The Hospital Should Adapt A Best Practice Approach

Successful organizations develop both, short and long term goals focus on operational and financial strategies. This process needs constant evaluation in order to identify opportunities for growth. The goal of every healthcare facility should be to become a leader in the industry, attract high-quality staff and health experts, and establish cutting-edge services for the community. By reviewing current operational realities while working a market research enables the organization to develop strategy solutions to address environmental concerns.

Following an organization announcement in 2015, the healthcare system was divided into four divisions headed by a leadership team of 5 that oversee all the divisions. The second division consists of the 3 regional hospitals associated with the New York Presbyterian system. Often hospitals associated with a healthcare system are hospitals waiting on approval from the city and HCOs involved. The 3rd division consists of NY-Presbyterian physician services. Lastly, the fourth division consists of all the health services that make up the health care system’s community and population health. These services include ambulatory care network sites and healthcare initiatives. As a Highly Reliable Organization, New York Presbyterian keeps track of multiple trends to shift and shape it’s organization for today’s always changing and complex healthcare industry. Through the tracking of consumer healthcare decisions, New York-Presbyterian uses this data to adjust its practices and policies to help patients make the best medical decisions and provide the highest quality of care. Positioned in one of the biggest metropolitan areas in the world, New York-Presbyterian keeps track of it’s competition by monitoring the consolidations of healthcare organizations within their market share. Through this monetization, the healthcare system prioritize its marketing strategy that allows them to sell the unique

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

Kaissi, A. (2013). How Satisfied are Hopsital systems With Their Ownership of Retail Clinics? Journal of Healthcare Management, 58(2), .

The United States has an incredibly complicated and expensive healthcare system. Many health insurers and other organizations across the country have dramatically changed the way they do business in order to stay competitive, especially with the new climate that laws such as the Affordable Health Care Act have created. These organizations have developed new strategies and processes in order to participate in the insurance exchange program and other features of the federal healthcare law intended to make it cheaper and easier for individuals and small businesses to purchase health care (Benson, 2013). This essay discusses how a healthcare organization such as a hospital would develop

Implication of the shift for hospitals, consumers and health care delivery system as a whole….

To capitalize on this market, Emory Healthcare decided that brining the physician to the patient will not only increase their patient base, but it will add tremendous value to their patient services. As stated by Fortenberry (2010), for an organization to capitalize on growth opportunities to increase the likelihood of institutional survival, growth, and prosperity they must formulate appropriate expansion strategies. Igor Ansoff’s Matrix, (Fortenberry 2010) the Product -Market expansion Grid is a well- known tool that organizations use to identify growth opportunities. (p.46)

Nashville-based Hospital Corporation of America (HCA) is the nation 's leading provider of healthcare services, a company comprised of locally managed facilities that include 165 hospitals and 115 freestanding surgery centers in 20 states and in London, employing approximately 225,000 people (“HCA, Inc.,” 2015). Four to five percent of all inpatient care delivered in the country today is provided by HCA facilities (“HCA Hospital Corporation of America,” 2015). The health care industry consists of “more than 830,000 establishments with combined annual revenue of about $2.2 trillion” (“Health Care Sector,” 2015). It is a very fragmented industry with the top 50 institutions producing 15% of revenue. It is a lucrative business if costs are contained, but operating margins are typically low, between 2-4% (“Health Care Sector,” 2015). There is substantial change in the industry in how payments are made per the Affordable Care Act (ACA), changing from a volume based reimbursement to quality based incentives (Dubois, 2013; Kutscher & Evans, 2013, “Health Care Sector,” 2015).

I’ve selected The Society for Healthcare Strategy & Market Development of the American Hospital Association. For over twenty years this society has brought light to the future role of the healthcare strategist, not to mention numerous of connections that bridge worlds for the future of healthcare. They have a strong focus in marketing, public relations, communication, strategic planning and many more.

The importance of strategy in healthcare is also increasing because of the demands in this field and the great change occurring in it (Walston, 2014). In order for the ERHA to establish itself as a leader in the health sector as compared to the other Regional Health Authorities (RHA’s), they must possess an element in their strategy which will allow them the competitive advantage over their competitors. According to Thompson et al. (2014), “Strategy is about competing differently from rivals – doing what competitors don’t do or, even better, doing what they can’t do”. The ERHA competitors are the other four (4) RHA’s and other private hospitals and birthing clinics. See Appendix A, Figure III, Identifying a Company’s

Medical products and service lines can be influential revenue makers. They can add value to ones mission. They can generate a competitive advantage, build a brand and expand a margin. Plans to overhaul existing service lines or develop new ones need to reflect an organization's mission. One's development plans should take advantage of technological advances that enable providers to convey services to consumers in new and creative ways. Personalized services that take into account each customer's needs and preferences result in services that stress patient-centered rather than disease-centered care. The goal is to have products and services that keep customers healthier for

Riverview Hospital have aligned its operation in a way that it leverages the rapidly evolving healthcare industry technology to modernize its delivery system, to reduce cost and improve satisfaction on their patients. In addition, they are also adding a wide variety of technologies from multiple medical IT vendors to address future technology acquisitions. Meanwhile, Riverview multiple stakeholders have instituted a strategic plan to the IT department to develop an effective way of obtaining a competitive advantage in the marketplace and be the champions for the adoption of modern technology. Finally, they are leveraging the modern technologies available to calculate the usefulness and cost effect of some of this technologies

Today, governmental, corporate and individual customers increasingly are resisting insurers' attempts to pass on rising healthcare costs. Healthcare providers' costs meanwhile are escalating in the face of an aging population, expensive technologies and therapies... Both payers and providers must determine their true competencies and find ways to remain profitable despite leaner margins. In 1994, Massachusetts General Hospital (MGH), with its $1 billion budget and its dozens of thousands visits per year, is urged to find a new business model to resist cost pressure… In other words, how MGH could lower its costs while enhancing the quality of care provided?

As a not-for-profit hospital, our focus and charitable mission is on providing reasonably priced care to all patients who approach us, including the indigent population who make up a majority of our patient base at Metropolitan’s pre-natal and well-baby community clinic. Our positive public relations will encourage community support, loyalty and ownership in Metropolitan based on its quality, safety and service efforts. Strategy A actively promotes and informs the community about our available services and maintains our reputation. Wellness promotion initiatives through appropriate lifestyle choices and help address social factors negatively impacting our community 's health and provide education in chronic disease management will help improve our communities’ needs identified in the CHNA.

Health care consumers are desiring and using a more retail approach. According to Coughlin et al. (2015) consumers want “convenience, service and support” (p. 170). They are looking for lower fee options at facilities with longer hours and convenient locations. They may obtain some of these options at clinics located in retail stores. The authors tell of a hospital that uses a retail techniques to offer warranties for some surgical procedures. As consumers assume the risk for their spending they are attracted to options such as these. They are also expecting better service and better experiences. They are willing to try new options such as convenient care centers, telehealth, mhealth (use of mobile phones or mobile solutions for delivery of health services). Consumers are using social media for support, information and influence. They want to know what their out-of pocket costs will be. Price transparency is highly valued. They have unique expectations, behaviors and preferences. They want convenience, high quality care and service that meets their expectations.