On April 23, 1948, six people gathered in a small room in a wooden barrack at Dale Mabry Field on the outskirts of Tallahassee. The mission statement of Tallahassee Memorial Healthcare is to transform care, Advance health and Improve Lives. TMH commits to providing outstanding, compassionate care and the best possible outcomes to serve their patients. Also, In serving the best community healthcare needs, TMH measure the quality of their care in a way that it is objective and assessable. It was made based on the need of the community and has grown so much of the years to become the great hospital it is now. Today it is called Tallahassee Memorial Healthcare (TMH), which is now one of the leading hospitals in the Big Bend and Southeast
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
Coastal Medical Center was established a few years after World War II and began as a 100 bed, acute care hospital, serving the population of the tri-county area. Since conception, CMC significantly grew into a larger, more proficient hospital. However, in the past few years, Coastal Medical Center has become a declining 450-bed tertiary care hospital serving the current population of the tri-county area. CMC has a governing board which consists of 27 members and a parent cooperation board which consists of 19 members. The parent cooperation board, Coastal Healthcare Inc., has 24 subsidiary cooperation’s including Coastal Medical Center, three nursing homes, three hospitals, a home health company, and many additional services. Coastal Medical Center also coordinates 53 major new service projects and 66 special programs.
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.
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.
It is obvious that there is a large gap between where Coastal Medical Center is and where they need and want to be. When comparing CMC’s competitors, Johnson Medical Center and Lutheran Medical Center, CMC needs to provide more efficient, high quality care and focus on more profitable priorities instead of funding multiple unsuccessful projects such as the fifty-three unfinished developments.
the hospital in the city of Natchez. Phoenix Jackson is a very caring person, and is in
The purposes of hospitals in the 18th century served a different purpose than the 21th century hospitals. The United States hospitals arose from “institutions, particularly almshouses, which provided care and custody for the sickly poor. Entrenched in this tradition of charity, the public hospital traces its ancestry to the development of cities and community efforts to shelter and care for the chronically ill, deprived, and disabled” ("America 's Essential Hospitals,2013").Hospitals in the earlier years in the United States are far more different than they are today.
Memorial employees were respected members of the community before the storm; they had been the heroes before, saving countless lives in their day to day jobs. Nurses and physicians had already been seen by the public as those who help the hurt and injured. In The New York Times article “Critical Conditions” “author” discusses the conditions in which the employees of Memorial hospital worked in. Even though these employees had to work “without electricity and often in the dark, sleep-deprived doctors and nurses labored determinedly” (Sherwin). These individuals put their safety and health second, a fact that was readily recognized by the general public. After describing how the Memorial staff performed their jobs, the same New York Times article accredited these nurses and doctors as “heroic in their attention to duty” (Sherwin). The Memorial staff was praised and recognized for their efforts in the hospital in the days following the storms of Hurricane Katrina. The general public had no hesitation when claiming these individuals’ actions and even the individuals themselves as
Branding the health care facility as high technology with compassionate staff will benefit the health system in establishing relationships with the consumers and eventually loyalty (McPherson 2008). Huntsville Hospital Health System strategically branded the providers and facilities as top in the country with various modes of certification and accreditation such as Blue Distinction, Top 100 in Spine Surgery, Top 100 Best Places to Work, Advanced Technologies, and Joint Commission Accreditation. All these brandings assist our system to promote the caring, safe environment to enjoy in the wellness programs or when healthcare is necessary (Ingram
Hospital A before the merger was a for-profit hospital, relatively new facility, in east side of town. It consisted of 110 hospital beds, 8 of which were reserved for transitional care. Services provided were: general surgery and same day surgery, full-service rehabilitation department and radiology department. Other services included kidney dialysis center, on-site retail pharmacy, blood bank, women’s center e...
There is a serious problem in the prison system in the state of Arizona. And that problem is the current healthcare system that is in place. The prisoners that have been incarcerated in the past and in the present, do not have a sufficient amount of hygiene products that should be available to them. The bill that can solve this issue provides many hygiene products to prisoners for free. Some items include: tampons, shampoo, toothbrushes, aspirin, and body lotion. Providing these items for free to our prisoners can help them feel less like dogs and more likely to be correctly adopted back into society after their incarceration is over.
The collegiate path of Health Management Practicum BUHE 3890 led to Winton Hills Medical & Health Cent...
So Grady launched its new campaign, one of its goals being to introduce a broader patient population to Grady. Translation: paying patients. They hired an outside advertising firm at an anticipated cost of $100,000 that year, which helped craft a new slogan: “Atlanta can’t live without Grady.” Unveiled was a string of black and white content advertisements, thirty seconds to a minute and a half long, of patients who were near death, but saved thanks to the heroic efforts of Grady’s staff and physicians. Many of them were compelling, tearful and gut wrenching.
Trinity Community Hospital community health assessment needs was obtained from input the hospital CEO and senior management obtained input from medical staff members and community leaders to develop a vision for the hospital. A five-year plan identified orthopedic, oncology and cardiology services needed to be developed in order to better serve the community needs. A five-year targeted outcome for these services was outlined along with the level of capital investment required to develop these services. Lastly, financial analysis was conducted to determine if sufficient margin will be generated for future growth. A detail analysis of orthopedic service line is included in this paper to determine the feasibility of the proposed service line.
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.