Medstar Franklin Square Hospital Case Study

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.

The case that I found is about a California medical center who has gone to court because of violating a patient`s privacy by releasing her medical information without her consent. Now they are fighting battle in court whether or not if the hospital officials have the right to share patient`s medical record unknown to the patient`s. But according to the Shasta Regional Medical Center, they said that the patient`s has waived her rights by giving her health information to a news agency, but the patient`s lawyers argue that they stay do not have the right to share the patient`s records (Patient Privacy, HIPAA Violation Case Argued in Calif., 2014). The patient`s was diagnosed with a form of malnutrition, and her medical records were sent to hundreds of hospital staff members.

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..

Per Reporter: The family arrived to North MS Medical Center early morning 8/7/17. According to Shiro, the baby was sleep on a mattress on the floor. The baby rolled off the mattress onto the floor. The baby was not breathing nor crying, which prompted Shiro & Keterio to take the baby to the hospital. Upon observation, the baby was bleeding on the brain. The baby is in the process of being transferred to LeBonheur’s hospital in Memphis. Law enforcement has been involved with the family at the emergency room. No further details are known.

FirstHealth Moore Regional Hospital is working on renovations to their hospital. The county has seen growth in the community and with golf tourism to their county in the past few years. To develop the revenue enough to generate a definite bottom line; FirstHealth wanted the county commissioners and the community to support the renovations with the renewal of the ending annual $4.6 million tax support, which outlined about 15 percent of costs. Developing the project a financial transaction group of members developed forecast revenue that involved profit increase from the new physicians, increase from clinical services, and advantages of expense based reimbursement of a CAH. The forecast indicated FirstHealth’s debt expanse of $41 million, FirstHealth would be able to finance the whole expense of the renovation, while depending upon using their own money to retire the $3.3 million of remaining debt. A plan was generated for the renovation project that was inside the $41 million budget. Securing the financing, convincing the county commissioners, and gaining the community support are the three sources of revenue that will assist FirstHealth Moore Regional Hospital in the financial forecasting.

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.

Currently, the College of Osteopathic Medicine department at Nova Southeastern University offers multiple clinical services that are open to the public. Here patients have the opportunity to establish care and get treated by doctors. These clinics also help students to learn and experience firsthand what it takes to become a doctor. The students are able to work alongside the doctors, and have one on one encounters with the patients. The main clinics are located at the Sanford L. Ziff center; the clinics currently available are Internal Medicine, Geriatrics, Family Medicine, Optometry, and Dental. From Monday to Friday the clinics operate from 8AM to 5:30PM, except for Family Medicine which on Tuesdays and Thursdays provide a night clinic service, from 5pm to 7pm and a weekend clinic on Saturdays from 8am to 12pm. Nova Southeastern University relies heavily on its faculty and staff help manage and operate these clinics. There are over 350 employees currently working in this department. Employees here learn to provide excellent customer service, to learn how to deal and verify health insurances, to help and keep up to date with accounts receivables and accounts payable. It is presumably

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).

West Florida Hospital had the most favorable outcome out of Sacred Heart and North Baldwin Infirmary. The number of patients who received suitable guidance regarding a follow up screening colonoscopy was 100% with Florida’s average being 78% and the National Average being 81%. The mean time patients had to wait in the emergency room with a broken bone prior to receiving medication was the lowest of all the other hospitals listed at 28% with Florida’s average being 78% and the national average is 81%. Patients who arrived at the ER with stroke-like symptoms who received brain scans within 45 minutes of arrival was 95% while Florida’s average was 74 and the national average was 71%. Persons who developed blood clots in the hospital and were

Stakeholders within MedStar National Rehabilitation Hospital include the clients and their caregivers, family and friends, employees and executives, board members, vendors, and insurance companies. Each of these stakeholders have a unique view on the benefits of evidence-based practice searches. Clients and their caregivers, family and friends may see EBP from a curative perspective, if the evidence supports therapeutic techniques and treatments then their recovery and prognosis may be enhanced. Employees such as therapists, doctors and nurses may see EBP from an efficacy perspective, if the evidence supports therapeutic techniques and treatments then the ability to provide effective therapy is enhanced. Executives and board members many

Your patient, Ms. Wanda Tylicki, was admitted to Bedford Community Hospital on 3/8/16 and will possibly be discharged today. A request has been submitted for a one week follow-up appointment with you. Will you see Ms. Tylicki for the current diagnosis – new onset of seizures, and if so, where do you want her added onto your schedule?

Westview Health Center is a public health service connected to the rural and suburban Alberta Health Services sector. Currently the home care program coordinates their health care aides (HCA) under what has been deemed a “fragmented” approach. As of now, the managers seek to obtain more information about other models of supervision. Due to this request, a literature review of evidence-based articles and documents was conducted. This then resulted in the search for models that best adhered to the values of the home care program and Alberta Health Services. These values include a patient focused and quality system, compassion, accountability, respect, excellence and safety (Alberta Health Services, 2017). A report was created that summarized

For over 120 years, Scott and White has been a pioneer in offering inventive, understanding focused watch over people and families from over the area, the express, the nation and the world.

Because Jubilee medical center and its competitors make money through medical treatment and service to the customers, the way to develop Jubilee medical center is using the technology for improve ability of medical treatment. One technology that Jubilee medical center could use to become more competitive is Magnetic Resonance Imaging(MRI). MRI can create visually internal organs in human body in 3D, allowing physicians to accurately diagnose abnormalities in the body. And do not cause any pain to the body, and no harm from radiation residue [12].