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Communication in a business environment
Business Communication
Businesses communication topic
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Mr. Given Thank you for choosing Verizon to satisfy your communication needs. Saint Vincent’s Catholic Medical Center (SVCMC) is a valued customer and the delinquency of two accounts has resulted in this communication. We have recently been in contact with Ryan Pirchio in regards to severely delinquent accounts SVCMC holds active with Verizon, 000705079960 and Y2218422. We are reviewing each invoice with Mr. Pirchio and have determined all invoices over the last year have billed correctly. We will continue our review into later dated invoices; however Verizon is requesting that in an effort to demonstrate good faith SVCMC remits payment for the invoices from November 2016 to present, totaling $85,827.82 for undisputed services provided.
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
On the basis of the clinic’s previous collections experience, Dough was able to convert billings for medical services into actual cash collections. On average, about 20% of the clinic’s patients pay immediately for services rendered. Third-party payers pay the remaining claims, with 20% of the payments made within 30 days and the 60% remainder (of total billings) paid within 60 days. For monthly budgeting purposes, 20% are assumed to be collected one month after the billing month, and 60% are assumed to be collected two months after the billing month.
...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.
Markham Stouffville Hospital (MSH) is an acute care Hospital in Markham Ontario. Every year almost 40,000 patients discharge referral transactions are conducted across 52 health care facilities in the Central Local Health Integration Network (CLHIN). I am currently working as a Hospital Case Manager (HCM) in Central Community Care Access Central (CCAC) at the Markham ...
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.
Other Sutter Health-affiliated hospitals date back to the 1800’s and was some of Northern California’s earliest health care providers. In 1866, the predecessor of today’s Sutter Medical Center of Santa Rosa opened its doors to residents of Sonoma County. Today in the United States there are nearly 47 million Americans uninsured and 80 percent of that comes from working families. The article by Souza and McCarty, “From Bottom to Top: How One Provider Retooled its Collections,” covers how one of Northern California’s largestproviders, Sutter Health, approached implementing a new strategy to increase collections. In collecting payments from new patients, services provided, comes from the need to implement new strategies on how and when to collect the payments. Sutter Health have made a successful new program to implement and define most problems within their A/R department, developed solutions to their problems and have recognized the need to ensure the program is continuo...
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.
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.
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.
...0. CMS-1500 is the basic form that has been set by Center for Medicare and Medicaid services and is used by most outpatient clinics. CMS-1450 is the form that is used hospitals to claim reimbursement for hospital visits. While CMS-1500 is used for patients who are under Medicare Part B, CMS-1450 is used for patients insured under Medicare Part A. Some of the charges that need to be claimed using CMS 1500 are ambulatory surgery performed in a certified Ambulatory Surgery Center, all hospital based clinics, and hospital based primary care office. Furthermore, some of the charges that need to be claimed in CMS-1450 are emergency department visits, ancillary department visits, outpatients services such as infusion therapy or observation, all services rendered during an inpatient visit, and any pathology service provided regardless of patients’ presence (Ferenc, 2013).
The Johns Hopkins Health System Corporation provides health care services. It operates acute care hospitals, community teaching hospital, geriatric care center, home care center, and outpatient care center in Maryland. The company provides services in the areas of ear, nose, and throat; eyes; gynecology; cancer treatment; children’s care; and urology. The company was founded in 1986 and is based in Baltimore, Maryland (Bloomberg Business, 2015; Johns Hopkins Medicine, 2015). For more than a century, Johns Hopkins Health System Corporation has been recognized as a leader in patient care, medical research and teaching. Today, Johns Hopkins Medicine is known for its excellent faculty, nurses and staff specializing in every aspect of medical care.
The VA (Veterans Affair) Health Care System is one of the largest, most advanced health care networks in the U.S. The VA Health Care System is the provider for veterans, retirees and their dependents and manages all their health care. The VA Health Care is actually one part of the Department of Veterans Affairs. There is also VA Benefits Administration which has to do with compensations and pensions. Then the other part of the VA is the National Cemetery Administration which is in charge of the cemeteries and providing burial and memorial benefits. All these parts make up the Department of Veterans Affairs. (VA History)
Item #3: I dispute Smith, Robert MD 2140 16th ST N, New York, NY 02451 Ph.# (618) 845-2547 patient # 74586 held in collections with Collection Services 1-800-278-6886 account # 74586. I went for an initial visit to discuss a problem, which was covered by my insurance. A deductible of $250 was charged for services never rendered and late fees to a total of over $500. This requested payment is false and I dispute its validity.
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.
Ferris Healthcare, Inc recognizes that their growth as organization was depending on their rapid implementation of project management. Their line managers have been performing as project managers, which most of the times resulted on delayed and over budget projects. All employees agree that a project management methodology is necessary in the organization.