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Competency Apply principles of finance and accounting to healthcare outcomes, reimbursements, and business operations. Scenario After an evaluation of its current financial status and an assessment of future industry trends, the governing board for Metropolitan Memorial has approved its CEO’s request to expand operations into the rural areas of the state. Many of the rural residents rely upon Medicare and Medicaid for the financing of their healthcare needs. The hospital will offer satellite services including primary care, urgent care, telehealth, and emergent care services. The hospital is embracing the concept of value-based care given the economic make-up of the population within the rural community. Value-based care focuses on advancing the triple aim strategy of providing better care for individuals, improving population health management initiatives, and reducing overall health costs. Instructions The CEO has asked you to create a PowerPoint presentation (using speaker notes for each slide or voiceover narration) outlining the revenue cycle management process. Your presentation should include a discussion on value-based care models as introduced by the Centers for Medicare and Medicaid Services (CMS), such as ACOs and the Medicare Shared Savings Program. In addition, based on the research you’ve done, you will need to include a recommendation for a possible strategy to strengthen the organization’s financial operations in preparation for the transition to value-based care. .
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Assessment InstructionsIn this assessment, you will propose an e.docx
Assessment Instructions
In this assessment, you will propose an economic initiative that presents an opportunity for improved care quality.
Scenario
As an emerging health care leader, the senior management has requested that you independently research and explore one of the economic opportunities that may be available in your care setting. This may be offering a new service line, working to improve a service line already offered, retiring an outdated or unprofitable service line, or any other economic initiative that you believe will be of benefit to your care setting in the short and long term. One example of this is a recently launched partnership with a local bicycle sharing company. Your care setting partners with them to host healthy community events that offer free screenings for early detection of various health issues. This helps fulfill some of your care setting's preventive and healthy lifestyle initiatives, while also potentially driving referrals to other services provided by your care setting. You have been asked to submit your proposal in the form of a 2–4-page executive summary that includes your proposed economic initiative, supporting economic data, and an analysis of the proposal's benefits for your department and for the care setting overall.
Directions
You have been asked to ensure that your report addresses the following. Note: The bullet points below correspond to grading criteria in the scoring guide. Be sure your work is, at minimum, addressing each of the bullets below. You may also want to read the scoring guide and the Guiding Questions: Executive Brief: Proposal of New Economic Opportunity document, linked in the Resources, to better understand the performance levels that relate to each grading criterion:
· Propose an economic initiative that presents an opportunity for your care setting at both the micro (departmental, neighborhood) and macro (organizational, community) levels that you believe will provide ethical and culturally equitable improvements to the quality of care.
· Analyze the supply and demand for your proposed economic initiative within contexts relevant to your care setting.
· Explain relevant economic and environmental data that support your proposal and analysis.
· Communicate your economic proposal in a logically structured and concise manner, writing content clearly with correct use of grammar, punctuation, and spelling.
· Effectively support your proposal with relevant economic data and scholarly sources, correctly formatting citations and references using current APA style.
Example Assessment: You may use the assessment example, linked in the Assessment Example section of the Resources, to give you an idea of what a Proficient or higher rating on the scoring guide would look like.
Additional Requirements
Your assessment should meet the following requirements:
· Length: 2–4 double-spaced, typed pages. Your proposal should be succinct yet substantive.
· APA format: Resources and citations are fo ...
Assignment Exercise 10–1 Components of Balance Sheet and Statemen.docx
Assignment Exercise 10–1
: Components of Balance Sheet and Statement of Net Income Refer to the Metropolis Health System (MHS) financial statements contained in Appendix 28-A. Use the MHS comparative balance sheet, statement of revenue and expenses, and statement of fund balance for this assignment. Required Identify the following MHS balance sheet components. List the name of each component and its amount(s) from the appropriate MHS financial statement. Current Liabilities Total Assets Income from Operations Accumulated Depreciation Total Operating Revenue Current Portion of Long-Term Debt Interest Income Inventories
Assignment Exercise 10–2
: Components of Balance Sheet and Income Statement Refer to the Metropolis Health System (MHS) balance sheet and statement of revenue and expense in Chapter 28’s MHS Case Study. Patient accounts receivable of $7,400,000 is shown as net of $1,300,000 allowance for bad debts (8,700,000 − 1,300,000 = 7,400,000). (1) What percentage of gross accounts receivable is the allowance for bad debts? (2) If the allowance for bad debts is raised to $1,500,000, where does the extra $200,000 go?
Assignment Exercise 10–2
: Components of Balance Sheet and Income Statement Refer to the Metropolis Health System (MHS) balance sheet and statement of revenue and expense in Chapter 28’s MHS Case Study. Patient accounts receivable of $7,400,000 is shown as net of $1,300,000 allowance for bad debts (8,700,000 − 1,300,000 = 7,400,000). (1) What percentage of gross accounts receivable is the allowance for bad debts? (2) If the allowance for bad debts is raised to $1,500,000, where does the extra $200,000 go?
of the people whom MHS serves. • Rehabilitation and Wellness Center—for outpatient physical therapy and return-to-work services, plus cardiac and pulmonary rehabilitation, to get people back to a normal way of living. • Home Health Services—bringing skilled care, therapy, and medical social services into the home; a comfortable and affordable alternative in longer-term care. • Same-Day Surgery (SDS)—eliminating the need for an overnight stay. Since 1998, same-day surgery procedures have doubled at MHS. • Skilled Nursing Facility—inpatient service to assist patients in returning more fully to an independent lifestyle. • Community Health and Wellness—community health outreach programs that provide educational seminars on a variety of health issues, a diabetes education center, support services for patients with cancer, health awareness events, and a women’s health resource center. • Occupational Health Services—helping to reduce workplace injury costs at over 100 area businesses through consultation on injury avoidance and work-specific
rehabilitation services. • Recovery Services—offering mental health services, including substance abuse programs and support groups, along with individual and family counseling. 4. MHS’s Plant The central building for the hospital is in the center of a two-square-block area. A physicians’ offic.
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Assessment InstructionsIn this assessment, you will propose an e.docx
Assessment Instructions
In this assessment, you will propose an economic initiative that presents an opportunity for improved care quality.
Scenario
As an emerging health care leader, the senior management has requested that you independently research and explore one of the economic opportunities that may be available in your care setting. This may be offering a new service line, working to improve a service line already offered, retiring an outdated or unprofitable service line, or any other economic initiative that you believe will be of benefit to your care setting in the short and long term. One example of this is a recently launched partnership with a local bicycle sharing company. Your care setting partners with them to host healthy community events that offer free screenings for early detection of various health issues. This helps fulfill some of your care setting's preventive and healthy lifestyle initiatives, while also potentially driving referrals to other services provided by your care setting. You have been asked to submit your proposal in the form of a 2–4-page executive summary that includes your proposed economic initiative, supporting economic data, and an analysis of the proposal's benefits for your department and for the care setting overall.
Directions
You have been asked to ensure that your report addresses the following. Note: The bullet points below correspond to grading criteria in the scoring guide. Be sure your work is, at minimum, addressing each of the bullets below. You may also want to read the scoring guide and the Guiding Questions: Executive Brief: Proposal of New Economic Opportunity document, linked in the Resources, to better understand the performance levels that relate to each grading criterion:
· Propose an economic initiative that presents an opportunity for your care setting at both the micro (departmental, neighborhood) and macro (organizational, community) levels that you believe will provide ethical and culturally equitable improvements to the quality of care.
· Analyze the supply and demand for your proposed economic initiative within contexts relevant to your care setting.
· Explain relevant economic and environmental data that support your proposal and analysis.
· Communicate your economic proposal in a logically structured and concise manner, writing content clearly with correct use of grammar, punctuation, and spelling.
· Effectively support your proposal with relevant economic data and scholarly sources, correctly formatting citations and references using current APA style.
Example Assessment: You may use the assessment example, linked in the Assessment Example section of the Resources, to give you an idea of what a Proficient or higher rating on the scoring guide would look like.
Additional Requirements
Your assessment should meet the following requirements:
· Length: 2–4 double-spaced, typed pages. Your proposal should be succinct yet substantive.
· APA format: Resources and citations are fo ...
Assignment Exercise 10–1 Components of Balance Sheet and Statemen.docx
Assignment Exercise 10–1
: Components of Balance Sheet and Statement of Net Income Refer to the Metropolis Health System (MHS) financial statements contained in Appendix 28-A. Use the MHS comparative balance sheet, statement of revenue and expenses, and statement of fund balance for this assignment. Required Identify the following MHS balance sheet components. List the name of each component and its amount(s) from the appropriate MHS financial statement. Current Liabilities Total Assets Income from Operations Accumulated Depreciation Total Operating Revenue Current Portion of Long-Term Debt Interest Income Inventories
Assignment Exercise 10–2
: Components of Balance Sheet and Income Statement Refer to the Metropolis Health System (MHS) balance sheet and statement of revenue and expense in Chapter 28’s MHS Case Study. Patient accounts receivable of $7,400,000 is shown as net of $1,300,000 allowance for bad debts (8,700,000 − 1,300,000 = 7,400,000). (1) What percentage of gross accounts receivable is the allowance for bad debts? (2) If the allowance for bad debts is raised to $1,500,000, where does the extra $200,000 go?
Assignment Exercise 10–2
: Components of Balance Sheet and Income Statement Refer to the Metropolis Health System (MHS) balance sheet and statement of revenue and expense in Chapter 28’s MHS Case Study. Patient accounts receivable of $7,400,000 is shown as net of $1,300,000 allowance for bad debts (8,700,000 − 1,300,000 = 7,400,000). (1) What percentage of gross accounts receivable is the allowance for bad debts? (2) If the allowance for bad debts is raised to $1,500,000, where does the extra $200,000 go?
of the people whom MHS serves. • Rehabilitation and Wellness Center—for outpatient physical therapy and return-to-work services, plus cardiac and pulmonary rehabilitation, to get people back to a normal way of living. • Home Health Services—bringing skilled care, therapy, and medical social services into the home; a comfortable and affordable alternative in longer-term care. • Same-Day Surgery (SDS)—eliminating the need for an overnight stay. Since 1998, same-day surgery procedures have doubled at MHS. • Skilled Nursing Facility—inpatient service to assist patients in returning more fully to an independent lifestyle. • Community Health and Wellness—community health outreach programs that provide educational seminars on a variety of health issues, a diabetes education center, support services for patients with cancer, health awareness events, and a women’s health resource center. • Occupational Health Services—helping to reduce workplace injury costs at over 100 area businesses through consultation on injury avoidance and work-specific
rehabilitation services. • Recovery Services—offering mental health services, including substance abuse programs and support groups, along with individual and family counseling. 4. MHS’s Plant The central building for the hospital is in the center of a two-square-block area. A physicians’ offic.
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The FMBHP is a collaboration among frontier/rural healthcare communities; Mineral Community Hospital’s Interdisciplinary Medical Education Center; iVantage, an industry leader providing comprehensive hospital evaluation tools; Mayo Clinic’s Practice-Based Research Network (PBRN); and the Appalachian Osteopathic Postgraduate Training Institute Consortium (A-OPTIC). The FMBHP will partner with CMS, IHS, Veteran Administration and other private insurers to develop a seamless and sustainable model of patient-centered and community-based healthcare that produces better outcomes cost-effectively.
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MEC Consulting Service Group designed and implemented a cost accounting module for a local healthcare institution to help control costs. The project involved (1) optimizing key software modules, (2) developing standard cost structures for procedures based on direct, indirect and overhead costs, and (3) designing reports to measure expected costs, variances, and medical staff and patient profitability to influence decision making. The new cost accounting system provides the institution with accurate and timely data to negotiate reimbursements with medical plans and identify opportunities to increase profitability.
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Strategic plan presentationnameInstitutionDatei.docx
Strategic plan presentation
name
Institution
Date
introduction
When we are talking about the long-term care to the patients in health facilities, it is important to consider strategic planning.
The goal for Joy Care Nursing Home is to upgrade the facility from a three family multispecialty facility to a six family facility.
A strategic plan and a SWOT analysis was done on the facility to find out if this type of change was possible.
It is important that all aspects are viewed with proper research to see if this can be done.
Overview of the market
Approximately 80,000 people in the regional market
53% of the residents have some type of college education and 90% of residents at least have a high school diploma
$59,948 is the median income for the county residents
The highest portions of the payer mix are commercial, Medicare and Medicaid
Research has been done and shows that upgraded facilities and convenience draws patients in
Mission statement
Their mission is improve health by providing high-quality of care, a comprehensive range of services and exceptional services.
From the statement, it is clear that the hospital is trying to provide high-quality, efficient and accessible healthcare to transform people’s lives
Vision statement
Joy Care Nursing Home and its affiliates will be the health provider of choice for physicians and patients.
Their five year vision is to create a large multispecialty physicians practice system that would include at least six family practice physicians and specialist in cardiology, oncology, and women’s services.
The hospital currently employs three family practice physicians, one obstetrician and one oncologist and non-invasive cardiologist.
SWOT analysis
STRENGTHS
Strong management
Accredited by the joint commission
WEAKNESSES
Understaffed
Facility is not updated
OPPORTUNITIES
Upgraded and new technology
new factory in town brings in potential patients
THREATS
Competition has a upgraded and new facility
Market goals
Increase market share by recruiting three family practice physicians
Improve quality scores in all 6 criteria to a baseline of the 85th percentile
Upgrade facility to meet patient demand
Hire more staff to keep up the demanding flow of new potential patients
Rationale for goals created
Action item that will meet an objective such as renovating, physician lounge increasing marketing for specific products and implementing EMR
Implement a urgent care center
Purchase round tables for EMR rounding
Rationale for goals created cont’
Create an effective organisation
Increase recruitment and retention of qualified health care workers.
Ensure equitable and diverse workforce
Develop a competent and accountable health workforce that matches demand.
Increase employee satisfaction
Itemized resources
Switching over to EMR and HER systems
Invest in equipment to make sure the Bariatric Patients can be treated
Addition of e-visits by large hospital system in adjoi.
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Community Benefit vs. Organizational Benefit
Perhaps you have been to a health fair sponsored by a local hospital in your community. Who benefits from such an effort? When you or your neighbors are screened for signs of illness (hypertension, for instance) or learn about available services, clearly the promotion benefits you, but what about the hospital? Having its name associated with "community service" benefits the institution. Any patients and/or clients the institution attracts may also result in some financial benefit, even if the organization is ostensibly "non-profit."
In this Discussion, you will identify examples of promotion for social change in your community and analyze whether the promotion benefits the community, the organization, or both.
To prepare for this Discussion:
· Review this week's Learning Resources.
· Identify two local health care providers and identify an example of each organization's effort in promoting a service or services as a form of positive social change. One of the organizations should be for-profit, the other, not-for-profit.
Post a brief description of how each organization's promotion fosters social change. Then, evaluate how each organization's marketing promotion benefits the community and how it benefits the organization. Finally, for each example of marketing promotion you have identified, analyze whether the interest of the community and the interest of the organization are in conflict. Briefly comment on how the promotions of the for-profit and non-profit organizations differ and how they are similar.
Support your work with specific citations from this week's Learning Resources and/or additional sources as appropriate.
Fortenberry, J. L., Jr., Elrod, J. K., & McGoldrick, P. J. (2010). Is billboard advertising beneficial for healthcare organizations? An investigation of efficacy and acceptability to patients. Journal of Healthcare Management, 55(2), 81–9 5.
STRATEGY CHALLENGE
Alan M. Zuckerman
What Would You Do?
does the strategic plan require updating because
of healthcare reform?
Metro Health System (MHS) is a successfiil integrated
delivery system (IDS) and the second largest health-
care organization operating in its metropolitan area.
With the passage of healthcare reform into law, how-
ever, MHS s leaders see a need to review and possibly
revise the organization's strategic plan. Although
MHS's relatively recent full plan update still should
be valid, over the past nine months, board members
and executives have raised important questions about
the strategy. The question is, does MHS need to fine-
tune its plan or is a more significant change in strate-
gic direction required?
The Situation
MHS is a $1.3 billion (annual operating revenue),
multifaceted IDS in a medium to large city. Its
performance has been consistently strong for the
past seven years as measured by margin, share,
and other indicators. The organization comprises
two large hospitals, about 300 emplo.
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· In this assessment, you will propose an economic initiative that.docx
· In this assessment, you will propose an economic initiative that presents an opportunity for improved care quality.
Scenario
As an emerging health care leader, the senior management has requested that you independently research and explore one of the economic opportunities that may be available in your care setting. This may be offering a new service line, working to improve a service line already offered, retiring an outdated or unprofitable service line, or any other economic initiative that you believe will be of benefit to your care setting in the short and long term. One example of this is a recently launched partnership with a local bicycle sharing company. Your care setting partners with them to host healthy community events that offer free screenings for early detection of various health issues. This helps fulfill some of your care setting's preventive and healthy lifestyle initiatives, while also potentially driving referrals to other services provided by your care setting. You have been asked to submit your proposal in the form of a 2–4-page executive summary that includes your proposed economic initiative, supporting economic data, and an analysis of the proposal's benefits for your department and for the care setting overall.
Directions
You have been asked to ensure that your report addresses the following. Note: The bullet points below correspond to grading criteria in the scoring guide. Be sure your work is, at minimum, addressing each of the bullets below. You may also want to read the scoring guide and the Guiding Questions: Executive Brief: Proposal of New Economic Opportunity document, linked in the Resources, to better understand the performance levels that relate to each grading criterion:
· Propose an economic initiative that presents an opportunity for your care setting at both the micro (departmental, neighborhood) and macro (organizational, community) levels that you believe will provide ethical and culturally equitable improvements to the quality of care.
· Analyze the supply and demand for your proposed economic initiative within contexts relevant to your care setting.
· Explain relevant economic and environmental data that support your proposal and analysis.
· Communicate your economic proposal in a logically structured and concise manner, writing content clearly with correct use of grammar, punctuation, and spelling.
· Effectively support your proposal with relevant economic data and scholarly sources, correctly formatting citations and references using current APA style.
Example Assessment: You may use the assessment example, linked in the Assessment Example section of the Resources, to give you an idea of what a Proficient or higher rating on the scoring guide would look like.
Additional Requirements
Your assessment should meet the following requirements:
· Length: 2–4 double-spaced, typed pages. Your proposal should be succinct yet substantive.
· APA format: Resources and citations are formatted according to c.
Dao Management Consulting Services, Inc.
The healthcare industry has gone and continues to go through major systems transformation, and healthcare providers need to be ready to implement and adapt to such rapid changes. At DAO our focus is helping you achieve your operational, clinical, and quality goals by navigating quality and regulatory challenges, and adapting practical and consistent solutions that can be implemented and sustained at all levels of the organization.
DAO is a healthcare strategic management consulting firm with over 9 years experience serving healthcare institutions and community-based organizations, with a focus on industries transformation.
Dao Management Consulting Services, Inc.
The healthcare industry has gone and continues to go through major systems transformation, and healthcare providers need to be ready to implement and adapt to such rapid changes. At DAO our focus is helping you achieve your operational, clinical, and quality goals by navigating quality and regulatory challenges, and adapting practical and consistent solutions that can be implemented and sustained at all levels of the organization.
DAO is a healthcare strategic management consulting firm with over 9 years experience serving healthcare institutions and community-based organizations, with a focus on industries transformation.
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The document discusses eHealth investments in New Zealand and the role of the Health Information Strategy Advisory Committee (HISAC). It makes three key points:
1. HISAC provides advice to the Minister of Health on implementing the national eHealth strategy. A key goal is ensuring community and clinical support for appropriate access to and use of electronic health information.
2. For eHealth investments to be successful, business cases must demonstrate measurable benefits, ownership from clinical and administrative leaders, and plans for behavior change. Benefits are only achieved through changing how people use new systems and solutions.
3. HISAC's vision is that by 2014, New Zealanders will have electronic access to their core personal health information when accessing
Mapping the market
1) NHS Arden CSU provides the full range of commissioning support services including service redesign, contract support, business intelligence, procurement, continuing healthcare, medicines optimization, HR, IT, communications and engagement, and finance.
2) NHS Arden CSU sees its strengths as being a small, agile organization that can produce innovative work and adapt to customer needs. It focuses on becoming an excellent specialist provider rather than being as big as possible across a broad portfolio.
3) NHS Arden CSU is working towards independence from NHS England by 2016 and is exploring options like becoming a mutual or social enterprise with employees or others as partners.
complete a Detailed Research Outline based on the instructio.docx
complete a
Detailed Research Outline
based on the instructions provided
Refer to the CU Research Guide for Structure (file found under the Research Report Help section)
Refer to APA for format (web link found under the Research Report Help section)
.
Complete a 3 page paper in APA format (plus cover sheet and referenc.docx
The document requests a 3 page paper in APA format that briefly describes the key human resources concerns in one selected country related to competencies, labor economics, legal systems, labor relations, and cultural norms and how these concerns could impact the success of a multinational company operating in that country.
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Empowering Value-Based Care - Ruth Krystopolski, Ayin Health Solutions
Empowering Value-Based Care - Ruth Krystopolski, Ayin Health SolutionsHealthcare Network marcus evans
Ahead of the marcus evans ACO & Payer Leadership Summit 2024, Ruth Krystopolski discusses the technology needed to empower value-based care in a community.Top 5 Things To Learn About CMS ACO Reach.pptx
In today's ever-evolving healthcare landscape, the Centers for Medicare & Medicaid Services (CMS) constantly introduce new programs and models to improve the quality and efficiency of healthcare delivery. One such initiative is the CMS ACO Reach Platform.
Rethinking Revenue Cycle Management_April 2015
The document discusses the challenges facing the current revenue cycle management (RCM) system in healthcare as the industry shifts towards a more consumer-driven model. It outlines how the growth of high-deductible health plans, consumer-directed healthcare spending, and the Affordable Care Act have significantly increased the proportion of provider revenue coming from patient payments. However, RCM systems remain focused on business-to-business transactions with insurers rather than the consumer experience. The HIMSS Revenue Cycle Improvement Task Force was formed to address this issue and create a vision for the next generation of RCM that prioritizes administrative cost containment, interoperability, and positive consumer engagement.
Top 3 Strategic Initiatives for Sustainable Results in Healthcare in Middle East
The document discusses strategic initiatives for sustainable healthcare in the Middle East. It outlines challenges in the current healthcare systems in GCC countries, including a lack of specialty care and high rates of medical tourism. It then proposes two solutions - implementing lean hospital management models to optimize costs while improving outcomes, and developing specialized training programs to address talent gaps. The top three strategic initiatives highlighted are focusing on knowledge excellence, operational and financial excellence, and building strategic alliances through public-private partnerships.
CFO Strategies for Balancing Fee-for-Service and Value
Moving from fee-for-service to value-based care is not easy. However, leading health systems are all following a similar blueprint that enables the move to value-based care.
Download this whitepaper to learn how:
- Bon Secours Richmond - Closed 75,801 gaps in care within 12 months, generating $7 million in revenue for chronic & preventive care, while improving quality.
- Northeast Georgia Medical Center - Decreased HbA1C levels across uncontrolled diabetes by an average of 1.6 points within 120 days.
- Riverside Medical Center - Reduced unnecessary readmissions by 40% by using automation to reach and assess patients post discharge.
- Prevea Health - Increased care management productivity by 150% by automatically identifying high risk patients, and automating patient engagement.
Strategic plan presentationnameInstitutionDatei.docx
Strategic plan presentation
name
Institution
Date
introduction
When we are talking about the long-term care to the patients in health facilities, it is important to consider strategic planning.
The goal for Joy Care Nursing Home is to upgrade the facility from a three family multispecialty facility to a six family facility.
A strategic plan and a SWOT analysis was done on the facility to find out if this type of change was possible.
It is important that all aspects are viewed with proper research to see if this can be done.
Overview of the market
Approximately 80,000 people in the regional market
53% of the residents have some type of college education and 90% of residents at least have a high school diploma
$59,948 is the median income for the county residents
The highest portions of the payer mix are commercial, Medicare and Medicaid
Research has been done and shows that upgraded facilities and convenience draws patients in
Mission statement
Their mission is improve health by providing high-quality of care, a comprehensive range of services and exceptional services.
From the statement, it is clear that the hospital is trying to provide high-quality, efficient and accessible healthcare to transform people’s lives
Vision statement
Joy Care Nursing Home and its affiliates will be the health provider of choice for physicians and patients.
Their five year vision is to create a large multispecialty physicians practice system that would include at least six family practice physicians and specialist in cardiology, oncology, and women’s services.
The hospital currently employs three family practice physicians, one obstetrician and one oncologist and non-invasive cardiologist.
SWOT analysis
STRENGTHS
Strong management
Accredited by the joint commission
WEAKNESSES
Understaffed
Facility is not updated
OPPORTUNITIES
Upgraded and new technology
new factory in town brings in potential patients
THREATS
Competition has a upgraded and new facility
Market goals
Increase market share by recruiting three family practice physicians
Improve quality scores in all 6 criteria to a baseline of the 85th percentile
Upgrade facility to meet patient demand
Hire more staff to keep up the demanding flow of new potential patients
Rationale for goals created
Action item that will meet an objective such as renovating, physician lounge increasing marketing for specific products and implementing EMR
Implement a urgent care center
Purchase round tables for EMR rounding
Rationale for goals created cont’
Create an effective organisation
Increase recruitment and retention of qualified health care workers.
Ensure equitable and diverse workforce
Develop a competent and accountable health workforce that matches demand.
Increase employee satisfaction
Itemized resources
Switching over to EMR and HER systems
Invest in equipment to make sure the Bariatric Patients can be treated
Addition of e-visits by large hospital system in adjoi.
Complete Evaluation of CMS ACO Reach Program.pptx
In the ever-evolving landscape of healthcare, the Centers for Medicare & Medicaid Services (CMS) continually seek innovative ways to improve the quality and efficiency of care delivery. One such initiative that has garnered significant attention is the CMS ACO Reach.
Community Benefit vs. Organizational BenefitPerhaps you have b.docx
Community Benefit vs. Organizational Benefit
Perhaps you have been to a health fair sponsored by a local hospital in your community. Who benefits from such an effort? When you or your neighbors are screened for signs of illness (hypertension, for instance) or learn about available services, clearly the promotion benefits you, but what about the hospital? Having its name associated with "community service" benefits the institution. Any patients and/or clients the institution attracts may also result in some financial benefit, even if the organization is ostensibly "non-profit."
In this Discussion, you will identify examples of promotion for social change in your community and analyze whether the promotion benefits the community, the organization, or both.
To prepare for this Discussion:
· Review this week's Learning Resources.
· Identify two local health care providers and identify an example of each organization's effort in promoting a service or services as a form of positive social change. One of the organizations should be for-profit, the other, not-for-profit.
Post a brief description of how each organization's promotion fosters social change. Then, evaluate how each organization's marketing promotion benefits the community and how it benefits the organization. Finally, for each example of marketing promotion you have identified, analyze whether the interest of the community and the interest of the organization are in conflict. Briefly comment on how the promotions of the for-profit and non-profit organizations differ and how they are similar.
Support your work with specific citations from this week's Learning Resources and/or additional sources as appropriate.
Fortenberry, J. L., Jr., Elrod, J. K., & McGoldrick, P. J. (2010). Is billboard advertising beneficial for healthcare organizations? An investigation of efficacy and acceptability to patients. Journal of Healthcare Management, 55(2), 81–9 5.
STRATEGY CHALLENGE
Alan M. Zuckerman
What Would You Do?
does the strategic plan require updating because
of healthcare reform?
Metro Health System (MHS) is a successfiil integrated
delivery system (IDS) and the second largest health-
care organization operating in its metropolitan area.
With the passage of healthcare reform into law, how-
ever, MHS s leaders see a need to review and possibly
revise the organization's strategic plan. Although
MHS's relatively recent full plan update still should
be valid, over the past nine months, board members
and executives have raised important questions about
the strategy. The question is, does MHS need to fine-
tune its plan or is a more significant change in strate-
gic direction required?
The Situation
MHS is a $1.3 billion (annual operating revenue),
multifaceted IDS in a medium to large city. Its
performance has been consistently strong for the
past seven years as measured by margin, share,
and other indicators. The organization comprises
two large hospitals, about 300 emplo.
ACO faq 111611
The document discusses Accountable Care Organizations (ACOs) which were created by the Affordable Care Act to improve quality and lower costs. It provides frequently asked questions about ACOs, including whether they are viable, how providers can save money through ACOs, examples of successful ACO programs like Marshfield Clinic, and the healthcare IT components needed to support ACOs. Providers are encouraged to invest in quality, innovation, and data/analytics to prepare for value-based payment models like ACOs.
Pharmacy Services Development within ACO MSO Business Proposal.pdf
The document discusses implementing pharmacy services within an ACO/MSO business proposal. It provides background on ACOs, MSOs, and the evolving healthcare landscape. The proposal should include 1) pharmacy services to implement like medication therapy management, annual wellness visits, or chronic disease management and 2) how these services will improve patient care by impacting benchmarks for quality, care coordination, preventive health, and management of at-risk populations. The literature demonstrates benefits of these pharmacy services including reduced costs and improved outcomes.
Ac Os Bundled Payments
The document discusses opportunities around accountable care organizations (ACOs) and bundled payments under healthcare reform legislation. It outlines proposed ACO pilots that would test payment models to reduce costs and improve outcomes. It also discusses proposals for bundled payment pilots for post-acute care services beginning in 2011. Key questions are raised around which providers can participate in ACOs, what organizational structures and partnerships may look like, and how providers can position themselves for these new models.
Healthcare transition in GCC: Current Painful Realities & Proposed Strategic ...
Goals of research effort
1. Hands on analysis of GCC and specifically UAE healthcare market.
2. Proposed 2016 strategies for CEOs in GCC healthcare ecosystem
Webinar: Community Health Access and Rural Transformation (CHART) Model – Ove...
Webinar: Community Health Access and Rural Transformation (CHART) Model – Ove...Centers for Medicare & Medicaid Services (CMS)
This document provides an overview of the Community Health Access and Rural Transformation (CHART) Model, which tests whether aligned financial incentives, operational flexibility, and technical support can help rural healthcare providers transform care delivery and achieve goals like improved access, quality, and financial sustainability. The webinar agenda includes introductions, discussing rural healthcare challenges, the CHART Model goals and design, timeline and next steps, and a question and answer session. The CHART Model has two participation tracks - the Community Transformation Track provides upfront funding and payments to communities that implement care redesign strategies, while the ACO Transformation Track provides advance shared savings payments to encourage Accountable Care Organizations (ACOs) to participate in risk-bearing models. Scenario Metropolitan Memorial is seeking to expand its service offerings.docx
Metropolitan Memorial is seeking to expand into rural communities but faces challenges from new payment models, low reimbursement from Medicare and Medicaid, and uncertainty around ACA incentives. The Board has asked for an executive summary outlining the organization's financial viability given these challenges faced by rural health organizations. The summary will identify different payment models, discuss how to achieve the Triple Aim of improving care, health, and costs, explain how payer mix impacts revenue, and how value-based care can save money.
· In this assessment, you will propose an economic initiative that.docx
· In this assessment, you will propose an economic initiative that presents an opportunity for improved care quality.
Scenario
As an emerging health care leader, the senior management has requested that you independently research and explore one of the economic opportunities that may be available in your care setting. This may be offering a new service line, working to improve a service line already offered, retiring an outdated or unprofitable service line, or any other economic initiative that you believe will be of benefit to your care setting in the short and long term. One example of this is a recently launched partnership with a local bicycle sharing company. Your care setting partners with them to host healthy community events that offer free screenings for early detection of various health issues. This helps fulfill some of your care setting's preventive and healthy lifestyle initiatives, while also potentially driving referrals to other services provided by your care setting. You have been asked to submit your proposal in the form of a 2–4-page executive summary that includes your proposed economic initiative, supporting economic data, and an analysis of the proposal's benefits for your department and for the care setting overall.
Directions
You have been asked to ensure that your report addresses the following. Note: The bullet points below correspond to grading criteria in the scoring guide. Be sure your work is, at minimum, addressing each of the bullets below. You may also want to read the scoring guide and the Guiding Questions: Executive Brief: Proposal of New Economic Opportunity document, linked in the Resources, to better understand the performance levels that relate to each grading criterion:
· Propose an economic initiative that presents an opportunity for your care setting at both the micro (departmental, neighborhood) and macro (organizational, community) levels that you believe will provide ethical and culturally equitable improvements to the quality of care.
· Analyze the supply and demand for your proposed economic initiative within contexts relevant to your care setting.
· Explain relevant economic and environmental data that support your proposal and analysis.
· Communicate your economic proposal in a logically structured and concise manner, writing content clearly with correct use of grammar, punctuation, and spelling.
· Effectively support your proposal with relevant economic data and scholarly sources, correctly formatting citations and references using current APA style.
Example Assessment: You may use the assessment example, linked in the Assessment Example section of the Resources, to give you an idea of what a Proficient or higher rating on the scoring guide would look like.
Additional Requirements
Your assessment should meet the following requirements:
· Length: 2–4 double-spaced, typed pages. Your proposal should be succinct yet substantive.
· APA format: Resources and citations are formatted according to c.
Dao Management Consulting Services, Inc.
The healthcare industry has gone and continues to go through major systems transformation, and healthcare providers need to be ready to implement and adapt to such rapid changes. At DAO our focus is helping you achieve your operational, clinical, and quality goals by navigating quality and regulatory challenges, and adapting practical and consistent solutions that can be implemented and sustained at all levels of the organization.
DAO is a healthcare strategic management consulting firm with over 9 years experience serving healthcare institutions and community-based organizations, with a focus on industries transformation.
Dao Management Consulting Services, Inc.
The healthcare industry has gone and continues to go through major systems transformation, and healthcare providers need to be ready to implement and adapt to such rapid changes. At DAO our focus is helping you achieve your operational, clinical, and quality goals by navigating quality and regulatory challenges, and adapting practical and consistent solutions that can be implemented and sustained at all levels of the organization.
DAO is a healthcare strategic management consulting firm with over 9 years experience serving healthcare institutions and community-based organizations, with a focus on industries transformation.
eHealth Investment in NZ Beyond 2010
The document discusses eHealth investments in New Zealand and the role of the Health Information Strategy Advisory Committee (HISAC). It makes three key points:
1. HISAC provides advice to the Minister of Health on implementing the national eHealth strategy. A key goal is ensuring community and clinical support for appropriate access to and use of electronic health information.
2. For eHealth investments to be successful, business cases must demonstrate measurable benefits, ownership from clinical and administrative leaders, and plans for behavior change. Benefits are only achieved through changing how people use new systems and solutions.
3. HISAC's vision is that by 2014, New Zealanders will have electronic access to their core personal health information when accessing
Mapping the market
1) NHS Arden CSU provides the full range of commissioning support services including service redesign, contract support, business intelligence, procurement, continuing healthcare, medicines optimization, HR, IT, communications and engagement, and finance.
2) NHS Arden CSU sees its strengths as being a small, agile organization that can produce innovative work and adapt to customer needs. It focuses on becoming an excellent specialist provider rather than being as big as possible across a broad portfolio.
3) NHS Arden CSU is working towards independence from NHS England by 2016 and is exploring options like becoming a mutual or social enterprise with employees or others as partners.
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Steve Moye | President | Catholic Health Initiatives Virtual Health Initiatives
Steve Moye | President | Catholic Health Initiatives Virtual Health Initiatives
Empowering Value-Based Care - Ruth Krystopolski, Ayin Health Solutions
Empowering Value-Based Care - Ruth Krystopolski, Ayin Health Solutions
Top 3 Strategic Initiatives for Sustainable Results in Healthcare in Middle East
Top 3 Strategic Initiatives for Sustainable Results in Healthcare in Middle East
CFO Strategies for Balancing Fee-for-Service and Value
CFO Strategies for Balancing Fee-for-Service and Value
Strategic plan presentationnameInstitutionDatei.docx
Strategic plan presentationnameInstitutionDatei.docx
Community Benefit vs. Organizational BenefitPerhaps you have b.docx
Community Benefit vs. Organizational BenefitPerhaps you have b.docx
Pharmacy Services Development within ACO MSO Business Proposal.pdf
Pharmacy Services Development within ACO MSO Business Proposal.pdf
Healthcare transition in GCC: Current Painful Realities & Proposed Strategic ...
Healthcare transition in GCC: Current Painful Realities & Proposed Strategic ...
Webinar: Community Health Access and Rural Transformation (CHART) Model – Ove...
Webinar: Community Health Access and Rural Transformation (CHART) Model – Ove...
Scenario Metropolitan Memorial is seeking to expand its service offerings.docx
Scenario Metropolitan Memorial is seeking to expand its service offerings.docx
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· In this assessment, you will propose an economic initiative that.docx
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conducir
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[removed]
(blank)
(2)
[removed]
(blank)
yo
(3)
[removed]
(blank)
(4)
[removed]
(blank)
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(6)
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[removed]
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[removed]
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(blank)
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[removed]
(blank)
El cumpleaños
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haber
hacer
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saber
sonreír
tener
traducir
traer
El mes pasado mi esposo y yo
(1)
[removed]
(blank)
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(blank)
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(2) [removed]
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(3) [removed]
(4) [removed]
quise
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(5) [removed]
(6) [removed]
(7) [removed]
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(9) [removed]
(10) [removed]
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traer
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(3) [removed]
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(4) [removed]
unas lasañas deliciosas y mis hermanas
(5) [removed]
flores (
flowers
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balloons
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Complementary Therapies in Medicine (2012) 20, 377—384Ava.docx
Complementary Therapies in Medicine (2012) 20, 377—384
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j o u r n a l h o m e p a g e : w w w . e l s e v i e r h e a l t h . c o m / j o u r n a l s / c t i m
Argentine tango dance compared to mindfulness
meditation and a waiting-list control: A randomised
trial for treating depression
Rosa Pinniger a,∗, Rhonda F. Brown a, Einar B. Thorsteinsson a,
Patricia McKinley b,c
a University of New England, Australia
b McGill University, Canada
c Centre Interdisciplinaire de recherché en réadaptation du Montréal metropolitain, Canada
Available online 3 August 2012
KEYWORDS
Depression;
Mindfulness;
Tango dancing;
Psychological stress
Summary
Objectives: To determine whether tango dancing is as effective as mindfulness meditation in
reducing symptoms of psychological stress, anxiety and depression, and in promoting well-being.
Design: This study employed analysis of covariance (ANCOVA) and multiple regression analysis.
Participants: Ninety-seven people with self-declared depression were randomised into tango
dance or mindfulness meditation classes, or to control/waiting-list.
Setting: classes were conducted in a venue suitable for both activities in the metropolitan area
of Sydney, Australia.
Interventions: Participants completed six-week programmes (1½ h/week of tango or medita-
tion). The outcome measures were assessed at pre-test and post-test.
Main outcome measures: Depression, Anxiety and Stress Scale; The Self Esteem Scale; Satisfac-
tion with Life Scale, and Mindful Attention Awareness Scale.
Results: Sixty-six participants completed the program and were included in the statistical anal-
ysis. Depression levels were significantly reduced in the tango (effect size d = 0.50, p = .010),
and meditation groups (effect size d = 0.54, p = .025), relative to waiting-list controls. Stress
levels were significantly reduced only in the tango group (effect size d = 0.45, p = .022). Attend-
ing tango classes was a significant predictor for the increased levels of mindfulness R2 = .10,
adjusted R2 = .07, F (2,59) = 3.42, p = .039.
Conclusion: Mindfulness-meditation and tango dance could be effective complementary
adjuncts for the treatment of depression and/or inclusion in stress management programmes.
Subsequent trials are called to explore the therapeutic mechanisms involved.
Crown Copyright © 2012 Publish
∗ Corresponding author at: School of Behavioural, Cognitive and Social
Tel.: +61 2 6773 2410; fax: +61 2 6773 3820.
E-mail address: [email protected] (R. Pinniger).
0965-2299/$ — see front matter. Crown Copyright © 2012 Published by E
http://dx.doi.org/10.1016/j.ctim.2012.07.003
ed by Elsevier Ltd. All rights reserved.
Sciences, University of New .
Compile and present the data that will inform your project. Examples.docx
Compile and present the data that will inform your project. Examples: pie charts, bar charts, line charts, column charts, poll results, survey results, trend graphs, timelines, raw data table, summary table, narrative summary table, etc. Briefly introduce your data, present your data, then write a 200-word explanation of the data type and why this type of data is beneficial for your project. Example data types: primary, secondary, qualitative, quantitative, categorical, mixed, cross-sectional, longitudinal, etc. Incorporate concepts and key terms from the course.
Examples:
· Compile various poll results into a bar graph.
· Compile multiple financial results to develop a trend graph.
· Annotate studies in a narrative summary table.
· Create a timeline graph of historical events.
· Develop a bar graph of demographics.
· Compile raw data into a table.
.
Compiled by Jennifer Miros, MPT , Cynthia Frisina, MA, Gavin C.docx
Compiled by Jennifer Miros, MPT , Cynthia Frisina, MA, Gavin Colquitt, Ed.D
Updated September 2018. List is not inclusive.
Adaptive Sports Programs & Resources 2018
International & National Adaptive Sports Organizations:
Cerebral Palsy International Sport & Recreation Association (CPISRA) www.cpisra.org CPISRA is the
leading international sports organization governing and promoting sport and recreation for Cerebral Palsy
(CP) and related neurological conditions throughout the World. CPISRA is one of only four International
Organizations of Sport for the Disabled (IOSD) recognized by the International Paralympic Committee
(IPC) to represent impairment groups. CPISRA’s vision is that all people who have CP or related
neurological conditions have the opportunity to benefit from and participate in sport and recreation
throughout the World.
National Center on Health, Physical Activity and Disability (NCHPAD) http://www.nchpad.org
is positioned to effect change in health promotion/obesity management among people with disabilities
through its history of providing advocacy, services and programs to numerous organizations and people
throughout the country. The primary focus of the Center’s approach is to collaborate with the nation’s
leading health advocacy and disability organizations in linking them to the hundreds of program
initiatives ongoing across the nation, using this framework to build inclusion and integration into existing
programs.
US Paralympic Sport Clubs https://www.teamusa.org/us-paralympics/gateway-to-gold/paralympic-
sport-clubs U.S. Paralympics partners with community-based adaptive sport organizations from across
the US to create a network of Paralympic Sport Clubs providing local sport programming for individuals
with Paralympic-eligible impairments, including physical disabilities and visual impairments. While many
Paralympic Sport Clubs focus on grassroots programming, many also provide opportunities at the national
and international levels. By supporting Paralympic Sport Clubs with resources including coaching
education and program development courses, U.S. Paralympics and its National Governing Bodies/High
Performance Management Organizations have helped increase the availability of sport programming for
athletes with Paralympic-eligible impairments. Currently operating in 48 states and Washington, D.C.,
U.S. Paralympics is committed to partnering with organizations across the United States to ensure
Paralympic Sport Clubs are available in all 50 states.
Disabled Sports USA (DSUSA) http://www.disabledsportsusa.org - Disabled Sports USA’s mission is to
provide national leadership and opportunities for individuals with disabilities to develop independence,
confidence, and fitness through participation in community sports, recreation and educational programs.
Disabled Sports USA is a nation-wide network of community-based chapters offering a variety of
recreation programs. DSUSA sanct.
Compiled FRAMEWORK Framework for the Preparation and .docx
Compiled FRAMEWORK
Framework for the
Preparation and
Presentation of Financial
Statements
This compiled Framework applies to annual reporting periods beginning on
or after 1 July 2014. Early application is permitted. It incorporates relevant
amendments made up to and including 4 June 2014.
Prepared on 15 March 2016 by the staff of the Australian Accounting
Standards Board.
FRAMEWORK-compiled 2 COPYRIGHT
Obtaining Copies of the Framework
Compiled versions of the Framework, the original Framework and amending
pronouncements (see Compilation Details) are available on the AASB
website: www.aasb.gov.au.
Australian Accounting Standards Board
PO Box 204
Collins Street West Victoria 8007
AUSTRALIA
Phone: (03) 9617 7637
E-mail: [email protected]
Website: www.aasb.gov.au
Other Enquiries
Phone: (03) 9617 7600
E-mail: [email protected]
COPYRIGHT
© Commonwealth of Australia 2016
This compiled AASB Framework contains IFRS Foundation copyright
material. Reproduction within Australia in unaltered form (retaining this
notice) is permitted for personal and non-commercial use subject to the
inclusion of an acknowledgment of the source. Requests and enquiries
concerning reproduction and rights for commercial purposes within Australia
should be addressed to The Director of Finance and Administration,
Australian Accounting Standards Board, PO Box 204, Collins Street West,
Victoria 8007.
All existing rights in this material are reserved outside Australia.
Reproduction outside Australia in unaltered form (retaining this notice) is
permitted for personal and non-commercial use only. Further information
and requests for authorisation to reproduce for commercial purposes outside
Australia should be addressed to the IFRS Foundation at www.ifrs.org.
FRAMEWORK-compiled 3 CONTENTS
CONTENTS
COMPILATION DETAILS
COMPARISON WITH IASB FRAMEWORK
FRAMEWORK FOR THE PREPARATION AND PRESENTATION OF
FINANCIAL STATEMENTS
Paragraphs
Application Aus1.1 – Aus1.5
Introduction
Purpose and Status 1 – 4
Scope 5
Underlying Assumptions
Going Concern 23
The Elements of Financial Statements 47 – 48
Financial Position 49 – 52
Assets 53 – 59
Liabilities 60 – 64
Equity 65 – 68
Performance 69 – 73
Income 74 – 77
Expenses 78 – 80
Capital Maintenance Adjustments 81
Recognition of the Elements of Financial Statements 82 – 84
The Probability of Future Economic Benefit 85
Reliability of Measurement 86 – 88
Recognition of Assets 89 – 90
Recognition of Liabilities 91
Recognition of Income 92 – 93
Recognition of Expenses 94 – 98
Measurement of the Elements of Financial Statements 99 – 101
Concepts of Capital and Capital Maintenance
Concepts of Capital 102 – 103
Concepts of Capital Maintenance and the Determination
of Profit 104 – 110
FRAMEWORK-compiled 4 CONTENTS
Appendix: Objective and Qualitative Characteristics
Chapter 1: The Objective of General Purpose Finan.
Competitive Forces Analysis Group Assignment Do some research to.docx
Competitive Forces Analysis Group Assignment
Do some research to find an organization that is selling a product or a service. Using the Five Forces Model, write an analysis of how Information Technology/Information Systems (IT/IS) is or could impact EACH of the 5 forces (positively or negatively) in your chosen organization. For a richer analysis, feel free to discuss and reference any other strategic models or material from the text, but remember you MUST analyze the firm with respect to IT/IS and each of the forces. A grading rubric is also posted on BB along with these instructions.
Choose an organization that allows for a robust discussion. This includes firms you may know about or can find information about (via interviews, readings, research etc.).
This work should show that you clearly understand each of the forces, you understand how each force is impacting your organization, and you understand the role IT/IS either is having or could have with respect to each force.
You should be specific; general statements without examples or detail will not be well received. You may find that your firm is not using IT/IS to impact a particular force (as far as you can tell). Stretch yourself to come up with possibilities as to how they COULD use IT/IS for positive impact. Again, be specific. Do not simply say “they need an information system for customers.” Rather, be certain to describe what type of system (or functionality of the system) you would recommend and why this system would make a difference.
This is a formal paper and should be free of grammar, word usage, and sentence structure errors. The paper must be well organized and free of typos. All work MUST be cited in both a Works Cited page and inside the text. All group members should proofread the final draft CAREFULLY prior to submission.
No page length rule. Just get the job done – well. Each team member should contribute equally Please do not assign a different person to write sections of the paper and expect to just tie them together. This will lead to a fragmented paper and will not earn a solid grade. You should discuss the material (that each member contributes to) and come up with a cohesive product that flows well and meets all requirements.
YOU MUST SUBMIT PEER Review statements IN CLASS or Your grade will be drastically reduced if the review is NOT received. The reviews should follow the guidelines of the peer reviews that accompanied your previous group work.
A WELL DEVELOPED SUBMISSION should include the following material/discussions:
I. Introduction./Description of the Firm (This section is mainly devoted to facts about the firm to the “what”) its industry, its market, its competitive position (in general) including but not limited to the following: What kind of firm located where? i.e. medium sized manufacturing firm in the Midwest. What are their products/services or type of products/services? (what do they sell?)
II. Analysis Section. (Bulk of paper. Develop d.
Competitive AnalysisCompany HighlightsDirect C.docx
Competitive Analysis
Company Highlights
Direct Competitors:
Company Highlights
Lovers and Friends
Raissa Gerona, and Mitch
Moseley launched the fashion
brand, Lovers and Friends, in
2010. Since then, the brand
has become a blogger
favorite. The brand prides itself
in its origins, and strives to
create content and product
that reflect it.
Competitive Advantage:
Lovers and Friends’
competitive advantage is
attached to the fact that they
are very much connected to
their L.A. origins. This pride,
which reflects in their brands’
image as a whole, has allowed
them to attract and develop
an L.A.-loving cult that is
devoted to sporting their
goods.
Shrimps
Shrimps is a fashion label
created by London-based
designer, Hannah Weiland. It
was launched in 2013, and has
grown immensely since then.
Originally gaining widespread
recognition as a result of the
faux fur coat, the label has
now also become
distinguished for its
accessories.
Competitive Advantage:
Shrimps’ competitive
advantage is the fact that it
has become known for leading
the conversation on
cruelty-free fashion. As a
result of this, they have gained
a niche and special market
that only they can cater to.
Indirect Competitors:
Company Highlights
Nasty Gal
Nasty Gal was founded in
2006 by Sophia Amoruso in
San Francisco, California. It is
an L.A. based brand that
began by selling vintage
pieces on Ebay, and thirteen
years later has grown into an
appealing fashion brand
directed at young adults; it
now sells clothing, shoes, and
accessories under its own
label.
Competitive Advantage:
Nasty Gal’s competitive
advantage lies in the fact that
it was founded by a person
whose story has inspired its
customers, and which has
created a loyal and special
following for the brand.
Asos
Asos is a British online fashion
retailer. The company was
founded in June of 2000, and
is directed at young adult
consumers. The brand sells its
own line of goods, and also
carries other brands.
Competitive Advantage:
Asos has a competitive
advantage in that it provides
the customer with various
options in regards to brands
and styles. Not only that, but
the brand is inclusive of all
shapes and sizes, and makes it
evident through their website
and content.
Market Information
Shrimps
Target Market:
★ Ages 25-45
★ Includes various ethnicities
★ Mature female professionals
★ Income: $90,000-$120,000
★ Location: City
★ Lead a sophisticated, luxurious lifestyle
★ Aware of the impact of their purchases
Direct Competitors:
Market Information
Market Share:
Since its emergence in 2013, it is evident that Shrimps has gained
immense market share, and continues to do so. This is evident
through the brand’s faux fur specialty, which has created a unique
set of customers for the brand that only they appeal to.
Marketing Strategy:
As for their marketing strategy, like other newer brands, it seems t.
Competition and Qualityin Health Care MarketsFull text.docx
Competition and Quality
in Health Care Markets
Full text available at: http://dx.doi.org/10.1561/0700000024
Competition and
Quality in Health
Care Markets
Martin Gaynor
H. John Heinz III School of Public Policy and
Management, Carnegie Mellon University and
National Bureau of Economic Research,
Leverhulme Centre for Market and Public Organisation
University of Bristol UK
[email protected]
Boston – Delft
Full text available at: http://dx.doi.org/10.1561/0700000024
Foundations and Trends R© in
Microeconomics
Published, sold and distributed by:
now Publishers Inc.
PO Box 1024
Hanover, MA 02339
USA
Tel. +1-781-985-4510
www.nowpublishers.com
[email protected]
Outside North America:
now Publishers Inc.
PO Box 179
2600 AD Delft
The Netherlands
Tel. +31-6-51115274
The preferred citation for this publication is M. Gaynor, Competition and Quality
in Health Care Markets, Foundations and Trends
R© in Microeconomics, vol 2, no 6,
pp 441–508, 2006
Printed on acid-free paper
ISBN: 978-1-60198-007-6
c© 2006 M. Gaynor
All rights reserved. No part of this publication may be reproduced, stored in a retrieval
system, or transmitted in any form or by any means, mechanical, photocopying, recording
or otherwise, without prior written permission of the publishers.
Photocopying. In the USA: This journal is registered at the Copyright Clearance Cen-
ter, Inc., 222 Rosewood Drive, Danvers, MA 01923. Authorization to photocopy items for
internal or personal use, or the internal or personal use of specific clients, is granted by
now Publishers Inc for users registered with the Copyright Clearance Center (CCC). The
‘services’ for users can be found on the internet at: www.copyright.com
For those organizations that have been granted a photocopy license, a separate system
of payment has been arranged. Authorization does not extend to other kinds of copy-
ing, such as that for general distribution, for advertising or promotional purposes, for
creating new collective works, or for resale. In the rest of the world: Permission to pho-
tocopy must be obtained from the copyright owner. Please apply to now Publishers Inc.,
PO Box 1024, Hanover, MA 02339, USA; Tel. +1 781 871 0245; www.nowpublishers.com;
[email protected]
now Publishers Inc. has an exclusive license to publish this material worldwide. Permission
to use this content must be obtained from the copyright license holder. Please apply to now
Publishers, PO Box 179, 2600 AD Delft, The Netherlands, www.nowpublishers.com; e-mail:
[email protected]
Full text available at: http://dx.doi.org/10.1561/0700000024
Foundations and Trends R© in
Microeconomics
Volume 2 Issue 6, 2006
Editorial Board
Editor-in-Chief:
W. Kip Viscusi
Vanderbilt University
Editors
Richard Carson, UC San Diego (environmental economics)
Joseph Harrington, Johns Hopkins University (industrial organization)
Tom Kniesner, Syracuse University (labor economics)
Mark V. Pauly, University of Pennsylvania (health economics)
David Wild.
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