Sunny View Hospital Case Summary

Middleboro Community Hospital is a non-profit hospital founded in 1890 with state licensure, The Joint Commission accreditation, and American College of Surgeons approval. Over 120+ year history, Middleboro has grown to be a respectable facility in the eyes of the medical community as well as its immediate population of patients in Middleboro. Still, Middleboro must continue to fight to remain relevant and up-to-date with the latest medical technology and changing patient demographics and needs. In order to this, Middleboro Community Hospital has set these three goals as part of their corporate strategy:

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

One of the critical core components of Skilled Nursing Facility is medication administration. As cited by Tenhunen, Tanner, and Dahlen (2014), they stated that 88% of the residents living in the nursing homes are aged 65 years old and older. They discussed that every five of administered medications in nursing home has one probability of error. This means that about half of the residents have the possibility of two or more medication errors daily. This applies to the Pasadena Care Center (PCC) because its residents are mostly older adults who require medications on a daily basis. Moreover, residents are prescribed with multiple medications, which make them vulnerable to medication errors. The staff at PCC is trying their best to ensure safe medication administration, however, it still in need of a major change. The goal of the proposed change is to decrease the medication errors in this organization to ensure patient safety.

In Summary: On 08/25/2016 at 2000 hours, R/o's were dispatched to St. Anthony Hospital (2875 W 19th St, Chicago, IL 60623) in regards to a battery victim with a broken jaw that was in room number 387. Upon arrival, R/o's spoke with the victim Veraza, Rafael (M/W DOB 04/16/2000), along with his mother and father on scene.

After review of the clinical information provided by Long Island Jewish Medical Center, the Medical Director has denied your admission to Long Island Jewish Medical Center. It was determined that the clinical information did not justify an inpatient stay. Acute inpatient hospitalization was not medically necessary. You were admitted as a one day stay with diagnosis late effects of cerebrovascular accident (stroke), vertigo (dizziness). You are an 88 year old male with a past medical history of thyroid cancer, benign prostatic hyperplasia (enlarged gland) and glaucoma (eye problem) presented to the emergency room with a complaint of dizziness on the date of admission. You had sudden onset of intense dizziness, near syncope (passing out) and

As clinical site co-ordinator with many years of clinical experience I feel competent in the drug administration via a variety of routes. Generally the patients I attend have become acutely unwell with most prescriptions not having the third eye of a pharmacist and most drugs being delivered intravenously. It is imperative therefore that the prescription and drugs always be thoroughly checked which relies on good communication throughout. Furthermore, most emergency drugs have a protocol for administration developed by the hospital. However within this situation the nurse is generally the last defence before any medication error actually occurs, therefore it is the nurses responsibility to ensure the prescription is correct and to challenge prescription written

Hector v. Cedars-Sinai Medical Center is a case that involves Frances Hector who entered Cedars-Sinai Medical Center to have a surgical operation on her heart (Cheesman, 2013). To the misfortune of Hector, the pacemaker was defective and caused injury which resulted in a law suit that Hector filed against Cedars-Sinai. Cheeseman (2013) indicated that Hector was seeking recovery of damages for the breach of warranty of the pacemaker and that the surgery was a sale of goods under Article 2 (Sales) of the UCC.

MMCC, a Medicaid managed care organization, is located in the low-income community of Baltimore City. It is positioned across from a major medical center that does not provide its services. MMCC seeks to reduce their medical loss ratio (MLRs). As part of their strategy, they enroll poor people of the community through incentives, utilize a distant medical center to provide their services, and cut back on administrative requirements. To get communities members to enroll, they offer turkeys to enrollees during holiday times. They fail to inform members that they must use the medical center across the city and not the one directly across from their location. Once a member of MMCC, the patients experience poor quality care. Operators are limited and cannot keep up with calls to make appointments. Health care delivery site’s parking lot has limited parking spaces. The waiting room has limited seating. The actions of MMCC are legally and ethically questionable.

There does not appear to be any definite case law on the question of whether a motion under K.S.A. 60-241(a)(2) should count as a motion to dismiss for timing purposes. The cases that I am citing are largely not considering the question on point, but instead consider it either any other contexts or in passing. Largely, any argument we make seems to need to be based in either language or the purpose of the rule.

Additionally, the facility should have a system in place that alerts the staff regarding high dosages. One way to alert the pharmacist would be via a computerized system that monitors the dispensing of all medications. The system should contain an up to date database for referencing medications. Also, the computerized system should have parameters set for alerting pharmacy and nursing staff for all high dosages. When taking cost into consideration, the facility might not have the feasibility to implement an entire computerized dispensing system that provides dosage alerts and cross check off of medications. To maintain patient safety with limited funds, the facility should have remote access to a pediatric pharmacy where all pediatric medications can be cross-checked and verified. If the facility was unable to have a pediatric pharmacist on staff, the remote access would provide a safety net for pediatric medication dispensing. In addition to the pharmacy staff having access to a computerized system, the physician should as well. Had the physician had computer access and been required to enter medication orders, the tenfold error could have been noted and not reached baby Miguel.

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

In today’s current fast-paced and demanding field of heath care, medication administration has become complex and time-consuming task. Approximately one-third of the nurses’ time is used in medication administration. There is much potential for error because of the complexity of the medication administration process. Since nurses are the last ones to actually administer the medication to the patient therefore they become responsible for medication administration errors (MAE). Reasons for MAE may include individual factors, organizational factors or system factors. This paper will discuss the root causes analysis of MAE and strategies to prevent them.

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).