Homestead Hospital Case Report

ABDOMEN: The lung basis appeared unremarkable. The liver, spleen, gallbladder, adrenals, kidneys and pancreas and abdominal aorta appeared unremarkable. The bowels seen on the study appeared thickened. Dilated appendix seen constant with acute appendicitis. Osseous structures of the abdomen appeared unremarkable. No free air was seen.

The U.S. Department of Defense has required Brooke Army Medical Center to seek reimbursement for medical procedures conducted on third party insured civilian patients. The need for a professional billing service to effectively acquire third party reimbursement for healthcare services within Brooke Army Medical Center is essential to the financial success of the organization. The hospital is operating in a demanding environment due to a highly regulated healthcare industry and an uneven playing field compared with other local community hospitals. Nearly one-third of the nation’s hospitals demonstrated operating losses in 2014 with Brooke Army Medical Center being no exception. Additionally, uninsured patients are costing U.S. hospitals $900

Middleboro Community Hospital is a non-profit hospital founded in 1890 with state licensure, The Joint Commission accreditation, and American College of Surgeons approval. Over 120+ year history, Middleboro has grown to be a respectable facility in the eyes of the medical community as well as its immediate population of patients in Middleboro. Still, Middleboro must continue to fight to remain relevant and up-to-date with the latest medical technology and changing patient demographics and needs. In order to this, Middleboro Community Hospital has set these three goals as part of their corporate strategy:

Coastal Medical Center had a period of growth and success under the previous CEO. When this CEO retired, the successor made many decisions that were detrimental to the organization. The medical center went from a net profit of $52.5 million in 2012, to a net loss of $16 million in 2015. With the hiring of a third CEO, CMC began to identify the many problems the organization was facing. Some of the main problems discovered by the new CEO include over staffing, duplication of functions, and excessive amount of special projects, over spending, poor materials management, and errors in billing. It seemed that every day the CEO was uncovering yet another problem.

In Summary: On 08/25/2016 at 2000 hours, R/o's were dispatched to St. Anthony Hospital (2875 W 19th St, Chicago, IL 60623) in regards to a battery victim with a broken jaw that was in room number 387. Upon arrival, R/o's spoke with the victim Veraza, Rafael (M/W DOB 04/16/2000), along with his mother and father on scene.

Revenues and Direct Costs are as follows: $16,000,000 in total revenues, $9,833,155 in direct expenses, $6,166,845 in contribution margin, and 38.5% in percent of revenues. Their indirect costs are as follows: $1,200,000 in facilities costs, $1,600,000 in general overhead, and $2,800,000 in total overhead. This leaves the OP

On Friday, November 20, 2015, Investigator Clyde Wheat and I met with Nursing Manger John Wagoner and Lead Charger Nurse Rachel Tarpley on Division 8900, in regards to medication missing from the narcotic lockbox, located inside the 8900 Oncology Pyxis West Room. Wagoner stated the medication was stored in the lockbox Monday, September 21, 2015, at approximately 2345 hours. The medication belonged to Patient Ieremia Fualau. The medication contained approximately sixteen (16) Oxycodone and (17) OxyContin.

Riverview Regional Medical Center is located in Etowah County, Alabama in the city of Gadsden and is a 281-bed healthcare facility that has been open for care since the early 1930s. As of 2000, nearly 39,000 individuals resided within the city. In 2004, the Riverview Regional Medical Center executive director, Matt Hayes, evaluated the 2004 performance indicators for the facility. While the numbers were studied, several key elements and decisions stood out as playing a significant factor in the 2004 profile. Many have predicted there has been a shift from solo practices to a more integrated, comprehensive system that would provide patients with a single medical bill as well as create an alliance that was between the healthcare provider’s services and hospital practices while reducing the costs for the parties involved (Richardson & Slovensky, 2008). The merger in care has penetrated throughout the southern states in such areas as Florida, Georgia and Alabama. Matt Hayes is in need for a new strategic strategy for Riverview Regional Medical Center to continue the growth it experienced in years past.

After review of the clinical information provided by Long Island Jewish Medical Center, the Medical Director has denied your admission to Long Island Jewish Medical Center. It was determined that the clinical information did not justify an inpatient stay. Acute inpatient hospitalization was not medically necessary. You were admitted as a one day stay with diagnosis late effects of cerebrovascular accident (stroke), vertigo (dizziness). You are an 88 year old male with a past medical history of thyroid cancer, benign prostatic hyperplasia (enlarged gland) and glaucoma (eye problem) presented to the emergency room with a complaint of dizziness on the date of admission. You had sudden onset of intense dizziness, near syncope (passing out) and

Within the case, The Carbondale Clinic, it is apparent that a scheduling problem exists which has then resulted in patients being unsatisfied with the amount of time they must wait to be seen for his or her scheduled appointment with the physician. It is also evident that physicians prefer to have a full schedule without taking into consideration the possibility of emergencies that may arise throughout the day that will contribute to patients having to wait even longer. It is pertinent that the manager sits down with the staff to determine what is the most logical solution to help resolve the scheduling problem, taking into consideration what the physicians want along with ensuring patient satisfaction.

According to St. Jude’s code of conduct, they follow all applicable laws, rules, regulations, professional standards and their policies and procedures when conducting business and operations (St. Jude.org, 2014). They observe all antitrust laws when entering into agreements with competitors. They screen recipients of our exports and obtain export licenses when required. They have a notice of privacy practices (HIPAA) that explains how the hospital, the staff members, employees, volunteers, and clinics will use and provide the patient’s Protected Health Information (called PHI) to others for treatment, payment, and healthcare operations and for other purposes allowed or required by law (St. Jude.org, 2014). St. Jude takes the privacy of their patient’s health

Gadsden is located in the northeastern corner of Alabama and is the county seat of Etowah County. It is 60 miles

The external stakeholders are the community, patients, MedKey System members, CMS, HMOs (ie. Blue Cross Blue Shield and Tri-Care), and any other private insurances (Richards & Slovensky, 2004). Medicare reimbursement in Alabama was the lowest rate in the nation. This was a constant struggle for the hospital administrators to try to operate on such low reimbursements for their services, which is a threat. Eighty percent of patients were Medicare or Blue Cross in which there was difficulty-negotiating prices with Blue Cross due to monopoly. Buyers have high bargaining power as reimbursements rates are low from Medicare and Blue Cross held monopoly in the services area so negotiating prices was difficult. Suppliers have lower bargaining power due to low Medicare reimbursements and difficulty negotiating prices with Blue

The Smiren Hospital must use the knowledge of value-driven system to successfully exit from the crisis they are facing. The ED biggest problem is the high flow of patients and the long wait. If they do not use the value- drive system, in other words, if they do not care more for providing exceptional service and satisfying patients, patients would go to another healthcare center where they can find the services they want. This would leave a shortfall in revenue.

This case study looks at the challenges faced by Matt Hayes, executive director of Riverview Regional Medical Center (RRMC). Previously named as “The Holy Name of Jesus Hospital”, the facility was owned and operated by Catholic nuns. The Hospital Management Associates (HMA) bought the facility in August 1991 and modify the name to Riverview Regional Medical Center. Hospitals that were taken over by HMA upgraded to state-of-the-art facilities that provided high quality medical care. RRMC run numerous private practices throughout the city and shared common medical staff with their chief opponent, Gadsden Regional Medical Center (GRMC). However, the common staff from the Emergency and Radiology department were not shared. Over the past years, RRMC has been facing multiple challenges concerning the different services provided by the facility (Swayne, Duncan, & Ginter, 2013).