MEMORANDUM TO: Dr. Spencer Foreman FROM: SUBJECT: Montefiore Medical Center Analysis DATE: May 5‚ 2011 Background: Montefiore Medical Center (MMC)‚ developed from the consolidation of two hospitals in the Bronx‚ New York‚ consists of two acute care hospitals‚ 31 primary care centers‚ a home care agency‚ and a physician/medical joint venture with an annual operating budget of over $1 billion. By 1995‚ from a combination of lower payment arrangements‚ increased competition‚ and unsatisfied
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East Avenue Medical Center The EAST AVENUE MEDICAL CENTER is a 600-bed‚ tertiary‚ general hospital under the Department of Health. It has the primary goal of providing quality medical care and treatment to patients irrespective of sex‚ socio-economic status and religious creed. Designated by the DOH as a training and teaching center‚ the hospital provides appropriate training programs‚ materials and facilities that aim at providing its medical and non-medical staff with opportunities for professional
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created its own 2020 vision that focuses on patient satisfaction in order to improve operations and service requirements at the medical center. However‚ AUBMC faced several issues that left the patient unsatisfied with the service‚ one of which was its transport within the medical center. Patient transport is one of the most important parts in medical centers and is essential for an efficient and successful function of all departments. It plays a major role in the patients’ judgment of
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During the clinical rotation to Southeastern Medical Oncology Center observations were made concerning cancer patients‚ their treatments‚ nursing care‚ education and special procedures while handling their medications. Upon entry of the treatment facility reclining chairs were lined up along the wall from one side of the room to the other. Each chair had its own television and headphones. Refreshments such as beverages and chips for the patients were near the door along‚ with the scale for weighing
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4AA3 Union Medical Center April 2‚ 2015 Richard Veller‚ the new CFO for Union Medical Center‚ began to change the operations of their management. Richard Veller looked to change UMC to an industrial system‚ which meant that the hospital would view cases as products. Just like any ordinary business‚ these products would have cost objects and would require an accounting system. In order to allocate costs appropriately‚ UMC was required to organize their cases into Diagnosis Related Groups
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agencies and private companies have overcome these barriers by creating a network that changes the way information is transferred within the project. This makes liability and risk more collaborative. An example of this is The Sutter Medical Centre. In the Sutter Medical Centre project‚ project managers organised each task based on the progression of events‚ so each section and trade can complete their work with a timetable to abide to. 2.14 Where is the future of BIM heading in the construction industry
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Lockeport Medical Center Mission and Vision As the regional leader in advanced medical care‚ we take our responsibilities seriously. Our vision and core values help guide us as we work to help and heal each patient in our care. We provide the community quality health care services through the compassionate hands of well-trained staff‚ in a technologically advanced‚ cost-effective manner. Our Mission: To improve the health of the people of the state and surrounding region. Serve people as a not-for-profit
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Felix is a 68- year old man who was admitted to an inpatient post operative care unit at Prairie Regional Medical Center (PRMC) after undergoing a laparotomy for the diagnosis of peptic ulcer. The surgical procedure went well‚ with no obvious difficulties. Felix’s medical history was significant for diabetes‚ and a hearing impairment for which he wears bilateral hearing aids. Renee is a highly regarded registered nurse (RN) who has worked at PRMC for 8-years. She and her husband have 3 children
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goals for the future (Buchbinder & Shanks‚ 2012‚ p. 78). A strategic plan is a process by which managers develop a carefully devised plan of action to achieve the goals of the organization. For example the mission of the Community South Medical Center is to enhance their health services for the population it serves. Essentially since the organization mission is to enhance their health care services to the population it services then the strategic planning should support the fulfillment of
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Core offering to drive constant maximization of the Washington Medical Center assets and resources as a standard procedure of organizational practices and trusted partner for health care growth. By aligning‚ adjusting and coordinating proper resources toward providing relevant offerings that deliver satisfaction and Washington Medical Center improved cost centers efficiency. Objective: Demonstrate the value of the Washington Medical Center Joint Commission accreditation directives to current‚ new and
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