Hospital Pacific Cataract And Laser Institute

“VH must find a best solution on controlling its medical equipment maintenance costs, improving operation efficiency, reducing the operating total costs, thus, making the most of the government funds in order to improve patients’ satisfaction?

Throughout the history of the United States, the economics of the health care system has experienced many changes. There are many factors to consider that has been the drive behind many of the changes within the health care system. Medical and surgical technologies are some factors that relate to the changes in health care. Besides these factors, allocating sources to fund health care services has always been the most critical factor. One might consider the economic term supply and demand when looking at the history of health care economics and the primary funding source. Health care funding

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 first factor to consider while determining the price and service decisions within the organization is the welfare of the society. The organization builds on the well-being of the society hence it services must be welfare oriented. This indicates that the Einstein Medical Center would have to adopt affordable prices offering more opportunities to the society members to

The NIH Clinical Center is one of 27 centers at NIH (NIH, 2015). Others include the national eye institute and the national cancer institute, along with many others. They are located in Bethesda Maryland but they also have facilities in Montana, Arizona, and North Carolina (NIH, 2015). NIH as a whole provides information on the latest health trends and newest healthcare technologies. There is information for consumers needing a doctor referral or medical information, as well as information for professionals; such as research they can be apart of and local jobs to apply for. They also provide grants and training opportunities for professionals. Their mission “is to seek fundamental knowledge about the nature and behavior of living systems and the application of that knowledge to enhance health, lengthen life, and reduce illness and disability (NIH, 2015). The clinical center has several departments including bioethics, pharmacy, social work, radiology, and many others (Welcome and Overview, 2015). At the Clinical Center they provide inpatient and outpatient services for customers. They also perform clinical studies or trails to develop new interventions or drug therapies for illness and disabilities (Welcome and Overview, 2015). The clinical center provides an environment for patient care, training, and clinical research (Welcome and Overview, 2015). One service provided I found very helpful is the patient advisory group in which former patients can serve as an advocate for

The facility is collaborating closely with the patient?s optometrists who serve as the primary care doctors. If a surgery is necessitated, the doctor of optometry (OD) will then direct the patients to the expertise of the eye surgeons of PCLI to address specialized treatments. In Spokane alone, they have built a strong network of about 150 family optometrists. For a period of time, PCLI has managed their operations with eleven satellite clinics, seven surgeons, several surgical assistants, patient counselors and a resident physician at every clinic (Swayne, et al., 2013). However, due to continued growth in the industry with significant market potential, stiffer competition is slowly escalating. In fact, intense rivalry from other laser eye surgery centers in Canada as well as other larger laser eye care centers in the nation who are charging less for Lasik eye surgery are becoming a huge challenge for PCLI. The facility is very much aware that there is an enormous possibility that they will lose a huge number of patients to the aforementioned competitors. With that, there is an intense pressure to reduce overhead costs to survive in a competitive landscape. It is imperative for the facility to reevaluate its market efforts and its services operations process and focus on new management strategy, capacity utilization, cost control and marketing

As a health administrator, my priority is to make sure the patient get a good health care which is the value for the money and affordable to all the citizens from all walks of life. Therefore, bargaining for the prices is a welcome initiative since the hospitals is not a profit making institution. Furthermore, all the human beings do not have the same income. This makes it rational to negotiate for prices to make sure the system cover all the patients. Thus, as administrator my first reaction is to listen to the suggestions given by the patients and other organization to get their point of view as to why they think the prices should come down.

In the article, “The cost-effectiveness of second-eye cataract surgery in the UK", Keith Copper et al. describes "a cost-effectiveness model developed for the UK Health Technology Assessment Programmed to estimate the health and cost consequences of second-eye cataract surgery."(1027). It provides a decision-analytical model to evaluate the cost-effectiveness of the second eye cataract surgery in patients with bilateral cataract. It shows a comparison between patients with bilateral cataract who receive one cataract surgery in a single eye. This source provides scientific methods to how cost effectiveness affects the outcome with getting laser eyes. It shows that my argument against laser eyes uses a clinical pathway to receive the health risks/

The price of the new medical device, BrightMatter, at Henry Ford Hospital is extremely expensive. The cost of the device is over one million dollars, and does not include the cost of software upgrades, or other technology improvements that need to be made in order for the device to be successful. The expensive device is expected to have a positive return on investment, which will more than cover the cost of the device, and other services. When formulating a pricing strategy it is imperative that organizations establish a strategy that will sustain a profit. When considering costs, organizations need to know what it can afford to pay, while taking into account the prices the market allows, as well as allowing a profit. According to the article by Sorenson, Drummond and Burns, when using the bundling strategy, CMS does not consider the cost relative to alternative treatment options in its pricing (Sorenson, Drummond, and Burns, 2013). Instead, the payments are based on estimates of average costs. This particular pricing strategy includes add on payments based on the higher cost of the device. The high cost of the BrightMatter device will allow Henry Ford Hospital to receive add on payments, that equivalent fifty percent of the additional costs of using the new device in a case (Sorenson, Drummond, and Burns, 2013). Formulating a pricing strategy for the device, BrightMatter, does not

| Threats * Strong Competition * Competitors new products and innovation * Surgical Procedures offering

The costs of unnecessary surgeries touch consumers and taxpayers in ways most never imagine. Medicare, Medicaid and their private insurance counterparts spend billions of dollars on operations that shouldn't be done, draining health care dollars that could go to far better use.

Cataracts is an eye condition caused by a buildup of protein in the eye. Although it can occur at any age, it is far more common in those who are 75-years old—or older. If your parent or loved one is suffering from cataracts, they will likely need surgery to correct the problem. Although the recovery time is not very long or painful, your loved one will likely need help for the first few hours—or days—after the surgery.

Aravind Eye hospital is an inspiring example of a how a great leader with a great vision is all it takes to build a successful organization. And when the vision is that of service to mankind, culture and values play a major role in shaping that success.

In 2015, 80 percent of physicians said they have personal responsibility to control costs (compared to just 38 percent in 2005). Only 20 percent of physicians in the same study said they have complete discretion over the purchasing decisions of medical devices. This newfound focus on cost for physicians is the result of physicians moving to management-led organizations instead of physician-led organizations. While the influence in purchasing decisions has been shifting, both parties do agree that quality and clinical evidence are the most important criteria in procurement of medical supplies. Where the two parties differed was the importance of price.

Business Model When Aravind was first started it was done so as a non-profit, raising money through private donors and fundraises, but these efforts failed as there was not enough credibility and people weren’t providing them with enough money. Then Aravind changed to a hybrid model, charging patients based on how much they could afford to pay for their services. The creation of differentiated services was based only on the accommodations associated with the surgery, and the type of less – meaning the quality of the surgery was never affected whether you paid or not. This cross subsidy system in which charging patients relied in that the revenues from the paying customers would help cover the cost for the non paying or ultra subsidized customers. For this pricing strategy to work successfully, it was important for Aravind to have a high volume of customers. Aravind used community partners and eye camps to access the poor; this created a