Towne Central Memorial Hospital Case

According to exhibit # 2, in order to break even annually, the clinic will have to cover the total operating expenses of $690,000. That means that the clinic will have to perform 986 scan per year, or approximately 4 scans per day to achieve this goal. Considering that the equipment in the clinic is capable of much more, this operation should have no problem in reaching and exceeding its goal daily if proper measures are put into place.

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:

Purchasing new MRI scanners for the hospital is a good idea for the hospital because although expensive for the first time purchase, the maintenance issues will be less. Any product reused or refurbished automatically requires more maintenance. The only time a refurbished item is very good in comparison to the average life span of a new one is if all of the mechanics have been completely replaced with brand new pieces and the body of the machine is the only thing refurbished but that would be very unlikely. Maintenance costs is what will be cut over time and in the end the hospital will be happy that they purchased new medical machinery. It ensures that the machine will do the job correctly the first time around and doctors have more accurate results for patients.

This charge is also another revenue stream for the hospital and contributes to the ROI of the equipment. GE, which is the manufacturer of the equipment, indicates that the equipment has a viable life span of up to 15 years, but the warranty only covers the first 6 years of use (Price, 2011). The above figures are a clear indication that the MRI equipment can provide the hospital with an adequate return on investment. These figures, the machine’s lifespan, and the growing demand for MRI scans serve to justify the purchase of the equipment. Other factors that enhance the returns from the equipment include:

Under the current indirect cost allocation scheme (Exhibit 1) the Dialysis Center’s Revenues and Direct Costs are as follows: total revenue is $2,700,000, direct expenses are $2,100,000, the contribution margin is $600,000, and their percent of revenues is 22.2%. Their indirect costs are as follows: facilities cost is $300,000, general overhead is $270,000, and total overhead is $570,000. This leaves the Dialysis Center with $30,000 in net profit and 1.1% in percent of revenues. Additionally, square footage is allocated at $15.00 per square foot on an aggregated basis. Lastly, their general overhead costs are set at 10% of their total revenues.

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

The duration for each appointment should include actual time needed to conduct the scan as well as set-up and transition time. The technologist should not retrieve or escort the patient from and to the front desk. I would recommend having a transport person that conducts dual task. The task should include, transporting patient to and from the technologist, assisting walk-in patients. In order to decrease the lead time from scan to reading of MRI, I recommend installing an electronic medical record system. This will allow the radiologist to read the scan in real time. Outsourcing the transcription of reports should be eliminated. The electronic medical system will allow the radiologist to document and sign reports. It also prevent records from being transported to the scheduling center; reducing the number of times the patient information is touch as well as improving communication. By conducting the task in-house allows Quinte to save money. Quinte MRI facility is a 24 hour facility. I would recommend closing the facility on Saturday and Sunday due the lack of scans

Gadsden is located in the northeastern corner of Alabama and is the county seat of Etowah County. It is 60 miles

The little hospital on the fields of Southern Georgia opened its entryways on August 1, 1911, starting a convention of recuperating and community service that would develop in 1991 into one of America's extraordinary not-for-profit community medical centers. Phoebe Putney Health System is a not-for-profit incorporated healthcare delivery system that serves more than 500,000 inhabitants in Southwest Georgia. The hospital's facility has an aggregate of 671 beds and the Phoebe family is comprised with more than 4,500 doctors, employees and volunteers watching over patients in 35 counties (Phoebe Putney Hospital, 2015). It is the region's biggest tertiary care provider. With hospitals facilities in five communities, Phoebe offers a full range of care for residents in Southwest Georgia, ranging from outpatient specialty services to the absolute most exceptional surgical, heart and cancer medicines. In addition, neurological, neurological, orthopedic, primary care and women’s healthcare among others (Phoebe Putney Hospital, 2015).

The organization I inspected for this undertaking is Texas Health Care Mobile Imaging. Texas Health Care Mobile Imaging has been serving the group since 2008. The target of Texas Health Care Mobile Imaging is to give the most astounding quality medical administrations to the patients and suppliers they serve. Texas Health Care Mobile Imaging serves more than 500 suppliers and offices all through out Weslaco and Texas. The organization has two primary divisions, imaging administrations and expert nursing administrations. The imaging administrations division offers coordinate advanced radiology, ultrasonically, vascular, and electrocardiogram administrations. The portable administrations incorporate the recommended examination, understanding by an authorized board-affirmed Radiologist or Cardiologist, charging, and conveyance of demonstrative pictures and last medical reports. The administrations are given in patient's home, workplaces,

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).

The 9th Medical Support Squadron’s Mammography Department utilizes computed radiology (CR) equipment that is eight years old. The equipment contains a functional piece that has recently failed. This has happened abruptly and without receiving contracting approval for a single source justification to fund new equipment quickly, the department may not be able to continue offering mammographic screenings for our local population.

One of the major strategic issues, in this case, is the total lack of corporate communication. Viewing internal and external communication as connected functions shifts the focus of corporate communication to answering questions about how an organization can communicate consistently with its many audiences in a way that represents a coherent sense of self pg. 235. During the acquisition period, Sister Mary Theresa had failed to communicate her objectives both internally and externally as she failed to inform the Mt. Mercy board members of her tentative offer. Thus, Auston Transcript article about the acceptance of the verbal offer to MEDICO for the purchase of Abbott Hospital surprised several board members. Immediately following the article,

The scope of this implementation will consist of medical imaging events that will include a 24/7 operation highly integrated to system-wide software’s with personnel, policies, and ensured compliance in order, to support a full installation of the Computed Tomography (CT) scanner, while driving excellent patient care. The acquisition will continuously improve the quality of services provided throughout the CT department while defining responsibilities associated with the safe and proper functioning of diagnostic imaging equipment. Specific criteria to the scope of this implementation will be as follows:

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.