Metrohealth Case Study

There are basically five options in total because there are four other vendors that make X ray films. The competing companies DuPont, Agfa, Fugi, and 3M. DuPont and Agfa can produce quality that is roughly consistent with Kodak. On purely a cost basis, Mr. Rubble would most likely go with DuPont since is of roughly the same quality as Kodak while also costing less than Agfa who also produces a product of comparable quality. The price of DuPont $1.50 per sheet of X ray film and represents the lowest cost of premium quality suppliers.

NHS of Chicago has access to resources that will have a direct benefit to the Chatham Initiative including:

The article is about Diagnostic Related Grouping. The DRG primary duty is to decide on how Medicare and other insurance companies pay for hospital costs. For the DRG, it requires that hospitals are paid a fixed amount of cash prior providing health care to a given patient. Earlier on, hospitals used to compile the total money spend during the treatment of the patients. Most of the medical facilities used to include many minor expenses so as to get extra cash from the patient’s insurance cover. In some hospitals, patients used to be admitted for a longer time than usual so that the cost would increase for the purpose of benefiting the hospital. After noticing the behavior, the government came in and through the Medicare, patients diagnosed with the same condition are supposed to pay the same amount of cash despite the time he/she is admitted to the hospital (Elizabeth, 2017).

The Anatomy of Care (AOC) is an interactive game where the scenario is set at Metro Hospital, which has the best medical reputation in the area. Even with a prestigious reputation, it was evident that issues regarding facility, staff, organization and budget were affecting how the organization cared for patients, but more importantly, how patients were perceiving the organization. AOC allows the user to make decisions in the role of a hospital team member, choosing from a charge nurse (Janice), a transporter (Emilio), a doctor (Dr. Klinger), a desk clerk (Clara) or an environmental services technician (Kyung). No matter the role, every team member’s encounters had an effect on a patient’s or family member’s experience.

Thank you for your interest in Med Solutions, your full-service revenue cycle management firm. We want to say hello and welcome.

The cost of the health care industry has always been rising since the early 1980s. It has been a growing concern in both the industry and society. Massachusetts General Hospital (MGH) is no exception. Even though the average length of stay (LOS) for the patients in MGH has been declining (Exhibit 10), it is still the highest compared to their competitors (Exhibit 6). Besides the cost, there is no uniformity of process and standardization across different facilities and departments of the hospital. MGH lacks communication and coordination between the facilities.

The week of the 21st of November, American Healthways is conducting a health care screening at the company offices that includes: a health assessment and a blood test. There will be an incentive to signing up and completing the full health assessment. The sign up sheet will be in the break room.

However, only in the area of outpatient and inpatient expenses did every size hospital experience an increase in costs. While medium and large hospitals shared an increase in expense in daily and ambulatory expenses, small hospitals experienced a surprising decline in expenses related to those two fields. All of the data on small hospitals in rural areas shows sharp decreases from 2010 to 2011. Startlingly, the same cannot be said for small urban hospitals. The daily and ambulatory expenses decreased, the same as rural hospitals. Yet small urban hospitals experienced a growth in outpatient and inpatient expenses from 2010 to 2011. Therefore, it is logical for outpatient and inpatient expenses to increase overall, because while some subcategories that contribute to the total showed decreases, further analysis of those subcategories show only one decrease in inpatient and outpatient

I chose to report in the area of general medical and surgical hospital, although it provides explanation on cost and revenue it fails to mention them in detail. The article stated that for the past decade hospitals have decreased in numbers, as well as in patient hospital beds. However, reading the article under organization and structure it reveals cost and revenue. For instances in the late 2000’s, the largest source of income for hospitals came from Medicare and Medicaid services, of 2.24 trillion, in governmental funds they provided 1.04 million or 46.2 percent. Medicaid accounted for 19.2 percent and Medicare, 14.7 percent. Private insurances paid 34.6 percent which would be over 775 billion, finally out-of-pocket expenses accounted for 12 percent, which was equivalent to 268.9 billion. The remaining 7.2 percent came from other sources of revenue.

One in every four Canadians will be affected by lung disease over the age of 35 and the rate is predicted to increase (Gershon, 2013). These statistics demonstrate that every Ontarian, if not affected themselves, knows someone who is. North East Ontario (NEO) is a vast area and has a significant population with CRD (LELHIN,2014). Access to a northern PRP requires significant travel for patients (OLA, 2017;Crighton, Ragetlie, Luo, To, & Gershon, 2015). The geographical distance creates barriers to accessing PRPs.

These classifications allow for medical information to be captured, analysed and compared according to patient treatment with resources required and resources consumed which correlates to state-wide funding cost and this data is linked up against costs incurred by the hospital and compared to other hospitals, this is a integral component as this forms the basis of hospital funding budgeting and funding ("Classifications", n.d.). During the classification process the AR-DRGs bundle similar treatments with other interventions that are equal in complexity or consume similar amounts of resources and results in the hospital receiving an amount of money based on the treatment difficulty provided ("AR-DRG V9.0", 2017). However, the purpose of ABF is to ensure that hospitals are utilising their resources to maximize patient care and prevent hospitals from using unnecessary resources such as keeping patients in hospital for excessive amount of time, the graph on the poster highlights the cost associated with patients length of stay, as the length of stay increases the costs substantially rise (Independent Hospital Pricing Authority, 2016). Therefore, the focus of ABF is

The null hypothesis is rejected. The proposed hypothesis that medical surgical admission is higher than cardiac admission was correct. At the 5% level of significance, from the sample data, there is sufficient evidence to conclude that the medical surgical admission rate in Minnesota hospital is higher than the cardiac admission rate. Not only that the bar graph (see Fig 1 of attached spreadsheet) also show that all the hospital sampled in the research has a high rate of medical surgical admission compared to cardiac admission.

High quality of service is being provided to patients at low cost. The cost comparisons between Shouldice and other hospitals in Table 1

The payment rate to the hospital for inpatient stays, are actually case-based. This means that the rate is determined case by case, or per inpatient admission, instead of on a daily basis or a fee-for-service-basis. A standard payment rate is predetermined based on the average amount of staff, supplies, and other resources normally used and assigned to each Diagnosis related group (DRG). Every hospital is paid the same amount for all patients regardless of the actual costs incurred. Every hospital is given a unique reimbursement rate per DRG depending on its geographic location and other factors. .

A multiple regression analysis is used to determine the relationship or association between independent variables (IVs), also known as predictor variables, and a dependent variable (DV) (Sen & Srivastava, 2012). The purpose of the report is to summarize and analyze the Virginia Hospitals data from 2005 to determine run a multiple regression model against multiple predictor variables and determine statistical significance between the various hospital variables (i.e. independent variables) and the Total Operating Expense (TOE). A multiple linear regression was calculated to predict the DV (i.e.Total Operating Expense_05) based on the IVs (i.e. Staffed beds_05, Medicare Days_05, Medicaid Days_05, Total Surgeries_05, RN FTE_05, Occupancy,