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Characteristics of the US healthcare system
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The first hospital I ever went to in the United States was Jackson Memorial Hospital. I was around 7 to 8 years old, I had only been in this country for 2-3 years, and I went to the Bascom Palmer division. At this point, my mother did not speak English, and I was getting to the point of being fluent but still struggled with the language. Scared and in awe, I remember feeling like I wanted to be a part of something like this institution one day. I was impressed by everything around me, and I remember looking at the doctors with a sense of disbelief. But all of that was in some way blurred by the interaction that I had with my physician. I remember my doctor being rude with my mother and frustrated by her language barrier, and I remember her
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
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.
Memorial Medical Center was situated “three feet below sea level, which is on one of the low points in the bowl in New Orleans (Fink, Sheri, 2009).” This hospital served as a “shelter whenever hurricanes threatened: employees would bring their families and pets, as well as coolers packed with food (Fink, Sheri, 2009).” Having 2,000 people taking shelter in this hospital on top of 200 patients, and over 600 workers in one place during a category 5 hurricane, ran a huge risk. This was not something that was assessed, because the author stated, “this is something that citizens who live around the hospital normally do during a crisis like this (Fink, Sheri, 2009).” I also do not think that individuals believed that Hurricane Katrina would have been as bad as it was, because this is the storm that is considered to be a “lesson learned (President George W. Bush, 2005)”.
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 was extremely small, but it had a seat with a table next to it and a bunch of blood bags and vials on top. That is where my blood would be drawn. I sat down, freaking out as if my whole life was in danger, it was only going to be one needles poked inside of me, but i knew that it would be in my arm for a very long time. I sat there hyperventilating while my mom finally barked at me “Calm down Jaden! It’s not that big of a deal!”. That did not make me feel better at all, in fact it made things feel worse. I started freaking out even more because not only was I about to do something that I absolutely hated, but I was also being yelled and shamed by my mom. After what felt like hours, a nurse finally walked in and noticed that I was shaking tremendously. She started to show concern as if something were very wrong with me, but my mom told her “He is always like this, don’t worry”. Then that’s when things got awkward and more serious. The nurse started treating me like an eight year old and also mentioned that I should not be worried. “It was all be over soon” she exclaimed. She got out a needle that was
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).
It was becoming increasing clear to me that the hospital environment was a community that I knew one day I wanted to be a part of. For three summers, I shadowed one emergency room physician who has been an amazing role model and mentor. This exposure taught me not only a plethora of terms, but to think critically and quickly and to prioritize and reason in ways that had immediate benefit. I also learned a great deal about bedside manner, and how important it is to be culturally and emotionally sensitive to patients. Like my family, this physician noticed so many important things about people- who they are and what matters to them. She knew just when to touch someone on the shoulder, or to step back. She accounted for age and class and race and subtleties that don’t even have words. She viewed each patient as a whole person. One night a woman was brought into the ER after a car crash and needed a neurological exam immediately. She was wearing a hijab. This physician kindly addressed the woman and asked her if she wanted the door closed while she took off her hijab. They both knew the cultural significance, helping this patient to feel respected and less
I had known for years that I wanted to work in the health care field, but I always believed it would be as a doctor. I watched for the first few years of my brother’s life as he struggled with different health challenges such as being born premature, having croup and breathing difficulty, and speech impairment. Watching my brother struggle and then being able to overcome these difficulties, as well as seeing other children around him who were not as fortunate, really pushed me even at a young age to make a difference. My family, both immediate and extended, were very supportive, and I felt a real positive push towards working hard to achieve that goal of working in health care. In high school, I was fortunate enough to do a cooperative placement at the Peterborough Regional Health Center’s Intensive Care Unit. Through observing rounds and being in the medical setting, I truly knew this is where I wanted to
I can still remember my first patient in detail although the event was over a year ago. A lady, just past childbearing age, had walked in and with the help of a translator I introduced myself and began taking her patient history. I asked when she had last visited a physician (it had been several years) and learned that she had walked 13 miles one way to get to our clinic. Hearing her answers to what many so often take for granted in the United States was heartbreaking. She described the gastrointestinal symptoms that prompted her to seek medical attention and we concluded that she had intestinal parasites. We prescribed medication and a treatment regimen for which she was so very grateful. Her problem was small compared to the pneumonia, progressive disease, and cancers that I saw during the rest of the work, but her story touched me so deeply. I knew then, without a doubt, that I wanted and needed to become a
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.
It was Wednesday and only the second week of my internship in the emergency room and I was not expecting a particularly hectic day. Wednesday mornings were comparatively easier than Mondays and I mostly waited until I was needed. As I was walking and double checking to see if the hospital rooms were prepped and ready, a nurse ran by me and quickly said something to me. I could not make out the words but when I saw her beckoning me to one of the trauma rooms. The EMT and the doctor were busy with a newly arrived patient, so I ran over. On the bed was an elderly man, whose nose was gushing blood. The nurse and the doctor were hard at work with the man and his son, trying multiple ways to stop the bleeding. Various terms were thrown out and the son explained to his father what was going to happen. The nurse pointed out the chair behind me in case I felt queasy and needed to sit down. I remembered how scared of needles I was when I was a kid and how I dreaded getting my blood drawn. Standing in that room reminded me of how much I
For my first clinical observation, I was assigned to the trauma unit and it was not what I expected it to be. I thought the trauma unit would be fast pace and there would be nurses and doctors rushing everywhere, however, I did not see any of that. Instead, it was quite peaceful and this was probably because my clinical observation was from 10-12 p.m. When I met up with my senior nurse, she showed me a binder that contained all of her patients’ diagnoses, lab reports, treatments, and vital signs, which was a lot to take in because most of the terms she used, I had no idea what they were. After looking at the reports, she showed me a patient who had gunshot wounds on his back and abdomen. I could tell he was in a lot of pain by the tone of
I was both excited and scared on my first day. I was curious about everything that I could see, smell and hear. I was excited because everything was new to me. The office was very quiet, all the physicians were concentrate on their work. Everything in the office was organized very well. The equipments were gleaming as they attracted me to touch. The smell of the ink was still dimly in the air. I got a little scared when I stepped into the hallway. It was really crowded, people seem very busy no matter if they were patients or physicians. People were everywhere. It was really easy to pump into someone. Rapid footsteps made flap sounds on the marble floor. The smell of the hospital special antiseptic solutions was very pungent. The call bells in the wards were very sharp, and they were coupled with the red lights in front of the wards and white walls. I had never felt more nervous before. I felt dazed because I had no idea what I could do, but this was piqued my fighting will more. Overall, I like this place. The department where I worked in was called the comprehensive internal medicine ward, and it also included a rheumatology clinic. Though I had volunteered in hospital for a very long time in school, I’ve never got a chance to get in the real business as a volunteer. So I was eager to learn everything. My instructor was a really person. He was near my father’s age, so he took care of me like his daughter....