E-Health, Negotiations And Change Essay example

At the time of the IPO in ’69, HCA operated 11 hospitals throughout Tennessee and the neighboring states. With the backing of strong capital investments, HCA experienced rapid growth in just one year’s time and was operating 26 facilities with an aggregate of 3,000 hospital beds in its portfolio. This was achieved with diversity via mergers, acquisitions, and contractual agreements to manage non-HCA

Baylor Scott & White Health, formerly Baylor Healthcare Systems and Scott & White Health, respectively, merged in October 2013 to become one of the largest healthcare systems in the United States. With a new-shared vision, mission, and values statement, this paper examines the strengths, weaknesses, opportunities and threats present in light of this new merger. A carefully considered execution plan is imperative to ensure continuity of exemplary healthcare and a seamless merger of two similar cultures. As stated by Joel Allison, CEO of Baylor Scott & White, “of mergers that fail, probably seventy five percent fail because of culture.” The execution plan presented in the following pages will help this new entity avoid the risk of losing the trust of their patients and the communities they serve, while creating a new culture acceptable by all that provide and receive the healthcare services of Baylor Scott & White Health.

The healthcare industry consists of many strengths and weaknesses during the improvement of patient safety, efficient operations, reduction of medical errors, and ensuring that they provide timely access to all patient information. This will have to still comply with all legal guidelines as they control costs and protect patient privacy. The adoption of advanced information technology is a popular strategy being used in the healthcare industry because it allows their weaknesses to be progressively diminished as they gain and use the opportunities necessary as an analytical tool. This would allow their capabilities to be further developed with the new technologies and processes used as they unify the adoption of IT standards. In order to stay competitive within the healthcare industry, then there must be specific actions and measures that must be taken to ensure a positive outcome. This includes external opportunities to increase the capability of the IT infrastructure in a national environment as the growth of industry standards are met in order to decrease the pressured threats of legal compliance through patient trust and the high cost of IT. The growing recognition of strategic leadership often leads to both improved financial stability and contact accessibility of the system. Some challenges that may occur within the healthcare system may cause issues in a hospital setting because of the centralized society of an organization. This is because of the different visions and

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

In 1997 University of California, San Francisco (UCSF) merged its two public hospitals with Stanford’s two private hospitals. The two separate entities merged together to create a not-for-profit organization titled UCSF Stanford Health Care. The merger between the health systems at UCSF and Stanford seemed like a good idea due to the similar missions, proximity of institutions, increased financial pressure with cutbacks in Medicare reimbursements followed by a dramatic increase in managed care organizations. The first year UCSF Stanford Health Care produced a profit of $22 million, however three years later the health system had lost a total of $176 million (“UCSF-Stanford Merger,” n.d.). The first part of this paper will address reasons

There are various considerations that may affect hospital scores, it involves satisfaction and eduction in which are a very important aspect of nursing care. As a nurse, it is important to have positive outcomes. There is currently one hospital within a 5-mile radius of my current facility. The two hospitals that are in this comparison are Kingwood Medical Center and Memorial Hermann NE. My place of employment is MHNE. So, when compared to Kingwood Medical Center, Memorial Hermann NE scores slightly better in both categories. Kingwood Medical Center patient satisfaction was 70%, while Memorial Hermann was at 73% with state and the national average of 76% and 73%. Even though my facility MHNE is at the national average, it is still lower than

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

In this case, this increases transparency in the market as it supports informed decision-making, which can help drive improvement that results in higher quality care, lower costs and more engaged patients. 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 in hospitals working together with all of their patients to identify the health and well-being of every customer. Washington State hospitals and hospital systems 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.

Hospital Compare is a website that has information about the quality of care at Medicare-certified hospitals. It can be used to find and compare the quality of the care of the Medicare-certified hospital and the agency

I did my rating on Memorial Herman Northeast which is close to my house. This is a brief summary of Memorial Herman Northeast based on their website (2017). According to the website they are a hospital that house around 255 beds at this location. They have been servicing the Lake Houston and Kingwood area for thirty plus years by giving quality care that is convenient and close to the homes of many. They are one of sixteen hospitals of Memorial Herman Health System which is considered to be the largest not for profit health system in Texas. They also have various specialty programs and services and are considered to be one of the busiest level 1 trauma centers (2017).

Survey of patient’s experiences is important source of information of the quality of health care provided by the particular hospital, which allows patients to compare the hospitals in the area. The HCAHPS star rating of Gulf Coast Hospital and Bay Medical Center is two stars, while Sacred Heart Hospital is rated with four stars on the excellence of care. The outliner indicators for Gulf Coast Medical Center in the survey of patients’ experiences on the question: “How often did patients receive help quickly from the hospital staff?” shows that 74% patients pick the answer “always communicated well”, that is slightly lower than national average with 79%. The survey question “How often were the patients’ rooms and bathrooms kept clean” only 61% of the patients pick that their bathroom and room were “always clean” that is much lower than the national average 74% and only 47% of the patients understood the care that was provided when they were

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.

The health care industry is one of the most dynamic and delicate industries in the U.S. having experienced healthy and substantial changes for the last thirty years most of which have aimed to improve health care management and services delivery to the patients. The changes have enabled the integration of technology into the industry such as in the area of informatics, science and research and payment services and clinical treatments. The health care sector has introduced various changes to address disease and health care management such as the Modernization Act of 2003, the Patient Protection Act and Affordable Act, which aim at improving health provision and most

In observation, (Fahnestock, McComb, & Deshmukh, 2013) stated "Information technologies are transforming the way healthcare is delivered. Innovations such as computer-based patient records, hospital information systems, computer-based decision support tools, community health information networks and new ways of distributing health information.” (p.3.2). In the sector of delivering healthcare using technology, has made it easier for healthcare professionals to access medical records, digitization of prescriptions and view test results. With the use of high-performance devices being used in the hospital, helps to make the jobs of healthcare professionals a little easier. As well as relieve anxiety from anxious patients that may be awaiting lab results to come back. Therefore, IT devices and services has been and continues to be a tremendous help and game changer for the healthcare system. However, there is still a lot of work to be done to help shape and reform the healthcare

Since 1993, the Truven Health 100 Top Hospitals program has used both independent and objective research to guide hospital and health system performance. In this process, they analyze public data sources to compare hospitals to similar organizations. The 100 Top Hospitals program uses a balanced scorecard that incorporates public data, proprietary, peer-reviewed methodology and key performance metrics to arrive at an objective, independent analysis of hospital or health system performance. This research measures performance, organizational alignment, progress