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Health promotion approaches
Health promotion approaches
Health promotion approaches
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The Newport Health Center (NHC) is a Primary Care practice owned and operated by the New London Hospital Association, Inc. (NLHA). With over 35,000 visits in FY 2015, the Newport Health Center provides a wide array of services including:
• Primary care
• Well–child exams
• Women’s healthcare
• Pre and post-natal care
• Orthopedic care
• Physical and Occupational therapy
• X-ray and Mammography services
• Laboratory services
NHC has approximately 47 new patients seeking financial aid each month. NLHA provides assistance to patients to in completing financial aid applications to identify programs they may be eligible for. The Sullivan County Grant Program is a type of financial aid that provides medical coverage for qualifying
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.
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
This is desire lead her in the direction of New England Hospital for Women and Children in
To guarantee that its members receive appropriate, high level quality care in a cost-effective manner, each managed care organization (MCO) tailors its networks according to the characteristics of the providers, consumers, and competitors in a specific market. Other considerations for creating the network are the managed care organization's own goals for quality, accessibility, cost savings, and member satisfaction. Strategic planning for networks is a continuing process. In addition to an initial evaluation of its markets and goals, the managed care organization must periodically reevaluate its target markets and objectives. After reviewing the markets, then the organization must modify its network strategies accordingly to remain competitive in the rapidly changing healthcare industry. Coventry Health Care, Inc and its affiliated companies recognize the importance of developing and managing an adequate network of qualified providers to serve the need of customers and enrolled members (Coventry Health Care Intranet, Creasy and Spath, http://cvtynet/ ). "A central goal of managed care is containing the costs of delivering care, but the wide variety of organizations typically lumped together under the umbrella of managed care pursue this goal using combination of numerous strategies that vary from market to market and from organization to organization" (Baker , 2000, p.2).
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.
Health Care workers are constantly faced with legal and ethical issues every day during the course of their work. It is important that the health care workers have a clear understanding of these legal and ethical issues that they will face (1). In the case study analysed key legal and ethical issues arise during the initial decision-making of the incident, when the second ambulance crew arrived, throughout the treatment and during the transfer of patient to the hospital. The ethical issues in this case can be described as what the paramedic believes is the right thing to do for the patient and the legal issues control what the law describes that the paramedic should do in this situation (2, 3). It is therefore important that paramedics also
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 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.
Describe the differences between nonprofit and for-profit hospitals. William & Torres provided a table to reflect hospital ownership, and noted that some hospitals, while owned by one type of entity, may be operating under a contract by another entity, such as a hospital management company (Williams & Torres, page 185). Some of the largest groups of hospitals in the nation are nonprofit community hospitals (Williams & Torrens, page 185). Nonprofit entities, including hospitals, function under special provisions of corporation law in each state, and under federal and state tax provisions that recognize their community service function (Williams & Torrens, page 185).
In addition, funding is a big issue Peg Taylor Center still relies on grants, state and federal money, and fund raising as many of the community-based programs throughout the US (Gorn, 2014). The primary fundors are from the Centers for Medicare and Medicaid Services (CMS) budget request for 2015 funding was submitted to Congress on March 10, 2014. According to the web cite of CMS (2014) all funding is regulated by the Social Security Administration Titles. According to CMS (2014) their total descressionary and mandatory operating budget for all social well being programs for 2014 is $6,378,915,000 (CMS, 2014; HHS, 2014). CMS, (2014) denotes how these funds are spent in program management,admistration fees and tradtional programs for Medicare, Medicaid, and the Chilren;s Health Insurance Program (CHIP) also under the Affordable Care Act (CMS, 2014; HHS, 2014).
...nities: toward eliminating rural health disparities. Online Journal Of Rural Nursing & Health Care, 10(1), 4-6.
Educational Funding: One of the ACA's primary mechanisms for increasing the amount of providers, particularly in areas wherever need is high, is through extra funds to the National Health Service Corps (NHSC). This 40-year-old program, administered by the Health Resources and Services Administration (HRSA), offers providers monetary, skilled, and academic resources in exchange for operating in historically underserved areas of the country.
Hospital Corporation of America (HCA). Staff Analysis Statement of Problem HCA, after following a conservative financial policy since its establishment, has entered the new decade preparing to make some changes in order to realign their financial strategy and capital structure. Since its establishment, HCA has often been used as a measure for the entire proprietary hospital industry. Is it now time for the market to realign their expectations for the industry as a whole? HCA has target goals that need to be met in order to accomplish milestones in the future.
East Boston Neighborhood Health Center (EBNHC) established in 1970 in an area geographically isolated from the greater Boston area, neighbors had to travel up to two hours to get their medical care, pregnant women weren’t getting their prenatal care early enough and patient were suffering with untreated conditions. However, community group headed by Dr James Taylor decided to open a health center where the neighbors and even the board of directors could get the best care they need. The Health Center is growing rapidly and providing different healthcare services such as Adult medicine, family medicine, pediatric, and women’s health.