A two car accident Friday in downtown Heartland sent three people to the hospital with moderate injuries. Taken to Heartland Memorial Hospital were: Peter S. Trent, 45, of Heartland; Margot V. Trent, 42, also of Heartland and Jordan O. Marsh, 19, of Columbia, Mo. Peter Trent suffered a dislocated shoulder and broken wrist in the accident, while his wife Margot complained of neck pain. Marshs foot was crushed in the accident and he underwent surgery to repair the damage.' The accident occurred at 3:40 pm at the intersection of 10th and Main
Membership Services (MSD) at Kaiser Permanente used to be a modest department of sixty staff. However, over the past few years the department has doubled in size, creating minor departmental reorganization. In addition the increase of departmental staffing, several challenges became apparent. The changes included primary job function, as well as the introduction of new network system software which slowed down the processes of other departments. These departments included Claims (who pay the bills for service providers outside of the Kaiser Permanente network), and Patient Business Services (who send invoices to members for services received within Kaiser Permanente). Due to the unforeseen challenges created by the system upgrade, it was decided that MSD would process the calls for both of the affected departments. Unfortunately, this created a catastrophic event of MSD receiving numerous phone calls from upset members—who had received bills a year after the service had been provided. The average Monday call volume had risen from 1,800 to 2,600 calls per day. The average handling time for each phone call had risen as well—from an acceptable standard of 5.6 minutes to an unfavorable 7.2 minutes. The department continued to be kept inundated with these types of calls for the two years that these changes have been effect.
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
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.
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.
Grady Memorial Hospital, also simply known as Grady, is the public hospital for the city of Atlanta. It was found in 1892 and is one the largest hospitals in the state of Georgia. Grady has become known for its amazing trauma service. As the hospital website notes, they are the region’s premier level I trauma center (Grady, 2016). While Grady excels at taking care of the critically injured, it still has areas that need some work.
Cooper Green Hospital and The Community Care Plan Lack of sufficient resources is also a serious issue affecting healthcare delivery at Copper Green Hospital. The hospital was in 1998 changed to Copper Green Hospital from the previous Mercy Hospital which was built in 1972. The hospital was started with a bed capacity of 319 inpatient beds and increasing population the hospital lack enough bed space, facilities to conduct a one on one examination with a patient and equipment for doing the various specialized tests (Swayne et al., 2008). When it comes to medicinal services, it’s difficult to manage, individuals become ill on a consistent schedule and they begin to regard the crisis room as walk-in clinics. The conveying of human services to an indigent population, the absence of communication, instruction, changes with the US social insurance framework and financing began to wind up an issue.
This paper’s brief intent is to identify the policies and procedures currently being developed at Midwest Hospital. It identifies how the company’s Management Committee was formed and how they problem solved and delegated responsibilities. This paper recognizes the hospital’s greatest attributes and their weakest link. Midwest Hospital hired Dr. Herb Davis to help facilitate the development and implementation of resolutions for each issue.
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.
It is with both excitement and sadness that we announce that Roger Stauffer, chaplain for MidMichigan Medical Center – Midland, will retire on Jan. 31, 2018. Roger has been with the Medical Center since December 1999. Through the years Roger has helped meet the spiritual and emotional needs of our patients, families and our employees. He has been present and journeyed with so many during times of great sorrow and times of great joy. His presence, in any situation, has always been welcome and appreciated.
The other key characteristic that Memorial Health System is deficient in is enterprise-wide analytics. Davenport and Harris state that enterprise-level management is ensuring and data and analyses are made available throughout an organization to ensure proper care is taken to manage this information effectively (Davenport & Harris, 2007, p. 27) . They also go on to explain that you should not make business decisions on narrow, or incorrect data, or it could result in serious consequences (Davenport & Harris, 2007, p. 27).
KH is an 89 year old man who was transferred from Troy Hospital to Robert Packard Hospital on 8/27/17 for a higher level of care. Initially, he admitted to the Emergency Department in Troy on 8/23/17 with complains of persistent diarrhea. He was tested positive for the bacteria Clostridium difficile (which he states has been ongoing and has lasted longer than 6 months, causing him to lose an excess of 5 pounds) and was started on intravenous Zosyn (antibiotic) since previous treatment using Vancomycin (antibiotic) had been unsuccessful. He was subsequently diagnosed with Atrial Fibrillation and treated with intravenous Cardizem which has been changed to metoprolol by mouth. Since his admission to Robert Packard Hospital he received a Computerized
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.
You are the new Health Information Management Director at Wildcat Hospital. During the last accreditation survey, the hospital had findings related to quality and timing of documentation. The facility is due for another survey very soon. You have assigned one of your staff do a quality audit on documentation timeliness for the month of December. She has provided you with the attached spreadsheet. For this assignment, you need to: