The Medical Center of Plano Lily Flynn Kaplan University The Medical Center of Plano The Medical Center of Plano has established itself as a leader in health care since its opening in 1975, nestled in Plano, Texas. Since its inception as a small community hospital, it prides its self of the delivery of quality health care as well as its concern for its patients. Over the years, it has grown to “a full-service facility, with 427-bed acute-care facility with more than 1,300 employees and over 1000 physicians on staff, representing over 70 specialties and subspecialties.” (The Medical Center of Plano, 2014, para. 2) The main campus “includes the main hospital and medical offices, also includes an outpatient surgery center, a comprehensive cancer-treatment center, an emergency and Level 2 trauma center, a radiology/imaging center, a comprehensive cardiovascular program, the Center of Lifestyle Enhancement, The Bariatric Institute, Wound Care Center and complete woman’s and children’s services including a high-risk antepartum unit and a Level 3 neonatal intensive care unit.” (The Medical Center of Plano, 2014, para. 2)This success can be accredited to their Mission Statement: “Above all else, we are committed to the care and improvement of human life; in recognition of this commitment, we strive to deliver high quality, cost effective healthcare in the communities we serve.” (The Medical Center of Plano, 2014, para. 1) Their dedication to their mission statement and also due to the loyalty of the local community has given way to recent construction projects, such as a $66 million dollar expansion and renovation, new construction of a new emergency department and a new outpatient surgery center. These new ve... ... middle of paper ... ... and time was spent assessing the internal and external factors that would impact the business. Success would mean longevity and a greater potential for future growth. Failure could mean a possible closure of the business. The Medical Center of Plano has had nearly 40 years of success. The Center has proven itself as a staple in the community and continues to thrive in an industry that is constantly evolving. This success can only be attributed to the design of the controlled (internal factors) and management of items that are uncontrolled (external factors). References The Medical Center of Plano. (2014). About Us, Hospital Overview. Retrieved from http://themedicalcenterofplano.com/about/index.dot The Medical Center of Plano. (2014). About Us, Mission and Values. Retrieved from http://themedicalcenterofplano.com/about/mission-vision-and-values.dot
In addition to this business plan, we must also address the financial issues plaguing this organization. To illustrate some of these issues lets look at some of the trends here at OCB and within our Industry: For example, OCB’s clinic operations profitability in 1990 was 60%, and now in 1996 our profitability is only 37%, which is down 23 percentage points! We can blame some of this on rising costs of overhead, consumables, etc, however this is happening as the industry as a whole is growing 5% annually, and as our customer base, largely senior citizens, population is growing at almost 1% as year. We should be capitalizing on these industry trends, however, as you all know, not all the trends work in our favor. For example, our lifeblood, the Insurance company’s managed care organizations, and government healthcare reimbursement programs shows a downward trend of allowable payments for our services (DRGs) For example in 1995 the DRG price of ...
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.
... caring for everyone within the community, including their employees and stakeholders, creating a environment for more caring and healing for the patients and families.
Meeting the changing needs of healthcare today is a challenge for any organization. Meeting the challenging needs of tomorrow is even more perplexing. Centura Health, however, has a strategic plan in place for addressing the health care needs of the citizens in Colorado and Kansas for the next decade. Centura Health 2020 is designed to transform the future of health care for their patients and their surrounding communities. Using three pillars to define their vision, Centura Health plans to strengthen their foundation, move upstream to manage health, and create systems of care. With a focus on wellness and affordable care, their slogan for their strategic plan, “get better, get different” sums up their intentions. With their solid, well thought-out
The John C. Lincoln community that was used for this essay is comparatively poorer than the average, with large immigrant populations and face transportation issues that limit the ability of patient to receive both outpatient and emergency care (Honor Health, 2015). The mission statement of Honor Health is broad and perhaps uninspiring to key stakeholders, as is the organizations vision statement. Honor Health could benefit by expanding their mission and vision statements, thus increasing their value in directing and guiding their future strategic plans and goals. Randall’s (2015) assertion that a great organization is only achievable by having specific, measurable and achievable goals that are linked to the organizations vision and mission is correct; while the flexibility of Honor Health’s statements is interesting, the statements could be improved by being more descriptive and personal to the organization reason for existence and
Despite the established health care facilities in the United States, most citizens do not have access to proper medical care. We must appreciate from the very onset that a healthy and strong nation must have a proper health care system. Such a health system should be available and affordable to all. The cost of health services is high. In fact, the ...
My current employer, Mayo Clinic, is a world renowned not-for-profit hospital that has been established for 150 years. Mayo Clinic is the first and biggest integrated not-for-profit medical group practice in the world and is a well-known brand name that is recognized world-wide. Working for an organization where the primary value is the needs of the patient come first, the organizations domain is held to a higher standard. The mission statement is to encourage hope and contribute to health and well-being by providing the best care to all patients through integrated clinical practice, education and research (Strategic statement of Mayo Clinic, 2012). The vision statement is that Mayo Clinic will offer an unparalleled experience as the most trusted partner for health care (Strategic statement of Mayo Clinic, 2012). In the medical field, innovations, research and technology motivate the business to perform and deliver care in a new standard. Mayo Clinic has a logo of three shields that are interlocked, presenting patient care, research and education.
Today, many Americans face the struggle of the daily hustle and bustle, and at times can experience this pressure to rush even in their medical appointments. Conversely, the introduction of “patient-centered care” has been pushed immensely, to ensure that patients and families feel they get the medical attention they are seeking and paying for. Unlike years past, patient centered care places the focus on the patient, as opposed to the physician.1 The Institute of Medicine (IOM) separates patient centered care into eight dimensions, including respect, emotional support, coordination of care, involvement of the family, physical comfort, continuity and transition and access to care.2
Louisiana is consistently at the bottom of national health outcome rankings. The Ochsner Health System is committed to establishing a population health strategy to improve these health statistics by enhancing the quality and cost of health care among employees, patients, and community members. To achieve this, Ochsner outlined the “Plan to Win” initiative, which included proving the organization's value, serving more patients, making care affordable, and shaping the future.
Many individuals have the opportunity to choice a healthcare organization for their healthcare needs. One in particular is United Healthcare group which provides individuals with the most ideal care. As well as to work to give individuals access to the quality care they require at a reasonable price (UnitedHealth Group, 2015). They give data, direction and apparatuses to individuals to settle on more educated choices about their wellbeing, health insurance and prosperity (UnitedHealth Group, 2015). These choices have deep rooted, once in a while life-characterizing, outcomes. United Healthcare grasp this position of trust and the basic social obligation they need to serve individuals ' medical needs in the United
The new 5 P’s of marketing now impact the marketing potential of healthcare organizations by offering changes in sales rep – physician access, purchasing, formulary decision making, and growing patient empowerment. The new 5 P’s of marketing are: Physicians, Patients, Payers, Public, and The Presence of Politics. The Heart Hospital Baylor Plano is an Acute Care Hospital located in Plano, TX. The Baylor Plano Heart Hospital opened in January 2007. The facility provides outpatient services, inpatient services, and emergency services to patients.
At Mayo Clinic, the organization is driven by the needs of the patient and providing an unparalleled experience through integrated clinical practice, research and education for all patients. Analyzing the strategic plan for Mayo Clinic and identifying and summarizing long-term and short-term plans helps to develop an outlook for the future. “US News & World Report ranked Mayo Clinic as one of the 21 “Best Hospitals” in the United States in 2009” (Jones, 2010, p. 52.), and has been on this list for last 20 y...
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Outstanding healthcare facilities try to compensate patients for economic and non-economic losses. They ensure the patients have their time and concerns addressed. They make sure that the patient experience makes them feel good.
When asked to state the primary goal of his business, Dr. Slez cited “high quality health care service” as the firm’s main objective. The effective treatment of, and development of trust with, the practice’s patients, Dr. Slez continued, takes precedence over profits. Indeed, if all healthcare firms placed profits above patient care (and many do) we would be far worse off. While doing what is needed to stop the spread of a disease or alleviate pain may not always be the most cost effective approach, it is the approach demanded by the government and general public. This is not to say that Dr. Slez’s firm does not try to maximize profit. The f...