Perpetual Mercy Hospital - Case Study

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 hospital that the clinic is attached to is opening a brand new facility and has decided to expand their community support by opening a family medicine clinic that will utilize the hospital resources. The community is a wide range of working classes, low income, poor, and rural families that must travel some distance to reach health care providers. Attracting patients that need primary care and continued health care will drive referrals to the ancillary departments in the hospital. This increases revenue for the hospital.

Today in our society the culture of hospital mainly concentrates on treating symptoms and curing patient physically rather than treating patients as whole. A holistic approach is invented in healing hospital. This paradigm encompasses healing person as a whole by upholding harmony of mind, body and spirit. According to Erie Chapman the president and CEO of the trust, the main commitment of healing hospital is to deliver and fashion a radical loving care ("Journal of Sacred work," 2009). In this essay writer will discuss the apparatuses of healing hospital and its relation to spirituality;

Blake Memorial Hospital’s internal weaknesses include: poor quality of care, increasing operating debt and costs, poor location, a high percentage of Medicaid low-scale reimbursement, forceful physician demands, and potential physician defection. For example, most payments for the in-house services at Blake Memorial Hospital were not successfully collected. In addition, the income has remained fixed while the hospital expenses continued to increase. Moreover, the six off-site clinics are in bad condition and need to be rectified (Rakish et al., p. 136).

The healing hospital paradigm focuses on the removal of stress and other health risks in the hospital environment for both patients and visitors. These factors are intrinsic to the hospital setting and not the ailments being treated within. For example, stress for patients is generated through painful therapeutic procedures, loss of social life, change in financial status due to the healthcare expenditures, etc. Minimization of these stressors ensures that the patient’s well-being is maintained while the comprehensive care and attention aspects

The providers of Sunnyside Hospital will be contacted next in the form of a series of town hall meetings if hospital space is available or mailers. It is essential that we reassure our participating providers that their service is invaluable and patient care is our priority. We need to be sure that the providers have confidence in the service that our company supplies. We will also reassure the providers that we value their expertise in providing comprehensive patient care and it is our role at Southside HMO to coordinate that care while maintaining costs at an affordable level for

Peace Memorial Hospital is a 600-bed, independent, not-for-profit, general hospital located on the southern periphery of a major western city. It is one of six general hospitals in the city and twenty in the county. After doing much research, the Board of Directors has decided that they should open an ambulatory location in the downtown area, to be known as the Downtown Health Clinic (DHC). The clinic will have 4 major objectives: “1. To expand the hospital’s referral base, 2. To increase referrals of privately insured patients, 3. To establish a liaison with the business community by addressing employers’ specific health needs, and 4. To become self-supporting three years after opening” (Kerin

Healing hospitals require more than just patient care, they require love and compassion with not only a patient but there family as well. A healing physical environment starts with caring for the patients but is also affected by how healthcare staff interacts with families. They believe that by creating a loving, compassionate, and appealing environment it will help the patients and their families get through difficult situations. The three components of a healing hospital are as

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.

- There is a large physician aftercare population for referrals. Healthcare needs are high and there are four hospitals within a 15 mile radius leaving the need for more

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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

Columbus Regional Hospital (CRH), a non-for-profit organization with 225 beds, is the system’s star facility (Columbus Regional Health, n.d.). CRH has a Privacy Excellence Award, and the National Committee for Quality Assurance recognized CRH for outstanding patient-centered medical home practices (Columbus Regional Health, n.d.). Additionally, the Becker’s Hospital Review named CRH as a great community hospital, and Thomson Reuters acknowledged CRH in the top 100 hospitals (Columbus Regional Health, n.d.). Moreover, CRH is one of the most beautiful hospitals in America (Columbus Regional Health, n.d.). They provide emergency and surgical services and comprehensive care in many specialty areas, such as, mental health (Columbus Regional Health, n.d.).

The third alternative is for the DHC to add gynecology services at the clinic. When the patients were asked on how DHC could improve their services to the downtown area, about half of the female patients requested that gynecological services be added. Worth believed that gynecological services would benefit the clinic since 70 percent of current visits are made by women. As stated, women should see a gynecologist regularly at least once or twice a year which Worth estimated an additional 2,000 visits each year by providing this service. This gynecology service would require a charge of $104 per visit, including lab work, and would run patients $70 per hour to employ the gynecologist. This service would show patients that their opinions and needs are valued, which would increase customer satisfaction, willingness to return, and patients to refer other people. This would benefit the clinic in order to compete with other clinic in providing the same services and adding value for its patients. By the