Middleboro Community Hospital Case

Middlefield Hospital has been a great healthcare facility to the Middlefield area. Middlefield Hospital consists of a 450-bed tertiary facility in a major urban area in the Northeast. The hospital is an integrated health system that provides the full array of inpatient and outpatient services. The hospital enjoys a reputation of quality care in the area. In recent years, there are areas of concern that need to be addressed. As I have been assigned the position as the new Chief Executive Officer (CEO) of Middlefield Hospital, I will provide strategies and recommendations needed for implementation to turnaround the hospital into a more positive experience not only for the patients but for the employees as

1. Elimination of the “perks” that Dr. Ingelson previously received. This will reduce the physician politics that has been occurring at Attica Memorial. It will also decrease one employee feeling underappreciated.

On a snowy January evening, the Midwestern Medical Group (MMG) management team held a retirement party for Judith Olsen, MMG president. During the evening, Olsen reflected back on the years she had worked for MMG with mixed feelings about her experience. Over the course of their eight-year integration

I have worked for Denver Health for almost 15 years. During that time I have learned that the mission of the organization is to serve the community to the best of its ability. Employees are trained to go out of their way to tend to patients’ concerns and direct them above and beyond their expectations. I had not really considered how Denver Health markets its services until I began this course. Under its old name, “Denver General”, the organization was given a reputation of low quality as a government institution serving the public. However, while analyzing how it deals with internal and external business activities I have found it is true that the organization is driven toward the patient, to make their healthcare experience one to be remembered.

In this paper I discuss how holding patients in the Emergency Department (ED) has a negative effect on patients. To many patients in the ED , medication errors and patients lingering in the ED instead of being in the Intensive Care Unit (ICU) are the main cause of mortality and morbidity. For this assignment, I gathered information to figure out if the increased number of patients in the ED, medication errors, and the length of time ICU patients are held in the ED at Ohio Valley Medical Center (OVMC) is an actual issue that is effecting our patients. After doing a complete assessment and gathering the needed information, a plan will be put together to cut back

Danny Thomas and Dr. Donald Pinkel founded St. Jude Children’s Research Hospital in 1960 and opened their doors for treatment in 1962. The idea of this organization began in the 1950’s as Danny Thomas made a vow to Saint Jude Thaddeus, the patron Saint of hopeless causes during one of the lowest times in his entertainment career. Danny swore if he was shown the way to further his career, he would build a shrine to Saint Jude (Simone, 2003). Danny Thomas has done more than that. St. Jude’s specializes in childhood cancer research and treatment. The facility primarily researches Hodgkin’s disease, non-Hodgkin’s lymphoma, rhabdomyosarcoma, neuroblastoma and Ewing’s sarcoma. Research at St. Jude hospital is world class and in 1996, Dr. Peter Doherty

As vice president of Human Resources for VS Lecoin 's Family Hospital I am responsible for 500 employees. I have a proposal that will address what type of staff VS Lecoin 's Family Hospital requires, what type of organizational behaviors we should include in the facility toward our staff, workforce diversity, implementing diversity, employee relations, and employee retention plans. I also want to focus on why we should not use outsourcing for this facility.

The appeal of this case explains of the building floors which first, second, and third floors were rented to doctors who had hospital staff privileges. However, these doctors are not employed by Providence hospital. It varies with doctors renting on a square-foot need basis; unfortunately the sisters can cancel the lease whenever necessary for ceasing staff privileges. The facts of the case presented indicate the sisters leased the space for $1.10 per square foot a month in the Anchorage area, (Greater Anchorage Area Borough v. Sisters of Charity, 1978). This type of square foot price is competitive for the anchorage area in Alaska. The lease agreement provides the sisters should pay any real property taxes that become payable on the Professional

It has been noted that up to 67% of inpatient admissions from the emergency department are delayed because of multiple consultations (Tashandy, Gazzaz, Farooq, & Dhafar, 2008). This delay is further compounded by the communication and re-consultation time lags. The result is longer ED waits times and treatment delays (Hamm, 2014). The refusal of admissions without a direct patient evaluation is an institutional risk as well. The decision to admit to an inpatient service made by a provider based solely on a phone call may lead to unrecognized conditions. This practice places patients at risk.

Based on a request from our Chief Executive Office I had the opportunity of analyzing the current financial standing of Virginia Hospital Center. Overall the hospital appears to be in a strong position financially. I will be presenting a brief overview of aspects of our financial statements which I feel are relevant and will set you at ease based on our financial strength. I focused this presentation on four important aspects, they are VHC’s Operating Margin, Current Ratio, Excess Margin and finally VHC’s Average payment period. I will go into more details about what these benchmarks represent and our current performance on them.

For the month of May 2018, The New London Hospital Association, Inc. generated a consolidated gain from operations of $8k compared to a budgeted gain of $80k. Year-to-date (YTD), our consolidated operating loss was ($1.38M) compared to a budgeted gain of $37k, a ($1.42M) negative variance. Non-operating revenue was $54k, compared to a budget of $83k, a ($29k) negative variance. Year-to-date non-operating revenue was $1.06M compared to a budget of $917k, a $143k over budget variance.

There are consistent reports across all studies that show overcrowding and patient flow is a big challenge at the emergency department (ED) that affects the quality of patient care. Bahena and Andreoni (2013) included increasing the number of patients, untimely and inefficient primary care, frequent flyer, special circumstances such as influenza season, and the change in the health care delivery system as reasons contributing to overcrowding. DeFlitch, Geeting, and Paz (2015) mentioned that overcrowding can be associated with less timely care, decreases patient satisfaction, ineffective care, and poor outcome. Quattrini, and Swan (2011) revealed the consequences of overcrowding as risk of poor patient outcome, lengthy waiting times and boarding

Background. This study was done to determine if prolonged wait times in the emergency department (ED) effect overall care and treatment of patients.

Emergency department overcrowding is a common and unresolved problem within the Canadian Health care system. It is described as the position in which the need for emergency services surpasses the emergency department's capability of providing adequate care within a reasonable time span causing an access block. The most notable issue causing EDOC is the inability of admitted patients to attain a bed within the department. Other key reasons why EDOC occurs include a lack of beds for acute care, scarcity of the staff, insufficient community care sources, lack of unity within communities and hospital services, disorientation regarding patience accountability, and lack of communication among

Emergency Department (ED) nursing is fast paced and complex in nature. Their goal is to assess quickly and prioritize the patient needs so that those with emergent needs are seen before those with urgent or non-urgent needs. Causes of ED overcrowding and lengthening wait time include, influenza season, inadequate staffing, inpatient boarding due to inadequate hospital beds and patient population larger than hospital capacity (Hoot and Aronsky, 2008). The length of stay in the ED has a correlation with the quality of care a patient receives. Many EDs struggle with patient overcrowding and there appears to be no silver bullet to adequately