Grace Surgical Center is located inside a small hospital in a large diverse community. Discharged patients are not keeping their follow-up appointments. Fifty percent of appointment are not kept. Only ten percent of patients call and say they are not coming. The other forty percent do not show up for appointments. Patients cannot keep up with their medications. They are not taking their medication regularly, which is why they are readmitted to the hospital. The physicians affirm they are providing care in the best interest of their patients. The physicians assert they communicate with the patients in a manner in which the patients understand. The patients show visible signs of understanding such as the nodding of their heads. However, the nurse …show more content…
A physician remembers doing a small survey are few months’ back, but he cannot remember the outcome. Nurse Smith, who acts as a temporary manager, cannot find the survey or the results of the survey. She begins researching patient surveys again because of the recent changes in healthcare services, which are linked to federal incentives. She hopes the hospital can qualify for government incentives. She also fears the hospital may jeopardize existing incentives, if they do take patient complaints …show more content…
The patients are not keeping their appointments nor taking their medications. This can result in harm to the patient. If patients do not keep their appointments, they cannot be examined by the doctors or receive medical recommendations. Patients run the risk of medical conditions worsening. Ultimately, the patient is not managing their health. It is beneficial for patients to be active participants in their care. Allowing patients to miss appointments and skip medications decreases patients’ participation in their care. Lack of treatment can also lead to the development of other medical
In this case, the reader learns that liquidity is a better than average. The ratio and cash on hand have been better than 2013 from the past years. Moreover, it shows that the hospital has a higher ability to meet its cash obligation because it has more security compared to other hospitals. Funding allows hospitals to control funds and limit investments. Not-for-profit organizations help provide more services and margin of safety. Therefore, creditors look for a margin of safety so that the community that financed a small portion of total financing can be returned to the owners by leveraging. Capitalization ratio measures the funds that were borrowed and the assets that have been used. The coverage ratio measures the number that time they fixed financial charges. The time's interest earned ratio shows the ability of the hospital to meet
I attended the Saturday Lab 1 session discussing the Denison Specialty Hospital case study. In our session, we had a through discussion into the different budget terminology. I learned about the difference between accrual and cash accounting methods, which is based on the timing of when the revenue and expenses are recognized. I also learned about responsibility centers as an organizational unit under the supervision of a manager, who is responsible for its activities and results. In addition, the manager is accountable for the budget of the department that they head. Therefore, a centralized form of management in developing the budget because it makes easier to because the information for the department budget is located
Springfield General Hospital (SGH) is committed to high quality healthcare for patients, and providing tools to support physicians, nurses and pharmacists. SGH leadership approved the computerized physician order entry (CPOE) system as a solution to reduce prescription errors, and the results of the CPOE project are disappointing. The data show increased prescribing errors after implementing the CPOE; resulting in increased costs for adverse drug events, rather than the planned cost reduction (Spector, 2013). This change management plan provides the SGH board of directors and executive management team pragmatic steps to increase quality for patients by assessing the root issue of hospital
General Practices Affiliates is considering an offer from Titus Lake Hospital to join under a provider leasing model. Under a provider leasing model, Titus Lake Hospital is purchasing General Practices Affiliates’ services. The practice will retain control of personnel, management, and practice policies. Titus Lake Hospital submitted financial reports to assure transparency during the lease agreement process. The following analysis will discuss whether Titus Lake hospital is a viable financial partner for General Practice Affiliates, possible implications of the lease, and recommendations.
Lexington Medical Center is located in West Columbia, South Carolina. It is in the heart of the midlands here and is the hospital that everyone knows and loves. They have a 414 bed medical complex along with 60 medical practices, 6 community medical and urgent care centers, an occupational health center, Alzheimer’s care center and the largest extended care facility in the Carolinas. These facilities are served by over 600 physicians and 1,600 nurses within the hospital network.
Summit Oaks Hospital is a privately owned, for-profit hospital located in the affluent community of Summit, New Jersey. It is a 38-bed facility and is not associated with any other healthcare provider. Summit Oaks provides psychiatric as well as chemical dependency inpatient as well as outpatient treatment for both children and adults (Summit Oaks Hospital, 2016). Summit Oaks does not provide any other healthcare services; therefore, any patient requiring medical treatment secondary to psychiatric or chemical dependency issues is transferred to another hospital for treatment. Founded in 1902 the hospital has provided treatment to individuals in the entertainment industry as well as local citizen.
Huntsville Hospital (HH), located in Northeast Alabama, part of the Huntsville Hospital Health System, originating in downtown Huntsville, Alabama in the late 1800’s. As the not-for-profit, public hospital system developed, HH became the second largest employer in Madison County, Alabama with an estimated 7000 employees, 2000 nurses and 1000 physicians.
Patients deserve the full attention of their doctor. (Wilkinson) One of the things that is distracting health care professionals from paying attention to their patients is technology. Physicians can get so caught up with filling out forms and answering calls that they aren’t giving enough time to their patient. (Britt) A harmless solution to this problem is just asking the person to wait a few minutes, so the doctor can finish up what they’re doing and then be able to devote their full attention to the patient. There needs to be a balance between giving someone very little time and wasting too much time on one person. That’s why doctors not only need to focus but also remain in control. Often patients will ramble on about their problem even after the doctor has figured out what’s wrong. For a case like that, every doctor should have something prepared to say in order to go treat other patients.
The clinics provide economic as well as noneconomic value to Newland Hospital through the concept of synergy. Synergy is the state in which two or more things work together in a particularly fruitful way that produces an effect greater than the sum of their individual effects (Business Dictionary). In this case, the primary care practices provide noneconomic value to the hospital which includes innovation, technology, and expanded workforce. Frequently noneconomic value is subconsciously obtained as most organizations are concerned with the financial ramifications of vertical integration. Furthermore, noneconomic value often yields economic value to the parent organization. Through vertical integration, the hospital is unintentionally acquiring
This scenario involves 200 bed health care center called “Rolling Meadows Community Hospital”. While John Waverly held a leadership position of CEO he placed himself into a situation of conflict of interest. John decision to not offer the postgraduate individual a position was based on personal benefit. The student was well appropriate and fit for the job, she contribute great measure to the hospital. Sexual harassment is sexual advancement that are not welcomed by an individual or even unpleasant sexual comments based on ones’ gender. Although John didn’t ask for sexual favors or bluntly make sexual gestures. He did make assumption solely on his personal feeling towards her and the fact she is a woman. Per Perry (2014), John stated, “he was
The patient that I have chosen for this discussion is an elderly woman. Her diagnosis was a fracture of the left femur which happened as a resident in a long-term care facility. Comorbidities include Alzheimer 's disease and diabetes type II. She was described by other staff as being mean, uncooperative, difficult, and lazy; little did they know that I was a nurse at the long-term care facility and have cared for this women many times prior to this hospitalization. The staff seemed to all chime in eager to express the faults in
I am a nurse manager on 12 beds medical-surgical for the pediatric floor at the Littleton Community Hospital. Our hospital is the biggest community hospital for this small town. I been working here for about 5 years and I noticed there is a problem when it comes to documentation for patients care. We do not have enough computers on our floor due nursing staffs, physicians, as well as CNAs will be occupied for their own patient charting. Due to this problem, patients charting are being delay, interrupt the workflow of all staffs, which causes nursing staffs not being able continue to assist others patient because they are waiting for available computers. After years of continuous problem and dissatisfaction of the staffs on the floor, and
The purpose of this paper is to examine the Heritage Valley Medical Center case study. The paper will start off with a brief background of Heritage Valley, along with a summary of the major problems and issues faced there. Next, the author will explain the role that was chosen while addressing the challenges of Heritage Valley and their reasoning in doing so. The author will then identify the strengths and weaknesses of Heritage Valley and offer to select the best alternative and recommended solutions, which will be followed by a brief description of the evaluation plan that could be used to measure the effectiveness of the recommended solution.
The cost of Medical equipment plays a significant role in the delivery of health care. The clinical engineering at Victoria Hospital is an important branch of the hospital team management that are working to strategies ways to improve quality of service and lower cost repairs of equipments. The team members from Biomedical and maintenance engineering’s roles are to ensure utilization of quality equipments such as endoscope and minimize length of repair time. All these issues are a major influence in the hospital’s project cost. For example, Victory hospital, which is located in Canada, is in the process of evaluating different options to decrease cost of its endoscope repair. This equipment is use in the endoscopy department for gastroenterological and surgical procedures. In 1993, 2,500 cases where approximately performed and extensive maintenance of the equipment where needed before and after each of those cases. Despite the appropriate care of the scope, repair requirement where still needed. The total cost of repair that year was $60,000 and the repair services where done by an original equipment manufacturers in Ontario.
To reduce penalties by the Federal Government hospitals must develop plans to increase patient education. Patients need discharge planning that is easily understood, with follow up services when needed. Patient education is more than just handing them a list of things they should or shouldn’t do. Education on care takes active participation by the patient, their supporters, the physician and the nursing staff, working together to promote adherence to the discharge plan. Following a Care plan can help keep a patient from returning to the hospital though the Emergency Dept. According to NEHI almost 20 percent of hospitalized Medicare beneficiaries are readmitted within 30 days, over half (13 percent) are potentially avoidable. NEHI (2012)