The cost of health care presentation
S.W.O.T Analysis on a Community South Medical Center
HCA340: Managing in Health & Human Services
July 12, 2013
S.W.O.T Analysis I am a C.E.O at Community South Medical Center. It is a large, urban for-profit healthcare facility. It has comprehensive health services that includes acute care, residential care, independent living, in-home nursing, hospice, neonatal, and pediatric services, advanced cardiac services, a major trauma center, a center of excellence for pulmonary services and a neurosurgery center. We have a positive bottom line and we are striving to enhance the health services for the population it serves. The last three years the patient care mix has shifted and the reimbursement source is currently, 25% Medicaid which is up 20%, 35% Medicare but went down 12%, 25% employer sponsored health insurance that hasn’t changed, 8% managed care that went down to 20%, 4% private pay that hasn’t been changed, and 4% no-pay that has gone up 25%. We are in an older urban area that has businesses with well-paying jobs and has gradually been replaced by smaller shops and other small businesses. The community is trending towards a predominantly elderly population. We on the other had have an excellent reputation and been recognized in the past by receiving a Baldrige Center of Excellence evaluation and a The Joint Commission approval for our quality of services. As a C.E.O I wanted to do self-inspections to check and see if we are still on an excellent scale. I discovered that we have a slight decline in compliance with T.J.C. standards. The patient of the center did a survey and the results have an overall mean of 95%. The medical staff strongly supports new programs development and there is an abundant supply of physicians. The issues at hand is an identified shortage of clinical staff including registered nurses, respiratory therapists, and medical technologists, non-interfacing information
HCA340: Managing in Health & Human Services
July 12, 2013
S.W.O.T Analysis I am a C.E.O at Community South Medical Center. It is a large, urban for-profit healthcare facility. It has comprehensive health services that includes acute care, residential care, independent living, in-home nursing, hospice, neonatal, and pediatric services, advanced cardiac services, a major trauma center, a center of excellence for pulmonary services and a neurosurgery center. We have a positive bottom line and we are striving to enhance the health services for the population it serves. The last three years the patient care mix has shifted and the reimbursement source is currently, 25% Medicaid which is up 20%, 35% Medicare but went down 12%, 25% employer sponsored health insurance that hasn’t changed, 8% managed care that went down to 20%, 4% private pay that hasn’t been changed, and 4% no-pay that has gone up 25%. We are in an older urban area that has businesses with well-paying jobs and has gradually been replaced by smaller shops and other small businesses. The community is trending towards a predominantly elderly population. We on the other had have an excellent reputation and been recognized in the past by receiving a Baldrige Center of Excellence evaluation and a The Joint Commission approval for our quality of services. As a C.E.O I wanted to do self-inspections to check and see if we are still on an excellent scale. I discovered that we have a slight decline in compliance with T.J.C. standards. The patient of the center did a survey and the results have an overall mean of 95%. The medical staff strongly supports new programs development and there is an abundant supply of physicians. The issues at hand is an identified shortage of clinical staff including registered nurses, respiratory therapists, and medical technologists, non-interfacing information