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Recently it was announced that two major hospital systems would be merging their services in to one entity. Both are comprised of multiple hospital units and specialty clinics. While on the surface, this has been touted as an economical move with substantial savings to both parties and the potential to solidify their market share, there are as yet many barriers to overcome. For instance, one system has its roots as a Catholic entity, while the other began with its origins as a Jewish facility. The medical staff is divided on whether the merger is good for patients and their practices. Both groups of employees are understandably unsettled as it is uncertain who of the senior administrative staff will remain. The organizational culture of both institutions is also of major concern. Given these circumstances, what form or model(s) of leadership would you bring to bear? Describe in detail the steps you would take to redirect the mission and vision of this new emerging entity. ...

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HealthLeaders_Nonacute Care The New Frontier_2016 11-1

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By Thomas C. Ricketts and Erin P. Fraher Reconfiguring Health Workforce Policy So That Education, Training, And Actual Delivery Of Care Are Closely Connected ABSTRACT There is growing consensus that the health care workforce in the United States needs to be reconfigured to meet the needs of a health care system that is being rapidly and permanently redesigned. Accountable care organizations and patient-centered medical homes, for instance, will greatly alter the mix of caregivers needed and create new roles for existing health care workers. The focus of health system innovation, however, has largely been on reorganizing care delivery processes, reengineering workflows, and adopting electronic technology to improve outcomes. Little attention has been paid to training workers to adapt to these systems and deliver patient care in ever more coordinated systems, such as integrated health care networks that harmonize primary care with acute inpatient and postacute long-term care. This article highlights how neither regulatory policies nor market forces are keeping up with a rapidly changing delivery system and argues that training and education should be connected more closely to the actual delivery of care. H ealth care professionals are being challenged to find new ways to organize care and develop systems that hold providers accountable for the quality, cost, and patient experience of care.1 The once in- cremental pace of change is accelerating, and there is evidence that long-standing paradigms are dramatically shifting.2 For example, the relatively slow acceptance of prepaid and managed care systems is being replaced by the rapid adop- tion of bundled and risk-based payment models.3,4 Early adopters of accountable care organizations (ACOs) are finding that their workforce is shifting from acute care to community- and home-based settings with increasing roles for physicians, nurses, social workers, patient navi- gators and outreach coordinators, and other clinicians in providing enhanced care coordination, better medication management, and im- proved care transitions.5 The training of health professionals, however, lags behind these reforms because it remains largely insulated from change behind the walls of schools of medicine, dentistry, pharmacy, and nursing. Medical training is done primarily in hospitals, while the greatest challenges are found in coordinating care in multiple out- patient settings. This article describes how health workforce policy was done in the past. It illustrates some of the specific changes under way and how they are changing the health care workforce. Further, it suggests that closer links should be built between the day-to-day caring for patients and the training of the people who deliver that care. Workforce Policy Center Stage Again Health workforce policy took center stage in an earlier Health Affairs thematic issue in 2002.6 Articles in that issue described future efforts to doi: 10.1377/.

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Surname 1 Hospital Budgeting Ethics Atia Hanson ORG 6660 Fiscal Administration in Mental Health Care Systems Instructor: Matthew Geyer June 16, 2020 Hospital Budgeting Ethics Ethics, EBM, and hospital management discuss how hospital management should use evidence base medicine (EBM) to solve ethical issues that they face daily. In 2003 when the article was written the authors say that EBM was relatively a new concept and that it would be a powerful tool to use to find solutions for the ethical issues for hospital management in the hospital setting. They also discussed the down side to using EMB. It is not always easy to deal with stake holders being hospital management, and EBM could allow stake holders to have the upper hand. Hospital management will always have ethical issues that will pertain to funding, quality of patient care, staff and issues dealing with the community. In the article it was discussed how Germany was switching over their hospital payment system to disease related group (DRG) and how EBM would be a benefit, and how hospital management would deal with the ethical issues that would arise and try to solve them. The article clearly states that evidence base medicine would help hospital management with ethical issues in a hospital setting. The hypothesis of this article was the use of EBM was a tool that should be used to develop a more ethical foundation for hospital management. Biller-Andorno, Lenk and Leititis have defined and explained all key terms within the article so that it was easy to understand except for one important term. Review of Literature Biller-Andorno, Lenk and Leititis have cited sources for their article that were pertinent to the topic. The articles used were articles on evidence base medicine, ethics and hospital policy with many of these articles being published between 2000 – 2002. There were some that were published in the 1990’s. I did not find this article to broad or too narrow, the authors stayed on the topic presented. I must admit at first, I was lost when the authors presented the fact that Germany was changing their payment system I did not know how this was related to the topic. But as I read over the article again I realized that Germany was going to calculate the hospital budget on only DRGs. This could pose as an ethical issue for the hospital management because Biller-Andorno, Lenk and Leititis stated that this would lead to some hospitals that had high overhead from their emergency an intensive care units’ their resources would need to be cut. This will lead hospital managers to try to take money from other units and staff which has ethical implications cutting funds from one place and using them somewhere else. The conclusion discussed how hospital management must address ethical issues. Biller-Andorno, Lenk and Leititis implied during the conclusion that the increase of using EBM in hospital management could become a tool used as a power .

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Discussion Article Analysis Form This is only an example of how to set up your analysis. You may want to write it without following the sections in this form but be sure to include all the necessary parts. Title of the Analysis /concept being applied ☐ Start with a definition of the concept from the text book and how it applies to the news article. Be sure to include a description of how managers and management is involved.Short Summary of the News Article ☐ Continue with a short summary of the news article. Include what is happening, who is involved and what the impact on the business or organization will be. Look for the 5 W's. These answer Who? What? Where? When? and Why? This is where you provide the background against which the management concept will be applied. Analyze based upon the management concept ☐ Now add the section about how the textbook concept applies to the situation that you described above. Use quotes from the textbook where necessary to expand upon your analysis. Look for the textbook concepts or issues being discussed. Consider if the managers are planning, organizing, leading, or controlling. Ask yourself if the writer is educating you with the facts or if he is trying to get you to think a certain way or follow a given action. Look at both sides of the argument. Consider the solutions proposed if he gives any. ☐ Add your conclusions and opinions. Based upon your readings this week do you agree with the solutions given in the article. Do the concepts for the week conflict with the information in the article? What is the impact to the organization in the short term and the long term? What should managers within the organization do?Identify your sources ☐ identify the source, from the approved list, that you used to prepare this assignment. If you researched other sites to broaden the analysis be sure to include them as well. Remember that other students or the instructor may want to go to your sources to better understand as they prepare their responses, so include the web address and other related information. THE MG371 CASE Growth Pains at Mountain States Healthcare Background Mountain States Healthcare (MSH) is a regional system of hospitals located in several large metropolitan areas of New Mexico, Arizona, Utah, Colorado, and in Acapulco, Mexico. MHS started as a single hospital in Salt Lake City, Utah, and, due to the business acumen and experience of its officers and Board of Directors, was quite successful and profitable. Over the years, Salt Lake Hospital began purchasing other hospitals and clinics in the state that were not as profitably operated, and eventually changed its name to Utah Health Group (UHG). Each facility continued to operate as an independent entity, except that its name was changed to include “Utah Health Group” and UHG instilled its own successful management style in the newly purchased facilities. When a hospital was bought in Den ...

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This monograph discusses the key role of the health care organization governing board in working with physicians to frame the value exchange between both parties in the context of the organization’s mission, goals and market position. Our findings and recommendations address:• Guiding organizations in moving beyond transactional relationships• Specific opportunities for hospital/physician collaboration• Building an infrastructure to enable collaboration

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In the coming years the United States will find themselves going through a number of changes within the Social Security Administration which will affect the Health Care Industry as we know it “Hospital size has long been an area of discussion and debate in the U.S. healthcare industry. Questions have consistently focused on cost management or efficiency in large versus small hospitals. A persistent question among researchers is whether efficiencies are associated with larger facilities through economies of scale, or if there are alternate scenarios that play a significant part in hospital cost and efficiency” (2009, JHM). Since the Affordable Health Care Act was established it made obtaining health care much more affordable and accessible, but at the same time there has to be some cut back.

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Recent health care reform has paved the way for the industry to move from a traditional fee-for-services model to a value-based services model. emphasis is shifting from the volume of patients and services toward investing payer funds into care that adds value and improves health outcomes. With these reforms has come closer attention to physician incentives, initiatives to make the system more transparent, and attempts to openly engage patients. this has changed the landscape of the hospital at all levels, which poses new challenges for the hospital c-suite.

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The purpose of this paper is to give a brief outline of the pre-planning and strategic thinking in which an entrepreneur might consider before investing in or starting up a new hospital in the developing world. There are numerous examples of hospital startups that were ill-conceived or poorly planned and have resulted in either a hospital that was partially constructed and abandoned or were completed and within two years failed in profitability and now sit idle. Other examples exist of underperforming assets. What went wrong? What could the investors have done to decrease their investment risk and increase the chances of the hospital being successful?Globalization of Healthcare.

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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 ...

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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 ...

Review the Southeast Medical Center case study found on page 92 of.docx

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Complete a feasibility study based on the renovation of your inpatient acute rehab facility where patients can obtain physical therapy while in a hospital setting and be medical managed. The facility will have new private rooms with state of the art equipment. A mobility garden for training and transitioning back into the community. Using the feasibility study outlined in the Daniels and Dickson (1990) article as a model, and including a minimum of four other scholarly sources, create a 6-8-page feasibility study that includes the following headings and supporting information: Evaluating Feasibility The concept of a feasibility study is central to viability, the “worth to the effort” ratio, and return on investment (ROI). What needs to be taken into consideration to create a feasibility study (e.g., human resources, community needs, and technological advances, federal and state regulatory issues)? Within this section, you will research and design an economical health care service that is responsive to a given market. This research stems from understanding your target population and present need in health services. Furthermore, as you have seen from the Daniels and Dickson (1990) article, you must appraise your human resources, capital investment, and how your effort will yield a return on investment from a facilities perspective as well as the tangible greater good of providing healthcare to a community. Strategic Effect Analyze the role of public policy with regard to your project. What policies and processes should be in place to create an effective program? How will you measure the effectiveness of your program and your provision of health care services? Develop a microeconomic model that is responsive to the specific health care service demands of your target population. For example, the current trend of the medical home model, which allows for the coordination of care, allows for better communication among service providers as well as convenience for patients. Is the population a market priority? How does your program serve a need for your target population? Market Analysis Within this section you will identify the population demographics, who your competitors are, and whether or not a real need for the services you are proposing exists in the community. As you examine the demographic and population needs using Census data and other reliable sources, you must also consider what competitors, if any, exist in the present climate. This requires an evaluation of the present socioeconomic and cultural trends influencing how people make decisions in health care. In addition, in this analysis you will need to compare and contrast economic challenges and incentives among health care’s organization models. This comparison requires an understanding of past challenges and incentives that other organizations have implemented. Financial Analysis This section includes the revenue, expenses, and net income. Compare and contra.

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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 ...

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