Rosemont Center is located in Columbus, Ohio. It provides for the physical, emotional, mental and spiritual well being of troubled youth and their families. Rosemont is committed to helping children in need; it is dedicated to healing and renewing youths with a history of trouble and abuse. Rosemont provides the unconditional acceptance, treatment, counseling, education and hope that the youths urgently need to be more productive members of the community. Rosemont had two locations, Rosemont-Bay Saint Louis and Rosemont-Jackson (Swayne, Duncan & Ginter, 2008).
Rosemont was on the market for $2.5 million dollars. The furniture and equipment on both locations were old and worn but regardless, it was able to find a buyer. Cates Lewis was the financial broker who undertook Rosemont and his brother Lloyd Lewis was the CEO and managed the organization. Within a short space of time, Rosemont was almost bankrupt; they had spent the $3 million line of credit (Swayne et al, 2008).
Situation Analysis
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.
The consultant in his report stated that two levels of intervention would be needed, the first one would be a comprehensive crisis management program and the second a long term strategic plan to help Rosemont gain a competitive advantage in the near future (Swayne et al, 2008). The consultant T...
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... Action Plan
Both facilities will have the same Medical Director and one Director of Nursing running both locations. Management personnel will improve their communication by meeting once a week to discuss and brainstorm ideas; bill verification will be consistent in the two facilities; there will be a company wide purchasing system. To maximize revenues, there has to be a mix of out- patients and in patient care, there will be shorter stays in the future.
References
Analysis of Competition. (2010, March). Retrieved March 28, 2010 from
http://www.dobney.com/Strategies/competitive_analysis.htm
Swayne, L.E., Duncan, W.J. & Ginter, P.M. (2008). Strategic Management of Health Care
Organizations. (6th.ed.). San Francisco, CA. Jossey-Bass: A Wiley Imprint.
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A recent phenomenon in the health services is the burgeoning of outpatient healthcare centers. Particularly vigorous growth has been observed in centers that perform diagnostic tests and simple surgeries and procedures like colonoscopies. At the current state, outpatient care centers outnumber hospitals in Pennsylvania. Furthermore, these centers now perform one of every four surgical and diagnostic procedures in the state (Levy 2006). However, the trend applies nationwide, and other states could easily follow suit. Many critics have commented on the negative and positive aspects of this trend. What remains to be determined are the long term effects (on health and the economy) of this paradigm shift, in terms of the wellness of the community as well as economically. Proponents of the movement have pointed to the lower overhead for these clinics trickling down to lower costs for patients. However, critics skeptically question whether the real benefits are for the patients or simply as a mechanism to stuff physicians' wallets. When considered as firms in the marketplace, it is evident that these two groups, both servicing the health needs of the community, have vastly different balance sheets and income statements. This transfers over to a difference in operational functionality, profitability, and cost structure. Furthermore, the disparity of financial motivations that is visible in the varying profit margins is of concern to the community. All of these are important considerations to be made when considering the economic implications of this new phenomenon.
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... strategy, the outpatient clinic will benefit in several ways. Intra-departmental meetings will be held, both clinic and hospital staff will be present during such meetings. The staff at the clinic will no longer have to decipher through protocol; the outpatient clinic will be represented. This representation will make for a more productive staff. By making changes to the scheduling department and incorporating inter-departmental meetings, schedulers will have a greater respect for technologist’s workload. Customer service at the outpatient clinic will no longer suffer due to communication gaps. By implementing inter/intra-departmental meetings staff will be able to focus more on the patient and provide them with an overall better experience. By making these suggested changes the outpatient clinic will continue to grow and provide quality care to patients.
Hospital A before the merger was a for-profit hospital, relatively new facility, in east side of town. It consisted of 110 hospital beds, 8 of which were reserved for transitional care. Services provided were: general surgery and same day surgery, full-service rehabilitation department and radiology department. Other services included kidney dialysis center, on-site retail pharmacy, blood bank, women’s center e...
There are a lack of programs that address substance abuse in this nation. The general public also does not have that much information about people with a substance abuse problem. When someone is abusing and addicted to drugs in not only affects that person, but also family, friends, and the community. The Warren House is a non-profit organization that addresses the life changing problems that come from substance abuse.
(Mitchell & Aamodt, 2005; Myers, Husted, Sarfarik, & O'Toole, 2006; Rutigliano, 2003; National Center for Crisis Management, 2009).
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The staff, physicians and board members were not ready to fail. They didn’t want to abandon all those who depended on their services, but they also knew closing the hospital's doors would hurt
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This paper’s brief intent is to identify the policies and procedures currently being developed at Midwest Hospital. It identifies how the company’s Management Committee was formed and how they problem solved and delegated responsibilities. This paper recognizes the hospital’s greatest attributes and their weakest link. Midwest Hospital hired Dr. Herb Davis to help facilitate the development and implementation of resolutions for each issue.