Problem statement Pate Memorial Hospital is a 600-bed, independent, not-for-profit, self-supporting hospitals. PHC, an ambulatory health care facility, was opened by PMH. Sherri Worth, a new assistant administrator of Pate Memorial Hospital in charge of the PHC, was told that a firm plan establishes a clinic five blocks north of
There are several reasons I recommend Trinity Community Hospital choose to lease space for the new orthopedic service line. Financially, this option results in the lease amount of cash outlay upfront. This would allow monies to be more effectively utilized for other expenses related to the new line. From a time stand-point, leasing would allow for the orthopedic service line to be opened much earlier than buying or constructing the space. Also, the current volatility of the market does not make this an optimal time to invest in real estate. Additionally, health care reform is still in it’s’ infancy and it is difficult to gauge the effect it will have on Trinity Community Hospital’s finances. The leasing option provides the hospital with the least amount of exposure and risk during this period of uncertainty.
SCANNING OF ENVIRONMENT Scanning of internal and external environment are key part for decision making and planning for achieving of organizational objectives. Internal and external environment are called SWOT Analysis.
Abstract: The paper describes a proposed business plan for a new healthcare organization. The healthcare organization consists of 200 beds along with a 24 hour emergency room service. The focus of healthcare would be on adults. The physicians hired are of the top most quality and have years of experience in serving this occupation.
Background This case study is based on the Metrolina Health Center, which was started by Dr. Charles Warren. Williams and several medical colleagues with a $25,000 grant typically from the Department of Health and Human Services. Dr. Williams is the first African American to have services on this category of staff; Charlotte’s Memorial Hospital, which is undoubtedly the Charlotte’s largest hospital. The main concern of Dr. Williams is the health care needs of poor people in the area. He had always focused on making the word a better place, especially for the people who feel less fortunate. The doctor also went ahead with enlisting the aid of a local dentist, Dr. John murphy among other professionals including the director of the Sickle
CASE SYNOPSIS In mid-April 2000, Sherri Worth was faced with some very unsettling news about Pate Memorial Clinic’s future with a competitor potentially moving into the area. Worth was the assistant administrator at Pate Memorial Hospital (PMH) and was also responsible for the Pate Health Clinic (PHC). A study by the competitor was being done to see whether sufficient demand existed to establish a clinic 5 blocks north of PHC. The two biggest concerns in regards to the new competition were:
Introduction 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.
As the Chief Executive Office of Middlefield Hospital, it has been brought to my attention by the Chief Financial Officer that our financial performance has been deteriorating for the past six (6) months. It has also been brought to my attention that the new facility has been admitting more
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 C.W. Williams health center known previously as the Metrolina health center was established by Dr. Charles Warren who was the first African American staff in the surgical department of North Carolina’s largest hospital alongside some other healthcare leaders. Its mission is primarily to adequately provide quality and accessible care to the people of Mecklenburg County ensuring efficient service, effective systems, and personal care with the help of supportive staff in conducive environments.
Environmental Scan Essay 4/20/2013 Environmental scanning can be viewed as a way of acquiring information about outside events that can aid organizations in first identifying potential trends, then interpreting them
Perpetual Mercy Hospital Case Situation Analysis The hospital industry has seen a dramatic change since the 1960s. Millions of dollars were poured into the industry causing a huge boom in independent hospitals and respectively a large boom in insurance coverage. Eventually the government had to step back in and reassess their
Wellstar Douglas Hospital in the only hospital in my area of Douglasville, Georgia. I chose them because they are local, not-for-profit and specialize in comprehensive care. It is vital that this hospital has the best staff that it can because it would be the one in which my family, neighbors, friend, and community will go to. Since they are in a small community outside of a major city like Atlanta which may offer what may look like more lucrative or enticing future with the major organizations. It states in the article by (Hariharan, 2014, p. 44) “there is clearly a greater demand for physicians, especially in primary care than an available supply, especially for rural areas.” This means physicians know they can almost go anywhere they want and get a job. The dilemma for the administrators in Wellstar would be to offer a more beneficial plan without ruining the cost for staff in all departments and skills so high it would not make sense. The hiring and retaining employees
Environmental scanning involves an organization to look at any trend, opportunity or threat that could create issues for their company. Once any of these issues are identified, the organization should consider new strategies that react to these external factors. Issues should be examined that involve not only direct customers and suppliers, but also competitors, any changes in regulations and possible political involvement. External factors will be constantly changing so environmental scanning should occur frequently and regularly to ensure the current issues have been captured. Research and data analysis can help drive decisions regarding overall marketing changes that might be necessary.
Friedman doesn 't think this expansion would be profitable. However, he has never done an analysis of the situation and has not thought about an appropriate tuition. He believes that the infant/instructor ratio in his center should be no higher than 5 infants to one instructor. The center would have no food costs for the infants. Compton will only agree to Friedman 's suggested changes if the center will continue to operate at or above the current profit level. Friedman does not start a new class unless more students are on the waiting list than are required per class. Obviously, enough students are on the 5-to-6 age group waiting list to start a new class. Lately, however, he has wondered if the center could make a profit by starting classes with fewer than the requisite number, taking the chance that new students would appear and could be added immediately. Information from his various inquiries implies that a potential market for quality infant care (0 to 24 months) exists. Friedman doesn 't think this expansion would be profitable. However, he has never done an analysis of the situation and has not thought about an appropriate tuition. He believes that the infant/instructor ratio in his center should be no higher than 5 infants to one instructor. The center would have no food costs for the infants. Compton will only agree to Friedman 's suggested changes if the center will continue to operate at or above the current profit level. Questions: 1. Look at each