Stronger Memorial Hospital Case Study

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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

In mid-April 2000, Sherri Worth was faced with some very unsettling news about Pate Memorial Clinic’s future with a competitor potentially moving into the area. Worth was the assistant administrator at Pate Memorial Hospital (PMH) and was also responsible for the Pate Health Clinic (PHC). A study by the competitor was being done to see whether sufficient demand existed to establish a clinic 5 blocks north of PHC. The two biggest concerns in regards to the new competition were:

The benefits of working for this company include medical, dental, life and vision insurance. 401K saving plans are matched at a rate of 100% for up to 4% of your pay. The benefits package also includes competitive wages, paid time off, 8 observed holidays, tuition reimbursement for job enhancing courses, social activities, and free confidential counseling.

When senior executive at Best Employer Company (Heather) was vacationing in the USA, she expected to return injury free. As Human Resource Manager, it is my responsibility to familiarize myself with the company benefits and inform Heather of the details. I feel the information below is well researched and offer good support about why I selected each benefit.

The North Texas State Hospital (NTSH) is part of the Department of State Health Services (DSHS) administration. NTSH is a mental healthcare facility that has two campuses: one department is located in Wichita Falls, TX and the other in Vernon, TX. Including both campuses DSHS is the largest mental hospital in the state of Texas, which provides psychiatric services for the mentally ill. NTSH is the only facility in the entire state of Texas that provides forensic psychiatric care. Forensic psychiatric care is a specialized service for prisoners who have mental disorders. NTSH offers a 284-bed maximum security program for adults and a 78-bed adolescent Forensic Program (DSHS Center, 2017). NTSH aims to improve the health, safety, and wellbeing of individuals by providing the right stewardship, reducing health care problems, improving public health awareness, and preventing diseases. In order to improve health and safety, NTSH is accredited by the Joint Commission on Accreditation of Healthcare Organizations. The Joint Commission is an independent, not for profit association that set standards to evaluate

Thank you for your response regards to "Rolling Meadows Community Hospital". John did not act in a fairly manner by not giving the intern the position. Even though John did confess his truly feelings it still ended up being an altercation not only for him but the hospital as well. I agree where you stated "This provide an understanding that just because one doesn’t physically touch or ask for physical contact doesn’t mean you can’t get in trouble for comment." I believe John felt like he could get away with this case just because he was the CEO of the hospital but it obviously does not matter what type of position you hold in a work environment; this should not be tolerated at any work environment.

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?

There are various considerations that may affect hospital scores, it involves satisfaction and eduction in which are a very important aspect of nursing care. As a nurse, it is important to have positive outcomes. There is currently one hospital within a 5-mile radius of my current facility. The two hospitals that are in this comparison are Kingwood Medical Center and Memorial Hermann NE. My place of employment is MHNE. So, when compared to Kingwood Medical Center, Memorial Hermann NE scores slightly better in both categories. Kingwood Medical Center patient satisfaction was 70%, while Memorial Hermann was at 73% with state and the national average of 76% and 73%. Even though my facility MHNE is at the national average, it is still lower than

Peace Memorial Hospital is a 600-bed, independent, not-for-profit, general hospital located on the southern periphery of a major western city. It is one of six general hospitals in the city and twenty in the county. After doing much research, the Board of Directors has decided that they should open an ambulatory location in the downtown area, to be known as the Downtown Health Clinic (DHC). The clinic will have 4 major objectives: “1. To expand the hospital’s referral base, 2. To increase referrals of privately insured patients, 3. To establish a liaison with the business community by addressing employers’ specific health needs, and 4. To become self-supporting three years after opening” (Kerin

Tulsa Memorial Hospital (TMH) is one of the nine acute care hospitals that serves in the general population area. Historically, it has been highly profitable due to its well-appointed facilities, excellent medical staff, good-standing reputation for quality care and its ability to give individual attention for each of its patients. The hospital, in addition to its inpatient services, operates an emergency department and an urgent care center located two miles from the hospital across the street from a major shopping mall.

Heritage Oaks Hospital provides a less restrictive step-down treatment environment at three outpatient centers: Harbor Oaks in West Sacramento serves adults and senior adults; Roseville Oaks serves adolescents, adults, and senior adults; and Winding Oaks next to the main hospital serves adults and senior adults. According to course textbook, the goal of outpatient programs is to improve quality of life and to return clients to daily activities among family, peers, and the community (Varcarolis, 2013). The treatments available include psychiatric, emotional, behavioral, and substance abuse. These outpatient centers have partial hospitalization program (PHP) and intensive outpatient program (IOP). According to the hospital website, outpatient services include physician oversight, medication management, group therapies, educational practices such as cognitive behavioral therapy (CBT) and dialectical behavioral therapy (DBT) (heritageoakshospital.com, 2017). I was assigned to Roseville Oaks Outpatient Behavioral Health Center. It was helpful for me to

The city of Murfreesboro held a council meeting on Sept. 22 that covered the potential expansion of Trustpoint Hospital, the city’s only hospital for behavioral health. However, many nearby neighbors had a lot to say against the augmentation of the health care facility.

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The problem at Memorial Hospital is the focus on costs instead of health care. When a health care provider does not take the primary business as the core value of the operation and make strategic and tactical decisions based primary on costs, it decreases the consumers’ (patients) satisfaction in long run. As consumers reduce or stop purchasing goods and services from the hospital, hospital may make more cost oriented decisions and falls into a negative cycle. Eventually the hospital may face the fate of loosing business to competitors and the possibility of closing the door.