Evaluate the various HMO models and and identify the model.pdf
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The HMO originated as a small rural hospital over a century ago and has since expanded to serve 18 counties. It recently acquired two additional regional hospitals - a small rural critical access hospital to serve its existing population, and a private full-service hospital in a mid-sized city to gain an emergency department and trauma center while serving more HMO members. The CEO of the large HCO wants an intern to evaluate different HMO models and recommend the best fit for the region given its rural origins and recent expansion.
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STRATEGY CHALLENGEAlan M. ZuckermanWhat Would You Do .docx
STRATEGY CHALLENGE
Alan M. Zuckerman
What Would You Do? '
are freestanding emergency centers
an idea whose time has come?
The Problem
The relatively fragmented, underserved, sparsely
populated but now rapidly growir\g market to the east
of Small City General Hospital has been "discovered"
by providers further east at the periphery of a large
metropolitan area. To secure its position in this newly
emerging battleground, Small City General Hospital
is considering a bold move—developing two freestanding
emergency centers. Does this make sense strategically
and financially?
The Situation
Small City General Hospital is one of the two
large hospitals located in an old. declining,
small industrial city ahout 60 miles from a large
Midwestern city (see map). As the hig city has
grown and expanded, its suhurhan areas have
gradually crept closer to Small City General
Hospital's service area. Right now, a "no-man's
land" huffer of ahout 10 miles exists hetween the
edge of the small city and the big city's suhurhs.
This hucolic. rural area is heginning to he
developed and the projections for the foreseeable
future are for rapid growth (see tahle helow).
Some of the hospitals and health systems on the
eastern end of the emerging hattleground are
contemplating initiatives in this area. Although
nothing is definite yet, rumors ahound. The
potential exists for expansion west into the area
of one or more of the large system-affiliated
medical groups, development of major amhula-
toiy care centers, and possihly, despite certifi-
cate-of-need barriers, a satellite hospital. Small
City General Hospital is concerned ahout this
march west and southwest by formidable com-
petitors. What, if anything, shotdditdo?
Alternative Considerations
Small City General Hospital reviewed a full range
of possible alternative pre-emptive strikes and
responses, including many of the initiatives its
competitors appear to be contemplating. Given
the nature of the competition and the high stakes
SMALL CITY GENERAL HOSPITAL PROPOSED PRIMARY SERVICE AREA POPULATION 2005 TO 2010
Ages
0-17
18-44
45-64
65+
Total
2005
38,200
53,970
43,690
19,490
155,350
SKal
2010
39,930
57,370
51,100
23,660
172,060
% Change
4.5
6.3
17.0
21.4
10.8
Site 2
2005
58,650
78,470
56.950
19,060
213,130
2010
62,840
84.000
71,410
25,220
243,470
% Change
7.1
70
25.4
32.3
142
> Both site 1 and site 2 primary service area populations are projected to increase 11 percent to 14 percent by 2010.
> Largest increases are projected for the 45-64 and 65+ age cohorts.
> The site 2 primary service area is more populous than the site 1 primary service area and is projected to
increase at a faster rate across all age cohorts.
Source: Claritas, 2006.
114 AUGUST 2007 healthcare financial management
PROPOSED SITE 1 A N D SITE 2 SERVICE AREAS
Legend
H Site 1 Primary Service Area
Site 2 Primary Service Area
Competitor Centers
D Medical Center A
B Medicai Center B
O Medical Center.
NIMT Hospital Outsourcing Proposal
Proposal for outsourcing several departments of NIMT Hospital located at KP 1, Greater Noida in the Delhi NCR Region of India.
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Bottlenecks in the supply chain at the district commodity management organizations (DCMOs) in Zambia were causing stockouts and inefficient distribution of medicines. A pilot study tested two models - Model A kept storage at the district level while Model B eliminated intermediate storage. Model B performed significantly better with stockout rates decreasing from 40-72% to 1-33% compared to comparison districts. Zambia is now implementing Model B nationally and utilizing regional cross-docking hubs to further reduce bottlenecks and improve "last mile" delivery to health facilities. The new system more efficiently transports pre-packed orders from the central medical stores to hubs and then to facilities, resulting in lower stockout rates.
New CHC Advertisement
Community hospitals provide important support to their local communities but face constant financial and operational threats to their long term viability and independence. Community Hospital Corporation (CHC) has nearly two decades of experience helping community hospitals with operational and financial improvements, strategic planning, and regulatory compliance to ensure their continued success which is vital for their communities. CHC owns, manages and provides consulting services to community hospitals through different organizations to preserve and protect local healthcare access.
Case Study - The Merger of Two Competing Hospitals This case hig.docx
Case Study - The Merger of Two Competing Hospitals
This case highlights the process of merging two fully accredited hospitals, both of which have a full complement of state-of-the-art diagnostic technology, including MRI and CAT scanners, 24-hour physician-staffed emergency care centers, and specialized women’s centers. Both of these facilities are located in a community of 60,000 in the southeastern part of Idaho.
The success of the merger hinges on the timely resolution of several issues that the executive staff implemented, mutually enhancing solutions in the areas of: (1) leadership, (2) culture adaptation, (3) human resource management, (4) staffing, and (5) benefit issues.
Overview
Hospital A: Porter Regional Medical Center (PRMC)
Located on the east side of town, Porter Regional Medical Center (PRMC) was a for-profit hospital, consisting of 110 hospital beds, 8 of which were reserved for transitional care. PRMC was a privately owned facility. Mountain Health Care (MHC), a large healthcare organization in the Rocky Mountain region, owned the facility. Built in 1990, the facility was designed to efficiently handle patient flow from the emergency room to the pharmacy and to be a point of referral for more complicated patient conditions. PRMC services consisted of general and same-day surgery and full-service rehabilitation and radiology departments. Other services included a kidney dialysis center, on-site retail pharmacy, a regional Red Cross blood bank, 24-hour laboratory, home health, Infusion/Home IV, and a women’s center, including obstetrics and numerous other amenities.
Other assets owned by PRMC were the adjacent medical office buildings, a day care center, the land on which an assisted living center was located adjacent to the hospital, and the sports medicine complex adjacent to the state university’s arena. These assets represented 188,000 square feet of facility space housed on 63 acres. The hospital employed 450 personnel.
Last year, the hospital’s operating budget was $34 million. However, in the same year, the hospital experienced a $1 million loss, and a projected $500,000 loss was anticipated for the following year. After three years of red ink, PRMC decided to liquidate.
Hospital B: Banner Regional Medical Center (BRMC) and Turner Geriatric Center
Built in 1951, Banner Regional Medical Center (BRMC), a county-owned hospital, was located on the west side of town. The hospital structure included 154 inpatient beds and a geriatric healthcare center that consisted of 100-106 beds, 15 transitional care beds, and 7 rehabilitation beds. A medical office building with a parking structure was located adjacent to the hospital. The campus consisted of 561,366 square feet of building space, housed on 6 acres. The hospital’s operating budget for last year was $79 million. BRMC had a reserve fund of $20 million earmarked for major renovations to the existing facility’s emergency room and intensive care unit. BRMC’s servi ...
Planning & Organizing Hospital Units & Ancillary Services (CSSD, Laundry, Lab...
The document discusses planning and organizing various departments in a hospital including the outpatient department. It provides guidance on locating and zoning different units, required spaces, equipment needs, and functional management. The key points covered are principles of hospital planning including quality patient care, community orientation, and economic viability. Circulation routes, distances between departments, and climatic considerations in design are also addressed.
Review the Southeast Medical Center case study found on page 92 of.docx
The document provides instructions for students to analyze a United States Supreme Court case on the First Amendment using the FIRAC framework. It defines FIRAC as Facts, Issue, Rule(s), Analyze, and Conclusion. Students are asked to select a relevant Supreme Court case, and for each element of FIRAC write a 200-300 word response summarizing the case facts, legal issue, applicable First Amendment rule, analysis applying the law to facts, and conclusion.
Recommended
STRATEGY CHALLENGEAlan M. ZuckermanWhat Would You Do .docx
STRATEGY CHALLENGE
Alan M. Zuckerman
What Would You Do? '
are freestanding emergency centers
an idea whose time has come?
The Problem
The relatively fragmented, underserved, sparsely
populated but now rapidly growir\g market to the east
of Small City General Hospital has been "discovered"
by providers further east at the periphery of a large
metropolitan area. To secure its position in this newly
emerging battleground, Small City General Hospital
is considering a bold move—developing two freestanding
emergency centers. Does this make sense strategically
and financially?
The Situation
Small City General Hospital is one of the two
large hospitals located in an old. declining,
small industrial city ahout 60 miles from a large
Midwestern city (see map). As the hig city has
grown and expanded, its suhurhan areas have
gradually crept closer to Small City General
Hospital's service area. Right now, a "no-man's
land" huffer of ahout 10 miles exists hetween the
edge of the small city and the big city's suhurhs.
This hucolic. rural area is heginning to he
developed and the projections for the foreseeable
future are for rapid growth (see tahle helow).
Some of the hospitals and health systems on the
eastern end of the emerging hattleground are
contemplating initiatives in this area. Although
nothing is definite yet, rumors ahound. The
potential exists for expansion west into the area
of one or more of the large system-affiliated
medical groups, development of major amhula-
toiy care centers, and possihly, despite certifi-
cate-of-need barriers, a satellite hospital. Small
City General Hospital is concerned ahout this
march west and southwest by formidable com-
petitors. What, if anything, shotdditdo?
Alternative Considerations
Small City General Hospital reviewed a full range
of possible alternative pre-emptive strikes and
responses, including many of the initiatives its
competitors appear to be contemplating. Given
the nature of the competition and the high stakes
SMALL CITY GENERAL HOSPITAL PROPOSED PRIMARY SERVICE AREA POPULATION 2005 TO 2010
Ages
0-17
18-44
45-64
65+
Total
2005
38,200
53,970
43,690
19,490
155,350
SKal
2010
39,930
57,370
51,100
23,660
172,060
% Change
4.5
6.3
17.0
21.4
10.8
Site 2
2005
58,650
78,470
56.950
19,060
213,130
2010
62,840
84.000
71,410
25,220
243,470
% Change
7.1
70
25.4
32.3
142
> Both site 1 and site 2 primary service area populations are projected to increase 11 percent to 14 percent by 2010.
> Largest increases are projected for the 45-64 and 65+ age cohorts.
> The site 2 primary service area is more populous than the site 1 primary service area and is projected to
increase at a faster rate across all age cohorts.
Source: Claritas, 2006.
114 AUGUST 2007 healthcare financial management
PROPOSED SITE 1 A N D SITE 2 SERVICE AREAS
Legend
H Site 1 Primary Service Area
Site 2 Primary Service Area
Competitor Centers
D Medical Center A
B Medicai Center B
O Medical Center.
NIMT Hospital Outsourcing Proposal
Proposal for outsourcing several departments of NIMT Hospital located at KP 1, Greater Noida in the Delhi NCR Region of India.
Zambia supply chain pipeline component 3
Bottlenecks in the supply chain at the district commodity management organizations (DCMOs) in Zambia were causing stockouts and inefficient distribution of medicines. A pilot study tested two models - Model A kept storage at the district level while Model B eliminated intermediate storage. Model B performed significantly better with stockout rates decreasing from 40-72% to 1-33% compared to comparison districts. Zambia is now implementing Model B nationally and utilizing regional cross-docking hubs to further reduce bottlenecks and improve "last mile" delivery to health facilities. The new system more efficiently transports pre-packed orders from the central medical stores to hubs and then to facilities, resulting in lower stockout rates.
New CHC Advertisement
Community hospitals provide important support to their local communities but face constant financial and operational threats to their long term viability and independence. Community Hospital Corporation (CHC) has nearly two decades of experience helping community hospitals with operational and financial improvements, strategic planning, and regulatory compliance to ensure their continued success which is vital for their communities. CHC owns, manages and provides consulting services to community hospitals through different organizations to preserve and protect local healthcare access.
Case Study - The Merger of Two Competing Hospitals This case hig.docx
Case Study - The Merger of Two Competing Hospitals
This case highlights the process of merging two fully accredited hospitals, both of which have a full complement of state-of-the-art diagnostic technology, including MRI and CAT scanners, 24-hour physician-staffed emergency care centers, and specialized women’s centers. Both of these facilities are located in a community of 60,000 in the southeastern part of Idaho.
The success of the merger hinges on the timely resolution of several issues that the executive staff implemented, mutually enhancing solutions in the areas of: (1) leadership, (2) culture adaptation, (3) human resource management, (4) staffing, and (5) benefit issues.
Overview
Hospital A: Porter Regional Medical Center (PRMC)
Located on the east side of town, Porter Regional Medical Center (PRMC) was a for-profit hospital, consisting of 110 hospital beds, 8 of which were reserved for transitional care. PRMC was a privately owned facility. Mountain Health Care (MHC), a large healthcare organization in the Rocky Mountain region, owned the facility. Built in 1990, the facility was designed to efficiently handle patient flow from the emergency room to the pharmacy and to be a point of referral for more complicated patient conditions. PRMC services consisted of general and same-day surgery and full-service rehabilitation and radiology departments. Other services included a kidney dialysis center, on-site retail pharmacy, a regional Red Cross blood bank, 24-hour laboratory, home health, Infusion/Home IV, and a women’s center, including obstetrics and numerous other amenities.
Other assets owned by PRMC were the adjacent medical office buildings, a day care center, the land on which an assisted living center was located adjacent to the hospital, and the sports medicine complex adjacent to the state university’s arena. These assets represented 188,000 square feet of facility space housed on 63 acres. The hospital employed 450 personnel.
Last year, the hospital’s operating budget was $34 million. However, in the same year, the hospital experienced a $1 million loss, and a projected $500,000 loss was anticipated for the following year. After three years of red ink, PRMC decided to liquidate.
Hospital B: Banner Regional Medical Center (BRMC) and Turner Geriatric Center
Built in 1951, Banner Regional Medical Center (BRMC), a county-owned hospital, was located on the west side of town. The hospital structure included 154 inpatient beds and a geriatric healthcare center that consisted of 100-106 beds, 15 transitional care beds, and 7 rehabilitation beds. A medical office building with a parking structure was located adjacent to the hospital. The campus consisted of 561,366 square feet of building space, housed on 6 acres. The hospital’s operating budget for last year was $79 million. BRMC had a reserve fund of $20 million earmarked for major renovations to the existing facility’s emergency room and intensive care unit. BRMC’s servi ...
Planning & Organizing Hospital Units & Ancillary Services (CSSD, Laundry, Lab...
The document discusses planning and organizing various departments in a hospital including the outpatient department. It provides guidance on locating and zoning different units, required spaces, equipment needs, and functional management. The key points covered are principles of hospital planning including quality patient care, community orientation, and economic viability. Circulation routes, distances between departments, and climatic considerations in design are also addressed.
Review the Southeast Medical Center case study found on page 92 of.docx
The document provides instructions for students to analyze a United States Supreme Court case on the First Amendment using the FIRAC framework. It defines FIRAC as Facts, Issue, Rule(s), Analyze, and Conclusion. Students are asked to select a relevant Supreme Court case, and for each element of FIRAC write a 200-300 word response summarizing the case facts, legal issue, applicable First Amendment rule, analysis applying the law to facts, and conclusion.
Running head PROPOSAL OF NEW ECONOMIC OPPORTUNITY 1 C.docx
Running head: PROPOSAL OF NEW ECONOMIC OPPORTUNITY 1
Copyright ©2018 Capella University. Copy and distribution of this document are prohibited.
Executive Brief: Proposal of New Economic Opportunity
Learner’s Name
Capella University
Health Care Economics and Decision Making
Executive Brief: Proposal of New Economic Opportunity
November, 2017
PROPOSAL OF NEW ECONOMIC OPPORTUNITY 2
Copyright ©2018 Capella University. Copy and distribution of this document are prohibited.
Executive Brief: Proposal of New Economic Opportunity
The primary objective of Whilborne Medical Center (WMC) has always been to deliver
high-quality health care to the community. The medical center can take a step further in that
direction by setting up a new urgent care center (UCC) within its premises. A UCC is a health
care facility that provides immediate care, without a scheduled appointment, for injuries and
illnesses that are not life-threatening and do not require admission to the emergency department
(ED). The key characteristics of a UCC are reduced wait times, increased service hours, reduced
costs, and quick service (Chang, Brundage, & Chokshi, 2015).
WMC is located in an area that has around 3,000 locals whose urgent care needs may be
met by the UCC. Additionally, WMC, being located near Maxima Industrial Park, receives a lot
of cases of work-related injuries (e.g., minor burns, sprains, cuts, and abrasions) and other minor
illnesses (e.g., fever, headache, ear infection, abdominal pain, and respiratory illnesses) that
require immediate attention. Currently, such cases are handled by the medical center’s ED,
which leads to overcrowding and reduced efficiency. Once the UCC is set up, such cases can be
diverted to the UCC to ease the burden on the ED at the medical center.
Outcomes of Starting an Urgent Care Center
WMC has always strived to focus on the six areas of health care quality—timeliness,
safety, patient-centeredness, efficiency, equity, and effectiveness—stated by the Institute of
Medicine (IOM). Setting up a UCC will help the medical center achieve its vision of improving
community health and delivering superior health care, irrespective of patients’ cultural
background, age, gender, and socioeconomic status (Agency for Healthcare Research and
Quality, 2016).
PROPOSAL OF NEW ECONOMIC OPPORTUNITY 3
Copyright ©2018 Capella University. Copy and distribution of this document are prohibited.
The new line of service will be convenient for patients with noncritical conditions that
require immediate attention. They will not have to wait for several hours as they do at the
medical center’s ED. They will be able to walk in without an appointment and avail after-hours
health care services on all days of the week. Setting up a UCC will help the ED concentrate on
critical, life-threatening medical cases; it will also improve the efficiency of the ED and the
quality of care provi.
Review the Southeast Medical Center case study found on page 92 of.docx
Review the Southeast Medical Center case study found on page 92 of the course text. Of the recommendations found on pages 100-101, select the three which you consider to be the highest priority/most important to the case. Justify your reasoning. Support your opinion with a minimum of two outside scholarly resources. Write a three- to five-page paper (excluding title and reference pages) with your selected recommendations and justifications. The paper must be in APA format.
Southeast Medical Center Case Study
Review the Southeast Medical Center case study found on page 92 of the course text. Of the recommendations found on pages 100-101, select the three which you consider to be the highest priority/most important to the case. Justify your reasoning. Support your opinion with a minimum of two outside scholarly resources
In-Depth Case Study: Southeast Medical Center
The following case study involving a large organized delivery system exemplifies many of the issues described earlier in this chapter.
History and Evolution
Southeast Medical Center (SMC; a pseudonym) was established as a public hospital in the 1920s, just before the Depression. Located in the Southeast, a $1 million bond financed the 250-bed facility. Major expansion projects in the 1950s increased the hospital’s size to 600 beds. Formal affiliation with the local university’s College of Medicine residency program in the 1970s further expanded capacity. Thus, SMC became a public academic health center and subsequently assumed multiple missions of patient care, teaching, and research. Capital improvement programs were conducted during the 1970s, and in 1982, a massive renovation and construction project ($160 million) added 550 beds to the facility. In the 1980s, a 59-bed freestanding rehabilitation center was opened adjacent to the hospital, and a physicians’ office building was constructed next to the hospital. Medical helicopters were also acquired in 1989, expanding SMC’s trauma services. In addition to serving as a regional provider for trauma, SMC also furnishes burn, neonatal, and transplant care for the region.
Responsibility for governance of SMC has shifted over the years. In the early years of operation, a hospital board ran SMC. In the 1940s, the city was given direct control over the hospital. In the 1980s, the state legislature created a public hospital authority (to be appointed by the county commission) to govern the hospital. In the 1990s, the hospital’s board of trustees voted to turn operations of the hospital over to a private, not-for-profit corporation (501c-3), the SMC Corporation. However, oversight for charity care remained with the county’s hospital authority. The SMC Corporation is directed by a 15-member board of directors and essentially manages the organized delivery system through a lease arrangement with the county hospital authority.
Today, SMC is a private, not-for-profit academic health center that is accredited by JCAHO. It also serves as the ...
Communicable Disease ChainInfectious AgentMicrob.docx
Communicable Disease Chain
Infectious Agent
Microbes – All Types
Pathogenicity
Invasiveness
Virulence
Infective Dose
Resistance
Means of Transmission
Direct
Indirect
Portal of Re-entry
Same as Exit
Portal of Exit
Respiratory
Integumentary
Blood
GI
Sexual
Susceptible Host
Defense Mechanisms
Immunity
Natural
Artificial
Reservoirs
Humans
Animals
Plant/Soil
© 2011. Grand Canyon University. All Rights Reserved.
2
East Chester Regional Health System Marketing Plan 2
East Chester Regional Health System Marketing Plan 24
Marketing Plan Name
Date
InstructorMarketing Plan
This marketing plan is for the merger that has occurred between East River Medical Centre, Archway Hospital, and Northern Mountain Hospital Consortium. The three hospitals that previously operated separately have now merged to create one East Chestnut Regional Health System that is set to target the three markets that were previously dominated by the three hospitals. By joining forces, the three hospitals stand to benefit from increased shareholding, economies of scale, and enhanced management capabilities that would propel them to greater heights (Haas & Vita, 2011).
The following marketing plan will explain in detail whom the target customers of the hospital are going to be as well as the possible means of reaching out to them. It will also include strategies and techniques that will be used to retain the employees and keep them from moving out of the hospital. From this marketing plan, it will be possible to tell how the various marketing mix will be employed to finally come up with a healthy mix that will reach many people.
1. The Big Picture
The three different hospitals that have merged each had a diverse shareholding and approach of getting customers. East River Medical Centre has had its fair share of success due to its location and level of proficiency practiced at the hospital. In recent years, however, the hospital has experienced security issues, and the medical personnel has grown old; hence the hospital has been on the decline. As for Northern Mountain Hospital Consortium, it was formed as a consortium of small medical centers that wanted benefit from economies of scale and to also deal with the influx of patients from East River Medical Centre. The Archway Hospital, which is in the urban area of Chestnut, has also experienced considerable challenges with management relying heavily on Medicaid to perform. It is from these limitations that the three hospitals have decided to come together and create a joint hospital that will be able to contain the challenges faced.
East River Medical Center has a Level 1 Trauma Center with an Air Service. East River Medical center has about 300 people a day filling their hospital beds, which holds up to 550 beds total. Archway Hospital had many issues due to management strictly relying on Medicare/Medicaid. With all the repairs that are need.
Communicable Disease ChainInfectious AgentMicrob.docx
Communicable Disease Chain
Infectious Agent
Microbes – All Types
Pathogenicity
Invasiveness
Virulence
Infective Dose
Resistance
Means of Transmission
Direct
Indirect
Portal of Re-entry
Same as Exit
Portal of Exit
Respiratory
Integumentary
Blood
GI
Sexual
Susceptible Host
Defense Mechanisms
Immunity
Natural
Artificial
Reservoirs
Humans
Animals
Plant/Soil
© 2011. Grand Canyon University. All Rights Reserved.
2
East Chester Regional Health System Marketing Plan 2
East Chester Regional Health System Marketing Plan 24
Marketing Plan Name
Date
InstructorMarketing Plan
This marketing plan is for the merger that has occurred between East River Medical Centre, Archway Hospital, and Northern Mountain Hospital Consortium. The three hospitals that previously operated separately have now merged to create one East Chestnut Regional Health System that is set to target the three markets that were previously dominated by the three hospitals. By joining forces, the three hospitals stand to benefit from increased shareholding, economies of scale, and enhanced management capabilities that would propel them to greater heights (Haas & Vita, 2011).
The following marketing plan will explain in detail whom the target customers of the hospital are going to be as well as the possible means of reaching out to them. It will also include strategies and techniques that will be used to retain the employees and keep them from moving out of the hospital. From this marketing plan, it will be possible to tell how the various marketing mix will be employed to finally come up with a healthy mix that will reach many people.
1. The Big Picture
The three different hospitals that have merged each had a diverse shareholding and approach of getting customers. East River Medical Centre has had its fair share of success due to its location and level of proficiency practiced at the hospital. In recent years, however, the hospital has experienced security issues, and the medical personnel has grown old; hence the hospital has been on the decline. As for Northern Mountain Hospital Consortium, it was formed as a consortium of small medical centers that wanted benefit from economies of scale and to also deal with the influx of patients from East River Medical Centre. The Archway Hospital, which is in the urban area of Chestnut, has also experienced considerable challenges with management relying heavily on Medicaid to perform. It is from these limitations that the three hospitals have decided to come together and create a joint hospital that will be able to contain the challenges faced.
East River Medical Center has a Level 1 Trauma Center with an Air Service. East River Medical center has about 300 people a day filling their hospital beds, which holds up to 550 beds total. Archway Hospital had many issues due to management strictly relying on Medicare/Medicaid. With all the repairs that are need.
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 ...
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CHC - Keeping the "H" in Hometown
Community Hospital Corporation (CHC) provides resources and flexible consulting services to strengthen and support community hospitals. Through ownership, management, or consulting models, CHC works with hospital leaders to establish strategic visions, improve operations and finances, and ensure regulatory compliance. CHC aims to preserve community hospitals and keep them locally operated and governed.
Best_of_the_countries_2010
The document describes a project submitted for a Roche award that aims to provide cancer treatment funding for expatriate patients in Bahrain who cannot afford care. A team from Roche Bahrain worked with the Ministry of Health and oncology department to create a dedicated bank account to receive donated funds and establish eligibility criteria. So far the project has secured funding to cover treatment for one patient and is awaiting approval for two others. The project aims to ultimately support 50% of expatriate cancer patients to receive treatment in Bahrain rather than having to return to their home countries.
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This document outlines a proposed plan for Heritage of Hope Hospital (HHH) for fiscal years 2016-2020. It seeks $85 million in funding over 5 years to increase the hospital's operating budget and allow for long-term planning. The plan discusses HHH's mission, values, strengths, and opportunities. It also outlines goals and action plans around increasing efficiency, technology, and services to ensure financial sustainability in serving the community.
CAPSTONE PROJECT(FINAL SUBMISSION)
This document is a report for a project to open a comprehensive satellite clinic in Pocahontas County, West Virginia. It provides background on the need for additional health services in the rural county, which only has one 25-bed hospital. An assessment finds that internal and external stakeholders support the project. A market analysis shows high rates of diseases and health issues among the county's aging population. A SWOT analysis identifies strengths like improving access to care, and weaknesses like the large upfront costs. The report recommends proceeding with the project to address unmet health needs in the community.
Feasibility Study Final
This document provides a feasibility study for Pocahontas Memorial Hospital to open a comprehensive satellite clinic. It recommends that PMH update its mission and create a vision statement to guide the new clinic. A market analysis found opportunities in increased insurance coverage from the ACA and using telehealth. PMH faces challenges like understaffing and overuse of its emergency department. The study recommends investing in telehealth, recruiting providers, and taking advantage of more insured patients to successfully implement the satellite clinic.
CompetencyApply principles of finance and accounting to heal.docx
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.
.
CompetencyApply principles of finance and accounting to he.docx
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.
.
The 10 Elements of Art1. Color2. Form3. Line4. Mass5. S.docx
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.
A Dangerous Diversion: Will the ifc's flagship health PPP bankrupt Lesotho's ...
The Queen 'Mamohato Memorial Hospital in Lesotho was built as a public-private partnership (PPP) to replace the country's old main public hospital. It was promoted as a model for healthcare PPPs in Africa by the International Finance Corporation. However, the PPP is now costing the Lesotho government over half of its entire health budget annually while only providing care for a small portion of the population. This high cost is diverting funds from primary healthcare in rural areas where most Basotho live. The experience in Lesotho raises questions about the sustainability and equity of this type of large hospital PPP being promoted across Africa.
1IN T R O D U C T I O NThis comprehensive case study ser.docx
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.
Q&A Campbell River Hospital
The document provides answers to frequently asked questions about the site preparation and construction of a new 95-bed hospital in Campbell River, British Columbia. It details that site preparation work will begin in March 2013 and continue until November 2013, and will involve deconstructing parts of existing buildings and creating temporary parking lots and roadways. It also notes that Palladian Developments Inc. was awarded the contract to complete the site preparation work.
pravin ppp.pptx
The Indraprastha Apollo Hospital in New Delhi was established in 1995 through a public-private partnership between the Government of Delhi and Apollo Hospital Group. The government aimed to improve healthcare access for low-income residents by providing modern hospital facilities. It contributed land and capital while Apollo Group built and operates the facility. However, the project has faced issues in meeting its social objectives due to a lack of strong oversight and conflicts of interest from the government playing multiple roles. Simpler processes are needed to ensure underprivileged patients can access care.
Changing role of hospital
The document discusses the changing role of hospitals. It notes that hospitals are evolving within a new framework of healthcare management in response to internal and external changes. Some of the challenges hospitals face include uncertainties around future patient needs due to an aging population and the progression of chronic diseases. Hospitals also have to balance emergency care with planned management of patients. The role of hospitals is gradually shifting from cure-focused to more emphasis on healthcare, community care, prevention, and public health. The changing role requires hospital management approaches to also adapt.
The Migration to Clinician Network Management - Chilmark Research
- The healthcare industry is undergoing major changes driven by the shift from fee-for-service to value-based reimbursement models.
- To succeed under value-based models, healthcare organizations will need to better coordinate care across their networks of providers using health information exchange infrastructure.
- This report defines a new concept called Clinician Network Management, which uses health information exchange platforms to support provider networks through activities like longitudinal patient data viewing, risk scoring, care guidance, and cost of care tracking.
1 wee 5.docx
1 wee 5.docxNeed Help With Your Assignments Or Essays?|| Hire Us Today||Email US: Homework1078@gmail.com
If you are commenting only in this forum, then please post a brief comment on Kant's notion of the "good will." Explain whether you agree with Kant's view that "an action done from duty must wholly exclude the influence of inclination and with it every object of the will."
Explain whether you agree with Kant's view that "an action done from duty must wholly exclude the influence of inclination and with it every object of the will, so that nothing remains which can determine the will except objectively the law."
Please be sure to use proper punctuation, and to avoid words and phrases that are vague and general. Aim for precision. Use short quotations from the primary text (the reading below) to develop and support your argument. It is perfectly acceptable to discuss lines or ideas that confused you.
Groundwork of the Metaphysics of Morals (selections)
Nothing can possibly be conceived in the world, or even out of it, which can be called good, without qualification, except a good will. Intelligence, wit, judgement, and the other talents of the mind, however they may be named, or courage, resolution, perseverance, as qualities of temperament, are undoubtedly good and desirable in many respects; but these gifts of nature may also become extremely bad and mischievous if the will which is to make use of them, and which, therefore, constitutes what is called character, is not good. It is the same with the gifts of fortune. Power, riches, honour, even health, and the general well-being and contentment with one’s condition which is called happiness, inspire pride, and often presumption, if there is not a good will to correct the influence of these on the mind, and with this also to rectify the whole principle of acting and adapt it to its end. The sight of a being who is not adorned with a single feature of a pure and good will, enjoying unbroken prosperity, can never give pleasure to an impartial rational spectator. Thus a good will appears to constitute the indispensable condition even of being worthy of happiness… A good will is good not because of what it performs or effects, not by its aptness for the attainment of some proposed end, but simply by virtue of the volition; that is, it is good in itself, and considered by itself is to be esteemed much higher than all that can be brought about by it in favour of any inclination, nay even of the sum total of all inclinations...
Now an action done from duty must wholly exclude the influence of inclination and with it every object of the will, so that nothing remains which can determine the will except objectively the law, and subjectively pure respect for this practical law, and consequently the maxim that I should follow this law even to the thwarting of all my inclinations… Thus the moral worth of an action does not lie in the effect expected from it, nor in any principle of action which requires to borrow its motive from this expected effect. For all these effects agreeableness of one’s condition and1 Watch at least one of the posted videos for Week 10 below..docx
1 Watch at least one of the posted videos for Week 10 below..docxNeed Help With Your Assignments Or Essays?|| Hire Us Today||Email US: Homework1078@gmail.com
Dr. Leroy Little Bear connects quantum physics to Indigenous beliefs about spirit and the ethical relationship between all things. Physicist David Bohm also argued that our measurements provide an incomplete picture of reality and that everything is fundamentally linked. The document asks if infinite potential can be left out of discussions of ethics, and if science may soon discover a field connecting all things, meaning every thought and action affects the whole world. It questions if living differently would result if such a field was confirmed, or if lack of confirmation allows questionable modern behavior.More Related Content
Similar to Evaluate the various HMO models and and identify the model.pdf
Running head PROPOSAL OF NEW ECONOMIC OPPORTUNITY 1 C.docx
Running head: PROPOSAL OF NEW ECONOMIC OPPORTUNITY 1
Copyright ©2018 Capella University. Copy and distribution of this document are prohibited.
Executive Brief: Proposal of New Economic Opportunity
Learner’s Name
Capella University
Health Care Economics and Decision Making
Executive Brief: Proposal of New Economic Opportunity
November, 2017
PROPOSAL OF NEW ECONOMIC OPPORTUNITY 2
Copyright ©2018 Capella University. Copy and distribution of this document are prohibited.
Executive Brief: Proposal of New Economic Opportunity
The primary objective of Whilborne Medical Center (WMC) has always been to deliver
high-quality health care to the community. The medical center can take a step further in that
direction by setting up a new urgent care center (UCC) within its premises. A UCC is a health
care facility that provides immediate care, without a scheduled appointment, for injuries and
illnesses that are not life-threatening and do not require admission to the emergency department
(ED). The key characteristics of a UCC are reduced wait times, increased service hours, reduced
costs, and quick service (Chang, Brundage, & Chokshi, 2015).
WMC is located in an area that has around 3,000 locals whose urgent care needs may be
met by the UCC. Additionally, WMC, being located near Maxima Industrial Park, receives a lot
of cases of work-related injuries (e.g., minor burns, sprains, cuts, and abrasions) and other minor
illnesses (e.g., fever, headache, ear infection, abdominal pain, and respiratory illnesses) that
require immediate attention. Currently, such cases are handled by the medical center’s ED,
which leads to overcrowding and reduced efficiency. Once the UCC is set up, such cases can be
diverted to the UCC to ease the burden on the ED at the medical center.
Outcomes of Starting an Urgent Care Center
WMC has always strived to focus on the six areas of health care quality—timeliness,
safety, patient-centeredness, efficiency, equity, and effectiveness—stated by the Institute of
Medicine (IOM). Setting up a UCC will help the medical center achieve its vision of improving
community health and delivering superior health care, irrespective of patients’ cultural
background, age, gender, and socioeconomic status (Agency for Healthcare Research and
Quality, 2016).
PROPOSAL OF NEW ECONOMIC OPPORTUNITY 3
Copyright ©2018 Capella University. Copy and distribution of this document are prohibited.
The new line of service will be convenient for patients with noncritical conditions that
require immediate attention. They will not have to wait for several hours as they do at the
medical center’s ED. They will be able to walk in without an appointment and avail after-hours
health care services on all days of the week. Setting up a UCC will help the ED concentrate on
critical, life-threatening medical cases; it will also improve the efficiency of the ED and the
quality of care provi.
Review the Southeast Medical Center case study found on page 92 of.docx
Review the Southeast Medical Center case study found on page 92 of the course text. Of the recommendations found on pages 100-101, select the three which you consider to be the highest priority/most important to the case. Justify your reasoning. Support your opinion with a minimum of two outside scholarly resources. Write a three- to five-page paper (excluding title and reference pages) with your selected recommendations and justifications. The paper must be in APA format.
Southeast Medical Center Case Study
Review the Southeast Medical Center case study found on page 92 of the course text. Of the recommendations found on pages 100-101, select the three which you consider to be the highest priority/most important to the case. Justify your reasoning. Support your opinion with a minimum of two outside scholarly resources
In-Depth Case Study: Southeast Medical Center
The following case study involving a large organized delivery system exemplifies many of the issues described earlier in this chapter.
History and Evolution
Southeast Medical Center (SMC; a pseudonym) was established as a public hospital in the 1920s, just before the Depression. Located in the Southeast, a $1 million bond financed the 250-bed facility. Major expansion projects in the 1950s increased the hospital’s size to 600 beds. Formal affiliation with the local university’s College of Medicine residency program in the 1970s further expanded capacity. Thus, SMC became a public academic health center and subsequently assumed multiple missions of patient care, teaching, and research. Capital improvement programs were conducted during the 1970s, and in 1982, a massive renovation and construction project ($160 million) added 550 beds to the facility. In the 1980s, a 59-bed freestanding rehabilitation center was opened adjacent to the hospital, and a physicians’ office building was constructed next to the hospital. Medical helicopters were also acquired in 1989, expanding SMC’s trauma services. In addition to serving as a regional provider for trauma, SMC also furnishes burn, neonatal, and transplant care for the region.
Responsibility for governance of SMC has shifted over the years. In the early years of operation, a hospital board ran SMC. In the 1940s, the city was given direct control over the hospital. In the 1980s, the state legislature created a public hospital authority (to be appointed by the county commission) to govern the hospital. In the 1990s, the hospital’s board of trustees voted to turn operations of the hospital over to a private, not-for-profit corporation (501c-3), the SMC Corporation. However, oversight for charity care remained with the county’s hospital authority. The SMC Corporation is directed by a 15-member board of directors and essentially manages the organized delivery system through a lease arrangement with the county hospital authority.
Today, SMC is a private, not-for-profit academic health center that is accredited by JCAHO. It also serves as the ...
Communicable Disease ChainInfectious AgentMicrob.docx
Communicable Disease Chain
Infectious Agent
Microbes – All Types
Pathogenicity
Invasiveness
Virulence
Infective Dose
Resistance
Means of Transmission
Direct
Indirect
Portal of Re-entry
Same as Exit
Portal of Exit
Respiratory
Integumentary
Blood
GI
Sexual
Susceptible Host
Defense Mechanisms
Immunity
Natural
Artificial
Reservoirs
Humans
Animals
Plant/Soil
© 2011. Grand Canyon University. All Rights Reserved.
2
East Chester Regional Health System Marketing Plan 2
East Chester Regional Health System Marketing Plan 24
Marketing Plan Name
Date
InstructorMarketing Plan
This marketing plan is for the merger that has occurred between East River Medical Centre, Archway Hospital, and Northern Mountain Hospital Consortium. The three hospitals that previously operated separately have now merged to create one East Chestnut Regional Health System that is set to target the three markets that were previously dominated by the three hospitals. By joining forces, the three hospitals stand to benefit from increased shareholding, economies of scale, and enhanced management capabilities that would propel them to greater heights (Haas & Vita, 2011).
The following marketing plan will explain in detail whom the target customers of the hospital are going to be as well as the possible means of reaching out to them. It will also include strategies and techniques that will be used to retain the employees and keep them from moving out of the hospital. From this marketing plan, it will be possible to tell how the various marketing mix will be employed to finally come up with a healthy mix that will reach many people.
1. The Big Picture
The three different hospitals that have merged each had a diverse shareholding and approach of getting customers. East River Medical Centre has had its fair share of success due to its location and level of proficiency practiced at the hospital. In recent years, however, the hospital has experienced security issues, and the medical personnel has grown old; hence the hospital has been on the decline. As for Northern Mountain Hospital Consortium, it was formed as a consortium of small medical centers that wanted benefit from economies of scale and to also deal with the influx of patients from East River Medical Centre. The Archway Hospital, which is in the urban area of Chestnut, has also experienced considerable challenges with management relying heavily on Medicaid to perform. It is from these limitations that the three hospitals have decided to come together and create a joint hospital that will be able to contain the challenges faced.
East River Medical Center has a Level 1 Trauma Center with an Air Service. East River Medical center has about 300 people a day filling their hospital beds, which holds up to 550 beds total. Archway Hospital had many issues due to management strictly relying on Medicare/Medicaid. With all the repairs that are need.
Communicable Disease ChainInfectious AgentMicrob.docx
Communicable Disease Chain
Infectious Agent
Microbes – All Types
Pathogenicity
Invasiveness
Virulence
Infective Dose
Resistance
Means of Transmission
Direct
Indirect
Portal of Re-entry
Same as Exit
Portal of Exit
Respiratory
Integumentary
Blood
GI
Sexual
Susceptible Host
Defense Mechanisms
Immunity
Natural
Artificial
Reservoirs
Humans
Animals
Plant/Soil
© 2011. Grand Canyon University. All Rights Reserved.
2
East Chester Regional Health System Marketing Plan 2
East Chester Regional Health System Marketing Plan 24
Marketing Plan Name
Date
InstructorMarketing Plan
This marketing plan is for the merger that has occurred between East River Medical Centre, Archway Hospital, and Northern Mountain Hospital Consortium. The three hospitals that previously operated separately have now merged to create one East Chestnut Regional Health System that is set to target the three markets that were previously dominated by the three hospitals. By joining forces, the three hospitals stand to benefit from increased shareholding, economies of scale, and enhanced management capabilities that would propel them to greater heights (Haas & Vita, 2011).
The following marketing plan will explain in detail whom the target customers of the hospital are going to be as well as the possible means of reaching out to them. It will also include strategies and techniques that will be used to retain the employees and keep them from moving out of the hospital. From this marketing plan, it will be possible to tell how the various marketing mix will be employed to finally come up with a healthy mix that will reach many people.
1. The Big Picture
The three different hospitals that have merged each had a diverse shareholding and approach of getting customers. East River Medical Centre has had its fair share of success due to its location and level of proficiency practiced at the hospital. In recent years, however, the hospital has experienced security issues, and the medical personnel has grown old; hence the hospital has been on the decline. As for Northern Mountain Hospital Consortium, it was formed as a consortium of small medical centers that wanted benefit from economies of scale and to also deal with the influx of patients from East River Medical Centre. The Archway Hospital, which is in the urban area of Chestnut, has also experienced considerable challenges with management relying heavily on Medicaid to perform. It is from these limitations that the three hospitals have decided to come together and create a joint hospital that will be able to contain the challenges faced.
East River Medical Center has a Level 1 Trauma Center with an Air Service. East River Medical center has about 300 people a day filling their hospital beds, which holds up to 550 beds total. Archway Hospital had many issues due to management strictly relying on Medicare/Medicaid. With all the repairs that are need.
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 ...
Can strategic purchasing of health services from the private sector drive val...
Can strategic purchasing of health services from the private sector drive value for money? Evidence from the Results Based Financing programme in Malawi
CHC - Keeping the "H" in Hometown
Community Hospital Corporation (CHC) provides resources and flexible consulting services to strengthen and support community hospitals. Through ownership, management, or consulting models, CHC works with hospital leaders to establish strategic visions, improve operations and finances, and ensure regulatory compliance. CHC aims to preserve community hospitals and keep them locally operated and governed.
Best_of_the_countries_2010
The document describes a project submitted for a Roche award that aims to provide cancer treatment funding for expatriate patients in Bahrain who cannot afford care. A team from Roche Bahrain worked with the Ministry of Health and oncology department to create a dedicated bank account to receive donated funds and establish eligibility criteria. So far the project has secured funding to cover treatment for one patient and is awaiting approval for two others. The project aims to ultimately support 50% of expatriate cancer patients to receive treatment in Bahrain rather than having to return to their home countries.
Heritage of Hope Hospital Proposed Plan-1
This document outlines a proposed plan for Heritage of Hope Hospital (HHH) for fiscal years 2016-2020. It seeks $85 million in funding over 5 years to increase the hospital's operating budget and allow for long-term planning. The plan discusses HHH's mission, values, strengths, and opportunities. It also outlines goals and action plans around increasing efficiency, technology, and services to ensure financial sustainability in serving the community.
CAPSTONE PROJECT(FINAL SUBMISSION)
This document is a report for a project to open a comprehensive satellite clinic in Pocahontas County, West Virginia. It provides background on the need for additional health services in the rural county, which only has one 25-bed hospital. An assessment finds that internal and external stakeholders support the project. A market analysis shows high rates of diseases and health issues among the county's aging population. A SWOT analysis identifies strengths like improving access to care, and weaknesses like the large upfront costs. The report recommends proceeding with the project to address unmet health needs in the community.
Feasibility Study Final
This document provides a feasibility study for Pocahontas Memorial Hospital to open a comprehensive satellite clinic. It recommends that PMH update its mission and create a vision statement to guide the new clinic. A market analysis found opportunities in increased insurance coverage from the ACA and using telehealth. PMH faces challenges like understaffing and overuse of its emergency department. The study recommends investing in telehealth, recruiting providers, and taking advantage of more insured patients to successfully implement the satellite clinic.
CompetencyApply principles of finance and accounting to heal.docx
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.
.
CompetencyApply principles of finance and accounting to he.docx
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.
.
The 10 Elements of Art1. Color2. Form3. Line4. Mass5. S.docx
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.
A Dangerous Diversion: Will the ifc's flagship health PPP bankrupt Lesotho's ...
The Queen 'Mamohato Memorial Hospital in Lesotho was built as a public-private partnership (PPP) to replace the country's old main public hospital. It was promoted as a model for healthcare PPPs in Africa by the International Finance Corporation. However, the PPP is now costing the Lesotho government over half of its entire health budget annually while only providing care for a small portion of the population. This high cost is diverting funds from primary healthcare in rural areas where most Basotho live. The experience in Lesotho raises questions about the sustainability and equity of this type of large hospital PPP being promoted across Africa.
1IN T R O D U C T I O NThis comprehensive case study ser.docx
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.
Q&A Campbell River Hospital
The document provides answers to frequently asked questions about the site preparation and construction of a new 95-bed hospital in Campbell River, British Columbia. It details that site preparation work will begin in March 2013 and continue until November 2013, and will involve deconstructing parts of existing buildings and creating temporary parking lots and roadways. It also notes that Palladian Developments Inc. was awarded the contract to complete the site preparation work.
pravin ppp.pptx
The Indraprastha Apollo Hospital in New Delhi was established in 1995 through a public-private partnership between the Government of Delhi and Apollo Hospital Group. The government aimed to improve healthcare access for low-income residents by providing modern hospital facilities. It contributed land and capital while Apollo Group built and operates the facility. However, the project has faced issues in meeting its social objectives due to a lack of strong oversight and conflicts of interest from the government playing multiple roles. Simpler processes are needed to ensure underprivileged patients can access care.
Changing role of hospital
The document discusses the changing role of hospitals. It notes that hospitals are evolving within a new framework of healthcare management in response to internal and external changes. Some of the challenges hospitals face include uncertainties around future patient needs due to an aging population and the progression of chronic diseases. Hospitals also have to balance emergency care with planned management of patients. The role of hospitals is gradually shifting from cure-focused to more emphasis on healthcare, community care, prevention, and public health. The changing role requires hospital management approaches to also adapt.
The Migration to Clinician Network Management - Chilmark Research
- The healthcare industry is undergoing major changes driven by the shift from fee-for-service to value-based reimbursement models.
- To succeed under value-based models, healthcare organizations will need to better coordinate care across their networks of providers using health information exchange infrastructure.
- This report defines a new concept called Clinician Network Management, which uses health information exchange platforms to support provider networks through activities like longitudinal patient data viewing, risk scoring, care guidance, and cost of care tracking.
Similar to Evaluate the various HMO models and and identify the model.pdf (20)
Running head PROPOSAL OF NEW ECONOMIC OPPORTUNITY 1 C.docx
Running head PROPOSAL OF NEW ECONOMIC OPPORTUNITY 1 C.docx
Review the Southeast Medical Center case study found on page 92 of.docx
Review the Southeast Medical Center case study found on page 92 of.docx
Communicable Disease ChainInfectious AgentMicrob.docx
Communicable Disease ChainInfectious AgentMicrob.docx
Communicable Disease ChainInfectious AgentMicrob.docx
Communicable Disease ChainInfectious AgentMicrob.docx
Assessment InstructionsIn this assessment, you will propose an e.docx
Assessment InstructionsIn this assessment, you will propose an e.docx
Can strategic purchasing of health services from the private sector drive val...
Can strategic purchasing of health services from the private sector drive val...
CompetencyApply principles of finance and accounting to heal.docx
CompetencyApply principles of finance and accounting to heal.docx
CompetencyApply principles of finance and accounting to he.docx
CompetencyApply principles of finance and accounting to he.docx
The 10 Elements of Art1. Color2. Form3. Line4. Mass5. S.docx
The 10 Elements of Art1. Color2. Form3. Line4. Mass5. S.docx
A Dangerous Diversion: Will the ifc's flagship health PPP bankrupt Lesotho's ...
A Dangerous Diversion: Will the ifc's flagship health PPP bankrupt Lesotho's ...
1IN T R O D U C T I O NThis comprehensive case study ser.docx
1IN T R O D U C T I O NThis comprehensive case study ser.docx
The Migration to Clinician Network Management - Chilmark Research
The Migration to Clinician Network Management - Chilmark Research
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1 wee 5.docx
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If you are commenting only in this forum, then please post a brief comment on Kant's notion of the "good will." Explain whether you agree with Kant's view that "an action done from duty must wholly exclude the influence of inclination and with it every object of the will."
Explain whether you agree with Kant's view that "an action done from duty must wholly exclude the influence of inclination and with it every object of the will, so that nothing remains which can determine the will except objectively the law."
Please be sure to use proper punctuation, and to avoid words and phrases that are vague and general. Aim for precision. Use short quotations from the primary text (the reading below) to develop and support your argument. It is perfectly acceptable to discuss lines or ideas that confused you.
Groundwork of the Metaphysics of Morals (selections)
Nothing can possibly be conceived in the world, or even out of it, which can be called good, without qualification, except a good will. Intelligence, wit, judgement, and the other talents of the mind, however they may be named, or courage, resolution, perseverance, as qualities of temperament, are undoubtedly good and desirable in many respects; but these gifts of nature may also become extremely bad and mischievous if the will which is to make use of them, and which, therefore, constitutes what is called character, is not good. It is the same with the gifts of fortune. Power, riches, honour, even health, and the general well-being and contentment with one’s condition which is called happiness, inspire pride, and often presumption, if there is not a good will to correct the influence of these on the mind, and with this also to rectify the whole principle of acting and adapt it to its end. The sight of a being who is not adorned with a single feature of a pure and good will, enjoying unbroken prosperity, can never give pleasure to an impartial rational spectator. Thus a good will appears to constitute the indispensable condition even of being worthy of happiness… A good will is good not because of what it performs or effects, not by its aptness for the attainment of some proposed end, but simply by virtue of the volition; that is, it is good in itself, and considered by itself is to be esteemed much higher than all that can be brought about by it in favour of any inclination, nay even of the sum total of all inclinations...
Now an action done from duty must wholly exclude the influence of inclination and with it every object of the will, so that nothing remains which can determine the will except objectively the law, and subjectively pure respect for this practical law, and consequently the maxim that I should follow this law even to the thwarting of all my inclinations… Thus the moral worth of an action does not lie in the effect expected from it, nor in any principle of action which requires to borrow its motive from this expected effect. For all these effects agreeableness of one’s condition and1 Watch at least one of the posted videos for Week 10 below..docx
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Dr. Leroy Little Bear connects quantum physics to Indigenous beliefs about spirit and the ethical relationship between all things. Physicist David Bohm also argued that our measurements provide an incomplete picture of reality and that everything is fundamentally linked. The document asks if infinite potential can be left out of discussions of ethics, and if science may soon discover a field connecting all things, meaning every thought and action affects the whole world. It questions if living differently would result if such a field was confirmed, or if lack of confirmation allows questionable modern behavior.1 Week 8 Team Forum.docx
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Plato's Allegory of the Cave seems to suggest that only through questioning social reality, and improving ourselves intellectually, can we discover the real source of virtue (and be virtuous). Aristotle's notion of phrónesis (“practical wisdom”) seems to dismiss the notion of an intrinsic source of virtue, to emphasize instead that virtue is a practical skill that we develop through practice, which enables us to reliably choose the middle point between extremes in all situations.
Who do you agree with more, Plato or Aristotle? And why?
"Virtue is a state of character concerned with a choice, lying in a mean relative to us, this being determined by a rational principle, and by that principle by which the person of practical wisdom would determine it." (Aristotle, Nicomachean Ethics 2.6)
Some fun video links below.
Aristotle and Virtue Ethics
Play Video
Plato, Allegory of the Cave (Theory of Forms - flawed reflections of ideal forms. Knowledge. Representation.
1 Whitehead and Dr. Leroy Little Bear both emphasize the ethical implications...
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Whitehead and Dr. Leroy Little Bear both emphasize the ethical implications of interconnectedness. We have seen in this course that moral frameworks from the Age of Reason emphasize knowledge/reason, while alternatives (care ethics, ecological ethics, Indigenous ethics, Buddhist ethics, nonwestern ethics) emphasize wisdom. What is wisdom? The sciences of ecology and quantum physics tell us about interconnectedness, based on careful measurements (knowledge), but can this sense of interconnectedness be accessed through contemplative wisdom?
Do we need an ethics grounded in wisdom?
As a group do you think that, as individuals, we ever experience ethical interconnectedness that is metaphysical or part of "spirit"? Are the brain and the mind the same thing?
1 Topic Critically analyze celebrity politics and compare two relevant recent...
1 Topic Critically analyze celebrity politics and compare two relevant recent...Need Help With Your Assignments Or Essays?|| Hire Us Today||Email US: Homework1078@gmail.com
Topic: Critically analyze celebrity politics and compare two relevant recent cases.
You have been randomly divided into X groups, each of which has X members. It accounts for 15% of your overall score! Every group has 15 minutes during class time.
1- Work together cohesively as a group.
2- Divide up responsibilities.
4- Will each member be covering a different point or subtopic, or will you alternate speaking between members?
5- Look for and eliminate overlap. Avoid having group members repeat what was already said before.
6- You can use visual aids while you give your presentation.
7- Read the rubric for group presentation.
1 Due Date Week 6 (Must be submitted by May 14 Sunday 11 pm).docx
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Due Date Week 6 (Must be submitted by May 14 Sunday 11 pm)
Evaluation 10%
Grading Rubric attached to the assignment
The ArticleBook Report Assignment taps into your ability to assess a published paper's data critically.
Article reports aim to increase a reader's understanding of an article's thesis and the contents. Writing an
Article Report typically entails analyzing, classifying, summarizing, evaluating, and your own reflection.
You will select three articles from your UCW library and write reports in the format of annotated
bibliography! You will write three (3) 200-word Article Reports
About the Articles
Some current Issues You can pick one of these topics!
▪ Artificial Intelligence
▪ Gig Economy
▪ Emotional Intelligence
▪ Covid 19 and Mental Health
▪ Gender Inequality
▪ Immigration Stresses
▪ Digital currencies
Tips
1. Try to work on recent articles (From 2018 to 2023)
2. Annotate your article first and use your notes to create annotated bibliography)
3. You can watch my video on academic reading and annotation, too.
httpswww.youtube.comwatchv=vpgHOe8D6kw
4. Highlight the THREE sections in your three samples
To complete the report (annotated bibliography), consider following the steps
• Add the title reference
• Write a summary (about 60-80 words)
• Write your evaluation (about 60-80 words)
• Write your reflection (about 60-70 words)
The submission files include
• Title Page
• Report 1
• Report 2
• Report 3
• References Page
Use the APA Style (Size=12 Type Times New Romans) Spacing (1.
Question we.docx
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Question # 1
What is the significance of fur trade in the development of early European settlement in Canada? Highlight the history of the origin of New France and its impact on the development of urban centers.
Question #2
How do you view the role of Hudson Bay Company (HBC) in the expansion of English settlement in Western Canada?
Question # 3
What are the underlying factors in the speedy urbanization of Montreal? Write about the working class environment according to Joe Beef's descriptions.
Question # 4 Highlight the major factors of urbanization of Toronto. Evaluate the role of commercial activities in the urban sprawl in Toronto.
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The document outlines an essay discussing the role of education in fighting injustice according to Marx, MLK, and Alinsky. It introduces the topic and thesis, then has sections analyzing each thinker's views on how education can promote social transformation and empower marginalized communities. It compares and contrasts their perspectives, addresses critiques of using education to fight injustice, and concludes by restating the thesis and suggesting areas for further research.Do you need an Assignment help, Hire us today. Brilliantpapers.com - Copy.pdf
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Week 4 Assignment - Case Study: COSO Components Principles
COSO principles are important factors in assuring a company has a reasonable structure in decision-making areas. In addition, COSO provides a framework for companies to work upon. It does not provide a functioning process—processes are established based on the company's needs, culture, and environment.
Aytaç and Çabuk (2020) discuss 17 COSO components in Assessment of the Effectiveness of Internal Control System and a Case Study. For a company of your choice, choose four components and establish processes to apply them.
• The submission should be 1–2 pages long.
• Use two sources to support your writing. Choose sources that are credible, relevant, and appropriate. Cite each source listed on your source slide at least one time within your assignment. For help with research, writing, and citation, access the library or review library guides.
This course requires the use of Strayer Writing Standards. For assistance and information, please refer to the Strayer Writing Standards link in the left-hand menu of your course. Check with your professor for any additional instructions.
Do you need an Assignment help, Hire us today. Brilliantpapers.com - Copy -...
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Week 4 Assignment - Case Study: COSO Components Principles
COSO principles are important factors in assuring a company has a reasonable structure in decision-making areas. In addition, COSO provides a framework for companies to work upon. It does not provide a functioning process—processes are established based on the company's needs, culture, and environment.
Aytaç and Çabuk (2020) discuss 17 COSO components in Assessment of the Effectiveness of Internal Control System and a Case Study. For a company of your choice, choose four components and establish processes to apply them.
• The submission should be 1–2 pages long.
• Use two sources to support your writing. Choose sources that are credible, relevant, and appropriate. Cite each source listed on your source slide at least one time within your assignment. For help with research, writing, and citation, access the library or review library guides.
This course requires the use of Strayer Writing Standards. For assistance and information, please refer to the Strayer Writing Standards link in the left-hand menu of your course. Check with your professor for any additional instructions.
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In the book review, the student will critically assess the text book- Hurlbert, M.A. (2018). Pursuing Justice: An Introduction to Justice Studies. 2nd Eds. Fernwood Publishing.
You will consider what lessons can be drawn from the book. You may focus on the following items:
• What are the highlights? What did you learn from this book?
Would you recommend this book to someone else? Why and why not?
• Keep a section on critiquing the book. What is missing?
The book review should display good writing skills in terms of spelling, grammar, logic, and coherence. It will be marked in terms of the quality of the student's writing, their ability to draw lessons from the book, and the extent to which they can make a persuasive argument about whether they would recommend the book to others.
Format: Double spaced; 12 Font; Times New Roman, 1 inch page margins. APA 7th Format. Word document only; 2-3 pages (including title and reference page).
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For this assignment, refer to your own personal Indigo TriMetrix DNA assessment report.
Write a paper starting with an introduction and then for part one, comment on your DISC style and on your top two or three Skills, Driving Forces and Motivators (refer to these sections of the assessment report). Explain what your awareness of these results means for you. What will you do differently? What do you want to improve upon or work on? Describe what you believe to be the two strongest and weakest areas of your personality, with reference to the assessment results?
If you have work experience, please use your past professional experience to provide examples of those skills, motivators and driving forces in action. If you do not have work experience, then refer to examples from school or family interactions.
In part two, explore how those traits of yours may impact your career and work performance based on your current or aspirational career path. Which traits are likely to be key to your success? Which traits will you have to be careful to work on, improve upon or regulate? How will you do this?
Finally, in part three, develop a written action plan (with actual concrete steps you’ll take) to improve in those areas you identified above as needing your attention.
At the end of the paper include a short conclusion.
Organise your paper with proper APA headings.
No abstract nor table of contents is necessary.
Support your paper with 6-8 scholarly research sources, with one being your textbook.
The paper should be between 1,600 and 1,800 words (not including cover page and references) and written using APA format. Adhering as closely as possible to the word count target is part of the exercise, requiring you to be selective with the information you include and ensuring everything you include adds value.
Before you get started, please carefully review the marking rubric below.
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¢ Political Advertisement
Write an advertisement for a politician to win a
national election in a country of your own choice,
it could be a real or fictional politician.
Please read the syllabus as well as the rubric for
essays in the pre-introduction section!
Be both critical and creative. Use the theories
discussed in class to enrich your work. Use
reliable resources.
Instructions |
the report must be:
1- at least three pages
3- backed by theories (including those we have
discussed up until now)
3- areal proposal
4- consider different possible aspects of the
election (resources, national mood, type of
election, means of communication, etc.)
Please read the assignment guidelines in your
syllabus for instructions regarding font, style, etc.
Be as much critical and creative as you can. You
read about many relevant contributing factors on
the internet.
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The background of the research is the personal and professional experience of the researcher, who has worked in the museum sector in Ireland for the past five years and has recently moved into the university advancement sector. Through this experience, the author has identified gaps within fundraising strategies in Irish museums, which has led to an interest in exploring similar institutions and learning from their strategies.
This background is significant because it provides context for the research question and objectives, along with a personal motivation for the researcher. It also suggests that the author has a deep understanding of the museum and higher education sectors in Ireland, which can be valuable in conducting the research and analysing the results..
Research question and objectives
The inquiry into whether museums should seek guidance from higher education on fundraising strategies presents an intriguing topic for discussion. It is worth noting that both sectors rely on government grants, trusts, and philanthropy to supplement their budgets, among other similarities. However, universities have been fundraising for considerably longer than museums and have even established development offices solely dedicated to fundraising efforts. As a result, universities have developed sophisticated strategies for identifying and engaging donors. There may be valuable insights that museums can gain by examining and adapting these strategies to their specific requirements. The choice of Trinity College Dublin and Chester Beatty as case studies reflects the authors’ personal connection and deep understanding of these institutions, which can provide a rich and nuanced understanding of their fundraising strategies.Email us Homework1078@gmail.com cdfvf - Copy.pdf
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Use British English.
Needs: introduction, a literature review, a bit of background on the zapatista movement - Women's Revolutionary Law (Ley revolucionaria de mujeres), two main parts, conclusion. Draw on some comparisons to other indigenous communities in Latin America throughout.
Two main parts: Legal pluralities and the Government. The dissertation aims to explore the different challenges experienced in legal pluralities where Indigenous people have their own set of laws, and those experienced as a result of Government laws and actionsEmail us Homework1078@gmail.com 44.pdf
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Overarching research question:
Critically analyse whether technology-aided learning in Higher education has the potential to develop an inclusive learning environment.
Research question 1.1
Identify the factors necessary for creating an inclusive learning environment in higher education.
Research question 1.2
To analyse whether a technology-aided learning environment can enhance learners’ attainment.
In addition to the proposed research questions, the literature review will also explore the impact of technology-driven learning on;
• The challenges of creating an inclusive learning environment through technology.Email us Homework1078@gmail.com 3.pdf
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An 8000 word dissertation on Stop and Search Policies in the UK.
Stop and Search Policies in the UK: A Critical Evaluation of the Impact on Reducing Gun Crime and the Perception of Racial Bias Amongst Ethnic MinoritiesEmail us Homework1078@gmail.com 2 - Copy.pdf
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Advise Albert, Gloria and LAW whether they will be able to bring claims for judicial review to challenge the decisions made by LDC and, if so, the grounds of challenge they could rely on and the remedies they should seek.
As part of your answer please research at least one recent case (that is, a case decided in 2019 or later) which relates to any of the issues you identify. You should briefly explain the facts, the reasoning and the outcome of the case(s) you have researched.
Word Limit – 2,000 words, excess words will not be given credit.Email us Homework1078@gmail.com 3 - Copy.pdf
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I am from Ireland and am doing a hospitality based thesis. Something along the lines of hotel management or 5 star hotels, whichever title you prefer or whatever suits your research. I need someone to do this and include local research. I have had someone attempt to make me one already but only included references from India and places on the other side of the world. It must be in the Irish thesis format too. Text me if you are interested and we can discuss further, please do not waste my timeEmail us Homework1078@gmail.com 456yuhg.pdf
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Paper detalis:
The paper should include and have the following structure:
1. Introduction
Research question, aims, and objectives, Why is your question relevant?
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Data collection technique?
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Do you need an Assignment help, Hire us today. Brilliantpapers.com - Copy.pdf
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