Text of speech (associated PowerPoint is at http://www.slideshare.net/stevelevine/protecting-texas-medical-liability-reforms-piaa-2014) delivered to PIAA Medical Liability Conference in Toronto, May 14, 2014
Managed Care within Health Care covers a variety of information from nursing homes, policies, Medical, Medicare, out of pocket, and partial payment, management, contracts, government, and the Social Security State Fund. Within this working paper I will discuss a few of these mechanisms that are applied and utilized within ‘Managed Care’ today. A system within a system that brings in 25% of the United States debt.
Text of speech (associated PowerPoint is at http://www.slideshare.net/stevelevine/protecting-texas-medical-liability-reforms-piaa-2014) delivered to PIAA Medical Liability Conference in Toronto, May 14, 2014
Managed Care within Health Care covers a variety of information from nursing homes, policies, Medical, Medicare, out of pocket, and partial payment, management, contracts, government, and the Social Security State Fund. Within this working paper I will discuss a few of these mechanisms that are applied and utilized within ‘Managed Care’ today. A system within a system that brings in 25% of the United States debt.
Obamacare in Pictures: Visualizing the Effects of the Patient Protection and ...The Heritage Foundation
“Obamacare in Pictures: Visualizing the Effects of the Patient Protection and Affordable Care Act” shows in detail the impact of the sweeping health care law for Americans.
Over the last twenty years, medical costs associated with lost time workers’ compensation claims has risen dramatically, despite efforts to reform the system. Medical tourism, a popular option for many seeking lower cost health care, is one option that has yet to catch on. Issues of quality of health care in other countries is no different for workers’ compensation patients, as it is for health care patients, and with accreditation from the Joint Commission International (JCI), hospitals that cater to medical tourists offer better care at lower cost than most U.S. hospitals offer. Certain procedures, common to workers’ compensation claims, such as knee replacement, hip replacement and spinal fusion in countries such as India, Thailand and Singapore, are considerably lower cost than those performed in the U.S.
However, legal barriers currently exist not only for medical tourism, but for its implementation for workers’ compensation. Medical malpractice, liability laws, patient privacy and medical records (HIPAA), ERISA, and the PPACA, all present significant obstacles that need to be addressed before such implementation are possible. Case law in the US has recognized limited use of medical tourism, both domestic and international, and opens the door a little for further development in this direction. The globalization of healthcare as evidenced by the tremendous growth of medical tourism in the health care arena, will lead to the implementation of international medical providers into the medical provider network for workers’ compensation.
This presentation discusses the impact of health reform. It begins by defining the problem, then provides an overview of legislation and the impact on business. It provides a contrarian view of the subject and explains why health reform is really insurance reform. It also introduces the concept of consumer sovereignty,
Policy experts Brian Blase and Rea S. Hederman, Jr. discuss why health insurance premiums will rise under Obamacare. Among the reasons are: minimized youth discounts, mandated benefits, and no cost-sharing for preventive services.
Our biggest problem in healthcare is efficiency (quality of care per dollar spent) and Obamacare doesn't solve it. Our spending is off the charts by any measure (growth over time, % of GDP, per capita) Consumerism as a force of change in Healthcare is just getting started, but there are many barriers in place that serve to protect existing stakeholders in the industry. Knocking down these barriers to competition is what the GOP should be focusing on, but it's not. "Repeal and replace" seems to be a slogan, not a plan. Do Republican lawmakers have the will to make changes that might upset entrenched players?
Obamacare in Pictures: Visualizing the Effects of the Patient Protection and ...The Heritage Foundation
“Obamacare in Pictures: Visualizing the Effects of the Patient Protection and Affordable Care Act” shows in detail the impact of the sweeping health care law for Americans.
Over the last twenty years, medical costs associated with lost time workers’ compensation claims has risen dramatically, despite efforts to reform the system. Medical tourism, a popular option for many seeking lower cost health care, is one option that has yet to catch on. Issues of quality of health care in other countries is no different for workers’ compensation patients, as it is for health care patients, and with accreditation from the Joint Commission International (JCI), hospitals that cater to medical tourists offer better care at lower cost than most U.S. hospitals offer. Certain procedures, common to workers’ compensation claims, such as knee replacement, hip replacement and spinal fusion in countries such as India, Thailand and Singapore, are considerably lower cost than those performed in the U.S.
However, legal barriers currently exist not only for medical tourism, but for its implementation for workers’ compensation. Medical malpractice, liability laws, patient privacy and medical records (HIPAA), ERISA, and the PPACA, all present significant obstacles that need to be addressed before such implementation are possible. Case law in the US has recognized limited use of medical tourism, both domestic and international, and opens the door a little for further development in this direction. The globalization of healthcare as evidenced by the tremendous growth of medical tourism in the health care arena, will lead to the implementation of international medical providers into the medical provider network for workers’ compensation.
This presentation discusses the impact of health reform. It begins by defining the problem, then provides an overview of legislation and the impact on business. It provides a contrarian view of the subject and explains why health reform is really insurance reform. It also introduces the concept of consumer sovereignty,
Policy experts Brian Blase and Rea S. Hederman, Jr. discuss why health insurance premiums will rise under Obamacare. Among the reasons are: minimized youth discounts, mandated benefits, and no cost-sharing for preventive services.
Our biggest problem in healthcare is efficiency (quality of care per dollar spent) and Obamacare doesn't solve it. Our spending is off the charts by any measure (growth over time, % of GDP, per capita) Consumerism as a force of change in Healthcare is just getting started, but there are many barriers in place that serve to protect existing stakeholders in the industry. Knocking down these barriers to competition is what the GOP should be focusing on, but it's not. "Repeal and replace" seems to be a slogan, not a plan. Do Republican lawmakers have the will to make changes that might upset entrenched players?
The city of detroit, feared evil the in their midst casted them outBrenda Stapleton, M.A.
The City of Detroit is invaded by the statute of a devil. The group, Satanic Templar, headed by Jex Blackmore, advised the statute was on temporary display, before it is moved to Arkansas to be placed by the Ten Commandments on the grounds.
1IN T R O D U C T I O NThis comprehensive case study ser.docxdrennanmicah
1
IN T R O D U C T I O N
This comprehensive case study serves as a basis for the exercises included throughout the
book.
Coastal Medical Center (CMC) is a licensed, 450-bed regional referral hospital
providing a full range of services. The primary service area is a coastal city and three coun-
ties, with a total population greater than 995,000, located in the Sunbelt. This tricounty
area has had one of the fastest population growth rates in the country for the past five
years. According to the local health planning council, the tricounty population is projected
to increase by 15 percent from 2015 to 2020. Appendix A, at the end of this case study,
provides detailed population statistics for the city and tricounty area.
The population growth rate for households (families) has been 1 to 2 percentage
points higher than the overall population growth. The growth rate of the population under
age 44 shows a young and growing community. Per capita (i.e., per person) income in the
tricounty area is high and increasing. As the population of the tricounty area increases, the
need for healthcare services is anticipated to increase. The area’s economy is largely supported
by manufacturing, with service companies and agriculture accounting for another 35 percent.
Unemployment is typically 6 percent. The overall poverty rate is 12.4 percent. A recent study
revealed that 40,000 city residents are below 125 percent of the established federal poverty level.
HE A LT H C A R E CO S T S
Healthcare costs in the region are high in comparison to healthcare costs in most other
areas in the state. In response to what they feel are excessively high healthcare costs, county
C O A S TA L M E D I C A L C E N T E R
C O M P R E H E N S I V E C A S E
S T U D Y
00_Harrison (2302).indb 1 2/18/16 4:12 PM10/12/2018 - RS0000000000000000000000574903 (Baylee Soper) - Essentials of Strategic Planning
in Healthcare
2 E s s e n t i a l s o f S t r a t e g i c P l a n n i n g i n H e a l t h c a r e
businesses recently formed a business coalition, hired a full-time executive, and publicly
stated their intent to achieve reduction in healthcare costs. The local press has expressed its
concern about the high cost of healthcare in the local community and consistently bashes
the area’s hospitals and physicians. The coalition refused to allow the three major medical
centers in the area to join, despite the fact that each is a major employer.
TH E CO M P E T I T I O N
CMC has two major competitors. Johnson Medical Center (JMC) is the larger of a two-
hospital for-profit healthcare system, and Lutheran Medical Center (LMC) is the larger of
a two-hospital, faith-based not-for-profit healthcare system.
JMC is located less than two miles from CMC and is a 430-bed tertiary care facility.
JMC owns four nursing homes, two assisted living facilities, a durable medical equipment
company, a wellness center, an ambulance service, and an industrial medic.
It's National Nurses week . Acute care nurses and other healthcare staff are at high risk of injuries, particularly musculoskeletal disorders, due to intense physical demands of manually lifting and moving patients. In this white paper We discuss effective patient mobilization programs and more.
The 10 Elements of Art1. Color2. Form3. Line4. Mass5. S.docxtodd801
The 10 Elements of Art:
1. Color
2. Form
3. Line
4. Mass
5. Shape
6. Space
7. Texture
8. Time and Motion
9. Value
10. Volume
The 10 Principles of Art:
1. Balance
2. Contrast
3. Emphasis
4. Focal Point
5. Pattern
6. Proportion
7. Rhythm
8. Scale
9. Unity
10. Variety
1
IN T R O D U C T I O N
This comprehensive case study serves as a basis for the exercises included throughout the
book.
Coastal Medical Center (CMC) is a licensed, 450-bed regional referral hospital
providing a full range of services. The primary service area is a coastal city and three coun-
ties, with a total population greater than 995,000, located in the Sunbelt. This tricounty
area has had one of the fastest population growth rates in the country for the past five
years. According to the local health planning council, the tricounty population is projected
to increase by 15 percent from 2015 to 2020. Appendix A, at the end of this case study,
provides detailed population statistics for the city and tricounty area.
The population growth rate for households (families) has been 1 to 2 percentage
points higher than the overall population growth. The growth rate of the population under
age 44 shows a young and growing community. Per capita (i.e., per person) income in the
tricounty area is high and increasing. As the population of the tricounty area increases, the
need for healthcare services is anticipated to increase. The area’s economy is largely supported
by manufacturing, with service companies and agriculture accounting for another 35 percent.
Unemployment is typically 6 percent. The overall poverty rate is 12.4 percent. A recent study
revealed that 40,000 city residents are below 125 percent of the established federal poverty level.
HE A LT H C A R E CO S T S
Healthcare costs in the region are high in comparison to healthcare costs in most other
areas in the state. In response to what they feel are excessively high healthcare costs, county
C O A S TA L M E D I C A L C E N T E R
C O M P R E H E N S I V E C A S E
S T U D Y
00_Harrison (2302).indb 1 2/18/16 4:12 PM10/12/2018 - RS0000000000000000000000574903 (Baylee Soper) - Essentials of Strategic Planning
in Healthcare
2 E s s e n t i a l s o f S t r a t e g i c P l a n n i n g i n H e a l t h c a r e
businesses recently formed a business coalition, hired a full-time executive, and publicly
stated their intent to achieve reduction in healthcare costs. The local press has expressed its
concern about the high cost of healthcare in the local community and consistently bashes
the area’s hospitals and physicians. The coalition refused to allow the three major medical
centers in the area to join, despite the fact that each is a major employer.
TH E CO M P E T I T I O N
CMC has two major competitors. Johnson Medical Center (JMC) is the larger of a two-
hospital for-profit healthcare system, and Lutheran Medical Center (LMC) is the larger of
a two-hospital, faith-based not-for-pro.
#1Jason Grant is the current CEO of Summit Regional Hospital in De.docxAASTHA76
#1Jason Grant is the current CEO of Summit Regional Hospital in Denver, Colorado. Summit Regionals financial health has been quite poor over the first year that he has been CEO and was suffering due to rising costs, static revenue, and declining quality of care. When he was hired he was told the mandate was to improve the quality of care and get the financials in order. Grant has less than a week to finalize his $70-million-dollar budget so it can be approved by the hospital’s board. As he looked over the budget, one issue was the building the future of the off-site clinics. The man who was there before Grant had set up community based clinics five years earlier to help to deliver care to the city’s poor. Even though these clinics were very valuable in delivering care to these neighborhood residents, the clinics took away funds from the Hospital’s in house services in which many of these were already underfunded.
As Grant thought back to early March he remembered one of the clinics he went and visited with a sign out front that was covered in graffiti, the building showing signs of serious aging and, a small waiting room. He met with Brett Dawson who was the clinic doctor and the administrator. The look of the facility was in rough condition with the paint peeling everywhere, and in one examining rooms he found a bucket that was stuck in the floor catching a drip.
When Grant asked Dawson how she puts up with the facility being in this bad condition and she said, ”What are my options?” Last year’s clinic financials showed they cost 1.1 million to operate at a loss of $256,000. Grant believed that the clinics wear draining revenue. Summit Regional is needing funding for a new neonatal ward, operating theatre, MRI unit, upgraded business office computer system, and the emergency department needed another full time physician. Without these additions the the ability to attract top paying patients and doctors are very slim. Due to the location on the east side of Denver, Summit Regional had a high percentage of Medicaid patients in which the payments rarely covered the cost.
There was a rival hospital called St. Johns which was a for profit had better facilities and technology. Their financial condition was better than Summit Regionals as well because it was located on the west side of Denver in a better neighborhood and owned a 50% share in an MRI unit. Grant requested a possible merger with St. Johns but the Ceo of St. Johns responded back, “Competition is the only way to survive.” Grant knew he could either borrow or cut costs, but he hospitals ability to borrow money was low because of their debt so he figured the best alternative was to cut cost.
Grant wanted to cut some of the 1400 employees to take care of the current 350 beds. However, cutting personnel would affect the quality of care. Rising costs of these clinics and Denver’s budget deficit was causing the clinics revenue to decrease more. Closing the clinics would be a personal b.
Urgent Care Market of US to reach USD18.8 billion by 2018 | An Aranca Infogra...Aranca
The urgent care market of US is expected to reach USD 18.8 billion by 2018. Favorable demographics, regulatory framework and growing support from insurers are likely to be the key driving factors of urgent care market.
Health Care Reform Goes Live: Day Three in the Current Climate of ReformCraig B. Garner
An October 3, 2013, presentation on the Affordable Care Act. This presentation includes: (1) Introduction and History; (2) Overview of the Affordable Care Act; (3) Reform from the Patient's Perspective; (4) Health Insurance Exchanges; (5) Delivering Medical Care; (6) Medicaid Expansion; (7) Performance Based Reimbursement; (8) Other Provisions; (9) Challenges; (10) Taxes and Reform
Mercer Capital's Value Focus: Healthcare Facilities | Year-End 2015 | Sub-Sec...Mercer Capital
Mercer Capital's Healthcare Facilities Industry newsletter provides perspective on valuation issues. Each newsletter also includes a macroeconomic trends, industry trends, and guideline public company metrics.
Sheet1Lehman Health Care ConsultingKey Ratios MCMPC ProjectRatiosS.docxedgar6wallace88877
Sheet1Lehman Health Care ConsultingKey Ratios MCMPC ProjectRatiosStandardMCMPCIMGRiversideGood SistersCurrent Ratio1.31.251.31.31.2Quick Ratio1.21.051.11.250.9Days Cash on Hand5051495140Days in Net Receiv4955484662Debt Svce Cov Ratio>11.10.9510.89Liab to Fund Balance0.2NANA0.250.15Operating Margin>.05-0.00150.0650.055-0.02
Sheet2
Sheet3
Lehman Health Care Consulting, LLC
To: All Assigned Consultants Date: January 23, 2017
Fr: Stephen Katz
Managing Partner
Re: New Engagement: Middle County Medical PC
As you know, I have held several meetings with Middle County Medical PC (MCMPC) over the last few weeks to discuss a possible engagement. On January 20, 2017, we concluded our discussions and Lehman Health Care Consulting is under contract with MCMPC. Our task is to assist them with a significant strategic management challenge. The narrative that follows presents the situation that our client faces. Our assignment appears at the conclusion of the narrative.
Middle County Medical PC
Introduction
MCMPC is facing a unique situation in a market that has evolved significantly. With its location in the northwest suburbs of NYC, it faces challenges. How will it compete effectively in a market where health care is dominated by one enterprise, Innovative Medical Group (IMG)? IMG has broad strategic approaches that give it a significant market share and an alignment with the major county hospital, County Regional Medical Center (CRMC). It launched an Accountable Care Organization, taking advantage of the opportunities created by the Affordable Care Act. Its bargaining power, negotiating leverage and financial strength give it significant competitive advantages.
Middle County Medical PC (MCMPC)
MCMPC is a fifty (50) physician group practice with fifteen offices with 350 employees. They have physicians covering twenty (20) different specialties and subspecialties, but not every specialty/subspecialty. The Middletown location is the largest and busiest for this group. The group was formed in 1984 by Dr. Scott Balko. Dr. Balko is a board certified ER physician who had been Chief of Emergency Medicine at Bolton Hospital (Bolton Hospital has merged with Darien Hill Hospital creating CRMC) for ten years. He decided to leave the hospital and create an Urgent Care Center serving the Middletown community. Over the least thirty years, MCMPC grew, providing urgent, primary and many specialty services. For period 1997 to 2013, its annualized visits grew by eight percent (8%). Revenues reached $22 million in 2014 and the group was consistently profitable. In 2014, annualized visits declined and profits fell. Dr. Balko told us that the practice had an operating loss in 2016. The repeal of the ACA exacerbates this situation. MCMPC implemented the Medical Home and ran it profitably. The elimination fo this program and the lost revenue make fiscal situation even worse. Dr. Balko and the group’s Board of Directors realized that MCMPC n.
1. LITERATURE SEARCH
Effect of Boom Growth on Healthcare Utilization
………………………………………………………………………………………………………………………………………
04 April 2013
QUESTION
Want to explore the effect of oil booms/air force base growth on healthcare utilization
RESULTS
The recent oil boom in the Dakotas and Texas over the past two years has deluged small rural towns with
workers and their families. Area infrastructures are strained beyond limit in housing, roadways, schools, and
healthcare. The healthcare landscape has shifted from elderly Medicare patients to young families and
singles, many uninsured. Ironically, these states continue to fight against Obamacare. Hospital bad debt has
soared to unsustainable levels as bills for emergency treatment are returned to the hospital “addressee not
found”. Hospitals are having more than the usual problem of recruiting to rural areas due to the lack of
adequate housing and community infrastructure.
Healthcare utilization is largely:
● Trauma patients, from road and worksite accidents
● An increased need for orthopedic surgery to repair broken bones
● Sexually transmitted diseases
● Pediatric needs
● Occupational therapy
● Mental health
● Routine care for those with chronic conditions
See news stories on the impact of the Dakotas and Texas oil booms from 2011 to present
Depending on location and resources, most military personnel and their families receive care at the
hospital/clinic on the Air Base. TRICARE is military health insurance which is available in varying plans.
Increasingly, civilian providers are accepting TRICARE patients.
See available data on Air Force Base growth. Impact of bases is discussed in terms of economic stimulation
but a suggestion of their utilization of civilian facilities can be suggested from the number of providers
accepting military insurance.
2. Oil Boom
An Oil Boom Takes a Toll on Health Care
New York Times. January 27, 2013
The patients come with burns from hot water, with hands and fingers crushed by steel tongs, with
injuries from chains that have whipsawed them off their feet. Ambulances carry mangled, bloodied
bodies from accidents on roads packed with trucks and heavyfooted
drivers.
The furious pace of oil exploration that has made North Dakota one of the healthiest economies in
the country has had the opposite effect on the region’s health care providers. Swamped by
uninsured laborers flocking to dangerous jobs, medical facilities in the area are sinking under
skyrocketing debt, a flood of gruesome injuries and bloated business costs from the inflated
economy.
● Largely because of unpaid bills, the hospital’s debt has climbed more than 2,000 percent
over the past four years to $1.2 million
● One hospital averaged 400 emergency department visits a month in 2012
● Over all, ambulance calls in the region increased by about 59 percent from 2006 to 2011
● The number of traumatic injuries reported in the oil patch increased 200 percent from 2007
through the first half of last year
● Expenses at those 12 facilities increased by 15 percent . . . [9] experienced operating
losses
● Costs are rising to hire and retain service staff members, as hospitals compete with fast
food restaurants that pay wages of about $20 an hour
Oil boom leads to surging ER visits, wait times, STDs
CNNMoney.com. November 7, 2011
Mercy Medical Center, the only hospital in Williston, N.D., had to double the number of seats in its
waiting room six weeks ago.
It also had to hire security guards to ensure the safety of incoming patients this year, a precaution
that has become necessary: emergency room visits have increased 50% in the last 12 months and
wait times now average at least a couple hours.
● on any given day, there are 30% more requests for medical services than it can accept.
● So many workers come in with injured or
missing toes,
fingers and other appendages
that orthopedic extremity surgeries have tripled within the last year
● Because of all the new patients, the average wait time is now at least two hours (and often
more than three hours), up from less than an hour a year ago
3. N.D. OIL PATCH: Health care industry feels strain of oil boom
GrandForksHerald. November 12, 2011
● Mercy Medical Center is dealing with a baby boom and a sharp increase in medical
emergencies and clinic visits resulting from the area’s oil boom.
● Trinity Health in Minot has seen its emergency department caseload double in six years, to
40,000 visits a year. We see a pretty heavy shift to trauma.”
● Trauma cases run the gamut: burns, falls, explosions, chemical inhalations, crushing
injuries, traffic accidents. It’s not uncommon for Trinity’s helicopter air ambulance to make
three or four runs a day, Sather said.
● Also, three of every four burn transfers from North Dakota to Minneapolis are transports
from Trinity, Sather said.
● Combined, urgent care and emergency room visits have doubled in the past three years
Oil Boom Crunches Rural Medical Facilities
Daily Yonder. October 17, 2012
. . . An older population (eligible for Medicare) is declining, as a younger population, many of them
uninsured, is rapidly expanding. There's major overload on emergency facilities, accompanied by
skyrocketing bad debt. Nurse and staff recruitments have become much more difficult due to high
housing prices and high competitive wages in the oil patch. And attracting physicians, always a
problem for rural areas, has gotten tougher, even as needs soar.
“In 2007 we would see 600 patients in ER per year,” Pederson says. “In 2012, we anticipate seeing
over 2,000.” That means in a fiveyear
period, Tioga’s emergency room visits have more than
tripled.
“We are seeing a lot more industrial accidents, major trauma, many of those involving car accidents,
because there’s a lot more vehicles on the roads these days,”
Dr. Tyrone Langager at the Montrail County Medical Center in Stanley says the emergency room
load there is four to five times what it was a few years ago. In Watford City, a town whose
population has grown from 1,500 to 6,000 in 18 months, McKenzie County Hospital CEO Dan Kelly
says his ER load has doubled in a year.
At the larger Mercy Hospital in Williston, CEO Matt Grimshaw says the emergency room in
preboom
times saw 8,000 visits in a normal year. For 2013, he says the staff expects that number
to more than triple. Echoing Randall Pederson in Tioga, Grimshaw says the current kinds of ER
injuries are different. Mercy has seen a doubling of traumatic orthopedic injuries in the last couple of
years, from both oil field and highway accidents.
4. General
Economic Impacts of the Military Bases in Washington
Office of Financial Management. State of Washington. July 2004.
Tricare payments to health care providers in Washington . . . range from $31.1 million per year in
Pierce County to $3.8 million in Yakima County. The statewide total is $116 million.
The Impact of the Recommendation to Close Ellsworth AFB
The NewsHour with Jim Lehrer. August 12 2005
Rapid City Regional Hospital {SD}, the loss of patients would be significant. In the past five years,
military personnel and their dependents have generated $50 million in hospital bills.
States Show Increase in TRICARE Providers
Tricare. 06/10/2011
Today, more than 325,000 providers across the United States are in the TRICARE network, with
over 1 million providers accepting TRICARE beneficiaries. The Department of Defense (DoD)
Survey of Civilian Physician Acceptance of TRICARE Standard shows that in Fiscal Year 2007,
almost 93 percent of responding physicians in 53 areas were aware of the TRICARE program.
Almost 85 percent of those physicians accepted new TRICARE Standard patients.
The campaign to increase the number of providers accepting TRICARE patients started several
years ago, led by the TRICARE Regional OfficeWest
and TriWest Healthcare Alliance, the
TRICARE managed care support contractor serving 21 western states.
Recently, Colorado’s leadership announced the number of providers in the state increased from
4,830 to more than 7,920. Hawaii’s leadership announced the number of providers in the state
increased from 2,885 to close to 4,000. At the same time, Idaho’s number of providers in the state
increased from 2,190 to more than 3,820 and Utah’s number of providers increased from 2,200 to
more than 3,600. The most impressive numbers thus far come from South Dakota, where the
number of providers in the state increased from 900 to more than 3,000.
Grand Forks Air Force Base, North Dakota
● Routine and acute care are provided to active duty personnel
● Anyone not enrolled in TRICARE Prime must utilize civilian healthcare resources in surrounding
cities
● Dental care is reserved for active duty; all others must use civilian resources
● There is no emergency facility on the base. Patients are referred to Altru Hospital in Grand Forks.
Signs of growth:
Drones Increase Grand Forks Air Force Base's Economic Impact
March 2, 2013. The Dickinson Press
The base released its annual economic impact report this week, which showed a total impact of
$203.1 million, up $13.8 million, or 7 percent, from the previous fiscal year. . . . In September 2011,
5. we had roughly 1,200 military members assigned at Grand Forks,” said base spokesman Tim Flack.
“Now, we have more than 1,500 stationed here.”
Minot Air Force Base, North Dakota
Hospital offers a full complement of services to active duty personnel and their dependents. Patients are
also referred to Sanford Health WalkIn
Clinic, Trinity Medical Arts Clinic, and the St Alexius Medical Center
in Fargo apparently for weekend, after hours, and holiday care.
Signs of growth
MAFB Impact Growing
Minot Daily News. February 11, 2013
Minot Air Force Base added $522.6 million into the local economy in fiscal year 2012, the largest
economic impact in the base's history. Healthcare impact not stated