MEMORANDUM From: 200096 To: Steven Clinton Date: April 15, 2000 Re: Pate Memorial Hospital Recommendation: Pate Memorial Clinic should expand office hours from an opening time 7:00 am to a closing time of 7:00 in order to increase patient visits. Problem Statement: Should Dr. Roger Mahon, Pate Memorial Hospital (PMH) administrator, take action, if any, to compete with the newly established clinic, located five blocks north of PMH’s clinic? Facts: Regional Market: During the 1960’s, the hospital industry boomed with billions of dollars for hospital construction with additional funds for expansion and construction of medical schools. Government sought to reduce health care costs through cutbacks in subsidy programs and cost-control regulations. Innovations in health care delivery severely reduced the number of patients serviced by hospitals. Competitive Situation: PMH is a 600-bed, independent, not-for-profit, general hospital located in the southern periphery of a major western city. PMH is financially stronger than most metropolitan-based hospitals and it debt-free among the city’s six general hospitals. There are currently demographic shifts and the hospitals administration and board of trustees have serious concerns about its patients mix. The population growth has occurred in the suburban areas to the north, east, and west in which PMH is located south of the city. This caused PMH to become increasingly dependent on inner-city residents, who have a higher median age and higher incidence on Medicare coverage. In 1998, the board of trustees authorized a study to determine whether to open an ambulatory facility (Pate Health Clinic, PHC) in the downtown area about ten blocks north of PMH. Ambulatory health care serv... ... middle of paper ... ...burban location Competitors key marketing capabilities Direct mail advertising Response from competitors Have the same socioeconomic profile and the same usage and employment characteristics Will the competitors change in the future? The projected volume of employment and insurance physicals could change ATTACHMENT 4- SWOT ANALYSIS Strengths Weakness Opportunities Threats PMH is financially stronger than most of the metropolitan-based hospital. It is debt-free and has highest overall occupancy rate among the city’s six general hospitals Patients still dissatisfy with service hours. Lack of gynecological services. Population in the area where PHC located was expected to grow 6% per year 20% more personal illness visits next year than last year Construction in the downtown area had stimulated worker’s compensation activity
The expense per discharge and the expense per adjusted discharge are both higher than average. The positive trend in outpatient profitability has been in an increase in profit per visit and net revenue per visit. Outpatients profit has influenced the hospitals in expanding their outpatients and shrinking its inpatient services. Inpatient charges increased the net revenue per discharge shown in the quartile information. The Riverview Community Hospital is known to provide high-quality services to its patients. It provides an adequate amount of revenue to cover its expenses. Moreover, it allows provides charity care without affecting its stability. Also, the Riverview community hospital has joint reimbursement from the government. The length of hospital stays has been below average with allowing doctors and nurses with effective resources. The average length is below average it is quite beneficial to both patients and the hospital because it is less costly, and opens up resources for other nurses and doctors not only does it help out the workers, but allows the patient to be taken care of with accessible facilities. Therefore, it
There have been many factors that have led Coastal Medical Center to their current position, however, most of these problems stem from the former chief executive officer, Ron Henderson. During Mr. Henderson’s...
Supposedly, the national average occupancy rate of hospitals is lower than it should be because of rising costs of hospital care. Factors causing variations in occupancy rates are hospital size, product diversification, and urgent versus non-urgent
The Greater New Orleans Area has a population of about 1,251,849 people. Louisiana has the third lowest state property tax at 0.46 percent, and Plaquemines has the lowest property tax of the four at 0.402 percent. This bodes well for purchasing a building in the region, as Kaiser Permanente would pay lower property taxes. However, there are more pressing concerns: the state has a large deficit, just announcing a forecast shortfall of $530 million in Medicaid due to a jump in enrollees in the state program run by five private insurance companies. Louisiana was also just listed as the fourth worst state in terms of access to mental illness care, but one of the states with the highest prevalence of mental illness. There are 18 hospitals in the region, with three major health systems and four stand alone hospitals that service St. Bernard, Jefferson, and Plaquemines, the parishes farther from the city center. Blue Cross Blue Shield is the predominant provider network, covering 214,790 enrollees, or 65 percent of the market share (Becker,
This paper’s brief intent is to identify the policies and procedures currently being developed at Midwest Hospital. It identifies how the company’s Management Committee was formed and how they problem solved and delegated responsibilities. This paper recognizes the hospital’s greatest attributes and their weakest link. Midwest Hospital hired Dr. Herb Davis to help facilitate the development and implementation of resolutions for each issue.
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.
In 2010, the passage of the Patient Protection and Affordable Care Act (PPACA) initiated reforms between healthcare and healthcare providers. For example, Huntsville Hospital Health System developed as smaller healthcare providers sought refuge under Huntsville Hospital’s larger umbrella. Nine separate campuses, among the North Alabama area, constitute the Huntsville Hospital Health System
Hospital A before the merger was a for-profit hospital, relatively new facility, in east side of town. It consisted of 110 hospital beds, 8 of which were reserved for transitional care. Services provided were: general surgery and same day surgery, full-service rehabilitation department and radiology department. Other services included kidney dialysis center, on-site retail pharmacy, blood bank, women’s center e...
The University of California – San Francisco Medical Center is one the best hospitals in the country. In 2010 the hospital was the seventh best hospital out of 100’s of others. How does a hospital reach this level of success? A hospital such as UCSF they have to be willing and able to find better and new ways to approach the care for their patients. Superb patient care is only one of the reasons why UCSF is one of the best. The innovative research and the extensive education in the Science of Health at their medical school are more reasons. UCSF Medical Center has been known to specialize in many of areas of medicine but there are areas they are most popular for. They also have many strategic plans that are already being putting in affect to better their hospital reputation and for the coming years.
Hospital Corporation of America (HCA). Staff Analysis Statement of Problem HCA, after following a conservative financial policy since its establishment, has entered the new decade preparing to make some changes in order to realign their financial strategy and capital structure. Since its establishment, HCA has often been used as a measure for the entire proprietary hospital industry. Is it now time for the market to realign their expectations for the industry as a whole? HCA has target goals that need to be met in order to accomplish milestones in the future.
Terry, K. & Weinstock, M. (2008). Hospital & Health networks: Will PHR’s rule the waves or roll out with the tide? 82, 8; ABI/Inform Global. Retrieved from http://0-proquest.umi.com.aupac.lib.athabascau.ca/pqdweb?did=1545198461&sid=5&Fmt=6&clientId=12302&RQT=309&VName=PQD
Once the transient designs have been actualized and choices made, the accomplishment of the Association and venture relies upon different things. The first will be an arrangement on the most proficient method to enroll representatives for the center; this will likely be an arrangement that should be continually racing to maintain a strategic distance from deficiencies in staffing. Another arrangement should be the advertising design, demonstrating the district that the center is open and the different choices accessible in the other facility. There additionally need to contract with insurance agencies, despite the fact that the populace is low-wage, meeting all requirements for Medicaid, with ACA there are other insurance agencies accessible to occupants. Assessments and benchmarks. Each venture needs places and approaches to ensure the venture is performing to measures and take into consideration changes to achieve those imprints. For the satellite facility, there should be a timetable set up keeping the team(s) on track with the final product of opening. Things to be incorporated would be financing, acquiring land, securing gear, contacting representatives, and a course of events only to build the facility. Once the center is running there requirements to approaches to ensure this venture is dependent upon PMH norms of care by contrasting it with the present models of healing facility and its facility. One would be understanding
hospitals were built in hopes to cater to the needs of a growing population in Kingswood, Blacktown,
The VA and MTF felt they needed to make the change with emphasizing team-based care. The VA provides care to approximately 8 million beneficiaries with 5.2 of the beneficiaries receiving primary care services. Between 2009 and 2011 there has been 1,000 primary care practices converted to the PCHM model. During that time the VA experienced a 4% decrease in hospitalization. At one of the MTF’s in San Antonio the emergency room saw a 14 percent of reduction in use of emergency room and urgent care. In all the those cases, the physicians leaded the health care team but ancillary services all played their part from case management to admin services it was all in team
Farrington-Douglas J, Brooks R (2007). The future hospital: the progressive case for change. London: Institute for Public Policy Research.