Case Synopsis Of Langley Medical Health

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.

One of their issues with staffing physicians is the local competition. They are either employed with other managed care facilities, contractually obligated to another facility, or have other priorities. Due to the number of patients, they are outgrowing their current facility and looking to expand. They have found an ideal location, but would have to invest $500,000 to remodel as well as $479,000 to purchase the building. Although the new location would appeal to Medicaid patients and the insured population, Mrs. Marrs is unsure if the time is perfect to expand.

The Palms Hospital is considering an expansion project that would utilize land previously purchased. By expanding into ambulatory surgical services, the hospital has the opportunity to increase revenues and capture market share in this area. Investigation in the NPV of the project and a scenario analysis reveal that the project would be profitable.

Strategic Planning is an essential first step in the development of a result-base accountability system,” (Schilder, 2013, p. 1). In strategic planning an organization must know their goals, missions, and how to reach them. Health care facilities are in huge demand for the elderly and for people who lives in low-income communities. A person who receives good quality health care services can prevent the spread of contagious diseases. This paper will describe the need of the community, population it is serving, and a brief description of the facility.

Patton Fuller Community Hospital (PFCH) has been a not for profit healthcare facility since 1975 with a focus on providing the highest quality of healthcare. PFCH specializes in the following services; emergency medical care, specialized surgical procedures, baby delivery and prenatal care, physical therapy, and has a well-established radiology department. Being one of the primary healthcare facilities in their area, PFCH has raised the bar by providing a diverse selection of health programs that support the local community. This paper will review the current business systems in place, suggest improvements and provide how those changes could overall improve PFCH, both internally and externally.

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.

The most direct threat to ELH is the strong community competitor, Creekside Trails Hospital. It is a 45-bed, for-profit facility located 35 miles away on the other end of the lake and is 50 years newer than ELH having been opened in 1995. It is a for-profit organization and offers more specialty services, namely cardiology care. This threatens ELH’s livelihood not only by creating a more appealing alternative for citizen seeking medical attention but also by becoming a viable option for current ELH staff looking for a more stable and promising place of employment.

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

To add to the dilemma, the rising cost of healthcare will not adequately be addressed by any new healthcare system. The costs of healthcare in America are staggering and currently represent over 17% of our national GDP with the expectation of that number rising to 20% in less than 5 years. These costs are direct hits on the revenues received by hospital which affect their ability to remain operational. As the hospital’s revenues and profit margin decrease, so does the expected longevity of the hospital.

Opening an additional RHC will provide many community health benefits. For instance, it will result in a more appropriate use of healthcare services, improve patient safety, and expand service availability (HHS, 2010). However, its feasibility is questionable. Only after examining PMH’s mission, vision, and goals, assessing stakeholder support, identifying environmental

Determining the feasibility of this type of project will require the evaluation of various factors, which can generally be summed up by completing a market and SWOT analysis. Currently, Pocahontas Memorial Hospital (PMH) is pursuing a strategic initiative which includes determining if developing a satellite clinic within Pocahontas County is not only conceivable but also enduring (CSU-Global, 2016a). These analyses shall be completed as part of the assessment period, guiding the Board of Directors in

This plan functions as a guide in conducting daily business activities as well as making short-term and long-term decisions (Lorette, n.d.). Also, it includes a communication plan which will help the organization in promoting the hospital on national as well as international stage. In addition, there are sales plan and customer service plans which will help the organization to interact with the current and future potential customers

I did the Custer Hospital scenario as well. Like you I said that the budget and financing was going to be the biggest ex problem, considering that this is why the last CEO left. But, another problem that is going to slow the process down and relates to budgeting is the fact that they have no community assessment for the outpatients clinics. Since one of the recommendations was to add another outpatient clinic, it would be wise to even assess if they need one, or to assess whom is actually using the outpatients clinics. Once they have this figured out they could see how the budget will even need to be composed. The assessment would be able to show what portion of the community use the outpatient clinics and what type of revenue they

A SWOT is often seen as the last step of strategic planning, where analyses are compiled for a Board of Directors to work from, which is completely acceptable in the healthcare environment, as analysis occur through many methods (van Wijngaarden, Scholten, & van Wijk, 2010). Currently, an internal strength of PMH, in which they are extremely successful at controlling, is their ability to capitalize on the strategic planning process. PMH recognizes that with constantly changing federal, state, and local laws, it is imperative to keep their mission and vision in the forefront, while introducing shorter-term strategic plans to address local needs as they develop. This organization has been proactive in the community by creating a rural health clinic, conducting a health needs assessment as recent ago as 2013, and are now in the planning stages of creating a satellite healthcare clinic to further reduce the burden to the hospital, creating more available and desired services for the community, and increasing revenue.

The original mission of CMH was to provide care for a specific area in North Carolina that was defined by their original charter and what changes have been made to their original certificate of need since then. As of right now, the hospital is able to send the cases that would be taken care of with the increased capacity to Duke University Medical Center. Apparently this arrangement has worked in the past and patients have not suffered because of it. However, there is a stated need which could be fulfilled by the hospital and free some beds for Duke. Although this is not in compliance with the original mission of the hospital, that could also be altered to include the new facility.