Brigham and Women’s Hospital (BWH) is located in Boston, Massachusetts. This hospital is a major teaching hospital of Harvard Medical School. The Brigham and Women’s Hospital is a product of merge from three large teaching hospitals of Harvard Medical school. Those hospitals were: the Peter Bent Brigham Hospital, the Robert Breck Brigham Hospital, and the Boston Hospital for Women. Since 1980, after the merge, Brigham and Women’s hospital became the largest, the most innovative, and the most respectful hospital in the North-East USA. (Brigham and Women’s and Faulkner Hospitals, 2013) “For the 21st consecutive year, Brigham and Women's Hospital (BWH) secured its place on the U.S. News & World Report’s Honor Roll of America’s Best Hospitals, ranking ninth. The Honor Roll highlights just 18 hospitals, out of nearly 5,000 nationwide, for their rare breadth and depth of clinical excellence. In the grading of the best hospitals, BWH ranks among the top 10 in six categories: Cancer, Cardiology and Heart Surgery, Diabetes and Endocrinology, Gynecology, Nephrology and Rheumatology. BWH places in the top 20 in Geriatrics, Orthopedics, Pulmonology and Neurology and Neurosurgery.” (Brigham and Women’s and Faulkner Hospitals, 2013) Based on Robert Hino’s interview, strategic plan is really important for hospitals because the strategic plan is a “living, breathing and critical part of how we do business." (Hino, 2013) All strategic plans must include following items: 1. Mission of the company 2. Vision of the company 3. Values of the company 4. Long-term strategic goals 5. Short-term strategic goals 6. Strategic thinking 7. Key stakeholders should be identified 8. The strategies should be evident in the plan. Every company must have strategi... ... middle of paper ... ...om http://www.brighamandwomens.org/online/ofcurrentinterest/besthospitals2013.aspx Brigham and Women’s and Faulkner Hospitals. (2013, September 5). The History of Brigham and Women's Hospital. Retrieved from http://www.brighamandwomens.org/about_bwh/about_us.aspx Hino, R. (2013, September 25). Hospital Strategic Plans Must Go Beyond the Status Quo. Retrieved from http://www.hospitalimpact.org/index.php/2013/09/25/p4358 BWH Bulletin. (2012, June 15). Past, Present and Future of BWH Discussed at Town Meeting. Retrieved from http://www.brighamandwomens.org/about_bwh/publicaffairs/news/publications/DisplayBulletin.aspx?articleid=5614 Brigham and Women’s and Faulkner Hospitals. (2013, September 19). Patient-Centered Comparative Effectiveness Research Center. Why is This Research Important? Retrieved from http://www.brighamandwomens.org/research/centers/pcerc/default.aspx
Background Information In implementing a strategic plan for Coastal Medical Center, our consulting team has conducted many analyses and formed numerous strategies in order for Coastal Medical Center to be successful. Such assessments include an internal analysis, external analysis, gap analysis, and SWOT analysis. In conducting these analyses, our consulting team was able to better understand the internal environment, external environment, where the organization currently stands in terms of performance, and the major strengths, weaknesses, opportunities and threats that oppose the Coastal Medical Center. From our inquiry, we will be able to establish a strategic plan that best fits the organization’s needs.
After analyzing the Coastal Medical Center, it is apparent that the employees and staff have no conception of the mission, vision, and values of this health care facility. In addition to this lack of structure, CMC has many projects in the midst of production that lack support of a common goal, employees are unsatisfied with their jobs, the two boards lack ability to agree on strategic decisions for the organization,, and the medical center has a dismal reputation when it comes to quality care.
During the late 1970’s, Dr. Irwin Press, PhD, became interested in how patients’ social, emotional, and cultural needs relate and compare to their clinical care needs. He wanted to know if these comprehensive needs were being met by hospitals, and also whether or not meeting these needs improved overall care and decreased health care claims (History & Mission, 2015). After joining forces with Dr. Rod Ganey, PhD, an expert in statistics and survey methodology, Press Ganey Associates was formed (History & Mission, 2015). This company is the distributor of the Press Ganey Patient Satisfaction Survey, a highly ridiculed (Zusman, 2012) patient satisfaction survey. According to Zusman (2012), this survey was distributed to 40% of hospitals in the United States. As of the 2010 implementation of the Affordable Care Act, value-based purchasing initiative is now required for Medicare and Medicaid patients. The survey that was chosen to replace the Press Ganey Patient Satisfaction Survey and represent patients’ experience in the...
Cannon Brian Q. Utah in the Twentieth Century. Edited by Jessie L. Embry. Logan, Utah: Utah State University Press, c2009.
One primary key to a successful health care organization is having a strategy to achieve the mission of the organization. This is particularly true in reference to creating a budget and generating revenue for a profitable bottom line of a hospital. Executives are experiencing a gap that is continuously widening between technology and hospital demands, which is causing additional conversation around pricing. According to Nugent (2004), there are three major themes to consider when it comes to strategic pricing. These themes include pricing at the margin (pricing new business to cover variable costs and margin, if capacity exists), cross-subsidizing (funding one service with profits from another service) and testing what the market will bear
Wall, Barbara Mann. “History of Hospitals.” NHHC Articles (n.d.). 1-9. Penn Nursing Science. Web. 6 Nov. 2013.
A group of women went into their neighborhood to build relationships with the community in 1650, gain an accurate perception of their needs, and identify problem solving techniques. These women were the Sisters of St. Joseph, who were the founders and leaders of St. Joseph Health and its ministries. That passion and tradition has continued to flourish and develop for over four centuries. Each year, St. Jude Medical Center invests time and resources into local communities to increase access to healthcare for vulnerable populations and provide local residents with the support they need to make their neighborhoods healthier and safer.
Question Quote "I doubt that these experiences are unique to the hospitals or the medical school at which I have thus far trained. I expect that they pervade health care systems throughout the country. I give credit to my medical school for teaching me to be critical of the culture of medicine, apply interdisciplinary perspectives to clinical quandaries, and reflect on my experiences." (Brooks KC. 2015.)
At Mayo Clinic, the organization is driven by the needs of the patient and providing an unparalleled experience through integrated clinical practice, research and education for all patients. Analyzing the strategic plan for Mayo Clinic and identifying and summarizing long-term and short-term plans helps to develop an outlook for the future. “US News & World Report ranked Mayo Clinic as one of the 21 “Best Hospitals” in the United States in 2009” (Jones, 2010, p. 52.), and has been on this list for last 20 y...
PRESENT: Richard B. Taylor, Chairman; Thresa Simon, M.D., Medical Director; Morris Mitchell, Human Resources Director; HOSPITAL STAFF PRESENT: Michael J. Felice, CFO; Rachel Beal, COO; Felecia Arbuah, Clinical Services Director; Pam Legette, CNO; Ramona Strickland, Director of Risk/PI
Successful medical organizations have as their guiding principles a professionally stated purpose which encompasses and details their mission statement, vision statement, values statement, and broad strategic goals. The organizational structure is established on these statements, and the function of each department and the duties of each employee are based upon fulfilling the purpose of these statements. Additionally, these statements must encompass the various aspects of the organization and its stakeholders. As Moore, Ellsworth, and Haufman (2011) purport, “ Any organization planning as though it exists in a vacuum is ignoring factors critical for its survival” (p. 16). Without these guiding principles to serve as a direction for the organization and the employees’ dedication to fulfilling these goals, the organization will encounter multiple problems and face eventual failure. An analysis of the problems and the related literature, conflicts resulting from differentiation and task relationships, and the operational plan of Hospital Z give insight into the complexities of this organization.
Bowman, M., & Frank, E. (2002). Historical Context. In Women in Medicine: Career and Life Management (3rd ed.). New York, NY: Springer.
Farrington-Douglas J, Brooks R (2007). The future hospital: the progressive case for change. London: Institute for Public Policy Research.
Patients sitting in bed, doctors making their rounds, nurses running from place to place, family coming to see their beloved family members, and the lowly diet aide bringing around some lunch; all of these things can be witnessed at the hospital at which I work. All of these things pile together into the schema of what most people come to call a hospital; working there the typical schema of a hospital has become a whole lot more complex. To start, “A schema is a cognitive framework or concept that helps organize and interpret information.”
Since a significant part of the population is young females, there is a need for services regarding gynecology, family, and pediatric care (Taylor, 2004). Despite most of the population being young, diabetes and hypertension also play a role in the population and therefore, services are needed to address these issues (Taylor, 2004). Since most of health care center populations are from low income households, health care centers usually provide enabling services such as “case management, translation, transportation, outreach, eligibility assistance, and health education” as well as other comprehensive services (Taylor, 2004, p. 8). To assure health care centers are fulfilling its purposes, each health care center goes through a Performance Review Protocol where the health care center is graded more on their performance than its compliance, unlike its former Primary Care Effectiveness Review (Taylor,