Newland General Hospital Case Study

I was a point person for patients who were scheduled to receive care,

From a business aspect, she orders and maintains supplies; coordinates the ICD 10 coding; manages patients’ accounts as patients’ risk level changes, cardiac/pulmonary rehab phase changes, or if patients have a personal or medical leave of absence. She schedules patients sessions to

Worked on accounts to make sure the correct contractual adjustments and payments had been received and posted. Also sent corrected claims and issued refunds to both patients and providers for overpayments.

West Florida Hospital had the most favorable outcome out of Sacred Heart and North Baldwin Infirmary. The number of patients who received suitable guidance regarding a follow up screening colonoscopy was 100% with Florida’s average being 78% and the National Average being 81%. The mean time patients had to wait in the emergency room with a broken bone prior to receiving medication was the lowest of all the other hospitals listed at 28% with Florida’s average being 78% and the national average is 81%. Patients who arrived at the ER with stroke-like symptoms who received brain scans within 45 minutes of arrival was 95% while Florida’s average was 74 and the national average was 71%. Persons who developed blood clots in the hospital and were

Women, Infant and Children program, WIC is a Federally-funded program designed to improve nutrition and health of low-income women and their children under the age of five. This program has decreased the premature births, and elongated the pregnancy of mothers by providing a rich diet full of vitamins and minerals such as iron, vitamin c, vitamin B6, thiamin, and niacin (USDA, ). WIC provides nutrition education in order to improve health and decrease the infant deaths. Patient care is a priority for health care providers due to the increasing demand for quality care. This essay will analyze three processes that enhance patient care at Coney Island Hospital, which include accessibility to food services, competence of personnel, and counseling.

CPS made a follow up visit to New York-Presbyterian/Weill Cornell Hospital to see the child Cynthia. Upon arriving at the hospital social worker Sarah Anne Powers escorted CPS to Cynthia’s room. When CPS enter the mother Ms. Marmolejos, BF Johnny Gonzalez and the child Anthony were visiting Cynthia.

Ms. Lewis and Mr. Henry came into the office and reported that Jamia was admitted to Coney Island Hospital on 5/24/17. Ms. Lewis explained that Jamia was hospitalized for smoking K2 and was discharged on 5/25/17. Ms. Henry reported that Jamia was referred to Dynamic Inpatient and Bridge Back to Life (718) 265-4200. Ms. Henry reported that she will contact Bridge Back to Life tomorrow to schedule an intake appointment for

Followed doctors while conducting daily rounds, talked to patients, observed and reported their daily progress.

Helped treat patients by applying heat packs; paraffin dips; Assisted patients into whirlpool; helped patients onto exercise equipment, monitored motion; tracked walking time and distance; measured mobility; performed prescribed exercises and strengthening techniques.

For Wyoming Medical center, the threat of security breaches from three types of endpoint users. The first type of endpoint user would have to be internal endpoint users that uses that uses enterprise applications and various dedicated PCs that uses specific applications. Each system has different security levels and requires different levels of protection from security breaches. This is why, the medical center is using Novell ZenWorks to manage the centers applications, while giving the right restriction level for each type of PC system.

I was in interviewing and charting the subjective data, performed a focused assessment based on what the client came in for, made recommendations, provided education, and gave over the counter medication to the client under the supervision of my preceptor.

I got to witness a placement of wound vacuum for the first time on to a large wound that was 10 cm deep, 12 cm wide, and 10 cm long. This wound was in result of poor healing of laparoscopic surgery. The patient also had a double-spouted loop ileostomy which was really cool to see. The nurses told me that it is rare, and does not see a lot on the Medical Surgical floor at Mills Memorial Hospital. The wound had exposed small parts of the patient’s bowels which were brown and black. The nurse covered this section with mesh like dressing to protect the bowels. The nurse inserted the black foam that help promote healing of the red granulation tissue and suck out the bad tissue out of the wound. The most interesting part of the wound vacuum was, after the tape and hose was placed on to the wound, the air was sucked out the wound and compressing the foam into the wound.

Working alongside with doctor’s to ensure valuable patient care. Use my triage skills to evaluate, classify, and prioritize patient needs and treatment. Scheduling appointments for any of the seven Doctors when referring Doctors or patients call. Scheduling diagnostic testing, confirm appointments and organizing for day of the clinic, ordering of all necessary office supplies, sending out monthly reminders, track superbills and

Greeted patients upon arrival. Created a friendly environment for waiting ill-patients. Treated patients with respect. Retrieved patient information. Insured patient's insurance was active and collected correct copay amount. Promptly recorded patient's reasons for visit in computer system. Evaluated incoming patient's degree of illness for immediate medical care, triaged patients accordingly. Used effective communication skills to handle difficult patients during busy business hours. Maintained patient confidentiality and professional demeanor. Monitored waiting room for cleanliness and security.

For the month of February 2018, The New London Hospital Association, Inc. generated a consolidated loss from operations of ($527k) compared to a budgeted loss of ($180k). Year-to-date (YTD), our consolidated operating loss was ($987k) compared to a budgeted loss of ($182k), a ($805k) negative variance. Non-operating revenue was $38k compared to a budget of $83k, resulting in a negative variance of ($45k). Year-to-date non-operating revenue was $1.2 million compared to a budget of $667k, a $533k over budget variance.