The Hospital Corporation Of America (HCA)

The HCAHPS (Hospital Consumer Assessment of Healthcare Providers and Systems) survey is the first national, standardized, publicly reported review of patients ' perspectives of hospital care. While many hospitals have collected information on patient satisfaction for their own internal use, until HCAHPS there was no national standard for collecting and publicly reporting information about patient experience of care that allowed valid comparisons to be made across hospitals locally, regionally and nationally.

In 1997 University of California, San Francisco (UCSF) merged its two public hospitals with Stanford’s two private hospitals. The two separate entities merged together to create a not-for-profit organization titled UCSF Stanford Health Care. The merger between the health systems at UCSF and Stanford seemed like a good idea due to the similar missions, proximity of institutions, increased financial pressure with cutbacks in Medicare reimbursements followed by a dramatic increase in managed care organizations. The first year UCSF Stanford Health Care produced a profit of $22 million, however three years later the health system had lost a total of $176 million (“UCSF-Stanford Merger,” n.d.). The first part of this paper will address reasons

Back in December of 2015, Kaiser Permanente planned to acquire Group Health Cooperative for 1.8 billion dollars with a proposition to invest $1 billion in new equipment, staff, facilities and research in hope to improve health in Washington state. In the Advisory Board’s article Eyeing growth, Kaiser announces first major acquisition in over a decade it says, “these deals are focused on delivering a better product to

In terms of resources, the health organization has 46 hospitals. It also has more than 500 patient care sites with more than 36,000 employees. With them are also more than 6,000 affiliated physicians. Baylor Scott & White Healthcare came up with a

As discussed previously, the Affordable Care Act of 2010 passed by the legislation, drastically changed the entire healthcare economy. In fact, ever since the ACA was passed it was required by law for hospitals to increase the amount of attention given to the individuals of the community in order to meet their needs. Also, the ACA allowed close to 10 million individuals to have health insurance through Medicaid and private health insurances, which has a high impact on all the hospitals, such as Yale New Haven. For example, since millions of Americans can now afford health insurance, there is a large influx of patients who can go to hospitals and are able to afford the overall cost. The non-profit hospital of Yale New Haven is benefiting in

Finally, the American Hospital Association is another large lobbyist in the country that represents more than 5000 hospitals, healthcare systems, networks, and other care providers. Looking on the same previous example, AHA is one of the big fighters against the new Affordable Care Act partial reform law. As one of the largest hospital industry representatives, such new law which results in millions of people losing their health coverage will certainly lead to harm the financial stability of them (Dickson,

St. David’s HealthCare is one of the largest hospital systems in Texas is a unique partnership between St. David’s Foundation, Hospital Corporation of America (HCA) and Georgetown Health Foundation. There are six hospitals that included surgery centers, four free-standing emergency departments, four urgent care clinics, rehabilitation facilities and numerous physician practices. The hospital has 8,000 contractors and also some volunteers. The hospital take both Medicare and Medicaid Services (CMS) is at or better than the top 10 percent of health care patients. In doing this it won the hospital a level of excellence award in 2009. Many patients depend on state insurance to obtain their care. In 2013 St. David’s HealthCare was awarded employer of the year as well as the top one hundred places to work. Also, in 2013 St. David’s HealthCare was

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.

This experience reminded me principles which I learned from this program. Professor Stark states that leaders must keep in mind that money loses values over time. As a prospective healthcare leader, I am convinced that leaders must take risks because there are good challenges for expansion, and the time value of the money depends on the organization’s leader choice of assumptions and methods that fit its organization in managing finances while staying in the general norms of general accepting accounting principles (GAAP). The program has offered me a terrific career advice and I see myself five years from now in a better position where I can fully utilize my expertise. I am grateful for the HCA program. Through my internship, I aligned personal and Kaiser Permanente conduct with ethical and professional standards, demonstrated knowledge of the health care environment, gain business experience and skills by applying healthcare business principles , including organizational dynamics and governance, strategic planning and marketing, Kaiser Permanente information management, risk management, quality improvement, human resource and financial, human

Victor L. Campbell: Senior Vice President of the Company since 1994 who has responsibility of gov-ernment and investor relations. Before, he occupied many positions such as HCA Hospital Corporation of America’s Vice President, board member of the board of the Nashville Health Care Council, member of the American Hospital Association’s President’s Forum, and a member of both the board and the executive committee of the Federation of American Hospitals.

Tony has returned to see me around eight months since her underwent knee replacement surgery. The surgery itself went quite well with no complications. Unfortunately in the last three or four months, Tony has had significant cardiorespiratory issues and has required three admissions to Echuca Hospital and on each occasion spent time in their High Dependency Unit. Speaking with Tony, I gather the issue was a combination of chest infection, exacerbation of COPD and cardiac failure. He has had multiple courses of antibiotics and an increase dose of steroids. As of the last couple of weeks, he has cease antibiotics, but I note his diuretics have been substantially increased such that his current furosemide?? dose is 120mg bd and spironolactone

For several decades health care has been tied to the economy and with the current downturn we see continued efforts to control and reduce over-head costs. Health care organizations in their effort to become more efficient and address changes in the industry have altered their strategic business plans. Lee & Alexander (1999) researched organizational change in hospitals and their survival, in this paper I hope to discuss their findings and add other examples to validate their conclusions.

Paradise Hospital, Inc. is a for-profit hospital. As the facility’s new hospital administrator, you have been tasked with improving the service value of the hospital. The administration has not done this process since the hospital began operating in the year 1995. The investors are not familiar with the value proposition strategies of hospitals in the current day America.

Because hospital management companies have participated heavily in acquisition recently, there is only a small amount of hospitals left to be acquired in the near future. HCA needs to continue to take over hospitals while they still can. If HCA focuses on its core operations and capital structure instead during this time frame, they will allow their competition to catch up in size while losing the main source of growth for the company which will compromise the company’s position in the long-term. Focusing on the firm’s short-term profitability instead of continuing growth will also affect the pricing of the firm’s equity. Up to this point, investors have been attracted to the consistent growth and quality image that the company is associated with. If the company ceases to acquire new hospitals, investors will become less faithful in the firm and their will be a subsequent drop in equity value. All in all, it is important for HCA to continue pushing forward as an industry leader in growth for the next 3-5 years and then focus on items such as operations and capital structure once their growth has been tapped out at its maximum

HCA is expected to mature and become a cash cow by about 1987. At this stage, it is expected to incur limited capital expenditure. Instead, the company can be "milked" continuously from its existing operations and is expected to generate cash in excess of the amount required to maintain the business.