Service Line Development Plan Essay

Our vision is to be the hospital of choice for patients, employees, physicians, volunteers, and the community.

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.

As identified in the Trinity Community Hospital’s Community Needs Assessment, the demand for orthopedic services in the area is expected to increase by 46% in the next five years. Inpatient joint and spine procedure are projected to increase by 30% and outpatient joint and spine procedures are expected to increase by 350%. Trinity

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.

OrthoOklahoma is an orthopedic medical clinic with a physical therapy branch that provides outpatient physical therapy care. The facility has a staff of three licensed physical therapists and a physical therapy assistant along with four physical therapy techs. I was able to observe all three physical therapists, Megan Ripley, Joe Ogle and Ken Roberts. At OrthoOklahoma, the most common patients are post-surgery from repairs of muscles, bones or joints. While shadowing these therapists, I observed cases of total knee replacement, total hip replacement, ACL/meniscus repair, rotator cuff repair, frozen shoulder, labrum repair, and other ailments from wear-and-tear and aging. This experience allowed me to talk to physical therapists about the ins and outs of their job, learn about different exercises and routines for treatment of injuries, and really get an idea of the work it takes to become a well-respected physical therapist.

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.

This hospital is a 65-bed rural hospital but it is the job of every hospital to give the best patient care possible. With a

Rio Grande Medical Center is a full service not-for-profit acute care hospital with 325 beds. Most of the hospital’s facilities are devoted to inpatient care and emergency services, but a 100,000-square-foot section of the hospital is devoted to outpatient (OP) services. Of the 100,000-square-foot OP section, the OP Clinic uses 80%/80,000-square-feet, and the remaining 20%/20,000-square-feet are used by the Dialysis Center. Increased patient volume at the OP Clinic has created a need for 25% more space than it is currently assigned. Due to its large size and patients’ need to access other departments the decision has been made to move the Dialysis Center to another location, and allow the OP Clinic to

The organization provides the usual array of inpatient services expected in a moderate-sized community hospital. A local nursing home and retirement community is for sale, and the organization is considering the purchase of that agency. There is a regional hospital that is trying to establish a statewide hospital network. There is a local county health department that provides some clinic services, primarily for the uninsured.

Service improvement is arguably one of the most important challenges facing the National Health Service (NHS) today, as both patients and service users search for a ‘good quality’ service, and expect services to be both efficient and effectual. All staff within the health service need to be educated and competent in their roles, in order to be able to offer a service that is beneficial to the patients that make use of it.

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

As a chief operating officer of a hospital, you have been tasked with opening a new ambulatory care center in your city.

I have been given the opportunity to create a new healthcare facility, and I have chosen to

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

For any New Service Development, there is a need for a framework to plan, execute and launch. It is proven that new services or products that are designed, developed in a planned structural framework have been successful in the market rather than those developed without a framework. Various innovative ideas are to be generated from various sources and these ideas are compiled in the Development stage of New Service Development Process cycle. The Planning phase of New Service Development (NSD) cycle comprises of Development and Analysis stages together. During the Planning phase, business strategy is being developed. On defining strategy for the development, the Organization will have clear vision and generate specific ideas that are