Evaluation Of A Memorial Hospital

Sinclair memorial hospital has the following background information: 305 bed acute care facility, 6,300 in patient visits, 17,000 emergency patients yearly, 13,600 clinic visits and 8,500 outpatient visits. Services offered by the facility include: community health care, primary care, home health care, and cancer care. Before entering the HIM department there is a code of dressing that is expected. For the IT department, a casual wear is recommended but the most important part is the identification badge which has to visible all the time. The identification badge shows one is an employee in a particular department and also allows the accessibility of restricted areas within the organization. The facility has to be accessible to the public but The HIM department is expected to be secure in order to keep other employees and unauthorized persons from accessing and accessibility can achieved through authorization and permission are coded in the badge Recording is procedural, for example when a patient is brought by an ambulance, the nurse starts electronic recording through documentation and the health care information is kept throughout the period the patient is being taken care of by other health providers

Monies to renovate the hospital wing will come from a capital budget which will include the demolition and reconstruction of the existing structure without changing the footprint. Equipment and furnishings needed for the unit will also come from the capital budget. The hospital may apply for grants or run a fundraising campaign through the hospital foundation to assist with the costs of the project. “A fundamental concept integral to business planning is the time value of money. A dollar today is worth more than a dollar in the future” (McKay & Peters, 2013, p. 107). McKay & Peters go on to state that “Whatever money a project generates over time must take into account that the value of the dollar is falling” (2013, p. 107). The capital budget for the hospital wing renovation is an estimate of 1,500,000 dollars. This number is derived from comparing similar projects and then determining a reasonable budget for the project planned. One such similar project at Clarke County Hospital in Osceola, Iowa had a budget of 2,200,000 for a 10,000 sq. feet renovation of nine patient rooms. This renovation included replacing an elevator, a pharmacy remodel, and a mechanical penthouse with a chiller (Graham Construction Company, 2012). Another wing renovation at Braintree Rehabilitation Hospital was done in 2009 for 1.4 million dollars that included 35 patient room and a therapeutic patio (Scheible, 2009, p.1).

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.

The entire hospital holds a total of 90 beds, 5 operating rooms, 6 examination rooms, and a laboratory. Despite the size of the hospital, they average 150 operations per week and 7000 to 7500 operations annually. Also, it is important to note that there are only 12 full-time surgeons and 7 assistant part-time surgeons that handle all operations in 5 day a week period. The last thing to take into consideration is that each patient stays 3 days out of a week starting the day they arrive. Although Shouldice’s operations seems to be functioning just fine, there is a debate of effectiveness of whether or not they are fully utilizing their full potential in relation to surgeries performed and beds being

Quality of service should be one of the most important and well monitored goals for any medical facility, from your small town family doctor’s office, to nursing and rehabilitation facilities, all the way to large hospital systems. The quality of service provided in a facility doesn’t just affect the patients. Quality of service also affects the bottom line, or whether or not the hospital system is profitable. In order to better access the system’s current quality of service and to devise improvement plans I would need to explore issues that have significant effect on quality of care such as, patient satisfaction and retention, medical errors

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.

In order to determine which existing and potential services that Lakeview Medical Center (LMC) should offer, strategists must assess several key components of each service line to test its validity. LMC will conduct a “brainstorming” session outside of the work environment to encourage strategic thinking amongst the administrators. To begin with, these administrators need to decide whether or not each service at-hand aligns with the medical center’s mission. If the service does not further the organizational mission or purpose, then it should

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

Without strategic planning, several things can go wrong including missing out on great opportunities. Strategic planning is an organization’s outline to help achieve its purpose. Although strategic planning begins at the top of the pyramid, it is more effective when it is carry out as a whole among other in the organization. Having a good internal control system in place protects an organization from high risk, fraud, and more. Jackson Memorial Hospital has several weaknesses which are similar to its competitors and other health care organizations. For instance, Mount Sinai Medical Center one of Jackson Memorial’s competitors, encountered lack of strategic planning that led to many issues such as with readmissions, surgical complications,

Research for this capstone project is designed to determine the preferred model of provider construction to meet the unique staffing needs for the MidMichigan Health System (MMHS) consistent with the existing staffing model. Hospitals face a number of challenges making it difficult to improve patient care and reduce costs. One way healthcare organizations can effectively address many common concerns is by developing and deploying an appropriate provider staffing model. The ultimate goal of MMHS is to provide quality care for patients while complying with the standards set forth by the Joint Commission accreditation and reducing 30 Day

Strategic Planning: Due to the current issues, both internally and externally, the organization is facing, Dr. Townsend is challenged to prepare an action plan to implement the proposed strategy needed to restore the organization back to financial health and improve the morale among the physicians and support staff. Another course of planning Dr. Townsend will challenge is the organizations old structure into a way that all patients will be satisfied.

Their existing system and reputation have already set them apart as a market leader and has proven to be a profitable setup. However, there is still an unmet demand. Option 1 to add 50% more beds may not be beneficial if we don't also increase operation. Increasing the number of bed by 50% would not be advisable unless they would add more surgeons and operating rooms because the existing operating

Dr. David Torchiana (Cardiac Surgeon) and Dr. Richard Bohmer (Quality Improvement Administrator) want to improve the process in the hospital by

The problem at Memorial Hospital is the focus on costs instead of health care. When a health care provider does not take the primary business as the core value of the operation and make strategic and tactical decisions based primary on costs, it decreases the consumers’ (patients) satisfaction in long run. As consumers reduce or stop purchasing goods and services from the hospital, hospital may make more cost oriented decisions and falls into a negative cycle. Eventually the hospital may face the fate of loosing business to competitors and the possibility of closing the door.