...Free Medical Clinic for those without Insurance Assignment 2.1: Informative Paper January 29, 2014 Free Medical Clinic for those without Insurance Assignment 2.1: Informative Paper In today’s world, healthcare availability is a major concern for many people. Whether it is due to income, specific health concerns or resources many people find themselves without the ability to seek treatment at a facility they can afford. To help communities with these issues, if resourced properly, a free or low cost clinic as an alternative can greatly benefit the community in addressing the economic and special needs of the patients. Healthcare in the United States has proven costly to patients. There options for treatment can be limited by their insurance, location, available of care and lifestyle. “Health care is a limited resource for which there is unlimited demand. In 2005 health care expenditures were 16% of GDP, with projected increases from $2 trillion in 2005 to $4 trillion in 2015. For the past forty years, demand for health care has risen each year without indication that the market for health care is satiated” (Crowe, 2010, p.455). Premiums for those with coverage has increased drastically over the years while what is being covered has decreased or has had increased copays and deductibles applied. “In 2007, the established system of payment for services and access to the health care system was impacted by an economic recession resulting in a loss of 5.1 million jobs...
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...meeting at Olympic Medical Physicians (OMP) Primary Care Clinic (PCC) in Sequim went better than I could have ever expected, or anticipated. I was really nervous, but my preceptor, Kalei Myers, made me feel very welcomed and more at ease throughout the day. I was able to meet most of the staff at PCC and some of the staff members at the Walk-in Clinic as well. All of the staff members, at both facilities, were extremely helpful and very friendly. Kalei spent most of the morning going through the new employee/student check off sheet, helping me complete my Practicum schedule for the entire quarter, and scheduling required training hours needed for the electronic medical record (EMR) system used at the clinic. My first impressions...
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...smooth operation (dupre) whether the employees in my organization communicate verbal or not there is an understanding of what is expected from each person. I currently am employed at a community health center in a rural area; there are many different people who use this center as their medical provider. I am one of the front desk receptionists, which is where the communication between patient and doctor begins. Sometimes this can be tough due to the diversity there are many language barriers, but things have started to get better with time. The clinic has become very successful with different means of advertising and communicating what the clinic has to offer for medical services. The cliental is usually low income, in which the state picks up the bill, so they have used every available source such as bill boards, radio ads, and commercials to promote people to use the clinics to help keep health cost down. There is also a web page that allows the client to a view the main website that contains many different types of information such as locations, specialties, job opportunities. The clinic is mainly run through phone calls, pages or messages being sent through I Pads. The clinic does not use traditionally health charts, this is...
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...Center of Franklin County, Inc. (CHCFC), describe the mission, vision, and values of CHCFC, explain some quality indicators and measures currently in place at CHCFC, and discuss who is responsible for CHCFC’s quality improvement plan. CHCFC Description CHCFC is a nonprofit federally funded community health center located in rural Alabama. It operates 10 clinics in eight different counties. TCMC is fully accredited by The Joint Commission. Services vary slightly from clinic to clinic. Each clinic offers general primary healthcare, in-house laboratory testing, patient medication assistance programs, and four of the clinics offer in-house X-ray services. According to CHCFC’s 2008 Uniform Data System Report, providers within the organization saw more than 11,000 patients, generating over 45,000 encounters. CHCFC Mission, Vision, and Values CHCFC opened the doors of its first medical clinic in 1977, with the mission of providing excellent medical care to all residents of the community, regardless of insurance status or income (Community Health Center of Franklin County,...
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...Case Study: Rio Grande Medical Center Domonique Chapman HCM 733 F1WW Professor Edward Schaffer July 13, 2014 Justification of Additional Space Based on my interpretation of the allocation costs for the Outpatient Clinic Advantages & Disadvantages Facility Allocation Recommendation for Final Allocation References Case Study: Rio Grande, Week 2 Learning Outcome: Justify an indirect cost allocation scheme for outpatient services for a healthcare organization. | Score | | Below Expectations0 – 15 | Approaches Expectations16 - 17 | Meets Expectations18 - 20 | | 1. Justification of additional space for Outpatient Clinic | Justification of additional space for Outpatient Clinic is insufficient. | Justification of additional space for Outpatient Clinic is sufficient. | Justification of additional space for Outpatient Clinic is comprehensive. | | | Below Expectations0 – 11 | Approaches Expectations12 - 13 | Meets Expectations14 - 15 | | 2. Discussion of advantages and disadvantages of new methodology and justification | Discussion of advantages and disadvantages of new methodology and justification is insufficient. | Discussion of advantages and disadvantages of new methodology and justification is sufficient. | Discussion of advantages and disadvantages of new methodology and justification is comprehensive. | | | Below Expectations0 – 11 | Approaches Expectations12 - 13 | Meets Expectations14 - 15 | | 3. Facility allocation...
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...types; one in particular is an outpatient clinic. Outpatient clinics are facilities which provide medical care and treatments that do not require an overnight stay in a medical facility or hospital. An outpatient care can be managed in a medical office or even in a hospital, but mostly services are provided in a medical office or in an outpatient surgery center (About Careers, 2014). One facility in particular is the Clarksville Community Based Outpatient Clinic located in Clarksville, Tennessee. The Clarksville outpatient clinic first opened up in the year 2000 and started providing services for all veterans in the Kentucky and also Tennessee areas. This is a most active clinic, with close proximity to the Fort Campbell base, for the Operation Iraqi freedom/ Operation Enduring freedom returnees (Department of V.A., 2014). The Clarksville Community Based Outpatient Clinic provides primary care as well as mental health services to all veterans of the area. Also provided in the facility are laboratories for blood drawings and prescription services are provided as well. This particular outpatient clinic has recently undergone a new renovation this year to add on more patient rooms to recruit new patients as well as more employees to serve all of the individuals of the clinic (Department of V.A., 2014). The Clarksville veteran’s population had been served by the Department of Veterans Affairs Tennessee Valley health care system outpatient clinic for many of years and has recently been...
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...THE PRIMARY CARE CLINIC Your name here Professor’s name here School name here Date The Primary Care Clinic Patients in today’s busy world demand convenience which has lead to the rise of local centralized primary care facilities. The purpose of this paper is to look at forces that have influenced the development of the clinic, a mission statement, key performance indicators to measure effectiveness, decisions regarding clinic expansion, the role of the clinic in the community, and influences of public healthcare policy on outpatient clinics. Discuss the key political, economic, and social forces that may have influenced the development of the clinic. Politics can hamper development of private healthcare organizations by compromising quality, limiting accessibility or feasibility, or increasing the cost of healthcare through laws, regulations, policies, requirements of private practice, and monitoring of services (Griffith & White, 2007). The primary care clinic must balance the requirements and regulations of private practice while creating a market for quality healthcare in the community marketplace. The clinic model has advantages over other models in that it allows practitioners a level of economy in sharing their medical facilities, equipment and staff with others, minimizing overhead and allowing them to keep the rising cost of healthcare lower by sharing equity. Improved patient quality is...
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...Sky” In the case “Pies in the Sky” Katherine White is the Director of Marketing at Terrace Hospital, a 125-bed, not-for-profit rural hospital providing general medical and surgical services. Terrace hospital is located in Lexington, a rural community which has a population of 14,682. Katherine works under Mr. Peter Brooks, the Administrator. The problem is Mr. Brooks routinely gets overly excited about his ideas and moves forward with his ideas without proper consultation from his team. Peter’s ideas always produce adverse consequences, but the damage is usually minimal. This time, though, Katherine and her fellow senior managers believe Mr. Brooks will cause real financial harm to Terrace Hospital if he goes through with his idea. Mr. Brooks wants to place a clinic in a new market and needs Katherine to fast-track marketing communications materials for a grand opening less than 3 months away. Though clinics in the past have been opened practically overnight by Terrace Hospital, they were opened in rural territories with little to no competition. Fairmont is cosmopolitan and considered the most competitive market in the region. Also, the marketing budget of Terrace is miniscule to the marketing budget of its competitors in Fairmont and their associated medical centers in Clearwater. Furthermore, the referrals from the clinic in Fairmont to the hospital in Lexington would be nonexistent because Lexington is out of the transit loops connecting the urban and suburban areas, being located...
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...caseloads relative to other providers" (Swayne, Duncan, & Ginter, 2009, p. 698). Providers that provide care to indigent populations do not receive the compensation for services that they would in an area where individuals had HMO, PPO, or POS type insurance coverage. Providers that care for Medicaid recipients are paid less for services than managed care companies pay. Providers of services for Medicaid recipients are "required to accept the Medicaid reimbursement as payment in full" (Swayne, Duncan, & Ginter, 2009, p. 700). Many individuals in the indigent areas will not seek health care until their symptoms have worsened to the point that seeking professional care is required. "Many poor residents delayed getting necessary medical care because they had no health insurance" (Swayne, Duncan, & Ginter, 2009, p. 702). In a large metropolitan area where there are many choices for health care services, facilities have to compete to provide care and increase revenue within their facility. There were 12 hospitals in Birmingham that is in Jefferson County; these hospitals "were scrambling to earn a share of the rapidly developing outpatient market" because of the dwindling number of admission and inpatient census (Swayne, Duncan, & Ginter, 2009, p.703). The cost to care was reduced, but there was a rise in cost to keep up with advanced technologies. Cooper Green Hospital was...
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...purpose upon registration at each clinic visit. 2. Clinics that operate beyond their normal hours may levy surcharges during these extended hours which are not payable by AIA. 3. Information may be subject to change without prior notice. 4. Information is correct as at last updated date. (31 May 2012) Legend + New Clinic (Addition to previous panel listing) # Replacement Clinic (In place of clinic on previous panel listing which has discontinued participation in the IHS programme) Clinics that discontinued participation from the programme wef 01 Jun 2012 (last participation date: 30 Jun 2012) S/N REGION AREA CLINIC NAME ADDRESS TEL MONDAY - FRIDAY MONDAY - FRIDAY (EVENING) SATURDAY SUNDAY PUBLIC HOLIDAY REMARKS 1 CENTRAL BEACH ROAD TEXTILE CENTRE CLINIC 200 JALAN SULTAN #03-32 TEXTILE CENTRE SINGAPORE 199018 62982400 9.00am - 12 noon, 2.00pm - 5.00pm CLOSED CLOSED CLOSED CLOSED 2 CENTRAL BEACH ROAD VERNON CLINIC & SURGERY 100 JALAN SULTAN #02-25/26 SULTAN PLAZA SINGAPORE 199001 62940244 11.00am - 1.00pm, 2.30pm - 6.00pm CLOSED 11.00am - 1.00pm, 2.30pm - 4.30pm CLOSED CLOSED 3 CENTRAL BRAS BASAH SHALOM MEDICAL DENTAL GROUP PTE LTD 231 BAIN STREET #03-57 BRAS BASAH COMPLEX SINGAPORE 180231 63371884 9.00am - 12.30pm, 2.00pm - 5.00pm CLOSED 9.00am to 1.00pm CLOSED CLOSED 4 CENTRAL BRAS BASAH THE CLINIC @ CAMPUS 70 STAMFORD ROAD #B1-45...
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...229 Reducing Consultation Waiting Time and Overtime in Outpatient Clinic: Challenges and Solutions Zhu Zhecheng Health Services & Outcomes Research, Singapore Heng Bee Hoon Health Services & Outcomes Research, Singapore Teow Kiok Liang Health Services & Outcomes Research, Singapore Chapter 11 ABSTRACT Outpatient clinics face increasing pressure to handle more appointment requests due to aging and growing population. The increase in workload impacts two critical performance indicators: consultation waiting time and clinic overtime. Consultation waiting time is the physical waiting time a patient spends in the waiting area of the clinic, and clinic overtime is the amount of time the clinic is open beyond its normal opening hours. Long consultation waiting time negatively affects patient safety and satisfaction, while long clinic overtime negatively affects the morale of clinic staff. This chapter analyzes the complexity of an outpatient clinic in a Singapore public hospital, and factors causing long consultation waiting time and clinic overtime. Discrete event simulation and design of experiments are applied to quantify the effects of the factors on consultation waiting time/clinic overtime. Implementation results show significant improvement once those factors are well addressed. DOI: 10.4018/978-1-60960-872-9.ch011 Copyright © 2012, IGI Global. Copying or distributing in print or electronic forms without written permission of IGI Global is prohibited. Reducing...
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...Visit modernhealthcare.com/reprints for additional information. Company doctoring: More employers offer on‐site clinics By David Royse | December 5, 2015 Laitram Machinery's on-site healthcare providers and fitness staff include, from left, Nina Davis, medical assistant; nurse practitioners Emily Davis and Anna Bruno; Kristin King, registered dietitian and health coach; Christina Franko, personal trainer; and fitness director Patrick Holmes. Laitram Machinery, the Advertisement world's largest manufacturer of shrimp-peeling machines, sits along the Mississippi River under the Advertisement Huey P. Long Bridge, just outside of New Orleans. It's a suitable location for a company associated with a food product that's central to southern Louisiana's celebrated Creole and Cajun cuisine. But there's a health downside to that rich culture. “In New Orleans, you can find ways to not eat well and not drink well,” said Franck LaBiche, the company's human resources director. Letting les bons temps rouler wasn't just bad for the company's workers. It also was rough on its finances. “We were looking at a monthly healthcare premium curve for employees that showed a 40% increase over six years,” said LaBiche, whose company has a selfinsured health plan. In 2012, Laitram joined a growing list of large U.S. employers that have opened on-site health clinics in an effort to control the rising costs of http://www.modernhealthcare.com/article/20151205/MAGAZINE/312059980...
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...Mobile Medical Clinics are vehicles that were created by the Children’s Health Fund to provide medical services to under privileged children. Services provided range from preventative care, mental health, dental, and health education. Although, services are also provided in immobile clinics as well, the MMU visits neighborhoods of those who are homeless or living in shelters. While the MMU was generated to help children from low- income homes they also help in disastrous situations (Ex. 9/11 attack) (Brown, DeHayes, Hoffer, Martin, & Perkins, 2012, p. 159). There are two crucial CHF principles that played a major role in the design of the MMCs: (1) To provide the best pediatric, mental health, and dental care to low-income families with children. (2) To work with high-quality medical institutions locally to obtain full access to other medical professionals as needed. This analysis will point out some challenges CHF faces in attempt to apply these principles. One necessity that is very important for physicians to supply excellent healthcare through MMC is connectivity needs. MMCs will require the ability to access patients’ data previously captured at other medical clinics but are not quite available in the record systems. For emergency purposes MMCs will also need access to personnel at other medical clinics. It is necessary for MMCs to gain remote access to data and the needs of individuals to be available (Brown, 2012). Because MMCs are usually positioned in rural areas...
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...Facility Planning Shrunda Young-Johnson HCS/446 August 6, 2015 Janice Chilton Facility Planning Houston Texans new ambulatory clinic in Cleveland, Texas will be opening soon. It will feature state of the art surgical center. The Houston Texans Ambulatory Clinic will be have outpatient same day surgery center and imaging center. Our Ambulatory Clinic will have an unveiling in the summer of June 2016. This paper will focus on regulatory requirements and the effects on design and equipment, color selection implication and noise issues, electronic item needs, examination of budget planning and cost estimates, description of stakeholders and implementation plan. Health care organization know the regulatory requirement and their effect on design and equipment, especially for ambulatory clinics. Outpatient clinic have beds that are devoted to “hotel function” the typical nursing units of hospital and the extensive dietetic and housekeeping area that accompanying them (WBDG,2014). The implementation is organized in three steps which are routine, predictive maintenance and preventive. Manager for this ambulatory facility will have contractor and city of Cleveland public health to provide what compliance and regulation on material used for the facility. The color selection is very important in an outpatient ambulatory clinic due to it can create an illusion of a higher ceiling or a wider room or facilitate cueing in way finding orientation. In our health setting, there are...
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...ARTICLE Open Access Reduction of missed appointments at an urban primary care clinic: a randomised controlled study Noelle Junod Perron1*, Melissa Dominicé Dao1, Michel P Kossovsky1, Valerie Miserez1, Carmen Chuard1, Alexandra Calmy2, Jean-Michel Gaspoz1 Abstract Background: Missed appointments are known to interfere with appropriate care and to misspend medical and administrative resources. The aim of this study was to test the effectiveness of a sequential intervention reminding patients of their upcoming appointment and to identify the profile of patients missing their appointments. Methods: We conducted a randomised controlled study in an urban primary care clinic at the Geneva University Hospitals serving a majority of vulnerable patients. All patients booked in a primary care or HIV clinic at the Geneva University Hospitals were sent a reminder 48 hrs prior to their appointment according to the following sequential intervention: 1. Phone call (fixed or mobile) reminder; 2. If no phone response: a Short Message Service (SMS) reminder; 3. If no available mobile phone number: a postal reminder. The rate of missed appointment, the cost of the intervention, and the profile of patients missing their appointment were recorded. Results: 2123 patients were included: 1052 in the intervention group, 1071 in the control group. Only 61.7% patients had a mobile phone recorded at the clinic. The sequential intervention significantly reduced the rate of missed appointments: 11...
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