Riverside Health System Case Summary

A comprehensive satellite health clinic will reduce admissions, as well as re-admissions to the current single hospital within the county. This extra resource will reduce the possibility of competitors moving into the area, specifically those from neighboring hospitals that could bring the needed services that PMH is lacking and looking to provide. Additionally, consumers feeling forced to travel out of the area for care, or those facing the potential of being transferred out of the area due to the severity of the case as a result of inadequate primary and preventative care, or lack of space will diminish through these efforts.

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.

The ethical committee should intervene to determine the ethical responsibilities of the medical and administrative staff. The people involved should be held accountable and give them the opportunity to communicate the patients about the medical

As you have already identified, the major issue that Newby Health Systems is facing is the initial need for developing an insurance coverage package that meets the needs of its employees. I would also classify the following as critical issues and offer the following recommendations. Since this is a new business and runs the risk of failure. In order to expand its services, the need for marketing would have to be established. Marketing initiatives would help the new business grow and become a familiar product in the industry, thus generating revenue. However, the priority that has been identified is the need to develop a quality health insurance package for the company’s employees. A recommendation

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

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.

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).

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.

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

I am assuming that the hospital you are talking about is Uintah Basin Medical Center located at Roosevelt.I just wanted to let you know that I just started few weeks ago.So I am still in a learning phase.I would love to work with you to get the UBMC certified.I hope get guidance from you through out

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

Respondent came to Department's attention by way of a Northridge Hospital Medical Rehab Center Report.

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).

Providing quality delivery care is the cornerstone of Kaiser operation and addressing language needs of the diverse communities it serves is receiving attention from the National Diversity and Inclusion Office. Kaiser’s National Diversity and Inclusion was established with the objective to promote, support, and assist the regions in implementing the Kaiser Permanente Board of Directors agenda in providing culturally competent medical care and culturally appropriate services to improve the health and satisfaction of its members.