Performance Management at Intermountain Healthcare

Since the establishment of Intermountain Health Care, they have grown to become an internationally recognized system of 22 hospitals, a medical group with more than 185 physician clinics, and an affiliated health insurance company. They have been recognized for their achievements and innovations in the development of systems and management, in order to produce effectiveness and efficiency within the processes of healthcare through high quality services and minimisation of costs. Intermountain Health Care’s performance has proved to be advancing exponentially as of the mid 90s, due to clinical-improvement projects routinely showing significant cost savings.

As CEO of Middlefield hospital I am recommending that do a couple things to improve the current financial performance of the hospital. First I feel like we have to become more competitive with the new hospital. First we need to go in and visit their facility to see what they have over there and what they are doing differently to make all of our patients that have been coming here

Our Primary Goal will affect the delivery structure for clinical services in the following ways:

The importance of strategy in healthcare is also increasing because of the demands in this field and the great change occurring in it (Walston, 2014). In order for the ERHA to establish itself as a leader in the health sector as compared to the other Regional Health Authorities (RHA’s), they must possess an element in their strategy which will allow them the competitive advantage over their competitors. According to Thompson et al. (2014), “Strategy is about competing differently from rivals – doing what competitors don’t do or, even better, doing what they can’t do”. The ERHA competitors are the other four (4) RHA’s and other private hospitals and birthing clinics. See Appendix A, Figure III, Identifying a Company’s

Successful strategic planning is essential for any type of health care organization. As a result, numerous health care executives and planners believe that strategic planning practices in the health care industry are effective and provide the appropriate direction and focus for their health care organization (Zuckerman, 2006). Furthermore, the health care industry is constantly changing and it is essential to develop strategic plans to stay competitive. Therefore, the purpose of this paper is to develop a department strategic plan that is intended to enhance the operational aspects of the department for the upcoming year.

Universal Health Services is a hospital management company that is one of the largest in the country. The company has focused highly on its Acute Care Division and is looking for ways to increase profits in the ever changing landscape of health care. “It is headquartered in King of Prussia, Pennsylvania, and employed about 68,700 employees (of whom approximately 48,700 were full-time employees) as on December 31, 2014” (Universal SWOT, 2015). As CFO of this company I want to continue our great success and assess where we stand in the health care sector of the market. In order to make any determinations on what the financial statements are showing, one must look back at the previous years and what the competitors of our field are doing. I will be looking at two of our closer competitors in my analysis, Tenet Healthcare Corp, and HCA Holdings, Inc.

The Triple Aim attempts to “bend the cost curve” as it relates to the case is a very easy concept of quality care saves money.According to McCarthy and Klein (2010) without balanced attention to these three arching aims, health care organizations may increase quality at the expense of cost, or vice versa. This bend the cost curve has to result from better coordination and less hospitalizations of patients. This improvements will result in maintaining or improving patients quality of life. In long-term analysis the cost reduction of treating high risk complex cases and hospitalizations will increase the healthcare organizations profitability. This aim will focus on increasing accessibility for consumers within their organization. Whether the

The major test and prospects for today’s complicated healthcare delivery systems require that leaders take charge of their operations. A strong operations focus can reduce costs, increase safety, improve clinical and non-clinical outcomes, and allow an organization to compete effectively with an uncompromising market (McLaughlin & Hays, 2008).

Health care systems are facing a changing landscape. According to the American Hospital Association (AHA) (2015), “experts have projected that multiple, intersecting pressures will drive the transformation of health care delivery and financing from volume- to value-based payments over the next decade.” The AHA further suggests that “hospitals must focus their efforts on performance initiatives that are essential in the short term and that will also remain critical for long-term success.” To meet this changing landscape and achieve long-term success, hospitals need to understand the shifts taking place, the current and potential challenges, and how to handle these changes.

Their plan includes increasing efficiency and performance across all departments. In order to achieve this, they are focusing on creating a more flexible infrastructure that will allow the hospital to respond to changes in demand as well as patient initiatives (monitor.gov, 2010). Another factor in helping the hospital to achieve their goals is the further investing in the infrastructure which will allow them to compete with other health care facilities for patient care and also an increased cash flow.

In the modern world of the health care industry, it is vital that organization’s financial statement analyzes be kept up to date and reported accurately within their company. A financial analysis is an evaluative method of determining the past, current and projected performance of a company (Investopedia.com). Collectively, individual patients seek for superior quality of health care services and integrity from professionals who work in the hospitals with patients while serving the communities worldwide. Although the health care industry is rapidly changing as time progress, providers still have an obligation to satisfy the patients and deliver excellent care to those in need.

This document covers the three big ideas that could enhance better the performance by optimizing opportunities within a healthcare organization. These are recognized as having the maximum, second and third supreme profit potential for improving healthcare organizations In the preceding direct of significance, they are Customer Relationship Management (CRM), and also Total Quality Management ( TQM ) and Outsourcing. Essentially our focus is on building sustainable customer long-term relationships that add value for both the company and the customer.

Another challenge faced by performance management is the ability, or lack of, to actually improve the performance by employees to reach and achieve at a greater height than they already are (Armstrong, 2014). The organisations must circulate inspiration between employer and employee to garner more success in business matters and as a personal development process. An organisation must maintain a healthy and active level of staff inspiration during the interview and requires a continuous emotional, physical and mindful investment in themselves and others to ensure that it reaches a charitable capability. Motivation and contribution by staff to employees shouldn’t be left to rot and unnoticed, as naturally they’d become a thing of the past

Superior health philosophy is based on long term goals that promote longevity to the community and the organization as a whole. Currently Superior health is deciding on a new location for their organization and this process is costly to the organization. This financial burden needs to be handled effectively so that the Superior health can still provide quality care

Surviving in the healthcare industry is no easy task. Part of staying afloat is improving performance continually. To do so there needs to be a measurable goal, a timeline to achieve it, and lots