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).

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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.

As with any retrospective study, the strength of the conclusions presented in this study are limited by the potential for selection bias. We did employ a multivariate regression analysis to control for possible cofounding variables, but recognize that we could not identify and account for all factors that may have influenced cost. It should also be emphasized that regional variations in surgical care and cost exist, which implies that our conclusions may not be applicable to other institutions. 19 These limitations would be overcome with future prospective randomized controlled studies at various

As you know on Tuesday, December 1st, we are scheduled for an all-day clinical demonstrations session at 108 Providence. One of our strategies as a MSO is to provide independent practice management support for those practices that wish to remain independent. For these practices that we, as Novant Health, want to strategically align ourselves with, our first choice is to install and implement Epic via Community Connect as a vehicle to monitor and assess the practice’s daily operations. As our MSO continues to grow outside of Novant Health’s footprint, there will be practices that we choose not to strategically align ourselves with. In these cases, we may offer up a secondary EHR system that will not allow us to implement

Century Health is a faith based healthcare organization formed in 1996 by sponsors Adventist Health System and Catholic Health Initiatives. Centura alone currently employs 21,000 people and 6,000 physician partners across Colorado and Western Kansas. The network is made up of 17 hospitals, hundreds of of clinics, urgent cares, physician practices, senior living etc, with Net Operating Revenue of 3,443,658,000. This non-profit healthcare organization specializes in cardiac, trauma, oncology, neuroscience, pediatric, and senior service network (Centura Health, 2017). In 2009 Centura started its journey to transform the future of today’s health care for not only patients, but the communities as well. They created the foundation based on their

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.

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. .