The Mission Of Metropolitan Hospital

“To improve the health of our community and to deliver effective and efficient healthcare in which our patients and users feel cared for, safe and confident.” Annual Plan 2013/14

An analysis of a community allows for an in-depth look at the inhabitants and services that are available within that specific area. The area of Morris Heights in the Bronx is a neighborhood filled with culture, assets, liveliness, and recreational activities. Marketplace Facilitated Enrollers (MFE’s) work in United Healthcare Community Services (UHCS) a subsidiary of United Healthcare (UHC). Programs such as Women, Children, and Infant nutritional services (WIC) provide parents with dietary support. A specialty clinic for women - Morris Heights Health Center (Women’s Health Pavilion) (MHHCWHP) provides a center that concentrates strictly on maternal and gynecological healthcare to residents. The testimony of the individuals who live

Meadow Hills Hospital is a two hundred bed hospital with a large Medical Staff that serves a population of three hundred thousand. It is one of four similar hospitals in the region. They do not currently have an EHR, but they’re financial systems are well developed. They have a good amount of money in reserve to spend on any solution they feel is needed.

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.

Centura Health had the opportunity for a workshop presentation by Dominique Morgan-Solomon, a population health expert. Dominique Morgan-Solomon, MPH, works as a consultant in health care delivery, device management, and for health care organizations on population health strategies and program implementation. Prior to consulting, Dominique was the Chief Operating Officer of Steward Medical Group and Vice President of Population Health for Steward Health Care from February 2012 until October of 2015. She was responsible for the strategic planning and execution of its quality performance, clinical integration care management, and population health programs. Last year she was awarded “Young Healthcare Executive of the Year” for her leadership in this promising field by the National Association of Health Service Executives (NAHSE). She has exceeded in her career after receiving a Bachelor of Arts from Cornell University in Biology and Political Science and a Master of Public Health in Health Policy from the University of Michigan.

The hospital that the clinic is attached to is opening a brand new facility and has decided to expand their community support by opening a family medicine clinic that will utilize the hospital resources. The community is a wide range of working classes, low income, poor, and rural families that must travel some distance to reach health care providers. Attracting patients that need primary care and continued health care will drive referrals to the ancillary departments in the hospital. This increases revenue for the hospital.

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

As a global healthcare organization, our goal has always been to promote quality of care and optimal health to people around the world. We have a firm commitment to serve diverse communities with products and services that reflect the latest trends in innovation and the highest quality at reasonable prices to match consumer expectations and needs. We have established a culture founded on individual accountability that expects employees at all levels us to communicate openly and transparently; any strategic, operational, or financial challenges we face are viewed through a comprehensive moral

The setting is a community health center at the St. Joseph Health Center in Jamaica Queens, New York. This is a community health center in a low income area of New York. The center deals with all types of patients from expectant mothers to the elderly. They offer a range of services for low income families and individuals without insurance. The doctors are volunteers, and the staff is committed to disease prevention and awareness. They periodically arrange a health fair to reach out to patients who may otherwise not see a physician for the entire year.

For this activity, I attended a Health Care City Council Meeting hosted by the Los Angeles Area Chamber of Commerce, on September 5, 2014, located on 350 S. Bixel St., Los Angeles, CA 90017. The duty of the Los Angeles Area Chamber of Commerce defends economic opulence and quality of life for the Los Angeles region by being the voice for business, encouraging teamwork and aiding members grow (Los Angeles Area Chamber of Commerce, 2007). Their goal is to help improve the business climate and quality of life in a community, usually by advocating, networking with others, and by developing business programs. The L.A. Area Chamber of Commerce Foundation was first established in 1970 to carry out the charitable and education objectives of the L.A. Area Chamber. They have been the leaders of business for over 125 years. They put their efforts by building connections that will later help improve education and overall quality of life and welfare for the citizens of Southern California (Los Angeles Area Chamber of Commerce, 2007).

It is important for me to continue to have respect for myself, my coworkers, but most of all, respect for my patients in my chosen profession. I must treat them with honestly and in turn, they will do the same. My patients must know that they can confide in me and count on me at all times. I will honor nonmaleficence and strive to beneficence my patients at all times. By doing this, I will remain accountable to myself, my patients, and to the code of

Thus, Kaiser Permanente is working in a rapidly changing health care environment that requires constant change. Their mission is to provide high quality, affordable health care services and to improve the health of their members and the communities they serve (KP, 2016a). Their vision states they are trusted partners in total health, collaborating with people to help them thrive, and creating communities that are among the healthiest in the nation (KP, 2016a). Therefore, advancing the mission on affordability will help them achieve their main goals, to perform, grow, and lead while keeping affordability at the center (Kaiser Permanente, personal communication, February 2015). First, drive performance in care, quality, and service at a lower cost, enabled by their people, places, and technology. Second, pursue core and new growth with an increasing focus on consumers. Third, lead national health care change through expertise, trust, and

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.

Our mission is to provide great healthcare and clinical services that promote the health and safety of our community. We are patient centered with a focus on prevention. Through efficient use of office staff and medical technology, we are able to offer exceptionally accessible and personal care in a comfortable atmosphere. We are here to serve you and your entire family from infants, toddlers, school-age children, teens, young adults, pregnant women, and adults.

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.