Trinity Community Hospital Case Study

There are several reasons I recommend Trinity Community Hospital choose to lease space for the new orthopedic service line. Financially, this option results in the lease amount of cash outlay upfront. This would allow monies to be more effectively utilized for other expenses related to the new line. From a time stand-point, leasing would allow for the orthopedic service line to be opened much earlier than buying or constructing the space. Also, the current volatility of the market does not make this an optimal time to invest in real estate. Additionally, health care reform is still in it’s’ infancy and it is difficult to gauge the effect it will have on Trinity Community Hospital’s finances. The leasing option provides the hospital with the least amount of exposure and risk during this period of uncertainty.

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

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.

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.

“By expanding loan benefits and increasing residency programs, Open Door Community Health Centers will be able to attract a highly qualified pool of candidates to our area creating more access for healthcare, a diverse clinical experience, and incentivize providers to remain on the rural North Coast and become active community members.”

Tulsa Memorial Hospital (TMH) is one of the nine acute care hospitals that serves in the general population area. Historically, it has been highly profitable due to its well-appointed facilities, excellent medical staff, good-standing reputation for quality care and its ability to give individual attention for each of its patients. The hospital, in addition to its inpatient services, operates an emergency department and an urgent care center located two miles from the hospital across the street from a major shopping mall.

Dr. Kellie Leitch, the Chief of Pediatric for The Pediatric Orthopedic Clinic at the Children’s Hospital of Western Ontario (CHWO) is disturbed after reviewing the data collected from patients for one of her clinics. The data shown that the clinic was experiencing significant delays between radiology and the time the patients are actually being seen by the surgeon or the resident assigned. Long wait times at clinics are aggravating in its self, so it wasn’t any difference for the young patients and their parents here at (CHWO). In addition to the long wait, parents were also losing time at work. Dr. Leitch now has the great task of having to identify all bottlenecks and to implement a process of improving the wait time issues. Such a process will reduce the patient/parents complaints of aggravation and staff complaints of being overworked. According to, King, P. L. (2011). “Bottleneck resources must be identified, managed and improved.” And also, according to, Shireman, W. K. (1999, Sep/Oct). Dr. Letich will have “to Delve deeply

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

The Canary Group Ambulatory Surgery Center (ASC) specializes in the orthopedic field of outpatient health. An Ambulatory Surgery Center is a health care service designed to provide patients with the accessibility of having surgeries and procedures accomplished in a safe facility with trained medical specialists, separate from a hospital setting (ASCs: A positive trend, 2016). This is a Service Industry business concentrating on medical care. The primary function of the Canary Group ASC will be to provide quality Orthopedic patient care with attention to the musculoskeletal system addressing bone, joint, ligament, tendon, muscle, and nerve health issues. Successful care provided by our industry specialists will allow our patients to move, work, and be active (Orthopaedics, 2016).

In the pursuit of healthcare competitiveness, health care organizations must remain relevant in the market, while continuously evaluating the effectiveness and efficiency within the organization. Often to maintain a competitive advantage healthcare organizations must monitor and track organizational operations which may include long and short-term changes. These changes often warrant healthcare establishments such as St. Mary’s Regional Health Center to revisit their mission, values, and objectives to maintain their stance in the healthcare market. In this essay, I will address how St. Mary’s developed a marketing program that allowed the organization to cost-efficiently expand their market and improve the quality of their healthcare service. Further, I will discuss the impact these changes may have within the healthcare community and the factors that may contribute to the success or

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

The Springfield Community Hospital was established on the belief that medicine can be practice at a higher level with each passing day. The belief is to continue to serve our community by practicing the highest quality of medicine known to the world, today. We will serve our community in sickness and health, regardless of where they come from in their walk of life. The Springfield Community Hospital is a non-profit organization and continues to give charitable donations yearly to multiple organizations. We will continue to create a supportive team environment for patients, employees, and clinical staff. Foster learning and growth through comprehensive academic and educational relationships. Exhibit stewardship and creativity in the management of all available resources.

One of the best solutions for building the new orthopedic center would be for some of the services to be built off-campus,

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.