Essay On The New York Presbyterian Hospital

RECOMMENDATION  There is “an inherent conflict between best care and financial performance”. The CEO states that “Finances are not, and never have been, our primary concern.” However, the business must address its decreasing profitability to be able to continue to survive. This will become even more urgent if the reduced government spending that the CEO foresees happens.  The organizational culture is high quality care, high-performance and non-profit which must be taken into account in any solution. The healthcare business has a clear focus and is very successful at continually improving its patient care and processes.  While clinical performance improvements have resulted in revenue losses for the Intermountain healthcare business the Intermountain health plan, SelectHealth, and other health plans that buy Intermountain health care services have benefitted. Intermountain needs to translate these benefits into additional profits to support its main business, healthcare.   Its skill at providing this care should translate into significant market advantage for SelectHealth and for Intermountain when selling

Kaiser Permanente is a managed care facility that provides services across the health care continuum. Over the years the organization has continually made efforts toward improvements since it was first founded in 1945. These improvements generate a series of successes that set Kaiser apart from similar organizations. But, just as any health care delivery system, Kaiser has faced challenges in the past, present and may continue to do so in the future. In this paper I will explain what attributes to the success of Kaiser Permanente and some of the challenges they face.

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 PHC. It is a big competitor for PHC. On the other hand, financial problems, Short service hours, long waiting time and lacking of gynecological services are all be the problem faced by Worth. Therefore, Sherri was requested to analyze the PHC’s performance and take Medcenter, a possible competitor, into consideration which either did or not opens a clinic in north.

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

Back in December of 2015, Kaiser Permanente planned to acquire Group Health Cooperative for 1.8 billion dollars with a proposition to invest $1 billion in new equipment, staff, facilities and research in hope to improve health in Washington state. In the Advisory Board’s article Eyeing growth, Kaiser announces first major acquisition in over a decade it says, “these deals are focused on delivering a better product to

The role of finance in Health Care Systems, Inc. as a regional not-for-profit hospital relates to both the accounting and financial management aspects of the business. Facets of both accounting and financial management are intertwined with maximizing productivity by way of managing and analyzing financial operations to ensure resources are being utilized properly (Gapensiki, 2013). The divulgence of financial reports to managers and investors will aid in the development of plans and budgets for future growth, assess acceptable levels of financial risk, manage contracts appropriately and make decisions related to capital investments allowing the organization to expand service offerings thereby demonstrating greater value in the community. Operating as a not-for-profit entity requires that the hospital operate exclusively in the interest of the public for a charitable purpose. Through understanding who the primary third party payers

To guarantee that its members receive appropriate, high level quality care in a cost-effective manner, each managed care organization (MCO) tailors its networks according to the characteristics of the providers, consumers, and competitors in a specific market. Other considerations for creating the network are the managed care organization's own goals for quality, accessibility, cost savings, and member satisfaction. Strategic planning for networks is a continuing process. In addition to an initial evaluation of its markets and goals, the managed care organization must periodically reevaluate its target markets and objectives. After reviewing the markets, then the organization must

New York Hospital in post-colonial Manhattan took place the nationwide “prank”, which influenced an incident that created havoc. This incident encouraged the formation of mobs. The mob’s goal to get revenge and their violent outbursts were the beginning of America’s first riot – The Doctors’ Mob Riot of 1788.

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 Presbyterian Hospital was founded James Lenox in 1998.Their goal is to "NewYork-Presbyterian is one of the nation’s most comprehensive, integrated academic health care delivery systems, dedicated to providing the highest quality, most compassionate care and service to patients in the New York metropolitan area, nationally, and throughout the globe"(http://www.nyp.org/about-us).My mentor Joseph Vasquez is a Puerto Rican man, who works as a corporate sales manager in the New York Presbyterian Hospital. He wanted to be a football player when he was young but he knew because of his physique his chances were slim.As a Corporate sales manage in NYP he takes care of the needs of employees at the hospital.Because there are so many needs and calls,

The earliest hospitals in America established in the 18th century were very scarce and the first claimed to be on Manhattan Island that was established for soldiers in 1663 in Philadelphia an almshouse was established in 1732 and it later became the Philadelphia General Hospital, they also can take credit for the first quarantine centers for immigrants and lastly they had one of the first private hospitals commissioned by a Dr. Thomas Bond that 3 physicians manned. Many hospitals all over including America had deplorable conditions, this was brought to attention by DR. John Jones who firs criticized hospitals abroad particularly the Hotel-Dieu of Paris that was said to have a 100% infection rate. Another Hospital was built in 1769 in New York,

The Johns Hopkins Hospital, located in Baltimore, MD, is one of the greatest institutions in modern medicine. Established in 1889 from the donation of philanthropist Johns Hopkins, the hospital and university serve millions of patients annually for emergency, inpatient, and outpatient visits. Patient care is the focus of Johns Hopkins vision. The hospital uses quality care and innovation to enhance patient care. It is the hospital’s goal to have great precision, safety, comfort, coordination, and improved workflow to achieve an outstanding customer experience. An added feature to the customer experience are the design elements that can be found flowing throughout their newest facilities which helps foster healing and stress free environments. From the dramatic art collections that fill the walls and windows of patients rooms, to its 20-year reign as U.S. News and World Report’s “Best Hospital”, Johns Hopkins has made its mark on society. At some point, however, every great dynasty loses its ranks. Unfortunately, Johns Hopkins is no different. With the creation of a federally-mandated patient satisfaction survey for Medicare and Medicaid reimbursement, the stakes for high ratings is of fiscal importance. In an effort to increase its patient satisfaction ratings, the hospital created performance measurements to highlight strengths and areas of improvement with patient outcomes. The implementation of this new initiative, the Patient Toolbox, considers the fundamental reasons

The paper is a presentation of a strategic analysis of hospital at home program of Presbyterian Healthcare Services in New Mexico, which seeks to improve care quality and patient satisfaction while reducing costs. The analysis identifies the key issues, conducts a situational analysis, presents strategy formulation, offers recommendations, designs the implementation of strategies, and concludes with benchmarks for success which utilize contingency plans. It is outlined how Presbyterian Healthcare Services are well suited to use the Johns Hopkins home care model. PHS will require adaptation, Market entry and competitive strategies that are rational to enter the market as outlined. As a recommendation, PHS should underline their commitment of creating a community of early adopters, and should consistently work to that end by providing guidance to more organizations. Implementation strategies are initiated in the form of service delivery and support systems that underline the implementation of the directional, adaptive, market entry and adaptive strategies. The benchmarks for success are based on how well the issues have been addressed by the integrated system, namely the results.

For several decades health care has been tied to the economy and with the current downturn we see continued efforts to control and reduce over-head costs. Health care organizations in their effort to become more efficient and address changes in the industry have altered their strategic business plans. Lee & Alexander (1999) researched organizational change in hospitals and their survival, in this paper I hope to discuss their findings and add other examples to validate their conclusions.

The availability of the resources allowed New York Presbyterian to make an improvement; as a result New York Presbyterian is now one the best hospital in the city. Patients will always go to the hospital which has a good reputation. Resources superiority allowed New Presbyterian to become one of the best hospitals with good reputation, which constitute and advantage over his competitors. In fact, if New York Presbyterian maintain, that competitive advantage over a long period of time. It’s called “sustainable competitive advantage”.