Firsthealth Moore Regional Hospital Case Study

The health plan rate has been increasing at least 20% each year and has added significantly to the hospital’s operational cost. We will also create questionnaires and perform surveys and inform our employees of our financial issues and why the health plan needs to be restructured with marginally higher co-pays, prescription costs, and deductibles. The results of this information will shared with hospital staff to determine health plan will offer the best solution for our organization.

FAMILY – A Family is my learning center for life and our shelter in times of storms and problems.

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:

Jones Regional Medical Center is a huge academic health center with 900 beds and are known for its research and teaching hospitals. Additionally, the IT staff at Jones supports 300 applications and 12,000 workstations. The center uses Technology Med (TechMed) for their admitting system. The system includes registration, inpatient charge, payment entry, master patient index, admission, hospital billing, and more. The TechMed system has been accessible since 1998; Jones is beginning to plan a replacement of this systems because of the fragility of the software (Wager, 2013).

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.

Start the restore process which would involve contacting the appropriate technical support staff, explaining the problem to the technician.

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.

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The simulator agrees. Once the capital shortage was dealt with and the new equipment was funded, we can now look forward toward capital expansion. The facility is seeing growth in patients and now wants to expand. Deciding on funding sources for expansion is a big decision that carries many risks. The option I chose was the HUD 242 Loan Insurance Program. I chose it because the net present value (NPV) for the project was $221 million when funded this way. This also allows them to have better interest rates because it’s treated as an investment grade loan, versus a risky one. The simulation agreed and further added that “the advantage of these bonds is that they are callable after eight years. If interest rates were to go down, it would be profitable for EHC to buy back the bonds and reissue the debt at a lower cost” and “there are no deadlines for using the funds unlike Tax-Exempt Revenue Bonds and they do not have any foreclosure fees as in private banking funding.” (University of Phoenix, 2015) I enjoyed this simulation because it provides a glimpse into a real life situation that is part of being a facility manager. I learned a great deal from the summaries provided by the simulation at the end of each section. I would have liked to have all the variables laid out before me and I think I would have made better decisions. But, I learned a lot from the information. Some of it was new to me like how the government reimburses less for procedures done on refurbished

The Midhudson Regional Hospital has  diversed employees. They are made up of individuals with different culture, gender, socio-economic and race. During the infection control awareness week,I was very  conscious of the diversity. Everyone was welcomed. Some of the participants received very easy question to avoid embarrasment . I was able to met and interact with many employees, patients and visitors with different cultures, genders, race and socioeconomic backgrounds. Cultural competency was applied..

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.

Heritage Oaks Hospital provides a less restrictive step-down treatment environment at three outpatient centers: Harbor Oaks in West Sacramento serves adults and senior adults; Roseville Oaks serves adolescents, adults, and senior adults; and Winding Oaks next to the main hospital serves adults and senior adults. According to course textbook, the goal of outpatient programs is to improve quality of life and to return clients to daily activities among family, peers, and the community (Varcarolis, 2013). The treatments available include psychiatric, emotional, behavioral, and substance abuse. These outpatient centers have partial hospitalization program (PHP) and intensive outpatient program (IOP). According to the hospital website, outpatient services include physician oversight, medication management, group therapies, educational practices such as cognitive behavioral therapy (CBT) and dialectical behavioral therapy (DBT) (heritageoakshospital.com, 2017). I was assigned to Roseville Oaks Outpatient Behavioral Health Center. It was helpful for me to

Columbus Regional Health (n.d.) serves 10 counties in Southeast Indiana. The demographics include a predominantly Caucasian population of approximately 300,000 people (Economic Opportunities through Education by 2015, n.d.). In southeastern Indiana, about 140,000 individuals have employment, and 15% of them, who are over the age of 24, have a bachelor’s degree (Economic Opportunities through Education by 2015, n.d.). Approximately 30% of the high-school students drop out in this mainly rural area with a flat population growth (Economic Opportunities through Education by 2015, n.d.).

Twin Oaks Hospital in Lexington, Colorado is a 100-bed hospital with a staff of 350 employees that include over 200 nurses and 40 clerical and secretarial employees, the majority of which are women. Recently the staff has had some apprehension and discontent over pay levels. Lexington Memorial Hospital, a public facility near to Twin Oaks recently agreed to demands from their nursing and clerical staff to increase wages five percent. They further agreed to introduce a job evaluation program which would evaluate the nursing and secretarial jobs based on comparable worth and that results of the study would be utilized as the basis for any future pay adjustments. As a result of this the staff at Twin Oaks has come to demand similar wage