Plano Executive Summary

Today, health care is one of the most the important subjects in United States. There are many Private and nonprofitmaking organization dedicated to health care. This paper discusses the readiness of Kaiser Permanente as a health care organization to respond the future health care needs of citizens. This paper also contains its strategic plan that addresses issues relating to network growth, nurse staffing, resource management and patient satisfaction.

A physician-hospital organization (PHO) consists of 15 hospitals – with 2,247 staffed beds – and approximately 500 physicians. The PHO operates in a very large section of south Georgia, including the cities of Valdosta, Tifton, Thomasville, Moultrie, and Waycross. The PHOs’ physician members represent approximately 90 percent of all physicians practicing in the region.

Opportunities Abilities to expand in hospital departments and health care services in facility. Location of hospital serves a large population area. Easy of public transportation to the hospital.

RECOMMENDATION  There is “an inherent conflict between best care and financial performance”. The CEO states that “Finances are not, and never have been, our primary concern.” However, the business must address its decreasing profitability to be able to continue to survive. This will become even more urgent if the reduced government spending that the CEO foresees happens.  The organizational culture is high quality care, high-performance and non-profit which must be taken into account in any solution. The healthcare business has a clear focus and is very successful at continually improving its patient care and processes.  While clinical performance improvements have resulted in revenue losses for the Intermountain healthcare business the Intermountain health plan, SelectHealth, and other health plans that buy Intermountain health care services have benefitted. Intermountain needs to translate these benefits into additional profits to support its main business, healthcare.   Its skill at providing this care should translate into significant market advantage for SelectHealth and for Intermountain when selling

The Palms Hospital is considering an expansion project that would utilize land previously purchased. By expanding into ambulatory surgical services, the hospital has the opportunity to increase revenues and capture market share in this area. Investigation in the NPV of the project and a scenario analysis reveal that the project would be profitable.

Strategic Planning is an essential first step in the development of a result-base accountability system,” (Schilder, 2013, p. 1). In strategic planning an organization must know their goals, missions, and how to reach them. Health care facilities are in huge demand for the elderly and for people who lives in low-income communities. A person who receives good quality health care services can prevent the spread of contagious diseases. This paper will describe the need of the community, population it is serving, and a brief description of the facility.

Big Bend Medical Center is a full-service, not-for-profit, acute care hospital with 325 beds located in Big Bend, Texas. The bulk of the hospital’s facilities are devoted to inpatient care and emergency services. (Gapenski, pg. 27) The outpatient services section of the hospital is used by the Outpatient Clinic, as well as the Dialysis Center. The Outpatient Clinic, which makes up about 80 percent of the outpatient services section, has recently grown in volume and has created a need for 25 percent more space than it currently has. Moving the Dialysis Center to a new building was decide to allow expansion of the Outpatient Clinic. A change and focus on the allocation of costs has some department heads angry and claiming of

Impact to Healthcare organizations - These increases in cost raise questions of health care expenses at the hospital level. As higher profits are sought, the cost will become unstable for all, thus causing many to postpone going to the doctor. However, there are many complicated problems associated with our healthcare system. We will focus on main issues that can correct many related problems within the current structure. More importantly, we need to find ways to ensure all Americans have access to health care; and we need to hone in on how we can get the best value for the $2 trillion dollars we spend annually on healthcare.

Patton Fuller Community Hospital (PFCH) has been a not for profit healthcare facility since 1975 with a focus on providing the highest quality of healthcare. PFCH specializes in the following services; emergency medical care, specialized surgical procedures, baby delivery and prenatal care, physical therapy, and has a well-established radiology department. Being one of the primary healthcare facilities in their area, PFCH has raised the bar by providing a diverse selection of health programs that support the local community. This paper will review the current business systems in place, suggest improvements and provide how those changes could overall improve PFCH, both internally and externally.

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

An organization such as the Oregon Association of Hospitals and Health Systems (OAHHS) is established to help Oregon hospitals understand how to best serve their unique communities, while continuing to reach state-wide goals. OAHHS currently has a primary goal of helping Oregon hospitals to reach the Triple Aim determined by healthcare reform: improving the quality of patient care and population health, while reducing the per capita costs. This type of organization completes ongoing analyses of their business, on a regular basis to ensure that they are communicating the most up-to-date information to the hospitals of their state. A SWOT analysis is one type on analysis that can help them to determine internal and external factors, including environmental and marketing challenges that may need addressed.

The hospital industry has seen a dramatic change since the 1960s. Millions of dollars were poured into the industry causing a huge boom in independent hospitals and respectively a large boom in insurance coverage. Eventually the government had to step back in and reassess their role in health care. Here is what you need to know about the industry. Types of Health Care Programs: - HMOs are Health Maintenance Organizations that provide health care for a fixed monthly fee. - PPOs are Preferred Provider Organizations are usually offered through large employers where patients can more options and not be as restricted as an HMO. Ambulatory health care services are those that are used on an

Greenleaf, a national health insurance company, decided to open a clinic in a busy downtown area near a metro station, they conducted a needs assessment prior to selecting this location. While in the process they must have considered the map of what and how they want to do. There can be several issues they might have considered like: decision-making, time, types of decision that needed to be made for the betterment of the clinic, setting of clinic, internal influencing factors, and External influencing factors. Greenleaf with help of GIS (Geographic Information System) mapping, learned that a large percentage of its policyholders worked within a 1-mile radius of the clinic. The fact that over the past year and after an extensive billboard,

This plan functions as a guide in conducting daily business activities as well as making short-term and long-term decisions (Lorette, n.d.). Also, it includes a communication plan which will help the organization in promoting the hospital on national as well as international stage. In addition, there are sales plan and customer service plans which will help the organization to interact with the current and future potential customers

Trinity Hospital is a 150-bed facility located in the southeast United States. The hospital offers a range of services varying from internal medicine to neurology, and boasts a dedicated nursing staff and community-recognized excellence in patient care. While the hospital stands out in terms of excellence in several distinct areas of patient care, Board members an other higher-ups within the Trinity community have begun strategically planning for significant upgrades to the hospital in terms of what type of care is offered to patients being treated at Trinity. A strategic plan targeting oncology, orthopedic, and cardiovascular care has been developed in hopes of generated new revenue, new clientele, and new status for the hospital should these plans be carried out.