Analysis Of Ronald G. Spaeth Of Today 's Health Care Administrator

In order to understand current health delivery services changes and formulate predictions, one must thoroughly comprehend the three developmental eras of the health care system. The evolution of our current health care system began in 1850, and has metamorphosed in three time periods, 1850 to 1900, 1900 to World War II (WW II), and WW II to 2009. Significant distinct and overlapping trends in disease prevalence, availability of health care resources, social organizations, and the public's knowledge and perception of health and illness and technology.

Duke University Children's Hospital was facing a financial crisis in 1996 that required turnaround and transformation in order for the hospital to survive (Spector, 2013). On top of the financial crisis, caused by decreased Medicaid allowances and an increase in capitated reimbursement patients, patient and staff satisfaction had reached an all-time low (Spector, 2013). The hospital's chief medical director, Jon Meliones, understood that the hospital could only do so much to control their financial outcomes and a united front would be needed to bring about effective and impactful change (Spector, 2013).

“He who has health has hope. And he who has hope, has everything.”- Benjamin Franklin. The decision to pursue a lifetime of service within the Healthcare industry was quite easy for me. After witnessing the importance of having exceptional health care first hand, I want to do everything I can to assist others by ensuring that healthcare policies and procedures are followed properly. Without proper health care, a person can feel lost and hopeless. I believe that an Administrative Fellowship at Massachusetts General Hospital will enable me with the necessary tools to plan, direct, communicate, and govern effectively in a health care facility.

Over the course of our countries history, the delivery of our health care system has tried to meet the needs of our growing and changing population. However, we somehow seem to fall short in delivering our goals of providing quality, affordable and accessible healthcare to our citizens. The history of our delivery system will show we continuously changed the delivery of our system however never mange to control cost. If we can come up with efficient ways to cut cost, the delivery of quality care will follow.

Following an organization announcement in 2015, the healthcare system was divided into four divisions headed by a leadership team of 5 that oversee all the divisions. The second division consists of the 3 regional hospitals associated with the New York Presbyterian system. Often hospitals associated with a healthcare system are hospitals waiting on approval from the city and HCOs involved. The 3rd division consists of NY-Presbyterian physician services. Lastly, the fourth division consists of all the health services that make up the health care system’s community and population health. These services include ambulatory care network sites and healthcare initiatives. As a Highly Reliable Organization, New York Presbyterian keeps track of multiple trends to shift and shape it’s organization for today’s always changing and complex healthcare industry. Through the tracking of consumer healthcare decisions, New York-Presbyterian uses this data to adjust its practices and policies to help patients make the best medical decisions and provide the highest quality of care. Positioned in one of the biggest metropolitan areas in the world, New York-Presbyterian keeps track of it’s competition by monitoring the consolidations of healthcare organizations within their market share. Through this monetization, the healthcare system prioritize its marketing strategy that allows them to sell the unique

This week’s case looks at the critical situation occurring at Riverview Regional Medical Center located in Etowah County, Alabama. The medical center, located near a strong competitor, is run by a veteran in the hospital management market, Mr Matt Hayes. Hayes is actively in the process of developing new ideas and revolutionary steps in an attempt to remain competitive in the market and regain profitability. The overall performance of Riverview Regional Medical Center appears to have decreased throughout multiple departments except outpatient surgical procedures, outpatient CT imagining, MRI imagining and inpatient MRI scans.

Health care administrators play a critical role in demanding medical field. There are many challenges and benefits within the administrator role. A great health care administrator can transform the healthcare organization. Within this in mind, Dionne Epstein agreed to conduct in-person interview to discuss her insight regarding the healthcare industry. Ms. Epstein has a unique background experience in healthcare and administrative services for over ten years. She even worked at Charity Hospital during and post-Katrina here in New Orleans, Louisiana. Ms. Epstein was a perfect candidate to discuss about the healthcare industry because of her educational background and experience.

On a snowy January evening, the Midwestern Medical Group (MMG) management team held a retirement party for Judith Olsen, MMG president. During the evening, Olsen reflected back on the years she had worked for MMG with mixed feelings about her experience. Over the course of their eight-year integration

This paper strives to answer questions based on the case study “Emanuel Medical Center: Crisis in the Health Care Industry”. As excerpted directly from the case study, Mr. Robert Moen, Emanuel Medical Center (EMC) president and CEO, was experiencing a number of challenges in 2002. The medical center faced numerous challenges in its external and internal environment. First, EMC garnered an onslaught of negative attention for the “Haley Eckman incident” in which a young man, who happened to be a gang member, died within view of EMC’s Emergency Department (ED) medical personnel rendered no care and watched. The emergency department at EMC was also experiencing greater pressure to deliver services in an increasingly

Since most specialty procedures are inpatient services, EMC’s inpatient occupancy rate suffers. The occupancy rate for Emanuel Medical Center – fifty percent – is far below that of its competitors and industry benchmarks. To accompany this, EMC (on average) receives a lower reimbursement for in-patient Medicare services per patient seen in comparison to its competitors. A result such as this is correlated with directly to the fewer amount of specialty services that EMC offers. In order for Emanuel Medical Center to be able to compete with other hospitals in its service area, it is imperative that EMC evaluates what services they currently offer and are capable to offer in the future to add value to the hospital, increase its revenue stream, and expand its patient mix. Currently, Emanuel Medical Center has not succumbed to its increasing financial pressurealthough EMC has had a negative operating income for five straight years. A negative operating income places EMC at a disadvantage because it limits the hospitals ability to renovate its aging building or hire new specialists to offer revenue enhancing procedures. EMC’s competitors, on the other hand, have large sources of revenue due to their mergers with large healthcare networks such as Catholic Healthcare West. Another competitor, Kaiser Permanente Modesto Medical Center, has extremely large financial resources due to the fact

The Stanford Health Services and UCSF medical center merger was projected to have a great turnout as it was supposed to be “enhanc[ing] the academic mission[s], strengthen[ing] referrals, and creat[ing] a more cost effective teaching hospital” (Sjoberg, 1999). The two competitors joined forces in hopes that it would alleviate the pressures of the new managed care systems by merging resources and acquiring more bargaining power. Stanford Medicine and UCSF came together at a time when many other academic health centers were looking to improve their negotiating powers with healthcare plans and physician groups. The merger offered hope to UCSF and Stanford by strengthening training programs and offering innovation plans as well as financial support.

Ellen Zane had her work cut out for her at Tufts-NEMC. The Tufts University affiliated teaching and research hospital had long been on the decline. It was mired in financial difficulty, was falling behind other teaching and research AMCs, and was not effectively serving its local community. Beginning on the day she accepted her position as CEO, Ellen Zane started on a path of reform. Upon learning that the hospital only had 10 months of cash on hand, she began brainstorming on how to make the hospital financially viable, starting by meeting payroll needs first. She discovered that Tufts-NEMC was being drastically underpaid and began looking for solutions to the problem of reimbursements. One of the more

I feel that initially the Government and the people of the United States knew something had to be done to provide the necessary care to our citizens and that the establishment of Medicare and Medicare took three presidencies to get everyone on the same page. At the outset of Medicare and Medicaid it was evident that it was needed for practically one half of our elderly had no health insurance. With initiation of Medicare and Medicaid now the poor and elderly and the very sick could have care and were three times as likely to be hospitalized than younger people. However, with this increase access to care now the Government needed to pay for the care. The cost of care during this time was high there was not any control as to how much a particular

In the Harvard Business School case study of Intermountain Health Care (IHC), we learned about the efforts made by IHC to adopt a new strategy for managing health care delivery that is focused on improving care quality while simultaneously saving money. Beginning in 1986 as a series of experiments tying cost outcomes to traditional clinical trials, IHC’s approach to delivering care became known as “Clinical Integration” which “referred to both an organizational structure and a set of tools” (Bohmer, 2002). The organizational structure required a departure from the traditional administrative management model to one that “involved administrative and medical

I am interested in pursuing an administrative career within a major health system. The UNC Fellowship Program will provide opportunities for me to : (1) gain operational and financial exposure to health care delivery within a nationally competitive health system; (2) acquire a diverse leadership perspective through shadowing and mentorship with Senior Leaders; (3) support UNC operational initiatives by leading at least one significant project that improves patient quality of care within a service line(s). In addition, I hope to learn more about how research interacts with clinical care and gain further insight and to see how the overarching strategy of UNC Health Care interacts with the School of Medicine and medical staff organization. My goal at the end of the Fellowship is to smoothly make the transition to a young leader in health care administration armed with the knowledge and foundation in health care management that I have acquired during the