HealthSouth is one of the nation’s largest providers of post-acute healthcare services in the United States operating 123 hospitals in 36 states. HealthSouth is a leader in inpatient rehabilitation, managing patients who have suffered strokes, head injuries, fractures, or succumbed to a debilitating illness that changed their functional abilities. HealthSouth recently purchased Encompass Home Health in order to provide further care at the bedside to keep patients at home after discharge. HealthSouth headquarters is based in Birmingham, Alabama, and was founded in 1984. The entire company employs over 27,000 people with revenues over 3.2 billion dollars. HealthSouth is expanding across the country and our hospital in Jackson will open
Balance sheet lists assets, liabilities and owner’s equity. The assets listed on the balance sheet are acquired either by debt (liabilities) or equity. “Companies that use more debt than equity to finance assets have a high leverage ratio and an aggressive capital structure. A company that pays for assets with more equity than debt has a low leverage ratio and a conservative capital structure. That said, a high leverage ratio and/or an aggressive capital structure can also lead
Membership Services (MSD) at Kaiser Permanente used to be a modest department of sixty staff. However, over the past few years the department has doubled in size, creating minor departmental reorganization. In addition the increase of departmental staffing, several challenges became apparent. The changes included primary job function, as well as the introduction of new network system software which slowed down the processes of other departments. These departments included Claims (who pay the bills for service providers outside of the Kaiser Permanente network), and Patient Business Services (who send invoices to members for services received within Kaiser Permanente). Due to the unforeseen challenges created by the system upgrade, it was decided that MSD would process the calls for both of the affected departments. Unfortunately, this created a catastrophic event of MSD receiving numerous phone calls from upset members—who had received bills a year after the service had been provided. The average Monday call volume had risen from 1,800 to 2,600 calls per day. The average handling time for each phone call had risen as well—from an acceptable standard of 5.6 minutes to an unfavorable 7.2 minutes. The department continued to be kept inundated with these types of calls for the two years that these changes have been effect.
HealthSouth is one of the nation’s largest healthcare providers specializing in rehabilitation. HealthSouth was founded by Richard M. Scrushy in 1984 and went public in 1986. Scrushy served as its Chairman of the Board from 1994 to 2002. The company was incorporated in January 1984 as Amcare Inc. before its name was changed to HealthSouth Rehabilitation Corporation in May 1985. In January of 2003, Mr. Scrushy reassumed the position of CEO.
Health Care workers are constantly faced with legal and ethical issues every day during the course of their work. It is important that the health care workers have a clear understanding of these legal and ethical issues that they will face (1). In the case study analysed key legal and ethical issues arise during the initial decision-making of the incident, when the second ambulance crew arrived, throughout the treatment and during the transfer of patient to the hospital. The ethical issues in this case can be described as what the paramedic believes is the right thing to do for the patient and the legal issues control what the law describes that the paramedic should do in this situation (2, 3). It is therefore important that paramedics also
Scrushy, and it is now one of the largest healthcare providers in the United States. HealthSouth offers many services across 35 states and Puerto Rico through its inpatient rehabilitation hospitals, home health agencies and hospice agencies. The company went public in 1986 after Scrushy, who was the CEO at the time, and Aaron Beam who was the chairman, had sufficient investment. By 1996, HealthSouth had a market value of over $12 billion and around 1800 facilities across the United States. HealthSouth had consistently reported high profits and revenue; hence they were highly reputed and people were encouraged to buy shares in HealthSouth. However, in 2003, it was discovered they were creating inaccurate financial statements which overstated their revenue. Their revenue was overstated by between $3.8-$4.6 billion throughout 1992 to 2003. Forensic audits conducted by PricewaterhouseCoopers revealed this information, thus HealthSouth’s business declined for the next few years, many staff members lost their jobs and investors could not recover their
Banner Health is a non-profit organization in the health sector based in Arizona. The health system operates twenty-three hospitals and specialized facilities. Banner Health is ranked the second largest in Arizona because it has employed more than thirty five thousand workers, which the highest number in the region. Banner Heath provides hospital care, emergency care, hospice, laboratory, outpatient, surgery, rehabilitation, pharmacies and home care. Recently, the organization has been operating physician clinics in primary care that include Banner Medical Group and Banner Arizona Medical clinic (Banner Health, 2015). The organization has a medical insurance plan called Medicare Advantage. It is looking forward to implement key organizational
When considering employment at a profitable healthcare provider, research the company’s strengths, growing opportunities, employee benefits and the job opportunities that are offered before making a decision. Consider what type of services are offered, and is the company strong enough to lead in the competitive world of healthcare.
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
Honor Health is a hospital and physician provider system located in phoenix Arizona. Honor health is relatively new hospital chain, more specifically it is the result of a merger of Scottsdale hospital and the John C. Lincoln Health Network (Alltucker, 2013). Honor Health’s mission statement is relatively short, comprising only a single sentence. Their mission and vision statements are, “To improve the health and well-being of those we serve” and, “To be the partner of choice as we transform healthcare for our communities” (Honor Health, 2015). While their vision and mission statements impart a direction and goal for their organization, the vagueness of both statements may cause problems in guiding targeted strategic initiatives. This essay
Based on the case study provided: Hospital A, Porter Regional Medical Centre (Hosp. A) & Hospital B Banner Regional Medical Centre and Turner Geriatric Centre (Hosp. B) merged to form a consolidated entity named “Portsmith Regional Medical Centre” (PRMC). Both Hospital A and B were fully accredited hospital, with “state-of- art diagnostic technology” which included MRI and CAT scanners, 24-hour physician staffed emergency centers. Both Hospital A and Hospital B are located in a small community of 60,000 people in southeastern part of Idaho.
They have 7 hospitals, over 40 doctors’ offices and their outpatient facilities exceed 50 locations. Aside from being one of the largest employers in state, the US government lists them as one of the best hospital systems in the country
HomeCo needs to consider a new corporate social responsibility strategy, especially when dealing with plastic. They are in a hypercompetitive industry, where corporations are willing to try new marketing techniques to get ahead of their competition and to mention the amount capital some of these corporations have to try in their plastics division. The company should be the innovator of companies where there responsible for both the internal and external aspects of their company. HomeCo is a plastics company, which has built up a substantial market share in UK, and other European countries. The desired strategy for HomeCo is to use their capital to purchase companies internationally, even if it means cutting jobs, and disconcerting shareholders.
Healthcare organizations are designed to meet the healthcare needs of individuals and promote a healthy community. The three healthcare organizations that interest me are: The Heart Hospital Baylor of Plano, Texas Health Center for Diagnostics & Surgery Plan, and Parkland Health and Hospital System. Due to the evolving healthcare industry, focusing on just patients and physicians is no longer a marketing strategy. According to Mycek (2015), “Marketing teams need to expand their consideration set and focus on the new 5 P’s of Healthcare Marketing” (p. 1).
These programs are: 1.)Care Transition Program (CTI) that supports self-management for older adults, family and caregivers. This program's director is Eric A. Coleman, MD (www.caretransition.org, 2016). 2.)Project Re-Engineered Discharged (RED) helps manage patient’s transition to home. This program developed by Boston University of Medical Center. RED is supported by Agency for Healthcare Research and Quality (AHRQ) and the National Institutes of Health (NIH) – National Heart, Lung and Blood Institute (NHBLI) (www.bu.edu, 2016). 3.) Transitional Care Model (TCM) is designed by Dr. Mary Naylor and a multidisciplinary team of colleagues at University of Pennsylvania, the transitional care nurse deliver and coordinate care for older adults that are high risk in readmission (www.transitionacare.info, 2016). 4.) Project Better Outcomes or Older adults through Safe Transition (BOOST) are a mentored implementation that is led by the Society of Hospital Medicine (SHM). 5.) State Acton on Avoidable Rehopistalizations (STAAR) is another HRRP program in three states: Massachusetts, Michigan and Washington. The program is run by Institute for Healthcare Improvement (www.ihi.org, 2016). These HRRP programs are currently adapted in Southeast Michigan to reduce and
HealthCo As a result of increasing competition and a decrease in membership numbers is attempting to improve staff performance in order to attract new customers. However management 's “top heavy” strategy combined with its resistance to change and views on different employees and managers in the workplace is damaging day to day operations. This damage is seen to be unappealing towards customers as many become enraged, “aggressive and abusive” as many leave the organisation. For example the staff came into work one morning and discovered that “computers and rates had been changed” with no warning given. This ill prepared approach leaves little time for staff to prepare, limiting the customer experience resulting in the decrease of members. If no action is taken to address this issue than HealthCo’s image will continue to become damaged as they lose customers to competitors. Communication goals should be set in order to assist management in the process of learning how to communicate effectively towards staff as well