Shouldice Hospital Limited. Case Study Analysis

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

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.

Improve employee relations by allowing lower medical staff to have their ideas brought to the hospital’s board of trustees.

The cost of Medical equipment plays a significant role in the delivery of health care. The clinical engineering at Victoria Hospital is an important branch of the hospital team management that are working to strategies ways to improve quality of service and lower cost repairs of equipments. The team members from Biomedical and maintenance engineering’s roles are to ensure utilization of quality equipments such as endoscope and minimize length of repair time. All these issues are a major influence in the hospital’s project cost. For example, Victory hospital, which is located in Canada, is in the process of evaluating different options to decrease cost of its endoscope repair. This equipment is use in the endoscopy department for

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.

Without expanding the facilities and increasing the number of employees, this higher capacity is likely to be insufficient for additional patients.

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.

With the new hospital opening in December 2013 patient care will enhance in providing a facility with the most updated technology and allowing compliance with government regulations. For example with the larger patient rooms the hospital is able to have every room comply with HIPAA patient privacy standards. The larger rooms will also allow for modern equipment for advanced care and will allow more processes to occur at the bedside instead of transferring the patient to another department.

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

We ask our stakeholders to look into our following recommendations. Money and recruiting physicians (primary care) are the two of the biggest components that would lead to successfully turning the

Expand programs such as the National Health Services Corps, the U.S. Health Resources and Services Administration’s Health Profession programs, and state-based loan repayment programs

The hospital should become a major player in the community it serves. This will put the hospital in a positive light with the community, and ultimately increase services provided which will increase the revenue of the hospital.

While Carson is developing a financial plan, she should also look to develop a completely new strategic plan for the company that sets the tone for how the company is going to direct itself for the next 3-5 years. This is another good opportunity to get the board involved and to make them a part of the conversation of what direction they want to move the company toward in the coming years. Carson should stress the companies market position with them and what they could do to improve on that position. Barclay Memorial is licensed for 400 beds but last year operated only 275 beds with an average daily census of 249 patients. Despite these low numbers, the number of deliveries last year was at an all time high with 3,216 and this number is likely to increase the following year. Surgeries also totaled 6,201, which has the potential to increase, if Carson can get the hospital on board with expanding the number of surgeons at the hospital to handle increasing patient volumes. Orthopedics should also be a topic of conversation as it is in a position to grow in the future. By looking to improve on these services, Barclay Memorial can expect to improve on their position in the market.

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

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