Riverview Hospital Case

1. What went wrong? How can you explain how the technology actually led to more rather than fewer mistakes?

After finishing at the hospital the couple picked up the rest of their group for their tour around Washington, planned visit to the Vietnam Veterans Memorial Wall and Arlington National Cemetery. When they arrived at the hotel the couple found Gabby and her son waiting for them in her husband’s room. Since Frank was now the odd man out, he received a single room. Little JJ bounded out to the limo and grabbed his godfather in an all-encompassing hug around his neck, during which Jackson grimaced when JJ pulled and the reaction did not go unnoticed by Jackie. When she started to say something, Jackson waved her off with his good hand because he didn’t want to hurt the kids’ feelings. Once JJ released him Jackson tried to hide his discomfort from

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

An investigation is justified of the doctor 's facility framework I work for as to important change to suit social insurance change. My association comprises of two grounds; Providence Hospital downtown campus is known for heart care, while Providence Northeast Hospital is a little broad intense group healing facility. The same numbers of the heart strategies have changed over to perception status rather than inpatient, the framework 's general income has dropped by 56% while the same treatment, consideration, and length of stay remains. This makes operational upgrades basic.

In a small conference room at St. Luke's Hospital in Milwaukee, Wis, a strategy emerged that would fuel St. Luke's transformation into Aurora Health Care and plant its signature teal-colored rooftops all over eastern Wisconsin. St. Luke's had carved out the strongest preference levels of any hospital in the state, largely on the reputation of its heart program. When health plans began to push hospitals in southeastern Wisconsin for significant discounts, St. Luke's CEO, Mark Ambrosius, pushed back. He knew no health plan

When I took part in an externship at Texas Health Presbyterian Hospital at Dallas during my junior year, I was fascinated by the hospital’s ability to care for patients in light of spiraling costs in healthcare. In the back of my mind, I began to wonder: How do clinical settings operate on a daily basis? What administrative factors diminish the quality of care for patients? Questions such as these inspired me to further my knowledge of healthcare delivery as a graduate student at Cambridge University.

Among hospital attributes from the AHA Annual Survey, this study controlled for hospital ownership, teaching status, and system/network affiliation. The AHA Annual Survey identifies four types of hospital ownership: 1) government, nonfederal; 2) nongovernment, not-for-profit; 3) investor-owned, for-profit; and 4) government, federal. This study defined hospital ownership types as private not-for-profit, private for-profit, and public hospitals. Teaching hospital was defined as an affiliated member hospital of the Council of Teaching Hospitals and Health Systems (COTH). As previously described, types of system affiliation are defined as centralized health physician insurance health system (CHPIHS), moderately centralized health system (MCHS), decentralized health system (DHS), and independent health system (IHS). The reference group of the health system/network variable is independent hospitals, which do not belong to any system or

Two highly recognized and equipped hospitals, Porter Regional Medical Center (PRMC) and Banner Regional Medical Center (BRMC), in southeastern Idaho are looked at during their merging process. A three year merging process was set in place to solve five collective issues: “leadership, culture adaption, human resource management, staffing, and benefit issues” (as cited in Buchbinder and Shanks, 2012, p. 406). The main events that sparked merge of these competing hospitals were: PRMC decided to liquidate after experiencing a $1-million-dollar loss and anticipating another $500,000 loss to follow the net year; BRMC’s management concluded that they needed to expand and renovate their outdated facilities in order to sustain the demands of its clientele.

This case study is about the merger of two competing hospitals, Porter Regional Medical Center (PRMC) and Banner Regional Medical Center (BRMC). PRMC is located on the east side of town, the 188,000 square foot facility sits on 63 acres of land, and houses 110 hospital beds. BRMC is located on the west side of town, the 561,366 square foot facility contains 154 beds, and sits on 6 acres of land. BRMC is faced with the dilemma of aging facilities. It has been granted the funds to renovate the facility with the completion of the project ending in the next three years. Last year PRMC suffered a one million dollar loss, which caused the organization to liquidate. The CEO’s from both organization were interviewed to determine who would be appointed as CEO for the new hospital. Through rigorous evaluation of each candidates Pat Herman was selected; Herman’s comprehensive experience includes 20 years as an administrator. The new CEO is now battling with the strategic planning of the merger of the two hospitals. He must construct a new mission statement, adapt to culture changes, and adjust to leadership styles. Additionally he needs to reconfigure medical personnel and board of directors, as well as prepare for patient overload as the new facility is being constructed.

A 2014 report of the American Hospital Association stated two-thirds of all U.S. hospitals are nonprofit institutions (AHA, 2014). For these entities their missions, governance and

Blake Memorial Hospital is a non-profit health system located in the low-income neighborhood of Marksville, Louisiana. It currently operates six off site clinics and four in-house clinics, all of which are losing money. The organization operates 350 beds with 1,400 full-time equivalent employees. Due to Blake Memorial’s location, most of the patients are enrolled in Medicaid meaning payments rarely covered the costs of treating these individuals. The board has recently appointed a new CEO, Bruce Reid, who has been left to decide the future of the hospital and its clinics.

Faith Community Hospital Case Study The case study of the Faith Community Hospital presented several issues that are affecting the success of the hospital. The nonprofit organization has developed a negative rapport with its community, patients, and stakeholders. According to the Chief Executive Officer, the staff's misinterpretation of the company's mission statement is one of the primary reasons the hospital is experiencing problems. Other

Tables 1 and 2 provide the most recent income statement and balance sheet. The financial statements shown as Tables 1 and 2 reflect the state of the business up to the present. In the minds of Myers and his associates, the future held both great opportunities and challenges. The building that housed Personality Associates was owned by the corporation, free and clear. The substantial profit after-tax (retained earnings) earned since the company’s inception had been used to completely amortize the mortgage. That situation had left the company essentially debt free and solely owned by Myers and two of his associates – the original investors. It had become increasingly clear over the past 15-20 years that the public was willing to accept the “for-profit” medical care facility. In the public view, such an organization, as part of a chain, provided services in locations often not directly served by the more regionally focused municipal facilities. As a result of that trend Personality Associates was poised to expand. Regardless of the apparent economic feasibility of expansion, there were matters of ethics and quality control that concerned Myers. In short, what was the nature of the conflict, if any, between the for-profit aspect of the business and the great need to provide carefully monitored, high-quality professional service? Myers wanted to make sure that the internal mechanisms

In this case study, Community Medical Center has a strong reputation for quality of medical care. The president of CMC has the difficult position of making a crucial decision that will impact his licensed and unlicensed staff, patients and the community at large. This short essay will address the possible vision and mission of CMC that will guide the president in his decision about the case study of an operating room who may have HIV/AIDS. This paper will also discuss the president’s decision and how he will communicate it to the physicians, employees, and the

When a hospital or healthcare facility suffers a loss of power, community trust is compromised and consequences can be disastrous.