Case Study Overview 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. Dr. Herb Davis is a well-rounded Physician that brought a wealth of experience to Midwest Hospital. Dr. Davis approach is of a supportive nature. He recognizes the value of his workers. Dr. Davis has proposed forming a Management Committee which is comprised of his assistant, the clinic office manager, the nursing manager and two physicians. Midwest Hospital Challenges …show more content…
Therefore, procedures below should be used to resolve Midwest Hospital Urgent Care issues. 1. Work in real time to adapt to change 2. Standardize clinical and administrative tasks for routine and urgent care visits 3. Adjust schedules for seasonal variations, (Mondays and Tuesdays)Evaluate routine care visits (vs.) urgent care cycle times 4. Set accurate expectations with patients and manage wait times effectively 5. Optimize face-to-face time with patients 6. Commit to timeliness to improve continuous workflow efficiencies The procedure decisions outlined above minimizes physician frustrations, and maximizes opportunities to achieve better successful outcomes. Benefits Office hours for both Monday and Tuesday are 10:00AM until 10:00PM. Although these days are not as demanding as the later days of the week the urgent care center must have physicians available to see patients. Having more of the budget available for staff and physicians working those days seems to be the best possibility for meeting the
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
...and his vision in successfully transforming the medical center to a tertiary care facility. However, in 2008 under Ron Henderson, the medical center expenses began to skyrocket and revenues failed to keep up. Also, a hospital census indicated that, on average, Medicare patients consisted of 58% and Medicaid patients consisted of 18% which caused the medical center to suffer from reductions in reimbursements. Although noted by solid evidence that utilization was experiencing a steep decline, Mr. Henderson added 127 new positions to the medical center. In 2009, Mr. Henderson was fired after the board of trustees realized that this financial bind of an $8.6 million deficit was caused by Mr. Henderson. In order for the new CEO, Richard Reynolds, to succeed at his new job title, he must create a benchmarking process adopting certain goals to remain a worthy competitor.
SGH has been plagued with patient quality issues, therefore SGH finds itself in a situation which is inherently antithetical to the mission of the hospital. The costs of healthcare continue to rise at an alarming rate, and hospital boards are experiencing increased scrutiny in their ability, and role, in ensuring patient quality (Millar, Freeman, & Mannion, 2015). Many internal actors are involved in patient quality, from the physicians, nurses, pharmacists and IT administrators, creating a complex internal system. When IT projects, such as the CPOE initiative fail, the project team members, and the organization as a whole, may experience negative emotions that impede the ability to learn from the experience (Shepherd, Patzelt, & Wolfe, 2011). The SGH executive management team must refocus the organization on the primary goal of patient
Supposedly, the national average occupancy rate of hospitals is lower than it should be because of rising costs of hospital care. Factors causing variations in occupancy rates are hospital size, product diversification, and urgent versus non-urgent
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.
The health care organization with which I am familiar and involved is Kaiser Permanente where I work as an Emergency Room Registered Nurse and later promoted to management. Kaiser Permanente was founded in 1945, is the nation’s largest not-for-profit health plan, serving 9.1 million members, with headquarters in Oakland, California. At Kaiser Permanente, physicians are responsible for medical decisions, continuously developing and refining medical practices to ensure that care is delivered in the most effective manner possible. Kaiser Permanente combines a nonprofit insurance plan with its own hospitals and clinics, is the kind of holistic health system that President Obama’s health care law encourages. It still operates in a half-dozen states from Maryland to Hawaii and is looking to expand...
The application of advanced access principles require that rather than booking weeks and/or months in advance, we leave more time available each day to see the patients who call on that day. This provides a higher percentage of same-day appointments resulting in the elimination of advance booking and long wait-times for an appointment, reduction in the number of missed appointments, and ultimately increasing patient compliance and
Every health care organization is struggling to address the mandated Centers for Medicare (CMS) core measures, the Hospital Consumer Assessment of Healthcare Providers (HCAHPS) patient satisfaction scores, in addition to the reportable event requirements. PeaceHealth and the University District (UD) Hospital comprehend that compensation is tied to outcomes, therefore, the organization is extremely serious regarding quality and safety initiatives, addition to patient satisfaction scores. I was provided the opportunity to spend the day with the Chief Administrative Officer for the UD and it was an incredible experience. As the CAO, she is responsible for the quality and satisfaction measures at the UD hospital and she is exceedingly engaged. She and I performed rounding on each unit in the hospital. During rounds we visited every single patient, and the CAO asked questions specific to hourly rounding, pain, positioning, and toileting needs. I have not previously witnessed this depth of involvement by someone at such a high level of administration. In addition, she spoke with the staff regarding their workload, their breaks, and requested feedback concerning barriers they may be encountering that would prohibit
One legitimate concern is the possibility of losing uncertified staff members such as bus drivers or cafeteria employees. Critics claim that with the decreased schedule these faculty members will not receive the proper amount of payment to support themselves and or their families. However, this claim, no matter how convincing it may seem, is actually quite refutable. One solution to this problem could be that with the savings acquired from reduced bill costs and all other reduced costs, the uncertified staff could receive adequate payment through these savings. Due to the fact that the days are longer, the uncertified staff members could only miss at the most, one or two hours. As a result of this solution, there is no need to fear issues concerning money with the four-day
hours, such as nights, major holidays. Careful inquiry should be made at the outset of a
Hospitals who are short of staff should make it mandatory that all workers be able to work at least one weekend throughout the month or have rotating shifts. Some hospitals have people working as needed or PRN because it’s convenient for cost. PRNs could lower employment cost and makes it easier for the hospital to fill in vacant spaces because PRNs tend to have a more flexible
Recommendation: Pate Memorial Clinic should expand office hours from an opening time 7:00 am to a closing time of 7:00 in order to increase patient visits.
WellStar Health Systems is currently the preeminent and largest health care provider in Metro Atlanta. WellStar Health Systems is a not-for-profit institution that is composed of 5 hospitals and an abundance of physician groups. Physician specialty groups included within WellStar are: ENT, Psychiatry, Endocrinology, Pulmonary Medicine, Infectious Disease, General Surgery, Rehabilitation, Pathology, and Rheumatology. WellStar’s organizational design is composed of internal and external factors that define the organization’s size, organizational structure, and processes. Internal and external factors are the basis for influencing managerial conclusions in decision-making. These factors vary from organization to organization and are the rationale for understanding WellStar’s strengths, weaknesses, opportunities, and threats. Understanding these variables is a necessity for the sake of WellStar’s survival
Third, wave scheduling is another example that offices may use. This is a method where around six patients may be scheduled with an hour time frame. This allows the patient to have a window of time to be seen for more routine care. “This works well in practices such as dermatology and endocrinology, in which the physician often does not need laboratory and x-ray results in order to diagnose and treat the
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.