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Analysis of different history
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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)”. Plans were in place on how to handle a natural disaster “A 54 year old nursing director was the “rotating emergency-incident commander designated for Katrina and was in charge, also a woman by the name of Mulderick the chairwoman of the hospital’s emergency-preparedness committee helped draft Memorial’s emergency plans, …show more content…
patients should be the first patients to be evacuated. Those are the individuals who would be the likely at risk, rather than those who are had irreversible or terminal conditions (Fink, Sheri, 2009).” Staff members “also came up with strategies on how to handle patients “they split the remaining individuals into groups (Fink, Sheri,
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
I attended the Saturday Lab 1 session discussing the Denison Specialty Hospital case study. In our session, we had a through discussion into the different budget terminology. I learned about the difference between accrual and cash accounting methods, which is based on the timing of when the revenue and expenses are recognized. I also learned about responsibility centers as an organizational unit under the supervision of a manager, who is responsible for its activities and results. In addition, the manager is accountable for the budget of the department that they head. Therefore, a centralized form of management in developing the budget because it makes easier to because the information for the department budget is located
In 2005, Hurricane Katrina struck the Gulf Coast of the United States of America. This tropical storm rendered much of Louisiana, Mississippi, and Alabama a flooded wasteland; in particular, Memorial Hospital in New Orleans, Louisiana was sequestered by the floods, leaving hundreds of patients, staff, and visitors without vital resources. Electricity was cut off, and the internal temperatures reached over 100 degrees Fahrenheit, as reported by journalist Sheri Fink (2009). Staff attempted to evacuate the hospital, carrying patients one-by-one down many flights of stairs. Several patients died during this evacuation. In the wake of the flood, it was discovered that 45 patients of Memorial Hospital had perished, and that 23 of these deaths were attributed to a lethal dose of Versed or morphine. Dr Anna Pou, a surgeon on duty during the disaster, was accused of euthanizing these patients during
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
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.
In the late summer of 2005, a terrible tragedy occurred that changed the lives of many in the south-east region of the United States. A Category 3, named storm, named Hurricane Katrina, hit the Gulf Coast on the 29th of August and led to the death of 1,836 and millions of dollars’ worth of damage (Waple 2005). The majority of the damage occurred in New Orleans, Louisiana. Waple writes in her article that winds “gusted over 100 mph in New Orleans, just west of the eye” (Waple 2005). Not only was the majority of the damage due to the direct catastrophes of the storm but also city’s levees could no longer hold thus breaking and releasing great masses of water. Approximately, 80% of the city was submerged at sea level. Despite the vast amount of damage and danger all throughout the city, officials claimed that there was work being done to restore the city of New Orleans as a whole but many parts, and even the people, of the city were overlooked while areas of the city with higher economic value, and more tourist traffic, were prioritized along with those individuals.
During the two previous hurricanes that made their way onto the New Orleans coast, the Superdome was also used for a shelter during these times. The use of the building as a sanctuary then, even in the face of much lesser hurricanes, was nothing short of a disaster. In Hurricane Georges and Ivan, supplies and planning were not evident. Reports were made that during Georges, citizens were stealing items from the dome and damaged much of the Superdome which cost the city thousands. This shows the lack of attention to patterns in the Superdomes’ past and It was also very difficult during Georges to get the supplies they did have to citizens inside the dome. During this disaster, there were only an estimated number of 14,000 people in the dome compared to the over 20,000 during Katrina. If it was difficult to provide citizens with essential services inside the Superdome during a far less severe hurricane with approximately 6,000 less people involved, the idea to let the Superdome weather Katrina with little to no planning was a astronomical mistake and a scary decision coming from the mayor who is in charge of keeping his people safe.
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.
Hurricane Katrina was considered as the worst hurricane in the history of United States. The winds and the rain were shattering people’s homes which collapsed and flooded. Thousands of people were suffering and dying. People were starving, and becoming dehydrated. Many people were left on the street and became homeless. After the hurricane, so many questions were left regarding the widespread damage and loss of loved ones. This devastating disaster destroyed the city of New Orleans and nearby cities and was estimated to cost $80 billion dollars in damage. State and local emergency in the affected area were struggling to perform urgent response missions such as emergency medical services, search and rescue, firefighting, giving food and water,
The Coast Guard, for instance, rescued some 34,000 people in New Orleans alone, and many ordinary citizens commandeered boats, offered food and shelter, and did whatever else they could to help their neighbors. Yet the government–particularly the federal government–seemed unprepared for the disaster. The Federal Emergency Management Agency (FEMA) took days to establish operations in New Orleans, and even then did not seem to have a sound plan of action. Officials, even including President George W. Bush, seemed unaware of just how bad things were in New Orleans and elsewhere: how many people were stranded or missing; how many homes and businesses had been damaged; how much food, water and aid was needed. Katrina had left in her wake what one reporter called a “total disaster zone” where people were “getting absolutely
According to Hurricane Katrina At Issue Disasters, economic damages from Hurricane Katrina have been estimated at more than $200 billion… More than a million people were displaced by the storm… An estimated 120,000 homes were abandoned and will probably be destroyed in Louisiana alone (At * Issue). For this perspective, “Hurricane Katrina change the Gulf Coast landscape and face of its culture when it hit in 2005” (Rushton). A disaster like Katrina is something the victims are always going to remember, for the ones the lost everything including their love ones. Katrina became a nightmare for all the people that were surround in the contaminated waters in the city of New Orleans. People were waiting to be rescue for days,
Hurricane Katrina was one of the most devastating natural disasters to happen in the United States. The storm resulted in more then US$100 billion in damage when the cities flood protection broke and 80% of the city was flooded (1). The protection failure was not the only cause for the massive flooding, the hurricanes clockwise rotation pulled water from north of New Orleans into the city. 330,000 homes were destroyed and 400,000 people from New Orleans were displaced, along with 13,00 killed (1). Although the population quickly recovered, the rate of recovery slowed down as the years went on leading us to believe not everyone
Business professionals have long considered performance management a necessary tool for an their organization’s success by developing and implementing meaningful performance techniques. Performance management is rooted in future-oriented, proactive thinking that anticipates change and adopts short and long-term strategies to meet the demands of change in an organization. In other words, it is a “plan of action” for an organization by management to help the organization focus its strengths appropriately. While performance management defines patterns of objectives, purposes or goals, and major policies for an organization to achieving their goal; it also determines the needs of an organization that will enable it to realize its vision and mission.
...he government of Louisiana soon came up with new criteria on how future structure should be built to withstand more natural disasters like these. Not only knowing basic information, knowing how to prepare, and seeing how Hurricane Katrina was so destructive should help the forty five million citizens that live on hurricane prone coastlines prepare for anything like this in the future.