Here are the three answers of my classmate and I need you
to respond to the all three answers ( Each answer 200 words).
Joyce Olabisi
Doctors Community Hospital
PART 1:The hospital that I have chosen to highlight is Doctors Community
Hospital which is located in Prince Georges County in Lanham, Maryland.
a).When reviewing the data patients who reported “YES”
they would recommend this hospital were as followed: *Hospital Average-62%,
*Maryland Average-67%, *National Average- 71%
b).The rate of re-admission for Pneumonia patients was not
available.
c).Outpatients who had a follow-up mammorgram or ultrasound withing
45days after screening were as follows: *Hospital Average- was not available,
*Maryland Average-9.5%, *National Average-8.8%.
When comparing Doctors Community Hospital to the Maryland Average
they did not fair to badly. In each catergory they were only about 5-7% off
from meeting the state and national averages. The one catergory that they did
score above the national and state average was in when “Patients who
reported that the area around their room was always quite at night.” When
looking at the hospitals rating some improvements that could be made mainly in
establishing better communication between hospital staff and patients.
Establishing proper and effective communication between patients and staff is
fundamental in increasing patient confidence in the staff and the facility as a
whole.
PART 2:*Total Revenue (Line 12): 193, 485, 835
*Total Expenses (Line 18): 191, 007, 547
* Revenue Less Expenses (Line 19): 2, 478, 288
*Total Assets (Line 20)-258, 735, 866
*Total Liabilities (Line 21)- 210, 454, 146
*Net Assets or fund balances (Line 22)- 48, 281, 720
Based on line 19 Doctors Community Hospital did make some profit.
Although it wasnt the most substantial amount of money made in comparison to
some hosiptals it is still a positive thing that they did make money and did
not end up in the negative. Based on line 22 Doctors Community Hospital does
have a positive fund amount. The profit exhange for Doctors Community Hospital
was a low 0.0128. Although it is relatively low it is always positive that some
profit is being made rather than nothing at all. Some hospitals examined by my
classmates had profit exchanges of 5% which is obviously greater than what
Doctors Community Hospital had as a profit exchange.
PART 3:After reviewing the revenue of Doctors Community Hospital and
comparing it to the salaries of some of the executives, I still disagree with
the amounts of money that is paid to its executives. For example, the 990 form
showed that the vice president of medical affairs works only 24 hours a week
and is paid $244,627 dollars a year. The president of the hospital who is said
to work “40” hours a week is
paid $1,097,433 dollars a year. It is genuinely mind-boggling how
someone who does not even work a full 40 hour shift in a week is making more
than doctors who do majortity of the work and can be on call for more than 24
hours. I understand that hospital executives make important decisions that
affect the hospital but I do not think that warrants the amount they are paid.
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Carole Foster
Saint
Agnes Hospital Completed Assignment
Part 1
A. Patients that reported they
would recommend hospital:
Hospital= 66% Maryland= 67%
National=71%
B. Rate of readmission for
pneumonia patients:
Not available for hospital,
Maryland, or national
C. Outpatients who had a follow-up
mammogram or ultrasound within 45 days after screening mammogram:
Hospital= 6.1% Maryland= 9.5%
National= 8.8%
The hospital I selected rates
higher in Maryland over national hospitals for outpatients who had a follow-up
mammogram or ultrasound within 45 days after screening, and rated higher
nationally for patients that would report they would recommend the hospital to
others. To stay above average in Maryland for outpatients who had a follow-up
mammogram or ultrasound after screening, I feel they should continue to promote
screenings. Whenever I visit my primary physician, she always asks have I had a
mammogram. I think communication between doctor and patients are the best way
to continue to have high success rates in screenings and Maryland averages.
Part 2-Financial Data
1.
Total
Revenue – $4,217,335
2.
Total
Expenses – $3,190,657
3.
Revenue
less Expenses – $1,026,678
4.
Total
Assets – $18,004,392
5.
Total
Liabilities – $147,998
6.
Net
Assets or Fund Balances – $17,856,394
Based on line 19 Saint Agnes Hospital made $1,026,678, and has a positive fund
amount of $17,856,394. The profit percentage for Saint Agnes Hospital is
24.3%. Compared to other hospital percentages listed such as Johns Hopkins
Hospital with a profit percentage of 9.83%, Howard General Hospital with a
profit percentage of 3.0%, and Union Memorial Hospital With a profit of 4%,
Saint Agnes Hospital has the greatest profit yet.
Part 3 –Executive Compensation
The compensation for the Board of Directors is between $275,000 and $1,200,000.
I think the salaries are justified as there is much that has to be done to make
a hospital thrive, be competitive, and profitable as well. After reviewing all
the information thus far in this class, compensation for board members are
justified if the hospital continues to improve technology, staff, services to
the community, and report gains in income. How well the
hospital does from year to year will fluctuate, but overall Saint AgnesHospital
has a good reputation and is reporting positive profits.
Cynthia Van Fleet
St.
Agnes Hospital
Top of Form
Part 1 –Quality Data (list your data
then answer the question)
Patients who would recommend
St. Agnes:
St. Agnes Hospital: 66%
Maryland: 67%
National: 71%
St. Agnes is very close to the
Maryland percentage with only one percent different. The national average
is five percentage points higher at seventy-one percent.
Pneumonia
Readmission Rate was not available for both St. Agnes and the U.S. National.
Outpatients
who had a follow-up mammogram, ultrasound, or MRI of the breast within 45 days
after a screening mammogram rates are:
St. Agnes: 6.1%
Maryland: 9.5%
U.S.: 8.8%
The results indicate that a
result at zero could be an indicator of missed cancer and a rate of more than
fourteen of unnecessary testing. St. Agnes is just about six percent, which is
lower than both the Maryland and U.S. scores. I wonder if these scores are
influenced by the prevalence of managed care providers who administer Medicare
Advantage Plans sending patients to St. Agnes hospital.
Part 2 –Financial Data (list your data
then answer the question)
Total Revenue – Part I, Line
12 $426,811,571
Total Expenses – Part I, Line
18 $362,995,338
Revenue less Expenses – Part I,
Line 19 $63,816,233
Total Assets – Part I, Line
20 $484,392,822
Total Liabilities – Part I,
Line 21 $153,786,674
Net Assets or Fund Balances –
Part I, Line 22 $330,606,148
I thought my taxes took too
much paper – over 120 pages for this hospital tax return!Based on line 19, St.
Agnes hospital did make money in tax year 2010. Based on line 22, St. Agnes
hospital has a positive fund amount of $330,606,148. The profit percentage
is 14.95%. Compared to other hospitals in reviewed in this assignment, several
other hospitals were near four percent, which makes St. Agnes much higher.
Part 3 –Executive Compensation
The president received the largest monetary compensation as reported on the
2010 tax return. She received $1,104,994. Other key employees and highly
compensated employees received compensation ranging from $263,838 to $843,960.
The total spent in the category according to the tax return was $5,712,270
among ten different individuals, at least four of whom are doctors. Most board
members were not compensated and had zeros listed with their name on the 990
document.
The
top compensated employees included the chief of general surgery, and the
medical directors. I was surprised that there were not more surgeons’ names or
other doctors with specialty practices who might earn a higher salary on this
list. I was surprised that the president’s compensation was so much higher than
the others.
The
hospital is in the black so we can hope that the leadership of this highly
compensated team is steering the hospital I the right direction. I do think
that it must be terribly stressful to be in a leadership position in a hospital
and that individuals should be compensated for the responsibility that they
carry. However, I am uncertain if it justifies compensation of more than one
million dollars. Without knowing the specific responsibilities and seeing that
St. Agnes has a larger profit margin than other hospitals in the area, these
large compensation packages may not put them in the red, but could be
excessive.
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Bottom of Form
Here are the three answers of
my classmate and I need you to respond to the all three answers
(Each answers 200 words).
Carole Foster
Public Health Planning Focus
Top of Form
I feel for public health the focus should be on
overall healthy behaviors. Preventative measures would contribute to the
reduction of chronic diseases. Having the ability to have regular check-ups and
knowledge about how to stay healthy would cause people to change their habits
and take better care of them. Being proactive is a great way to stop chronic
diseases before they begin. If you examine a person on the border line of
diabetes, they could be educated on healthy eating habits and ways to exercise
to prevent actually getting diabetes. This would be a preventative measure that
would decrease the number of people affected with the disease.
Public health programs should identify problems
in communities to be targeted by specific interventions. Each community may be
dealing with a specific problem and therefore targeting them all the same would
be ineffective. One community may have an issue with
obesity while another has an issue with heart disease. Targeting them in the
same manner could possibly allow the disease in one to decrease, while the
other community has an increase in chronic illness.
In my community obesity, over -crowding, and
climate change is an issue. My sons attend school in Cockeysville. There are
now trailers being put on school grounds because of the over-crowding issue.
While in neighboring neighborhoods schools are being added, in our district
there is an issue with too many students. The climate is changing everywhere
and it is has caused problems such as droughts in the past few years where
restrictions had to be placed in certain counties to ensure there was enough
water supply. Finally, obesity is such an issue that schools has begun to
implement changes in what is allowed in vending machines and local restaurants
such as McDonalds has added a calorie listing to its menu. There is a Wendy’s
restaurant in my neighborhood that now uses sea salt because it is said to be
healthier that regular salt.
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Emily Case .towson.edu/webapps/discussionboard/do/message?action=email_user&MF=true&course_id=_102982_1&conf_id=_128795_1&forum_id=_210125_1&message_id=_3578224_1&nav=db_thread_list_entry&thread_id=3578224&nav=db_thread_list_entry&user_id=_144381_1″>Email Author
public
health
Top of Form
Public health should target the
overall healthy behaviors of a community versus chronic diseases. Improving
opportunities for communities to become healthier will overall decrease the
amount of health care costs to the neighborhood. If public health targets
chronic diseases it is only focusing on a certain population and only those
with a chronic disease benefit from the programs. If public health targets
improving overall healthy behaviors of the entire community it improves the
quality of life for not only those “healthy” residents but also the quality of
life for those diagnosed with a chronic disease. A basic overall healthy life
style improves treatment capabilities for those with a chronic disease. The
improvement on a overall healthy lifestyle will improve the entire community
that the public health department is assisting not just a certain group.
Communities with a high incidence
of a certain health concern should tailor their programs for specific
interventions. There should be a focus on general well-being, but if a specific
disease is especially high, ie cancer, then a special focus should be placed on
that disease. Chances are if there is a high rate of a disease in a specific
community there is probably an underlying typical behavior or environmental
factor in the area that is causing the disease. Programs should be developed to
discover this trigger and find ways to eliminate or decrease this target and
help the residents cope and overcome the “problem”.
My community needs better access
to healthy food. For example, at my job the only access we have to food if we
do not bring it from home is what we affectionately refer to as the “gut
truck”. This mobile dinner is filled to the brim with grease and sugar. There
are no healthy food options that are close enough or quick enough to access. It
makes it very hard for lots of employees to get a healthy meal unless they take
the time to make it at home. If you have kids and a hectic family life packing
healthy meals can be very difficult. More public transportation needs to be
available. There are not many options because we are so far out in the
“country”. There is a need for consolidating traffic and air pollution because
so many people have to drive so far. A “green-way” for walking and biking
should be established. People are becoming more willing to take greener more
healthy ways to work or the store but it is not safe.
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OgechiOnu
DQ
2- Public Health
Top of Form
For public health, I think the
focus should be on the promotion of overall healthy behaviors instead of
preventing specific chronic diseases. By promoting wellness, we can use
preventative procedures such as health screenings, vaccines, and educate the
public about early detection to identify risk factors for chronic diseases and
target those risk factors in the populations that are at risk. We
can also promote physical activity and proper nutrition so that we can combat
those risk factors that can lead to chronic diseases. The key would
be to keep the wellness promotion an overall active process that involves the
people so that people can be more proactive in health promotion, and in turn
reduce their risk factors that can lead to chronic diseases.
Public Health programs should
not be targeted the same to all communities because communities differ in their
prevalence of populations that are at risk for chronic disease.
Communities with identified problems should be targeted for specific
interventions that pertain to the issues in wellness that put them at risk for
chronic disease. For example, in southern states there is a higher
prevalence of obesity. In those states there should be an emphasis on
proper nutrition and physical activity. The Food and Drug Administration
(FDA) should take a more active role in food in access to healthy food options
so as to promote and educate on proper nutrition.
Based on the reading, three
public health problems that I think need immediate attention in my community
are active living, public safety, and food and nutrition. I feel that in
some areas of my community that are prevalently inhabited by people with
low-income and minorities, there tends to be lots of businesses that promote
unhealthy food choices, and alcohol use. There is very little emphasis on
physical activity because the parks are dirty and unsafe. These areas
tend to be only blocks from other parts of my community that house middle
income families who area have better businesses that offer better food choices,
and more safe areas for physical activity. I think that public health
issues in a community need to be addressed to the community as a whole and not
in parts so as to build better community relations as well as educate and
encourage healthier lifestyles for all members of the community.
Bottom of Form
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Greater Baltimore Medical Center (GBMC)
Part 1 Quality Data
Hospital selected – Greater Baltimore Medical Center, Towson, MD
a) Seventy-eight percent (78%) of Greater Baltimore Medical Center
Hospital’s patients would recommend the hospital, 67% Maryland average, and 71%
national average.
b) The rate of readmission for Pneumonia patients is not available
for the hospital or the national rate due to data suppressed for one or more
quarters by CMS.
c) No data are available from the hospital for outpatients who had
a follow-up mammogram or ultrasound within 45 days after screening mammogram.
Greater Baltimore Medical Center Hospital in Baltimore is above
Maryland average and National average in terms of recommendations made by
patients to other people. The hospital was rated average or above average on
questions related to nurse and doctor communication, convenience, pain
management, and information received. The data clearly show that the hospital
is patient-oriented and they put customer satisfaction on top priority. The
staff seems to have high satisfaction and high morale which prompt them to
focus more on personal care and attention. The hospital should continue to
prioritize the elements of care which matters the most in healthcare industry.
They need to work a bit on cleanliness, quietness and after-care which are
reported slightly below Maryland and national average. There is no data for
readmission with Pneumonia because the “Centers for Medicare and Medicaid
Services are not reporting five admission measures and one complication measure
due to an issue with categorization of hospitals as better, worse and no
different than the national average.” (www.ahanews.com July 9, 2013). Also, no
data are available from the hospital for outpatients who had a follow-up
mammogram or ultrasound within 45 days after screening mammogram.
Part 2 Financial Data
1) Total Revenue Current Year (2011) –$2,899,087
2) Total Expenses Current Year (2011) – $3,779,748
3) Revenue less Expenses Current Year (2011) – – $880,661
4) Total Assets (2011) – $1,642,825
5) Total Liabilities Current Year (2011) – $734,434
6) Net Assets or Fund Balances Current Year (2011) – $908,391
Based on line 19 (revenue less expenses) GBMC Hospital made
$880,661 in the current year. My hospital has a negative fund amount of
$880,661 and a negative 3.04% profit percentage. According to an article in the
Baltimore Business Journal on September 19, 2013 in general Maryland hospitals
recorded 71% profit decline with the total profit margin among hospitals being
3.39%. GBMC Hospital is experiencing the same general factors which are making
the profits negative. However, the profit percentage of my hospital is negative
due to high overhead costs. The hospital needs to seek opportunities to cut the
overhead cost in order to make it profitable. They will have to look for less
costly equipment or lay off few staff members to bridge the gap.
Part 3 Executive Compensation
The Managing Directors of the hospital made $400,000,
approximately. In my view their salary is justified even if the hospital had
incurred a little loss of about 3.04 percent. Managing Directors are
responsible for managing such a big organization and possess such skills,
experience, and education that require call for such amount of compensation.
This position also requires much decision-making process and requires a
substantial leadership ability which should be rightly compensated. Investing
in such a personnel position with adequate salary is just a moral obligation in
my own opinion, irrespective of the profit or loss outcome for any fiscal year.
The national average salary for Managing directors in the US is $108048 (Salary
Explorer, 2012) annually and $74,000 annually for Madison (Simply Hired, 2013).
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Answer of Question #2
I
think we need both approaches that is centered on overall healthy behavior and
as well as focus on specific chronic diseases. None should be elevated over the
other. Public health policy should focus on overall healthy behavior because
there is a need to continually emphasize population-level preventive health
practice through health promotion interventions at national, state and
community levels. This is necessary to achieve and maintain an overall healthy
and fit nation. Many health problems are potential threats to the general
population and such conditions can attain epidemic proportions if not properly
addressed; so we need healthy behavior promotion targeting the general population.
However, that is not enough as we also know that certain chronic diseases are
often long-lasting and fatal, are associated with large cost for treatment and
compromises quality of life through a gradual process. I think special
attention should be placed on combating such diseases as well. The government
should devise specific health policy that covers all the health conditions but
also with provisions to address specific chronic diseases. So government should
allocate more funds in the budget for interventions that addresses deadly
chronic diseases (such as cancer, diabetes, stroke, obesity etc) as a component
of a health system that seeks to address all health issues that are prevailing
at all levels of society.
Health programs should be targeted differently for different communities based
on specific needs. There are communities that are doing well on overall health
behavior with need for minimal attention. On the other hand there are certain
communities that are doing very poorly health-wise and will require relatively
greater attention to address the health needs. This is the focus of health
disparities research and practice. It is common knowledge that the prevalence
of certain diseases are higher in certain communities that the others, and they
need to be focused more to uproot the serious problems. Many people argue that
the budgetary allocation and focus should be equal for every community but they
do forget that equality does not lie in the budgetary allocation and the underdeveloped
communities and communities having greater instances of certain serious
diseases have right to be paid extra attention so that they can stand equal to
the developed communities. This is not complicated, it is only an issue of
fairness to address disparities in health indicators across communities.
Additionally, if a community has greater instances of certain serious diseases,
there are chances that this could become epidemic and thus affect the society
as whole. Therefore, it is the responsibility of the government to pay extra
attention to the communities having greater instances of certain diseases in
order to offset off the differences in rates between community groups. In
conclusion communities with identified problems should be targeted with specific
interventions, and this will also ensure that public health spending meets most
appropriate needs in specific communities instead of wasting public funds on
programs that has little or no effect on the specific public health burden in a
community.
The
three public health problems that need special care in my community are as
follows:
•
High Blood Pressure
•
Diabetes
•
Obesity
