Organizational philosophy commits in establishing a high quality program that will be of distinct benefit to the community, as well as the medical staff. Mission consists of high patient satisfaction, compassion, reduction in medical errors, proper medical decisions, and patient education. For this reason, leadership is seeking the interest and commitment for expansion of a JRU to establish a program that is compatible with goals for quality, cost-effectiveness, and growth within the most efficient period. Planning for this new venture requires the nurse executive to analyze the marketing opportunities and resources needed to be successful. Market analysis determines that the hospital and community would benefit in investing in an elective hip and knee joint replacement unit. Community assessment has indicated this demand to sustain this investment in the proposed implementation of the JRU. According to Brinkman et al., (2014) “an increase in the number of hip and knee joint replacement procedures is growing nationally with hip replacements increase of 7.5% over 2011 and knee replacements reflecting 7.3% over 2011”. The aging population and increased incidence of obesity are primary causes for the increase in joint replacements. This trend indicates a lucrative opportunity in instituting the proposed unit. Furthermore, the only competitive hospital is within a 45-mile radius from JRU being centrally located it will meet the needs of this community and beyond. Cost of medical care continues to increase and reimbursement is declining, therefore it is vital for the organization to consider types of payers that the service will attract. Knowledge of the types of insurance provided and the percentage of patients with Medicare, Medicai... ... middle of paper ... ...ek possible financing if necessary. The director of the unit must budget resources carefully so that in periods of cash excess, resources can be sensibly invested and capital deficits covered by the unit without the need for unforeseeable measures. The nurse executive and team need to set realistic budgetary goals for subsistence when establishing a new unit. For the new unit to be successful financial staffs efficiency is essential in providing a high level of care. Generating a budget assist in detection of problems in the financial statement, delineating areas of improvement and concomitantly allow administrators to uphold and emphasize of excellence. The ultimate goal in meeting guidelines for the nurse executive and team for the JRU is to establish a collaborative approach, while investing the units in staying within the budget to produce a positive outcome.
SGH has been plagued with patient quality issues, therefore SGH finds itself in a situation which is inherently antithetical to the mission of the hospital. The costs of healthcare continue to rise at an alarming rate, and hospital boards are experiencing increased scrutiny in their ability, and role, in ensuring patient quality (Millar, Freeman, & Mannion, 2015). Many internal actors are involved in patient quality, from the physicians, nurses, pharmacists and IT administrators, creating a complex internal system. When IT projects, such as the CPOE initiative fail, the project team members, and the organization as a whole, may experience negative emotions that impede the ability to learn from the experience (Shepherd, Patzelt, & Wolfe, 2011). The SGH executive management team must refocus the organization on the primary goal of patient
Objective 1: Improve services in the region area where the nonprofit organization is located by 40% by the end of the year. The health services within the organization needs improvement. To evaluate, we will need to determine how much funding available to improve services and to order new medical equipment. Each facility administration will keep account of the number of medical equipment supplies over the course of each year. Each facility will need to be addressed and examined to see what the needs are in each facility. To measure improve services, we will have surveys to give to the patients and families to ask how they feel bout new current healthcare services. The improve services will have better hands on medical help and quality and efficient medical technology equipment. Data will be
The nurse executive is responsible for budget planning for the division. Areas of focus include strategies to improve productivity and feasible tactics to reduce agency staff and overtime (OT) for the division. Identified in this paper is the importance of operational and financial performance indicators for the organizations internal goals. Focus on benchmarking through data analysis is vital. In addition, setting realistic goals that are compulsory to promote cost savings, while maintaining patient safety as a priority is important in creating an improved patient experience. In planning for modifications to obtain a favorable budget, adjusting full time equivalents (FTEs) to fluctuating volumes is important. To improve the productivity plan effectively are evaluation and management of scheduling, staffing, and skill mix are necessary to obtain favorable productivity.
The next component is consists of the industry that supply health care services, for example, e.g. hospitals, hospital systems, or additional medical services industries. Hospitals contest for doctors, third-party payers, and patients at once (Harris and McDaniel, 1993). In the beginning, hospitals battle for physicians by giving more highly qualified supportive workers or better devices. Therefore, existing trends determine that hospitals are more inclined to fight for patients by presenting additional services, better facilities or discounted costs (Fuch, 1988). Under this expectation, competition within health insurance could be simply indicated to factors such as admission, costs, benefit, and quality. Therefore, because programs general involve different measures of freedom in doctor's choice or benefit and coverage services, this gives the comparison between plans very difficult, if not hopeless for patients. To better comprehend the makeup of competition in health care,
The Potter article, The Strategy The Will Fix Health, lays out a strategic value agenda for high quality healthcare. This value agenda has six interconnected components. First, organize into integrated practice units. The leaders at Cleveland clinic and ThedaCare consolidated hospitals, outpatient clinics and Cosgove went further to integration care coordination through establishing disease focused Institutes. Second, measure outcomes and costs for every patient At the Cleveland Clinic the Institutes defined and developed shared outcome measures. Dr. Cosgrove saw patient outcomes as “the ultimate measure of quality.” He wanted outcomes to be reported internally as well as externally. Outcomes were also compared to available benchmarks. ThedaCare
As I begin to prepare for medical school interviews this upcoming fall, I have spent time briefly learning about the various healthcare systems of a few different countries. The book “The Healing of America” by T.R. Reid describes how insurance plans work around the world, and often compares these systems to the United States. While I have not finished the book yet, and the healthcare plan is always seems to be changing, it becomes hard to fully understand the system in the United States. In addition to understanding health insurance for my future interviews and career in the medical field, it was very beneficial to learn about my own insurance plan in the case of any emergency or choosing my own provider in the next few years.
Mayo Clinic is one of the oldest and top healthcare providers in the world. They have the largest integrated multispecialty medical practice that combines clinical practice, education, and research that spreads regionally, nationally and internationally. Mayo Clinic’s team-oriented patient care and peer accountability have supported medical providers to excel on their clinical work, while providing a unique and valued patient-centered culture. As health care serves to grow, Mayo Clinic strategy to serve the increase number of patients in the next decade will be as followed. Strategic plans addressing issues pertaining to network growth, resource management, nursing staff and patient satisfaction will be discussed.
The annual budget is refreshed based on financial forecast, system initiatives, and priorities, and operating performance of individual units. The method of forecasting future performance is based on historical data from previous year to date actual results and adjusted for inflation. Senior executives with direct oversight for the department or other departments will attend all quarterly budget meetings. The finance department provides the NM a budget for her unit based from previous year’s data of patients’ volume. The budget includes expenses for salaries, benefits, medical supplies, other supplies, and services. The responsibility of the NM is to review it monthly to ensure that her unit is within the budget. Whenever the NM is over the budget on each predetermined expenses, she will need to write a plan of actions on how to correct the
Due to the rising costs of healthcare in the last century, individuals in the United States have become reliant on insurance to pay for medical services. Insurance, initially born from single hospital plans, has grown into a national industry accepted by hospitals around the country (Fein, 1999). The growth of the healthcare industry, facilitated by increased medical technology, has enabled hospitals to treat diseases and extend lives. However, with medical advances has come an increase in price. Healthcare has become a commodity that very few can afford without the help of insurance. In the United States, healthcare and insurance are growing issues on the state and national level. Many of the current healthcare policies in the United States
When promoting primary health care services, there are many factors that must be considered when developing an effective marketing plan. Primary care providers are the gatekeepers of health care in the United States; many patients have to visit them before being referred to specialist providers (Bodenheimer, 2003). They are also being tasked with ensuring patients are receiving preventative services and managing more complex chronic diseases (Akinci & Healey, 2004). Recruitment of primary care physicians is challenging because they are expected to do more and are not being reimbursed proportionally for the added workload (Bodenheimer, 2003). In this paper, a group of primary care physicians in Washington D.C. is looking to research their consumer population base in order to provide them better services and recruit new primary care physicians to their practice (Colorado State University-Global Campus, 2013). A successful primary care marketing plan will recruit quality health care providers while improving consumer accessibility to their services, customer satisfaction rates, and patients’ continuity of care with their health care provider.
Healthcare organizations are designed to meet the healthcare needs of individuals and promote a healthy community. The three healthcare organizations that interest me are: The Heart Hospital Baylor of Plano, Texas Health Center for Diagnostics & Surgery Plan, and Parkland Health and Hospital System. Due to evolving healthcare industry, focusing on just patients and physicians is no longer a marketing strategy. According to Mycek (2015), “Marketing teams need to expand their consideration set and focus on the new 5 P’s of Healthcare Marketing” (p. 1). The new 5 P’s of marketing now impact the marketing potential of healthcare organizations by offering changes in sales rep – physician access, purchasing, formulary decision making, and growing patient empowerment. The new 5 P’s of marketing are: Physicians, Patients, Payers, Public, and The Presence of Politics.
MA data for the study included HMOs and Preferred Provider Organizations (PPO) was obtained from Healthcare Effectiveness Data and Information Set measures of Relative Resource Use (RRU) from Centers for Medicare and Medicaid Services and quality data from the National Committee for Quality Assurance. RRU shows how effectively MA plans use physician visits, hospital stays and all other resources to care for members of five chronic conditions; two are diabetes and cardiovascular disease (Resource Use, n.d.). Similar measures were formulated from a random sample of TM claims data matching geographic region and demographic characteristics. The spending categories included inpatient care, surgery and other procedures, and evaluation and management
medical researchers about whether consumers are being served better or worse in the managed care environment than they were in fee-for-service.
An organizational analysis is an important tool to become familiar with how medical businesses and organizations are able to meet standards of care, provide services for the community and provide employment to health care providers. There are many different aspects to evaluate in an organizational analysis. This paper will describe these many aspects and apply the categories to the University Medical Center (UMC) as the organization being analyzed.
...or organizational planning process. Several aspects of budget management are, decisions on how money is to be allocated; influence staffing levels; purchase materials and equipment; and the continuing of new technology programs. Each department managers need to be aware of organizational priorities, the impact on services, and new development in their company. Budgeting is a potential weapon to assess company’s financial situations, and tailored its revenue and expenditures for the coming year, in a manner that will help accomplish their projections. For a budget to stay on target, it has to be monitored on a continual basis that will keep track of everyday expenses, sales achievements, analyze debts, the control of cash flow between departments, and apply any type of corrective measures to accomplish a set goal within that organization (NAF, 2006).