...CASE #6: Attica Memorial Hospital, The Ingelson Burn Center 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. Assumptions We assume that all financial data provided in the case are accurate, and that the Ingelson Burn Center is still known as the “Center for Excellence”. We also assume that recommendations have not already been implemented. Also, we are assuming that the current date is August 2, 2001, implying that the deadline for SCS Certification has not passed (October 31, 2001). Situation Assessment Strengths: The strengths at Attica Memorial Hospital include extensive staff training in the most current treatment protocols, not merely basic burn care. The hospital also employs a reputable practitioner named Dr. Ingelson. Interviews from fire departments support the notion that the Dr. Ingelson burn center is respected and preferred over other burn centers. Lastly, Attica Memorial hospital provides educational services to schools, insurance carriers, ED personnel, and pre-hospital personnel. This demonstrates the organization’s dedication to community outreach. Weaknesses: Some of Attica Memorial’s weaknesses include tension amongst staff regarding burn center, which causes an overall lack of support among physicians. In addition, this organization largely...
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...Barclay Memorial Hospital (BMH) has served its community since 1947 offering the best in health care and gaining the trust of the citizens in the community. A district board was set up to govern the hospital and direct it in a way that would allow the hospital to achieve their goals by bringing quality health care to the neighborhood. The district board was made up of five members who were elected by residents in the district to serve 3-year terms. Around 10 years ago, the board and the CEO decided that the best course of action for the hospital in order to remain competitive was to join a medical group, Valley Physician Group. This made BMH a private, not-for-profit hospital. However, the physician-hospital organization eventually dissolved after financial failure and the hospital went back to being a district ownership. After this failure, the board decided to hire a new CEO, Gregory Schilling. Schilling brought the hospital back to financial viability and improved morale for the hospital with the company's success. However, this success was short-lived and Schilling’s relationship with the board started to unravel because of it. Schilling had a history of working for a not-for-profit hospital and has spent 45 years as a hospital administrator. Schilling also has a history of severe back problems that has started to restrict his ability to work. Schilling did a lot to improve the hospitals business. He increased the morale of employers, made renovations to update the facility...
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...The information presented in the dashboard clearly shows that Harris Memorial Hospital is earning less income compared to Eastside Medical Center and U.S. Median. For instance, Harris’s inpatient revenue is 30.5 percent while that of Eastside Medical Center and U.S. Median hospital is 61.9 and 46.2 percent respectively. This is despite the fact that Harris hospital has the largest market share. Its market share percent is 65.5 while that of Eastside Medical Center and U.S. Median hospital is 34.5 and 57.4 respectively. The observation that Harris hospital can enhance its profitability by focusing on revenue and cost is correct. These two areas are contributing to its lower revenues compared to Eastside Medical Center and U.S. Median hospital....
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..................................................................................................6-7 Objectives and Goals .......................................................................................................................... 7 Action Programs .................................................................................................................................. 8 Works Cited ………………………...………………………………………………………………………………….. 8 Management Summary Winter Park Memorial Hospital Dr. P. Phillips Baby Place is a state of the art obstetrics hospital. The difference in our service from other obstetric hospitals in the area is that The Baby Place provides five-star amenities as well as 24/7 concierge service. This service allows patients to feel comforted and well taken care of. Not only does Winter Park Memorial hospital provide five-star amenities, it also provides exceptional expertise. “Winter Park Memorial Hospital houses a Level II Neonatal Intensive Care Unit (NICU) with comprehensive neonatal and diagnostic facilities for premature babies and other critically ill newborns. Our NICU cares for premature babies born up to 8 weeks early, babies with respiratory distress, babies with diabetic moms,...
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...Cabarrus Memorial Hospital first opened on July 26, 1937 in Concord, North Carolina. With the full support of Mr. Charles A. Cannon, the area’s largest employer, and other community leaders the hospital was open for patients. This public hospital was established to provide services to the people in Cabarrus County. Initially, the hospital consisted of 50 inpatient beds and 19 employees. Then in 1940 CMH made an addition of 100 more beds. Another addition occurred in 1951 raising the number of beds to 339. Finally, in 1982 CMS had another project to update their services and increased their bed count 457 beds. Thus, CMS has seen tremendous growth over the years. The issues now facing CMH is whether to open a new cardiovascular program...
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...contents page Case Study: Peace Memorial Hospital: Downtown health Clinic …….………………. 3 Executive Summary …………………………………………………………………….. 3 Environmental Aspects …………………………………………………………….. 5 Demographics …………………………………………………………………….. 5 Politics …………………………………………………………………….. 7 Competition …………………………………………………………………….. 8 Marketing …………………………………………………………………………….. 9 Objectives …………………………………………………………………….. 9 Strategies …………………………………………………………………….. 10 Tactics …………………………………………………………………………….. 10 Four Ps …………………….…………………………………………….. 11 Product …………………………………………………………… 11 Price …………………………………………………………………… 11 Place …………………………………………………………………… 11 Promotion …………………………………………………………… 12 Marketing Information Systems ……………………………………………. 12 Conclusion …………………………………………………………………………….. 13 References …………………………………………………………………………….. 14 Marketing Audit Case Study: Peace Memorial Hospital: Downtown health Clinic Peace Memorial Hospital (PMH) is one of six independent, nonprofit, general hospitals within its city limits. The hospital has the highest occupancy rates in the city,...
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...For this assignment I chose Sibley Memorial Hospital as the "company” whose mission statement I would like to analyze, I chose this particular institution because it's in the field/category that I am very familiar with (the healthcare sector). Sibley Memorial Hospital is a community hospital in Washington dc, specifically right on the borderline with Montgomery County Maryland. Sibley, as locals call it states its mission on its website as "The mission of Sibley Memorial Hospital is to provide quality health services and facilities for the community, to promote wellness, to relieve suffering, and to restore health as swiftly, safely, and humanely as it can be done consistent with the best service we can give at the highest value for all concerned.”('washington dc, community hospital, health services | About Sibley Memorial Hospital | Sibley Memorial Hospital', n.d.)...
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...I. Introduction Columbia Memorial Hospital is a 300-bed acute care hospital that employs 160 staff physicians. Columbia is one of 75 hospitals owned and operated by Health Services of America, a for-profit, publicly owned company. In addition to inpatient and outpatient services, Columbia operates an emergency department within the hospital and a stand-alone walk-in (urgent care) clinic two miles from the hospital and near a major shopping mall. Due to its superior facilities, outstanding staff and reputation for quality, individualized patient care, Columbia has remained highly profitable despite the presence of two other acute care hospitals serving the same population. 1,200 of the 8,000 walk-in clinics in the United States are affiliated with hospitals. These clinics enable patients to be examined and treated by urgent care physicians on evenings, weekends and without an appointment. Additionally, patient costs, which average between $60.00 and $200.00 per visit, and copayments associated with walk-in clinics are considerably less than costs associated with emergency room visits. Ten years ago, there were five walk-in clinics throughout the city. Now, only three clinics remain and none appear to generate significant profit. While the Columbia clinic has the capacity to see up to 85 patients per day, an average of only 45 patients are actually seen each day. II. Statement of the Relevant Issue Columbia’s Chief Executive Officer (CEO) Mike Reynolds...
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...One of the most significant concerns for Polk Memorial Hospital (PMH), is the staff. Although it is a strength that the management team has an average tenure of twenty years, it also presents some issues as well. First, resistance to change could be an issue. The staff has had the same CEO for twenty-seven years and has grown accustomed to a particular way of conducting business. Therefore, the staff may have trouble adjusting to new ideas that the new CEO (Jane Smith) may incorporate. In addition, since the average tenure of the staff is twenty plus years, this means that a significant portion of the staff will be retiring soon. Next, attention is necessary in regard to the growing concern of the development of a Nurses’ union. It is critical...
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...Herzog Memorial Hospital Case Study Group Member: Arifa Akhter Nitol: 260532844 Daniela Campo: 260462469 ShiPeng Chen: 260526665 Zhenzhou Wu: 260496298 Zhenxuan Zhou: 260510679 Question 1 Pareto diagram of the positive comments for all ten categories Question 2 Pareto diagram of the negative comments for all ten categories Question 3 The patients’ comments support the score of HCAHPS. Out of 75 negative comments, 33 of them address the issue of noisiness while only 1 out of 17 positive comments support the statement that area around the room is quiet at night. Therefore, it is evident that the HCAHPS claim on why Herzog Memorial Hospital has low satisfaction is valid. Question 4 1. Facilities: includes all issues caused by: •Room-sharing: Unsatisfied roommates/ Noises of roommates •Design of the room 2. Noise at Night: All noise at night regardless sources of noises. 3. Air Conditioning System: includes all issues caused by uncomfortable room temperature. 4. Dirtiness: includes all issues related to dirtiness that are not caused by water. 5. Labor Issues: includes all issues caused by labor. (E.g. speak too loudly) 6. All Other Issues 7. Water Issues: issues caused by high iron content water Affinity Chart: Numbers are row numbers in Excel Question 5 Category | Frequency | Cumulative Frequency | Cumulative Percentage | Facilities | 42 | 42 | 44% | Noise at Night | 16 | 58 | 60% | Air Conditioning System | 12 | 70 | 73% | Dirtiness...
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...TULSA MEMORIAL HOSPITAL Break-Even Analysis 1. Using the historical data as a guide, construct a pro forma (forecasted) profit and loss statement for the clinic's average month for all of 2014 assuming the status quo. With no change in volume (utilization), is the clinic projected to make a profit? -No, the clinic is projected to experience a loss. Pro Forma Average Month: | | | | | | | | Number of visits | | 1,350 | | | | | Net revenue | | $54,888 | | | | | Salaries and wages | | $13,542 | Physicians fees | | 18,000 | Malpractice insurance | | 3,215 | Travel and education | | 602 | General insurance | | 843 | Subscriptions | | 0 | Electricity | | | 1,077 | Water | | | 139 | Equipment rental | | 105 | Building lease | | 12,500 | Other operating expenses | 8,038 | Total operating expenses | $58,059 | | | | | Net profit (loss) | | ($3,171) | | | | | Gross margin (%) | | -5.8% | 2. Now consider the clinic's situation without the new marketing program. How many additional daily visits must be generated to break even? Construct a breakeven graph that can be included in your report. The clinic must generate 20 additional daily visits to break even. 3. Repeat the Question 2 analysis, but now assume that the new marketing program is implemented. The clinic must generate 28 additional daily visits to break even 4. Now focus solely...
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...Tulsa Memorial Hospital (TMH) Break-Even Analysis (Case 6). Brandon Harley, TMH's CEO is concerned about the Urgent Care Center's overall financial soundness. He has 3 options to consider one of them (1) continue to operate as it; (2) close it down; or (3) continue to operate, accompanied by the expanded marketing effort. Positive considerations: 1- TMH has reputation for quality care 2- Urgent care Centers are increasingly visited by patients who need immediate treatment for illness “Wall Street Journal”. 3- One competing center had recently closed. 4- Capacity to see 85 patients/day 5- The center does not have seasonal utilization pattern 6- Expanded marketing program requires no capital investment. Negative Considerations: 1- The center has been staffed at the bare minimum, so any increase in the number of patient visits would require immediate administrative and medical staffing increases. 2- The center on long term lease, with cancellation penalty of 3 months’ rent or $37,500. 3- TMH's major competitor had just bought the city's largest primary care practice, and planning for more acquisitions. 4- Marketing expansion requires marketing assistant and advertising coasts. To consider these positive and negative points especially the closure of competing center and the new acquisition plan by the major competitor, total average that includes 2013 and Jan/Feb 2014 will be used in this analysis to answer the following questions: ...
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...Memorial Hospital of Tampa Dr. Mountasser Kadrie HAS 505- Health Services Planning and Marketing 28 July 2012 Strayer University The health care organization I picked is Memorial Hospital of Tampa, which is known for offering excellent healthcare since 1972 right in the heart of Tampa. Memorial Hospital spans the full spectrum of medical services. With its 18 bed emergency department and and proven repute of competent and quality service, patients are in and out quickly, allowing them to move on with their diligent lives. It is also known for its extensive medical expertise offering in excess of 400 Physicians who can practice a wide range of services. Dedicated physicians rely on registered nurses, therapists, pharmacists, aides, administrators, and more. Everyone works in tight synergistic cohesion to ensure highest quality care for every patient. The task of Memorial Hospital of Tampa is to be the health care facility of superiority where, based upon our esteemed values, they provide excellent care and services, which will immensely improve the quality of life for the people and population of South Tampa. The goal of Memorial Hospital of Tampa is to provide safe, effective, excellent healthcare for their patients. Patients are encouraged to take an energetic part in their healthcare, and they believe they should make educated choices about the physicians and...
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...Case Study #6 MHA 634 Managerial Accounting #1 With no change in volume (utilization), is the clinic projected to make a profit? Currently the clinic sees about 45 patients per day and they have capacity to handle 85. If they continue how they are operating the clinic is looking at a loss of $3,173. At this rate the clinic will not be able to make a profit in spite of inflation over the next couple years. #2 How many additional daily visits must be generated to break even? There is an average of 1,230 visits a month, bringing in 47,037 a month in net revenue. Figure one tells us that in order to breakeven without the new marketing program the clinic will need to see 22 more patients per day, which brings it to a grand total of 67 patients that will need to be seen per day. #3 Answer the same question as in question 2, but this time assume the marketing program has been implemented. According to figure 2 in order to breakeven with the new marketing plan they would need to see 28 patients per day which is 6 more than without the marketing plan. The total of patients needing to be seen per day with this marketing plan is 73. #4 How many incremental daily visits would it take to pay for the marketing program, irrespective of overall clinic profitability? Now according to figure 3 in order for the clinic to pay for the marketing plan it would need to have 22 consecutive days in operation seeing 73 patients per day. #5 Which items in the statement were easiest to...
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...I am writing to make you aware of my interest in interning at Rogers Memorial Hospital, a place that has changed my life on more than one occasion. It will always have a special place my heart. I was a patient in the OCD Child and Adolescent Center in 2010 and again in 2015. I was moved by the compassion and understanding everyone had. That is the kind of environment I want to be a part of. I was diagnosed with severe Tourette Syndrome and Obsessive Compulsive Disorder when I was eight. As the years went on, it continued to get worse. I couldn’t eat, bathe,do my schooling, or even leave the house. I was trapped. In 2009 I went to The Center for the Study and Treatment of Anxiety at the University of Pennsylvania. I learned about Cognitive...
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