Emanuel Medical Center (EMC) is having an enormous amount of issues, financially. Even the CEO, Robert Moen, knows they are experiencing a number of challenges and it cannot be fixed overnight. One of the main challenges EMC are facing is the federal regulation change(s). They are playing a big role in the financial struggle with lower reimbursement rates for federal insurance programs, implementation of EMTALA laws, development of services offered by other local competing hospitals, changes in service area demographics, which have all contributed to five sequential negative operating margins for EMC. EMTALA impacts Emanuel Medical Center because it will require mandatory treatment for emergency room visits by hospitals regardless of their ability to pay. EMC was established in 1917, which makes it an old, but bigger facility that can withstand a bigger capacity, sixteen thousand patients, of emergency visits per year. With the passing of this regulation, EMC emergency department treats forty-five thousand patients every year, and because the ED is small and greatly understaffed, it causes longer waiting periods for patients. The frustrations of patients who are sick or not feeling themselves and all have some sort of emergency, have to wait long periods constantly, results in a bad reputation for the medical center. This will affect services, and also a loss of market share due to potential customers traveling to a competing hospital or clinic to receive care. Medicare and Medi-Cal insures about fifty percent of patients EMC treats in the ED and because of that large number of patients it exposes the hospital to low-reimbursement rates the hospital receives back from those programs for providing care. Federally funded programs r... ... middle of paper ... ...ived charity donations, and because of this EMC have survived with effective investment returns. In order for EMC to remain open, they will need to search for the best loan opportunities to generate more revenue, since they are in a good standing to be eligible for a loan. With competition quickly making leeway, Emanuel Medical Center cannot continue to survive with donations alone. EMC needs to generate more revenue to stop spending its profits on prior investments. The negative operating margins have basically left the hospital in a very bad financial situation, and it will not and cannot improve until different services are offered. All in all, for EMC to survive in a competitive environment the administrative staff at the hospital will need to re-evaluate the services they want to offer and what population demographics it will serve to better their organization.
One of Dr. Burditt arguments was that he was technically not ‘under contract’ with DeTar hospital, even though the opposite is true. On-call physicians must be made to realize that they are representing the hospital, not their private practice, therefore the hospital can be jointly liable for their actions. The procedure of providing follow up care for patients with an EMC also seem to be an issue due to its non -existence or inadequate knowledge on the part the ED staff in general and On-call doctors in particular. I recommend that:
Cerner appears to align more with MU requirements with user-friendly software. However, the cost of Cerner Millennium Powerchart is significantly more. Nonetheless, Cerner is proving to be superior in community hospitals. SMC wants to develop multiple services to the nearby community. After implementation, SMC plans to expand the healthcare campus with a substantial grant from a local community member. The multiphase
...and his vision in successfully transforming the medical center to a tertiary care facility. However, in 2008 under Ron Henderson, the medical center expenses began to skyrocket and revenues failed to keep up. Also, a hospital census indicated that, on average, Medicare patients consisted of 58% and Medicaid patients consisted of 18% which caused the medical center to suffer from reductions in reimbursements. Although noted by solid evidence that utilization was experiencing a steep decline, Mr. Henderson added 127 new positions to the medical center. In 2009, Mr. Henderson was fired after the board of trustees realized that this financial bind of an $8.6 million deficit was caused by Mr. Henderson. In order for the new CEO, Richard Reynolds, to succeed at his new job title, he must create a benchmarking process adopting certain goals to remain a worthy competitor.
In addition to this business plan, we must also address the financial issues plaguing this organization. To illustrate some of these issues lets look at some of the trends here at OCB and within our Industry: For example, OCB’s clinic operations profitability in 1990 was 60%, and now in 1996 our profitability is only 37%, which is down 23 percentage points! We can blame some of this on rising costs of overhead, consumables, etc, however this is happening as the industry as a whole is growing 5% annually, and as our customer base, largely senior citizens, population is growing at almost 1% as year. We should be capitalizing on these industry trends, however, as you all know, not all the trends work in our favor. For example, our lifeblood, the Insurance company’s managed care organizations, and government healthcare reimbursement programs shows a downward trend of allowable payments for our services (DRGs) For example in 1995 the DRG price of ...
It is obvious that there is a large gap between where Coastal Medical Center is and where they need and want to be. When comparing CMC’s competitors, Johnson Medical Center and Lutheran Medical Center, CMC needs to provide more efficient, high quality care and focus on more profitable priorities instead of funding multiple unsuccessful projects such as the fifty-three unfinished developments.
There has been a shortage of physicians, lack of inpatient beds, problems with ambulatory services, as well as not having proper methods of dealing with patient overflow, all in the past 10 years (Cummings & francescutti, 2006, p.101). The area of concern that have been worse...
Wake County EMS responds to almost 90,000 requests for service annually and serves almost 1 million people, which places the WCEMS system in the top fifty EMS systems in the country based on call volume and size of population served. ("Wake county department," 2012) In response to ever-increasing call volume, a decrease in primary care, and the universal changes in healthcare, which have resulted in more people using EMS and the local emergency room for primary care and non-life threatening events, the EMS Department elected to change their service structure. The department would move away from the traditional EMS mantra of “you call we haul” and having a system being designed around reactive responses to healthcare issues in the community to an evidenced based incident prevention structure. No longer, would it be considered prudent or correct to just continue to add transport resources to address the increasing call volume and continue to place the actual burden of care on the local hospitals, it would become the burden of the EMS system to provide alternatives to properly address the actual healthcare needs of those who called 911. Wake County EMS had already utilized evidenced based ...
The emergency department (ED) is an essential component of the health care system, and its potential impact continues to grow as more individuals seek care and are admitted to the hospital through the ED. Invasive procedures such as central lines are placed with increased frequency
Hospital Corporation of America (HCA). Staff Analysis Statement of Problem HCA, after following a conservative financial policy since its establishment, has entered the new decade preparing to make some changes in order to realign their financial strategy and capital structure. Since its establishment, HCA has often been used as a measure for the entire proprietary hospital industry. Is it now time for the market to realign their expectations for the industry as a whole? HCA has target goals that need to be met in order to accomplish milestones in the future.
I believe that if you asked a group of people to list off issues regarding an emergency department then they would say long wait times throughout the process and being moved around to different areas of the emergency department. From what I have heard the long waits can be associated with waiting to get back to a room, waiting to see a nurse, waiting to see a doctor, waiting to go to radiology or lab, waiting on results, waiting to be discharged, or waiting to be admitted. All of these things in my opinion add up to one main problem, which is patient flow through an emergency department. In my opinion being able to have a controlled patient flow allows for improved wait times and decreased chaos for patients. So there are a few things
Emergency care has always been an important part of history all over the world. It has been said that medical assistance has been around and prevalent since as far back as 1500 B.C. Around the 1700’s is when EMS systems first began to experience large advancements, and ever since then, the field continues to grow and improve every year.
The economy grew between 1920 and 1929 and the national wealth nearly doubled during that time. Some important innovations and discoveries that came during the time were the first commercial radio station, the electric refrigerator, the automobile, and penicillin (“The Roaring Twenties”, 2010). The Roaring 20s also had an effect on the hospital industry. Before this time hospitals had a negative connotation. Hospitals were a place that people went to die, not a place to receive treatment. Once hospitals started marketing their facilities as a “happy” place to go to receive treatment the hospital system began to change. With this change and the growing economy it is no surprise that the prices of items and services also grew. The total cost of hospital care for families rose from 7.8% to 13.9% between the years of 1918 and 1929 (Gorman, 2006). Hospitals were now clean, they employed educated professionals, and the treatments given were effective. To address the rising cost of healthcare the American Medical Association (AMA) attempted to address this issue during the 1926 convention. At the time, even though the economy was increasing as were people’s incomes, the rising cost of medical care made it difficult for people to receive the treatment that they needed. By 1927 the AMA estimated that the national healthcare spending was at 4% of the national income (Gorman, 2006). Their solution to this problem was to increase the amount of resources going into the medical community. During the 1920s there was also an increase in the physician’s incomes and prestige was established for the physicians (“Healthcare Crisis”, n.d.). With all the innovations, discoveries, and the growing economy, the 1920s was a perfect time for the Cleveland Clinic to join the medical
After an intensive investigation, it was discovered that Rosemont’s financial problems were greater than what the CEO reported. The facility lacked sufficient patient volume to generate the needed revenue. An emergency board meeting was called to brainstorm to see what could be done to salvage the financial situation. A consultant was contacted to help get Rosemont back on its feet.
Meredith, J.W (2008, May). The Lack Of Hospital Emergency Surge Capacity: Will The Administration's Medicaid Regulations Make It Worse? Presented at The House Committee On Oversight And Government Reform. Retrieved March 2014, from
Hospitals, long term care facilities, and mental health all serve as healthcare arenas serving the population in various ways. The hospital provides the most critical type of care, for the seriously ill. Hospitals originally served the poor and ill, but over time with the progression of technology and medical service specialties, they have grown to become healthcare meccas with many outlets. Over the past 30 years the degree of rigor of clinical practice and the scope of scientific knowledge has escalated greatly, and the hospital has become a center of high standards, scientific applications, and advanced technological capability (Williams & Torrens, 2008). The increasing shift of services to an ambulatory care arena facilitated by technological advancement itself has left the hospital with an evermore complex base of patient care, higher acuity, and higher costs (Williams & Torrens, 2008). Markets have changed, pricing pressures have increased, and consumer and payer expectations have evolved for hospitals, changes are constant in the medical arena, and hospitals are no exception.