Riverview Medical Center ( Rrmc )

| 1- Collaborative work environment.2- Cooperation between physicians.3- Changing lines of authority.4- RNs maintain professional standards across care centers.

Big Bend Medical Center is a full-service, not-for-profit, acute care hospital with 325 beds located in Big Bend, Texas. The bulk of the hospital’s facilities are devoted to inpatient care and emergency services. (Gapenski, pg. 27) The outpatient services section of the hospital is used by the Outpatient Clinic, as well as the Dialysis Center. The Outpatient Clinic, which makes up about 80 percent of the outpatient services section, has recently grown in volume and has created a need for 25 percent more space than it currently has. Moving the Dialysis Center to a new building was decide to allow expansion of the Outpatient Clinic. A change and focus on the allocation of costs has some department heads angry and claiming of

Patton Fuller Community Hospital (PFCH) has been a not for profit healthcare facility since 1975 with a focus on providing the highest quality of healthcare. PFCH specializes in the following services; emergency medical care, specialized surgical procedures, baby delivery and prenatal care, physical therapy, and has a well-established radiology department. Being one of the primary healthcare facilities in their area, PFCH has raised the bar by providing a diverse selection of health programs that support the local community. This paper will review the current business systems in place, suggest improvements and provide how those changes could overall improve PFCH, both internally and externally.

This week’s case looks at the critical situation occurring at Riverview Regional Medical Center located in Etowah County, Alabama. The medical center, located near a strong competitor, is run by a veteran in the hospital management market, Mr Matt Hayes. Hayes is actively in the process of developing new ideas and revolutionary steps in an attempt to remain competitive in the market and regain profitability. The overall performance of Riverview Regional Medical Center appears to have decreased throughout multiple departments except outpatient surgical procedures, outpatient CT imagining, MRI imagining and inpatient MRI scans.

I currently work at the Hunter Holmes McGuire Veterans Administration Medical Center. “The Hunter Holmes McGuire VA Medical Center, located in Richmond, Virginia, is a 399-bed facility offering primary, secondary, and tertiary health care in medicine, surgery, neurology, rehabilitation medicine, intermediate care, acute and sustaining spinal cord injury, home care, and palliative care” (Hunter Holmes McGuire VA, 2015). At this facility it is very important that they prepare and manage a budget, so that they can strategize for the future, creating goals and plans. It also creates accountability, since they are spending tax payer’s money.

I think the strategic mission should be revised. The Medical Center is in an older urban area with smaller shops and businesses. The community is trending towards a predominantly elder population. There has also been a decline in compliance with T.J.C. standards. Staffing supports new program development and the physician staff is in abundant supply. There are also major issues that need to be addressed, such as shortages in clinical staff, non-interfacing information technology systems, antiquated facilities and infrastructure, and a shift to its financial mix. Careful assessment of the aging person's

This paper strives to answer questions based on the case study “Emanuel Medical Center: Crisis in the Health Care Industry”. As excerpted directly from the case study, Mr. Robert Moen, Emanuel Medical Center (EMC) president and CEO, was experiencing a number of challenges in 2002. The medical center faced numerous challenges in its external and internal environment. First, EMC garnered an onslaught of negative attention for the “Haley Eckman incident” in which a young man, who happened to be a gang member, died within view of EMC’s Emergency Department (ED) medical personnel rendered no care and watched. The emergency department at EMC was also experiencing greater pressure to deliver services in an increasingly

Since most specialty procedures are inpatient services, EMC’s inpatient occupancy rate suffers. The occupancy rate for Emanuel Medical Center – fifty percent – is far below that of its competitors and industry benchmarks. To accompany this, EMC (on average) receives a lower reimbursement for in-patient Medicare services per patient seen in comparison to its competitors. A result such as this is correlated with directly to the fewer amount of specialty services that EMC offers. In order for Emanuel Medical Center to be able to compete with other hospitals in its service area, it is imperative that EMC evaluates what services they currently offer and are capable to offer in the future to add value to the hospital, increase its revenue stream, and expand its patient mix. Currently, Emanuel Medical Center has not succumbed to its increasing financial pressurealthough EMC has had a negative operating income for five straight years. A negative operating income places EMC at a disadvantage because it limits the hospitals ability to renovate its aging building or hire new specialists to offer revenue enhancing procedures. EMC’s competitors, on the other hand, have large sources of revenue due to their mergers with large healthcare networks such as Catholic Healthcare West. Another competitor, Kaiser Permanente Modesto Medical Center, has extremely large financial resources due to the fact

Federal Qualified Public Health Clinic (FQPH) is experiencing an organizational break down. Many of FQPH patients are recipients of Medicaid and SCHIP, or uninsured self-pay clients as it is located in a large Northwestern City. The physicians are frustrated with current conditions. As a last-ditch effort, they inform Administrator of their complaints that need immediate attention or they will terminate employment. Those complaints include inadequate paper medical records; inefficient patient registration practices; mean and slow employees; mistreatment of patients and medical staff; inadequate staff; disorganization of medical supplies and medications; untimely lab results; unclean facility; and unsafe parking.

The organization in which I am familiar with is my current employer of ten years, University of Mississippi Medical Center. The University of Mississippi Medical Center, also known to many as UMMC is located in Jackson, MS. The doors of this phenomenal organization was opened in 1955. According to the Medical Center History (2016), The Medical Center functions as a separately funded, semi-autonomous unit responsible to the chancellor of the University of Mississippi and, through him, to the constitutional Board of Trustees of State Institutions of Higher Learning, which governs all eight state institution of higher learning in Mississippi. This is an educational organization that provide education to medical students, graduate students, interns and residents. Bachelor, Graduate, and doctorate degrees are all awarded through this great institution.

Seasons care center is located in Kansas City MO, off of Woods Chapel Road. The center is nestled in a private eleven acre atmosphere with horses and wildlife wandering the surrounding areas. They offer a wide range of secure services form long term care, day programs, and respite care. Seasons is one of the few facilities in Missouri that offers care dedicated solely to individuals with Alzheimer’s disease (G. Channing, personal communication, July 28, 2015).

Heritage Valley Medical Center has been known for it’s stellar reputation of providing excellent care to residents of the surrounding community. In recent years, it has had a changing demographic, and occupancy rates have decreased to 40%. This is due to the relocation of more affluent private-pay patients from the city to the suburbs. The center has developed alliances to increase Medicare referrals and indigent patients, with the hope of increasing additional Medicaid revenue. Although the minority population has increased from 10% to 40%, the staff demographics did not change. There is still a disproportionately low number of minorities employed by the facility, and an even lower number of minorities in management

From this analysis the University of South Alabama Medical Center has the highest average for Quality-Overall Recommended Care with an overall average of 99.048%. Baptist Memorial Hospital North Mississippi is the second highest with an overall average of 98.918%. The third highest average for Quality- Overall Recommended Care is Baylor Medical Center with an overall average of 98.78%. (Why Not The best) These are the top three highest averages. The other healthcare facilities that came in line after the top three is Emory University Hospital- 97.927%, University of Mississippi Medical Center-96.001%, and St. Dominic-Jackson Memorial Hospital-95.838%. It is important to provide exceptional services to patient so that the healthcare facility can keep a high recommendation rating.

The Cramton Memorial Hospital has been around for twenty-six years and the hospital has its own twenty-four hour emergency department and as well as their own urgent care. Cramton Memorial Hospital is located on the east coast and is a 225 bed regional hospital. Recently, the hospital has been experiencing a problem with nursing retention. In fact, roughly 60% of the staff is over the age of 45 and are facing retirement. While conducting a survey, the hospital administration found out that the wok was too physically demanding and most nurses were physically exhausted and felt emotionally burnt out. Due to the problem, in the last two years the hospital has had a number of nurses leave which has caused Cramton Memorial Hospital

The significance of community hospitals such as Community Hospital in Monmouth County, New Jersey, is greater than one may expect for primary and secondary care services provided to the local communities around the United States. Community Hospital’s mission is to provide exceptional primary care. However, with the declination of profitability in primary care, Community Hospital has had to compete with Shore University Medical Center (SUMC) and University Hospital (UH) for revenue restoration. The decline of Medicare and Medicaid reimbursements and the steady progression toward specialty care vs. primary care require a core alteration to the mission statement to adjust to the changes within the current healthcare system. A newly modified mission and vision statement will prove that Community Hospital has the ability to regain its relevance within the healthcare industry as a leading primary care provider in the community and increase its revenue. The implementation of the new mission and vision for Community Hospital is expected to be upheld without compromising the core values of compassion, advancement, reputation, efficiency, and physician integration. A few proposed strategies to help Community Hospital create a new and improved business model, may seem cumbersome and challenging, however could greatly improve the overall direction of Community Hospital.