Healthcare Paper

Over the course of our countries history, the delivery of our health care system has tried to meet the needs of our growing and changing population. However, we somehow seem to fall short in delivering our goals of providing quality, affordable and accessible healthcare to our citizens. The history of our delivery system will show we continuously changed the delivery of our system however never mange to control cost. If we can come up with efficient ways to cut cost, the delivery of quality care will follow.

Some hospitals have merged with other healthcare organizations in hopes of providing a more integrated delivery system. However, delivery in many organizations is still quite fragmented leaving many US citizens dissatisfied. According to a 2011 survey conducted by the Commonwealth Fund;

Unfortunately, a lot of things went wrong in the UCSF and Stanford merger which ultimately cost them tens of millions of dollars. For instance, they were projected to save almost $300 million by 2020, when in reality they lost almost $90 million in two years’ time. It didn’t help that reimbursement rates were down at the time and patients were starting to move to lower paying plans. One notable problem from the start was that USHC continued to hire and ended up with 1000 new employees. Additionally, the IT costs for the year 2000 were astronomical to say the least, and the merger expenses were double than what

Change can be devastating and not always everyone agree with it. The biggest transformation in healthcare is the implementation of the Affordable Care Act. With the new health care system the government mandated U.S. citizens and legal residents to have health insurance that resulted in the rise of insured individuals. Due to the new policy more people have access to health care that means more primary physician needed to accommodate the rise of new patients. Shortages of physicians not only in the primary care area but also in specialty care area are projected between 46,000-90,000 by 2025 ("The Physician Shortage," n.d.). The pay-for-performance focuses on quality that will eventually decrease the costs (James, 2012, p. 1). This system will give a reward or a bonus to the health care providers whenever they meet or exceed quality standard that are being set (James, 2012, p. 1). In contrary the system can also penalized those providers that are unsuccessful in providing the indicated goals or cost savings (James, 2012, p. 1-2). There are 2,225 hospitals in 2013 that were fined under the Hospital Readmissions Reduction Program (HRRP) which is part of the ACA regulation (Anderson, 2014, p. 11). For the institutions to survive with the new system a lot of hospitals are merging that a year after the ACA implementation there

From 1991 going forward, the health care environment again experienced fundamental changes as a result of the deregulation of hospitals which according to Ingols and Brem (as cited in Swayne, Duncan, and Ginter, 2006) was occurring for the first time in a decade. According to the authors, the impact of the move was immediate. Following the deregulation, the financial viability of most hospitals was

Becoming more efficient: Healthcare reform and all its provisions are already helping hospitals find new methods to broaden facility efficiency, better control care and streamline charges. One object is renovating hospitals to diminish on operating charges. Clinic executives allocated 21% of their budget to renovations compared to 16% for brand development in 2012 consistent with an ASHE 2012 survey. A further approach is enforcing new applications comparable to what Seton family of Hospitals did after they enacted a nurse call center which on a monthly average dropped emergency room trips by 12.1%.

Healthcare changes occur rapidly, and it’s a costly venture to constantly pay staff to research trends, and assist with implementation procedures. Organizations such as OAHHS have been developed to help remove that pressure individually, and allow Oregon hospitals to utilize the information that is provided and advocated for at the state level. Hospitals that take advantage of such programs benefit from this growing organization, which continues to hire new staff, are able to tackle specific projects that are of importance to those digesting information to tailor it for specialties.

Somerville, M. H., Seeff, L., Hale, D., & O'Brien, D. J. (2015). Hospitals, collaboration, and community health improvement. Journal of Law, Medicine & Ethics, 43(1), 56-59. doi:10.1111/jlme.12217

In the healthcare industry there is constant evolving goals to improve patients and workers quality of life. Leading into Mount Sinai Medical Center recently has purchased multiple private hospital locations in New York City. Their mission is to offer quality health access to the masses of the population. This expansion is geared towards creating healthy accessibly for New Yorkers. Mount Sinai Medical Center goals of enhancing accessibility for New York’s five boroughs by embarikng on this mergers. In additon to the expansion the goals are to improve quality measures and performance within the additional hospital locations. According to (http://smallbusiness.chron.com/difference-between-objective-mission-statement-24872.html) the mission can

Quality & Patient Satisfaction: The literature also demonstrates that vertical integration does not lead to improvements in the quality of care or patient satisfaction. In fact, the results of the studies show that compared to hospitals, physician run enterprises deliver higher quality care, which was generally established through lower hospital

Cathy and team did a fantastic job of summarizing and we are in agreement with the assessment as Merge offers a tighter integration for clinical workflow improvement. The initiative will most likely require a business case for discreet funding as we understand the FY18 YNH medical equipment capitol does not have an allocation for this, Chris is double checking this for us.

Today, many large hospitals can be found, but are they organized for the patients in mind or some other alternative? The main goals in hospitals should be patient care, but that is exactly what some are lacking. A small Boston hospital that was once known for its departments and great quality for patient care was taken over by a larger bureaucratic hospital (Fenigsen). This proved to be disastrous because while, at first, it was not having problems financially, patient care was sacrificed for the academia side of hospitals (Fenigsen). Along with the issues of big institutions, the younger generation looking into healthcare, such as nurses, does

Revenue generated from inpatient services is decreasing gradually and it is shifting towards outpatient services and ambulatory surgical services, which are primarily owned by physicians. Hence hospitals are losing their money in this case

Two highly recognized and equipped hospitals, Porter Regional Medical Center (PRMC) and Banner Regional Medical Center (BRMC), in southeastern Idaho are looked at during their merging process. A three year merging process was set in place to solve five collective issues: “leadership, culture adaption, human resource management, staffing, and benefit issues” (as cited in Buchbinder and Shanks, 2012, p. 406). The main events that sparked merge of these competing hospitals were: PRMC decided to liquidate after experiencing a $1-million-dollar loss and anticipating another $500,000 loss to follow the net year; BRMC’s management concluded that they needed to expand and renovate their outdated facilities in order to sustain the demands of its clientele.

According to Forbes magazine, the demand for health care jobs has been on the rise for the last few years. From a historical perspective, hospitals were previously a driving economic engine in their local area. Not surprising, recent studies show that they are again becoming the biggest employers in their area. Considering the economic downturn, this is especially impressive. However, experts note that economic difficulties are actually driving hospitals to become more efficient and productive. In addition to this, the Affordable Care Act (ACA) is driving citizens and employers to obtain and provide insurance coverage. Equally important, the Affordable Care Act has increased the growth of key programs, such as insurance exchanges and the Medicaid program.