Yale New Haven Hospital Essay

1.) What is the marginal cost estimate of the Phase 4 hospital services, assuming that 60 percent of the designated costs are fixed and the remaining costs are variable?

The largest health care organization in the United States are hospitals. For-profit is an organization that operates to make a profit while a non- profit organization makes no profit. Charities and organizations reported that, 62% of the U.S. hospitals in 2003 are non-profit. Non-profit hospitals gain tax-exempt by meeting the state and federal guidelines provided, while for-profit doesn’t get these tax. The non-profit hospitals serve as charitable purpose for the community and are sometimes larger than the for-profit hospitals. Private hospitals may either be classified as non-profit or for-profit institutions.

The Johns Hopkins Hospital is the leading hospital and biomedical research facility of the Johns Hopkins school of medicine, located in Baltimore City, Maryland. It was founded in 1889 using money from an inheritance by philanthropist Johns Hopkins. Johns Hopkins Hospital and the school of medicine are the founding institutions of modern American medicine and the birthplace of several medical ethnicities including rounds, residents and house staff. By the opening of The Johns Hopkins Hospital in 1889, followed four years later by The Johns Hopkins University School of Medicine, Johns Hopkins accompanied in a new time marked by inflexible entry requirements for medical students, a immeasurably elevated medical school set of courses with importance on the scientific method, the incorporation of bedside teaching and laboratory study as part of the instruction, and

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

The purpose of this paper is to conduct a comparative analysis between for-profit hospitals and not-for-profit hospital. It will discuss the characteristics of each as well as factors affecting the operations of both systems. Additionally, it discusses potential areas of improvement and some of the challenges associated with each relative to finance and operations.

“The U.S. spends nearly twice as much money per capita on health care as other developed nations, yet the metrics show that Americans end up with worse care and poorer health.” (Hill) The rising cost of healthcare has pushed some non-profits to become for-profit organizations.

The Johns Hopkins Hospital, located in Baltimore, MD, is one of the greatest institutions in modern medicine. Established in 1889 from the donation of philanthropist Johns Hopkins, the hospital and university serve millions of patients annually for emergency, inpatient, and outpatient visits. Patient care is the focus of Johns Hopkins vision. The hospital uses quality care and innovation to enhance patient care. It is the hospital’s goal to have great precision, safety, comfort, coordination, and improved workflow to achieve an outstanding customer experience. An added feature to the customer experience are the design elements that can be found flowing throughout their newest facilities which helps foster healing and stress free environments. From the dramatic art collections that fill the walls and windows of patients rooms, to its 20-year reign as U.S. News and World Report’s “Best Hospital”, Johns Hopkins has made its mark on society. At some point, however, every great dynasty loses its ranks. Unfortunately, Johns Hopkins is no different. With the creation of a federally-mandated patient satisfaction survey for Medicare and Medicaid reimbursement, the stakes for high ratings is of fiscal importance. In an effort to increase its patient satisfaction ratings, the hospital created performance measurements to highlight strengths and areas of improvement with patient outcomes. The implementation of this new initiative, the Patient Toolbox, considers the fundamental reasons

Hospital executives and Administration Center authorities say there are just two noteworthy contrasts. Revenue driven healing centers pay property and salary charges while not-for-profit doctor’s facilities do not (Becker, 2014). In addition, revenue driven doctor’s facilities have methods and strategic implementations for raising capital that charities do not have. More importantly, the capacity to get to capital is imperative for healing centers hoping to redesign offices or purchase expensive restorative hardware or data innovation frameworks.

Harvard Pilgrim Health Care was recognized as one of the best medical assistance provider. They had one of the best team of professionals. They had simultaneously won many awards for their best services offered in clinical practices. By the 1990s, they were stuck in an eccentric dilemma. Harvard Pilgrim Health Care wanted to expand their services with the growing trends and getting their projects within time but they were not only short on human but financial resources as well. The healthcare industry was growing on a very fast pace and it required Harvard Pilgrim to grow with it but unfortunately they did not have enough resources that sealed their growth.

First, the cost of healthcare was rising at an alarming rate. Second, ambulatory and primary care facilities were on the rise and since the Cleveland Clinic was more involved in hospital and specialty care, this started to negatively effect business. Third, managed care was increasing. Lastly, there was increased competition. On top of these issues, the former practices of hospital management were becoming a thing of the past. The reimbursement process was changing which affected the financial viability of the organization. The Cleveland Clinic Florida was losing over a million dollars per month, the conversion to an electronic medical record and billing system had failed costing the organization millions of dollars, and the land that the clinic in Florida was on was not appraised before construction and was actually only worth half of what the organization paid for it (Clough, 2004). It was estimated that based on this financial status, if the organization choose to do nothing, then within 18 months the Cleveland Clinic would have generated a negative cash flow of $75 million (Clough, 2004). Having this amount of negative cash flow would have made it impossible to recover. All of these changing healthcare factors, lead to some poor financial decisions and essentially led to the third project, the Economic Improvement

The American economy continues to evolve in the wake of the financial crisis. Fluctuations in the stock market and uncertainties about future economic stability lead Americans to seek the greatest value for their dollar (McCambridge, 2009). The health care industry is not immune to these fluctuations. Chief Financial Officer Kevin Brennan of Geisinger Health Systems reports the following challenges currently facing the health care industry: pressure of constrained revenue streams, business model changes, and pressure to demonstrate efficiency and create value for payors (Healthcare Financial Management Association, 2014).

Every healthcare organization in our country relies on financial and economic gains. In other words, without these two important factors, no healthcare facility would ever survive. For example, healthcare facilities rely on supplies, staff and the proper financial knowledge. In fact, the price and amount of healthcare supplies are rising, which in turn can increase the cost of healthcare (Kabene et al.). Therefore, in non-profits like Yale New Haven Hospital, it is important to have an adequate balance of supplies in order to allow the healthcare providers to practice efficiently. For instance, there needs to be enough supplies in order for the doctors to keep up with the high demand of incoming patients. When there is a rise in the demand of healthcare supplies such as shots, medication, vaccines etc., the more the market will produce, allowing more money to be made. The healthcare markets will be producing financial gains and so will the hospitals that are distributing these goods, which causes supply and demand to be at an all time high. Either way, without the availability of healthcare staff and supplies, the financial well being of any hospital would be non-existent and so would the healthcare market and that is why there is a strong relationship between the two.

Obstetric Nurses (OBN) are nurses that assist doctors and midwives to provide care for pregnant women before, during, and after delivery. Both C-section and vaginal delivery will cause a certain degree of trauma to patients like bleeding, pain, and emergency situations. For patients, it is situations of psychological stress and adaptation process. According to the nurse at Rush Hospital, “The purpose of psychological care is to identify the main source of stress and help them to obtain a smooth adaptation”. Do patients know how to take care of both physically and emotionally themselves after delivery? Maybe not if the patients are first time maternal. Postpartum depression (PPD) is different from baby blue and will not go away if left untreated. Many patients have postpartum depression because they do not have enough education to identify and prevent it. OBN have numerous of responsibilities to patients and their families and play a major role of providing care. Obstetric nurses can help patients by educating new parents regarding of postpartum depression.

Middlesex Hospital is an outstanding medical institute with a long history of high-quality, technologically–advanced services committed to ensuring that patients enjoy the best available care. Healthcare is continually shifting, and the need for producing quality and affordable health services is a top preference for most healthcare organizations. The United States [U. S] population of retirees is presumed to double within the following decade. Such increase will leave the U. S healthcare system vulnerable to further spending if effective precautionary or cost control measures are not introduced or implemented. The introduction of value-based- payment that is focused towards patient-centered system has induced many non-profit organizations

The company we selected is a privately owned and operated, for-profit hospital in a large city. The hospital has 400 beds and employs approximately 2,000 healthcare professionals. The hospital offers a full array of medical services including cancer care, emergency services, medical imaging, neurosciences, orthopedics, pharmacy, rehabilitation, surgery, and several other areas. The hospital employs physician’s full time to their location (rather than having physicians switch off between several locations) because the patient demand is high enough. Because these physicians can work full time of the same hospital, they bring in median revenue of about $3 million dollars for the hospital while their median