Reopen Huron Hospital Case Study

-The endoscopes were maintenance- and repair-intensive devices, which involved extremely sensitive technology. The endoscope requires very professional repair and maintenance, and cannot be replaced easily. If we are moving it in-house, we need a professional team to handle it. Finding these specialists may not be easy.

Sinclair memorial hospital has the following background information: 305 bed acute care facility, 6,300 in patient visits, 17,000 emergency patients yearly, 13,600 clinic visits and 8,500 outpatient visits. Services offered by the facility include: community health care, primary care, home health care, and cancer care. Before entering the HIM department there is a code of dressing that is expected. For the IT department, a casual wear is recommended but the most important part is the identification badge which has to visible all the time. The identification badge shows one is an employee in a particular department and also allows the accessibility of restricted areas within the organization. The facility has to be accessible to the public but The HIM department is expected to be secure in order to keep other employees and unauthorized persons from accessing and accessibility can achieved through authorization and permission are coded in the badge Recording is procedural, for example when a patient is brought by an ambulance, the nurse starts electronic recording through documentation and the health care information is kept throughout the period the patient is being taken care of by other health providers

The Cleveland Clinic strives on dedicating its medical services and expertise to their surrounding communities. They are able to do so by performing periodic assessments to evaluate the medical needs of the communities in question and are then able to base their services around these findings.

The acquisition and post-acquisition period for Mt. Mercy Hospital/Sister Mary Theresa’s purchase of Abbott Hospital experienced several organizational change issues. Within Dr. Belasen’s corporate communications model “CVFCC,” several quadrants became compromised. During the acquisition period, conflict arose within the realm of Investor Relations and Government Relations. Conflict continued to arise after the acquisition – specifically within the quadrant of Employee Relations.

The VA St. Louis Health Care System currently has two major campuses that honors veterans and their families. The second campus, the John Cochran Division, is where veterans have access to the center's surgical capabilities, ambulatory care unit, intensive care unit and more. This site, which is located in Grand Center, is also undergoing

Based on my analysis, both organizations do not have the capacity to manage change, however, out of the two, Middleboro Community Hospital is a little better. Both organizations are suffering from drastic leadership changes where people are either retiring or leaving. Having a strong leadership is the first step towards change management and both do not have that. MCH, however, has the support of its Board of Trustees due to their keen involvement in the operations of the hospital. The executive team meets with the President weekly and tours the hospital. Whereas, at Webster Hospital the team meets twice a month. MCH leadership and Board of Trustees are more involved and collaboratively work on the strategic plan. Webster Hospital is at OMC’s

Basically the south has a huge market for patients in healthcare. Soon after Katrina, Tulane University Hospital was up and running to take in some patients. Later, Tulane University Medical Center took in some of Charity Hospital workers and patients. Since Charity Hospital was badly damage from the storm the location was deemed unfixable. In lieu of Charity Hospital a brand new state-of-the-art facility known as University Medical Center recently opened taking over ten years to develop with $1.1 billion dollars budget (Davino,

The most direct threat to ELH is the strong community competitor, Creekside Trails Hospital. It is a 45-bed, for-profit facility located 35 miles away on the other end of the lake and is 50 years newer than ELH having been opened in 1995. It is a for-profit organization and offers more specialty services, namely cardiology care. This threatens ELH’s livelihood not only by creating a more appealing alternative for citizen seeking medical attention but also by becoming a viable option for current ELH staff looking for a more stable and promising place of employment.

1. Using the historical data as a guide (Exhibit 6.1), construct a pro forma (forecasted) profit and loss statement for the clinic's average month for all of 2010 assuming the status quo. With no change in volume (utilization), is the clinic projected to make a profit?

Shouldice Hospital had an excellent well-developed, focused service delivery system. The business strategy was to not only provide its patients with a quick, quality and low cost surgery but also providing an unforgettable experience and comfortable environment in the facility.

Riverside Methodist Hospital is a 796 bed, a non-for-profit hospital belonging to OhioHealth system and currently located in Columbus, Ohio. Specialty areas include, Oncology, Cardiology, Diabetes/endocrinology, ENT, Gastroenterology, Geriatrics, Gynecology, Nephrology, Neurology, Orthopedics, Pulmonology and Urology units, among various others. (U.S News, 2015). Nationally ranking in 1

Columbus Regional Hospital (CRH), a non-for-profit organization with 225 beds, is the system’s star facility (Columbus Regional Health, n.d.). CRH has a Privacy Excellence Award, and the National Committee for Quality Assurance recognized CRH for outstanding patient-centered medical home practices (Columbus Regional Health, n.d.). Additionally, the Becker’s Hospital Review named CRH as a great community hospital, and Thomson Reuters acknowledged CRH in the top 100 hospitals (Columbus Regional Health, n.d.). Moreover, CRH is one of the most beautiful hospitals in America (Columbus Regional Health, n.d.). They provide emergency and surgical services and comprehensive care in many specialty areas, such as, mental health (Columbus Regional Health, n.d.).

In April of 2000, the Downtown Health Clinic (DHC), which is run and overseen by Perpetual Mercy Hospital (PHC), found out some troubling news and was very concerned about it. Perpetual Mercy Hospital was concerned about the possibility of a establishing a similar clinic five blocks north of their facility. The main concerned are that the new and upcoming clinic may take away DHC’s current patients and that such a similar clinic so close could put a damper the DHC’s profitability and financial

The unhealthy hospital case is about a hospital named Blake Memorial that has been in a very bad shape, lacks in providing the best quality of care, is in debt, and financially imbalanced. It is important for a healthcare set up to maintain balance in the financial system so the stakeholders and customers who are the patients their interests are met. If the hospital is lacking in providing the best quality of care for its community and the community is in high needs of the care than the CEO’s of the hospitals need to make a change. The patients (customers) look for getting the best services and better results from a hospital and the stakeholder’s looks for better profitable gain from their business by running the hospitals. In this case

including expansion into other specialty areas. Various proposals haae been adaanced to increase the capacity of the hospital