Assignment 5 Mercy Health System Baldrige Award Recipient

A comprehensive satellite health clinic will reduce admissions, as well as re-admissions to the current single hospital within the county. This extra resource will reduce the possibility of competitors moving into the area, specifically those from neighboring hospitals that could bring the needed services that PMH is lacking and looking to provide. Additionally, consumers feeling forced to travel out of the area for care, or those facing the potential of being transferred out of the area due to the severity of the case as a result of inadequate primary and preventative care, or lack of space will diminish through these efforts.

Mayo Clinic: is in the business of providing patient care through their many different Clinics and hospitals. They are ranked number two as one of the top twenty hospitals for heart and heart surgery per the Forbes list of top hospitals, and they ranked seventy one out of one hundred in the top one hundred places to work (Forbes, 2012).

MedStar Union Memorial Hospital (MUMH) is a nonprofit community based hospital and a nationally rank for their specialty performance in nephrology, orthopedics, heart bypass surgeries, knee replacement, general and medical surgery. The hospital is located in north central Baltimore city area and was founded in 1854 by the “Union Protestant Infirmary” to “provide shelter and medical care to the sick, poor, and disabled”. In 1923, the name was change to recognize and honor the people who have contributed to its development and foundation. In 2014, the U.S. News & World Report, MUMH was ranked as the 4th regionally and 4th around the Baltimore metropolitan area and is being recognized among the top 100 of “America’s Best Hospitals” for Intensive Care & Cardiovascular services. The hospital has changed his name around 2012 to MedStar to emphasize its growth strategy as a part of a new brand future. As of July 1st 2015, the median household income was $37,210, poverty level 23.09 %, high school level: 84.4%, bachelor 's degree: 31.7%, graduate or professional degree: 16.6%, unemployed: 12.6% (City Data, 2015). According to the U.S Health News magazine, the hospital is accredited by the Commission on Accreditation of Rehabilitation Facilities (CARF), has 238 beds, estimated 620 physicians, an annual revenue between 100-500 million/year, employees 1,000-5,000 and overall star

Sharp Healthcare, Scripps Mercy Hospital, and Kaiser Permanente are the major stakeholders in the San Diego healthcare market. The main competitor for Scripps Mercy Hospital is Sharp Healthcare, with both hospitals having around 25% of the inpatient discharge. Furthermore, Sharp has a slight edge over Scripps regarding the overall comprehensive care provided. Kaiser Permanente and UCSD Medical Center maintain approximately 10% of the market share (Tu et al., 2013).

In the following table, describe each of your choices and explain their functions and roles within the health care field. Your responses should total at least 50–75 words for each choice.

In the same county of Etowah, there are three competitors: Gadsden Regional Medical Center, HealthSouth Corporation and Mountain View Hospital. Of the three mentioned institutes, Gadsden Regional medical Center (GRMC) is the main competitor that targets the same population as Riverview Regional Medical Center (RRMC). Both centers share medical professional privileges and both share the same geographic location. However, RRMC maintains the advantage of being owned and managed by Health Management Associates (HMA) which has proven to be reliable and successful in the management of rural health care organizations and continuously improve revenue.

In addition, MONAHRQ has established partnerships with different organizations to provide customers with a system that has integrated the highest-quality of care in which ensures communities their required needs. The mission, vision, and values have a big role on hospitals working together with all of their patients to identify the health and well-being of every customer. Washington State hospitals and hospital systems have also mainly focused on their customer evaluation and satisfaction values by respecting patients and their care, which helps them sustain a healthy and safe environment in a community that identifies with every individual patient.

CMS will be rewarding the top performing hospitals by increasing to their payment for Medicaid patients. HCAHPS survey is sent out within six weeks of the patients discharged, there is 27 questions relating to communication with the staff, cleanliness, pain management, communication about medicines, discharge information and if they would recommend the hospital. The data is to Premier Incorporated to categorize the date, and then place this information on the website http://.wwwhospitalcompar.hhs.gov and available to the public. Health Quality Alliance and Center of Medicare and Medicaid Systems have awarded over eight million to hospitals who have shown improvements in the care of their patients.

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

6. Outline a plan, based on the information provided in the scenario, which the company could use in order to evaluate its financial performance. Consider all the key drivers of performance, such as company profit or loss for both the short term and long term, and the fundamental manner in which each factor influences managerial decisions.

Also, when looking at their financial statements they have maintained a good analysis other than 2008 and 2017, which will be

The company’s medium to long-term strategy, includes plans to continue expansion in the North American markets mainly in the area of personal and commercial banking. They also

In April of 2000, the Downtown Health Clinic (DHC), which is run and overseen by Perpetual Mercy Hospital (PHC), found out some troubling news and was very concerned about it. Perpetual Mercy Hospital was concerned about the possibility of a establishing a similar clinic five blocks north of their facility. The main concerned are that the new and upcoming clinic may take away DHC’s current patients and that such a similar clinic so close could put a damper the DHC’s profitability and financial

3- : Its objective and the evolution of its financial results over the last 2 years : p.9

The four components of its financial strategy are steady with this growth objective. Its growth objective is to remain a leading growth company and developing appropriate investment