Emanuel Medical Center

Back in December of 2015, Kaiser Permanente planned to acquire Group Health Cooperative for 1.8 billion dollars with a proposition to invest $1 billion in new equipment, staff, facilities and research in hope to improve health in Washington state. In the Advisory Board’s article Eyeing growth, Kaiser announces first major acquisition in over a decade it says, “these deals are focused on delivering a better product to

This could improve the competitive strength by showing power within the community. With a merger, this creates an opportunity for collaboration and innovation; this is caused by new parties coming together to deliver the best possible service. Here is the opportunity for expanded revenues from VBP, trying to increase it 1.5%. This also offers the opportunity to focus on innovating new ways to increase patient satisfaction and to improve on the relatively small 30% of payments in this sector. This sets Creekside Community Hospital apart from its highly competitive market by giving way to a better overall service through improved organization and more streamlined revenues within the

Patton – Fuller community hospital’s network system consist of two major parts, the first part is the executive part that connects the hospitals executive management, human resources department, operations, IT and data center, etc., the first network is connected using a 1000base-T Gigabyte network connection that uses a typical Cat6 cabling (Apollo Group Inc., 2008), the second major part of the network connects the departments of radiology, operating room, wards, ICU’s, etc. using a 1000base F fiber optic based connection, this connection is a

Since most specialty procedures are inpatient services, EMC’s inpatient occupancy rate suffers. The occupancy rate for Emanuel Medical Center – fifty percent – is far below that of its competitors and industry benchmarks. To accompany this, EMC (on average) receives a lower reimbursement for in-patient Medicare services per patient seen in comparison to its competitors. A result such as this is correlated with directly to the fewer amount of specialty services that EMC offers. In order for Emanuel Medical Center to be able to compete with other hospitals in its service area, it is imperative that EMC evaluates what services they currently offer and are capable to offer in the future to add value to the hospital, increase its revenue stream, and expand its patient mix. Currently, Emanuel Medical Center has not succumbed to its increasing financial pressurealthough EMC has had a negative operating income for five straight years. A negative operating income places EMC at a disadvantage because it limits the hospitals ability to renovate its aging building or hire new specialists to offer revenue enhancing procedures. EMC’s competitors, on the other hand, have large sources of revenue due to their mergers with large healthcare networks such as Catholic Healthcare West. Another competitor, Kaiser Permanente Modesto Medical Center, has extremely large financial resources due to the fact

This case study looks at the challenges faced by Matt Hayes, executive director of Riverview Regional Medical Center (RRMC). Previously named as “The Holy Name of Jesus Hospital”, the facility was owned and operated by Catholic nuns. The Hospital Management Associates (HMA) bought the facility in August 1991 and modify the name to Riverview Regional Medical Center. Hospitals that were taken over by HMA upgraded to state-of-the-art facilities that provided high quality medical care. RRMC run numerous private practices throughout the city and shared common medical staff with their chief opponent, Gadsden Regional Medical Center (GRMC). However, the common staff from the Emergency and Radiology department were not shared. Over the past years, RRMC has been facing multiple challenges concerning the different services provided by the facility (Swayne, Duncan, & Ginter, 2013).

The Methodist hospital of Indiana was undergoing organizational and leadership change in 1988. Their longtime head had retired and William J. Loveday became their new CEO. He brought in a whole new management team to help him implement new ideas and create a new culture there. His new CFO was in charge of the IS department and after discovering that the department was in shambles with no real direction, he hired Walter C. Zerrener to become the Chief Information Officer. Zerrener found that the Methodist Hospital had spent about $20 million to install a state-of-the-art proprietary patient management system called TDS in 1970s but had done no upgradation after that . The IS department was solely focused on keeping the TDS

Ronal G. Spaeth currently serves as the Chief Administrative Officer for System Development of Evanston Northwestern Healthcare (ENH) and serves as its President of the ENH Foundation for North Shore University Health System, as well as an Advisor of SA Ignite, Inc. (Bloomberg, 2016). Previously, he served as the Chief Executive Officer and President of both Cole Taylor Bank and Highland Park Hospital before Highland Park Hospital merged with Evanston Northwestern Healthcare. For almost a decade, Mr. Spaeth had served in various positions at Evanston Hospital, such as vice president of administrative services, vice president of corporate services, assistant secretary of the board of directors, senior executive vice president, to include the chief administrative officer he currently serves as (Grazier, 2005). In addition, Mr. Spaeth served as the Chairman of the Board of Trustees of the Illinois Hospital Association, Board of Governors of the American College of Healthcare Executives (ACHE), a Member of the Board of Commissioners of the Joint Commission on the Accreditation of Healthcare Organizations (JCAHO), and Member of the Board of Trustees of the American Hospital Association (Bloomberg, 2016).

The readings this week solidified many long standing questions that I’ve had about the healthcare system, and further proved to me just how flawed it is. The introduction and chapter four from The Social Transformation of American Medicine by Paul Starr established a framework and common language surrounding how the current healthcare system came to be. The introduction specifically heavily focused on the concept of authority and how cultural and societal authority differ and work to strengthen an individual's power. Following this intro, the fourth chapter serves to provide the reader with baseline historical context on how hospitals and physicians have evolved from voluntary institutions into for-profit corporations. Using these chapters as foundational knowledge Gambles chapter gains new nuances to the need for Black hospitals to be established, and the competing forces that were at work to ensure their failure.

MCMPC has two potential partners Good Sisters and Riverside Hospital. Both hospitals pose potential opportunities MCMPC can benefit from in expanding its medical care practices. In doing so, this will enable them to generate new patients to their medical practices. Each partner possesses more strengths than the other by creating competitive advantages.

| 1- Collaborative work environment.2- Cooperation between physicians.3- Changing lines of authority.4- RNs maintain professional standards across care centers.

I think the strategic mission should be revised. The Medical Center is in an older urban area with smaller shops and businesses. The community is trending towards a predominantly elder population. There has also been a decline in compliance with T.J.C. standards. Staffing supports new program development and the physician staff is in abundant supply. There are also major issues that need to be addressed, such as shortages in clinical staff, non-interfacing information technology systems, antiquated facilities and infrastructure, and a shift to its financial mix. Careful assessment of the aging person's

Information technology helps the organizations achieve many targets. The following is a needs assessment conducted in the Valley Hospital Medical Center, to determine the technology needs. This hospital does not lack an advanced technology, still, it has room for further improvement. For instance, they use the latest version of a computer program for the patient documentation. They make sure that the program gets updated as needed. There are no issues for any employee or department of this institution on accessing or documenting using this program.

Ambulatory Surgery Centers (ASCs) were developed in the health sector for providing instant surgical care, treatment and prevention of diseases. ASCs have improved the outpatient health care services in United States as compared to hospital based inpatient care programs (Becker & American Health Lawyers Association, 2006). The program has gained a good reputation due to high quality services and positive results experienced by patients. ASCs are subject to transparency and accountability and are expected to comply with the state standards of providing health care. The number of ASCs in U.S has increased with the current working ASCs estimated to be over 5,000. They work is over sighted by Medicare and

Attica Memorial Hospital (AMH) is a non-profit acute care facility located in Norton County. The organization purchased and absorbed its competitor, Delphi Hospital in 2001, which also enabled it to acquire the reputable and well-known Ingelson Burn Center.

Two previous competing organizations are in the process of merging. The process ensuring employees are well informed about the merger is not complete. The merging workforce needs to be brought together and communicate as one organization. This serves as the next task for middle management, to unite these employees so they may form together as one workforce in one organization and dedicate themselves to the mission of the organization. To ensure that the combined staff will work together to provide quality care without remaining competitive among each other, it would best serve the interests of the organization to form a working coalition of employees to guide them in this process. Gathering members of each prior company into a coalition for the purpose of unification is in the best interest of the organization as it is a means to alleviate their competitive nature. It is also in the best interest of the employees as it is a means for them to come together and share their experiences. These members should be employees from each company who have exposed themselves as top performers and respected members of their team. An opportunity to clarify similar goals and recognize potential flaws is provided to the coalition representing both prior organizations. This process will bring the