The Financial State Of Blake Memorial Hospital

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.

Duke University Children's Hospital was facing a financial crisis in 1996 that required turnaround and transformation in order for the hospital to survive (Spector, 2013). On top of the financial crisis, caused by decreased Medicaid allowances and an increase in capitated reimbursement patients, patient and staff satisfaction had reached an all-time low (Spector, 2013). The hospital's chief medical director, Jon Meliones, understood that the hospital could only do so much to control their financial outcomes and a united front would be needed to bring about effective and impactful change (Spector, 2013).

Over the course of our countries history, the delivery of our health care system has tried to meet the needs of our growing and changing population. However, we somehow seem to fall short in delivering our goals of providing quality, affordable and accessible healthcare to our citizens. The history of our delivery system will show we continuously changed the delivery of our system however never mange to control cost. If we can come up with efficient ways to cut cost, the delivery of quality care will follow.

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.

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.

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

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.

Healthcare financing is proven to be challenging. A balance between adequate access, acceptable quality and affordable cost are the main objectives of a healthcare system (Paterson, 2014, p. 13). The island of Tekram is finding extremely difficult to achieve a solution to the current crisis of their healthcare system. The objective to this case study is to recommend a new healthcare strategy to island government.

This case study looks at the challenges faced by Matt Hayes, executive director of Riverview Regional Medical Center (RRMC). Previously named as “The Holy Name of Jesus Hospital”, the facility was owned and operated by Catholic nuns. The Hospital Management Associates (HMA) bought the facility in August 1991 and modify the name to Riverview Regional Medical Center. Hospitals that were taken over by HMA upgraded to state-of-the-art facilities that provided high quality medical care. RRMC run numerous private practices throughout the city and shared common medical staff with their chief opponent, Gadsden Regional Medical Center (GRMC). However, the common staff from the Emergency and Radiology department were not shared. Over the past years, RRMC has been facing multiple challenges concerning the different services provided by the facility (Swayne, Duncan, & Ginter, 2013).

The intention of this research paper is to further understand the financial statement of four distinct hospitals located in the San Diego, California County. An analysis of the financial report for Sharp HealthCare, Scripps Health, Tri-City HealthCare, and Palomar Health will be briefly discussed individually on each important financial outcome’s Such as: assets, liabilities, revenue, expenses, hospital debt, and investments. To analyze further, a break down between the hospitals assets, liabilities, and revenue will be compared in the paper.

The major reasons why adding value to patient services at Paradise Hospital, Inc. is important, is because of the various challenges, changes and competition that the health care system faces. These challenges mainly stem from the Affordable Care Act. Under the ACA hospital that perform well or could receive some sort of financial incentive. These incentives are based on both clinical outcomes and patient satisfaction data. The ACA can also penalize hospitals that perform poorly.

Although limited in abundance, there are specific strengths of Blake Memorial Hospital, such as their new CEO, Bruce Reid, and the strong community base and need for healthcare services. On the other hand, weaknesses within the hospital and clinics, such as poor quality of care and facilities, and a low rate of funding, contribute to the declining performance of the healthcare organization as a whole. Outside of the organization are potential opportunities to cut costs by potentially closing clinics, and as a result, better the quality of care give to patients with increased funding. There are also opportunities to create an emphasis on the neighborhood clinics, for the poorer areas of the city, and potentially increase the referrals to the hospital. Threats outside of Blake Memorial Hospital include competing healthcare facilities such as St. Barnabas; being located in a poor, non affluent area; and threats to cut funding if the clinics are closed.

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.

In April of 2000, the Downtown Health Clinic (DHC), which is run and overseen by Perpetual Mercy Hospital (PHC), found out some troubling news and was very concerned about it. Perpetual Mercy Hospital was concerned about the possibility of a establishing a similar clinic five blocks north of their facility. The main concerned are that the new and upcoming clinic may take away DHC’s current patients and that such a similar clinic so close could put a damper the DHC’s profitability and financial