Perpetual Mercy Hospital Case Analysis

A comprehensive satellite health clinic will reduce admissions, as well as re-admissions to the current single hospital within the county. This extra resource will reduce the possibility of competitors moving into the area, specifically those from neighboring hospitals that could bring the needed services that PMH is lacking and looking to provide. Additionally, consumers feeling forced to travel out of the area for care, or those facing the potential of being transferred out of the area due to the severity of the case as a result of inadequate primary and preventative care, or lack of space will diminish through these efforts.

the population that the health center caters to must be identified as an unserved or underserved one

The ethical committee should intervene to determine the ethical responsibilities of the medical and administrative staff. The people involved should be held accountable and give them the opportunity to communicate the patients about the medical

One of their issues with staffing physicians is the local competition. They are either employed with other managed care facilities, contractually obligated to another facility, or have other priorities. Due to the number of patients, they are outgrowing their current facility and looking to expand. They have found an ideal location, but would have to invest $500,000 to remodel as well as $479,000 to purchase the building. Although the new location would appeal to Medicaid patients and the insured population, Mrs. Marrs is unsure if the time is perfect to expand.

| After the new clinic build up, the visits in the north will switch to new clinic, the benefit of PHC will decrease.(see Exhibit 2)

hospital’s leadership and physicians total asset control. Customization of the facility and control of the facility is a definite advantage. Appeal While renovating existing facilities should be more cost effective, it is still a short-term solution. A newly designed facility is a long-term initiative. New facilities bring in future concepts and all kinds of opportunities for new services. One of the other primary advantages to a new facility is that it has appeal to physicians, future recruits, current employees, and potential hospital donors. New facilities appeal to community investors as well. Financial According to one commercial real estate acquisitions and marketing manager, the assumption that leasing real estate costs less than building or buying real estate assets is completely fallacious. Because hospitals use different

The clinic will stay exactly as it is, with the consequence that it will not be able to provide the needed healthcare to the growing demand. The growing amount of people in need of healthcare in the community will have to continue to travel

4. Now focus solely on the expected profitability of the proposed marketing program. How many incremental daily visits must the program generate to make it worthwhile? (In other words, how many incremental visits would it take to pay for the marketing program, irrespective of overall clinic

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

Analyses used to collect the data were the profitability, break-even and utilization/volume. A dashboard analysis was also used. To analyze the profit of the organization over the next five years, profitability analysis was used with considering inflation rates for each item. Break-even analysis was used to compare the amount of additional visits per day if the clinic operated as-is to operating with the expansion of the new marketing program. The break-even analysis was also used to recognize the volume required to cover the costs of the marketing program. The dashboard analysis was then used to summarize all analyses used.

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

Hardy Hospital Case Study Answers PDF is simple as well as easy. Mostly you have to spend

In order for the Downtown Health Clinic to maintain there financial strength in the hospital market I think there are a few alternatives which will give them a clear competitive advantage. • Adding a gynecological physician is must add alternative. With 70 percent of their client base being female and one half inquiring about gynecological services their contribution margin will increase thus exceeding last years revenues. Adding a physician, while it does increase variable cost, is another option that needs to be strongly taken into consideration. It will allow the DHC to stay boost from 9 to 12 hour days, allowing the DHC to add revenues by $129,720 just by simply providing grounds for an additional 65 employer physical exams per month. In addition it will also cut down on wait times, due to having 2 physicians with

The problem at Memorial Hospital is the focus on costs instead of health care. When a health care provider does not take the primary business as the core value of the operation and make strategic and tactical decisions based primary on costs, it decreases the consumers’ (patients) satisfaction in long run. As consumers reduce or stop purchasing goods and services from the hospital, hospital may make more cost oriented decisions and falls into a negative cycle. Eventually the hospital may face the fate of loosing business to competitors and the possibility of closing the door.

With corporate management’s financial metrics, which provides previous year’s average nursing staff percentage and billing rate, by using the data that are collected from the referral tracking master log to yield each location’s expected weekly hours approved and average process days, the potential revenue of 7 days from the referral pipeline can be calculated. As each location’s average referral process days is greater than the median, that location has greater possibility to reduce its referral process days, therefore potentially increase the company’s revenue (see appendix 4, chart 1 & 2) Based on the findings, Tucker PDN has the highest average referral process days – 62 days and second highest potential revenue of 7 days -$14,200 (Staff % × Billing Rate × Expected weekly hours approved); Philadelphia PDN has the third highest average process days – 53 days and third highest potential revenue of 7 days - $13,900. These two locations are top priorities in term of reducing the referral process days and generating extra revenue. Plus, Harrisburg PDN and Westford PDN can also be considered as priorities, since both locations are also well above the total average referral process days, have a great amount of potential revenue of 7 days – in total of $21,000. For PDH location, Wilkes Barre PDH is the primary location, with second highest average referral process days and second highest potential revenue of 7 days, as 7 average