facility. She understands the importance of the health care

These team leaders ensure adequate and efficient services are being provided to the local residence of Central West. Scott McLeod the Chief Executive Officer who has “over 25 years of health care management and planning experience in a variety of health-care settings, including hospitals and regional health authorities in Alberta, Manitoba and Ontario.” David Colgan the Senior Director, Health System Integration who “has held positions as Executive Director with the Simcoe York District Health Council; Administrator, Corporate and Clinical Services, Faculty of Health Sciences, McMaster University; Administrator and Vice President, Administration & Finance with the Clarke Institute of Psychiatry; and Assistant Executive Director, York County Hospital (now Southlake Regional Health Centre).” Brock Hovey the Senior Director, Health System Performance who “has worked in the Ontario Health Care System since 1988. He has held various positions throughout his career: Vice President of Clinical Support Services and Chief Planning Officer at Lakeridge Health; Chief Executive Officer, Whitby General Hospital; Director, Accounting and Information Systems, Cornwall General Hospital; and Manager of Ambulatory Care Services at the Dr. Everett Chalmers Hospital in Fredericton, NB.” Shellean Alman the Administrative Assistant, Health System Performance. Lynn Baughan the Director, Health System Integration. Patrick Boily the

The population that FCFFHC provide medical care services to is 19,325 of rural and low-income people. The Health Center serve people of all ages from newborns to adults. Patients with insurance are require to present their insurance card before he or she receive services. Patients are expect to pay the co-payment or co-insurance. Patients without insurance at 100% of poverty level are require to pay a minimum of $30. Patients who pay for his or her services are require to pay, according to the sliding fee of $40, $50, or $60. The Health Centers’ sources of revenue are generated

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.

With a specific end goal to figure out if or not the enrolling technique is powerful, facilities and social insurance focuses will start publicizing the program and enlisting members in September of year one. The program organizers will enlist patients for three month paving the way to the experimental run program in January. The strategy used to enlist patients into the program is to figure out whether patients are qualified when they for any reason are looking for care. The primary population is Native Hawaiians on the Waianae Coast, alongside Pacific Islanders and Filipinos. The Director of Chief Health, Hawaii Health Department, and Waianae Community Director will cooperate to screen patients for the criteria and will then encourage those appropriate to participate in the program. To boost support, join shapes that depict the program will be accessible in taking interest facilities to be swung into center staff. Members will then be reached utilizing their favored strategy (phone, email, or mail) with further subtle elements and guidelines for contribution with the program. This selecting strategy will be tried preceding the test case program to figure out if or not it is compelling in making interest and investment in the

Peace Memorial Hospital is a 600-bed, independent, not-for-profit, general hospital located on the southern periphery of a major western city. It is one of six general hospitals in the city and twenty in the county. After doing much research, the Board of Directors has decided that they should open an ambulatory location in the downtown area, to be known as the Downtown Health Clinic (DHC). The clinic will have 4 major objectives: “1. To expand the hospital’s referral base, 2. To increase referrals of privately insured patients, 3. To establish a liaison with the business community by addressing employers’ specific health needs, and 4. To become self-supporting three years after opening” (Kerin

The setting is a community health center at the St. Joseph Health Center in Jamaica Queens, New York. This is a community health center in a low income area of New York. The center deals with all types of patients from expectant mothers to the elderly. They offer a range of services for low income families and individuals without insurance. The doctors are volunteers, and the staff is committed to disease prevention and awareness. They periodically arrange a health fair to reach out to patients who may otherwise not see a physician for the entire year.

“By expanding loan benefits and increasing residency programs, Open Door Community Health Centers will be able to attract a highly qualified pool of candidates to our area creating more access for healthcare, a diverse clinical experience, and incentivize providers to remain on the rural North Coast and become active community members.”

Disparities in access to health services affect people and lead to unmet health needs, preventive medical services, and poor health. Low-income people are less able to afford the out-of-pocket costs of care, even if they have health insurance coverage. Public health insurance programs have expanded coverage for the poor and not enough to close the disparity gap. In order to improve health care services, we must make sure that the District 17 communities have usual and ongoing source of care as people with a usual source of care have better health outcomes. District Council 17 needs increased access to quality care regardless of their ability to pay, insurance status, or other potential barriers to

The community clinic focuses on pediatric, adult health care, women’s health, dentistry, WIC, pharmacy and integrated

Duke University Medical Center (DUMC) is a world-renowned 1000-bed academic non-profit medical center located in Durham, North Carolina. Each year, DUMC handles 38,000 admissions, performed 17,000 inpatient and 21,000 outpatient surgeries, and had 70,000 emergency room visits (link). DUMC was established 85 years ago and serves as one of three Level I referral centers for the Raleigh-Durham metropolitan area. DUMC is widely considered a world-class health care system by its participation in cutting-edge research, education of future medical leaders, and practice of evidence-based medicine. DUMC was recently ranked the 14th best hospital in the United States by U.S. News & World Report (link). DUMC operates one of the country's

The Clinics Can Help, West Palm Beach office is located on 1550 Latham Rd., Suite #10. The Clinics Can Help facility can be best described as offices with a warehouse in the back. When clients enter they immediately feel like family because they are asked to sit down at this dining table, usually by the office attendees Pat and Sarah or a volunteer, surrounding them are pictures on the wall of happy clients and employees, they are offered water and

The best health care systems in the world offer integrated care. Systems like the Mayo Clinic and Geisinger Health System own hospitals and labs and employ all the physicians and nurses a patient is likely to see, so they can easily integrate a patient’s care. In contrast, patients in North Carolina and throughout America typically obtain their care from a variety of independent providers. Health care expenses are paid by a variety of sources including private insurers, employers, the government and patients themselves. But unlike any other state, or even any large geographic area, North Carolina has the capacity to create a “virtually” integrated system, one that can provide the same integrated care but across an entire state. When patients’ transition between providers and health care settings, the result is often poor health outcomes, medical errors and costly duplication of tests and procedures. Through partnerships with other organizations and providers, NCHQA is seeking ways to better coordinate care and address systemic problems that cause dangerous and costly gaps in care. (NCHQA, 2014)