Pemiscot: Hospital Case Study

Consequently, it become a financial problem where physician sees no improvement in their revenue/profit, and the cost of treatments continue to rise as reimbursement challenges the physician’s charges. There is always a cost to a better health care and coverage, and vast of it comes from taxation. Hospital and physicians function on funding to keep the door open and operating, and majority of the funding are from taxation. For

It is no secret that the cost of American healthcare is becoming increasingly more expensive. However, the issue of the rising cost of healthcare and its severity needs to be recognized as a major problem. Health prices are steadily increasing in the United States, and there is no sign of it stopping. Since 1970, spending on American health care has grown 9.8%, which is a rate that is growing faster than the economy (“New Technology”.) Furthermore, health insurance premiums are also increasing at a rate five times faster than American salaries, which makes it difficult for families to afford health care coverage (Zuckerman 28). Therefore, it has become an obligation to address why the cost of American health care is soaring and to seek out a solution to lower the cost. Many would jump to the conclusion that the United States simply charges too much for their medical services, but there are deeper influences that need to be analyzed. The causes of the rising cost of health care are people not using preventive health care, the development of modern technology, and the treatments being overprescribed. A possible solution is to have preventive health care services available in clinics of low-income areas.

| WEAKENSSES: * financial support and available funding * reputation of services as such mistreating patients * lack of access to technology in these areas * management or staff availability * lower income areas * undifferentiated service lines

Many experts in healthcare economics point out that chronic medical conditions are directly associated with higher costs (G., 2010). This association is mainly attributed to the high usage of all types of care (Kongstvedt, 2013). Reports show that the number of people suffering with chronic conditions is radically rising and forecasts suggest that the number of American’s with one or more chronic conditions will continue to grow by an estimated 37% between 2000 and 2030 (G., 2010). It is in our patient’s main interest to shift our current focus from treatment for acute conditions to target a better utilization of the recorded 78% of health spending devoted to people with chronic conditions. The new strategic approach is one of developing quality medical care for people with chronic conditions which require ongoing care and care management to improve their health status (Kongstvedt, 2013).

Patients with long-term, chronic illnesses like Mr. Davis’s, care can be very costly, especially when the patient is unable to maintain routine medical care or visits and medications. Without routine medical care and maintenance medications, patients like Mr. Davis tend to have more frequent emergency room visits and hospitalizations; increasing costs for state and local government as well as tax payers. Though Mr. Davis is able to receive care during an emergency room visit, the providers are not fully aware of his health history and are only able to provide a temporary fix of his symptoms and not address his health care needs.

Our healthcare system needs major restructuring. Major improvements needs to begin with "all health care organizations, professional groups, and private and public purchasers should adopt as their explicit purpose to continually reduce the burden of illness, injury, and disability, and to improve the health and functioning of the people of the United States", (Crossing the ……, 2001).

The cost of care has been a growing problem throughout developed nations during the last 15 years. For example, across 34 nations that make up the Organization for Economic Cooperation and Development (OECD), the average per capita health care expenditure increased by more than 70 percent between 2000 and 2010. However, the biggest spenders — such as

patient is no longer able to attend a hospital that meets their needs, the lives of the individual’s

High quality of service is being provided to patients at low cost. The cost comparisons between Shouldice and other hospitals in Table 1

Hospital B was a not-for-profit organization, located in west side of town. It consists of 154 inpatient beds and a geriatric health center with 100-106 beds, 13 transitional beds and 7 rehabilitation beds. Total staff of 914 employees. It is an old facility and has earmarked $20 million for renovation to existing emergency room and ICU. Appendix 1, Table 1 provides an overview of the two facilities before merger and an overview of PRMC after Merger.

The strengths are associated to its mode of operations; working within its goals and objectives. One of the Hospital main goals is to maintain high standards of quality and ensure it can provide cost effective services that everyone can afford. Cost effective services ensures that low income households have easy access to good medical health (Bowling, 2013). Patient focus care is a major priority as it has worked well in the past for the hospital. The hospital is located in an urban center that is quite busy. This ensures easy accessibility. The hospital has a very hard working and friendly staff that alternate effectively to ensure that the hospital is functioning 24/7. This ensures that anyone can access medical care any time. Electronic Health care ensures easy tracking of patient health data. A strong informal communication channel among hospital department ensures easy flow of communication. Such conditions have led to a proactive environment with good and elaborate management style (Kerr & Hiltz, 2013). Considerable strengths are likely to make the Hospital the most preferred and sought medical care institution in the

There are multiple different society or social triggers that have affected the cost of health care. Patients are unable to be seen the same day by a physician are willing to pay a significant increase in healthcare charge just to be seen the same day (MBA, 2012). It is understandable if you are ill but still contributes to the increase in health care costs. Also, many individuals have a set mindset that quality care is equivalent to more care, therefore, making it difficult for physicians to control patient health care output cost (MBA, 2012). The more un-needed tests that a patient has, for example, leads to an increase in health care costs. Some citizens just prefer to see an emergency department (ED’s) than an after-hours or a same day clinic which contributes to an increase in health

delivering services for this type of patient. One problem involves the cost and lack of

The cost of the health care industry has always been rising since the early 1980s. It has been a growing concern in both the industry and society. Massachusetts General Hospital (MGH) is no exception. Even though the average length of stay (LOS) for the patients in MGH has been declining (Exhibit 10), it is still the highest compared to their competitors (Exhibit 6). Besides the cost, there is no uniformity of process and standardization across different facilities and departments of the hospital. MGH lacks communication and coordination between the facilities.

Financial challenges have been and continue to be a burden on the system, a burden exacerbated by extremely poor budgeting. For example, of the total health expenditures in the early 2000s, 7% of funds went to sanatoria which are facilities created during the Soviet Union to provide restorative care to vacationing Ukrainians (34). This wasteful spending translates to higher payments from patients making care financially unfeasible for many. During the time of the USSR, outpatients were still required to pay for pharmaceuticals out of pocket. Currently, patients are being forced to pay even for inpatient drugs out of pocket with a mere 13.3% of drugs consumed in the country being financed by hospitals (133). The private healthcare sector in Ukraine is insignificant and medical professionals are for the most part still compensated based on the Soviet system so that salaries are determined using a fixed scale. This compensation structure does not provide any incentive for efficient, quality work and therefore patients suffer from poor service (65). Because facilities receive funding based on size, there is very little consideration given to the specific health needs of an area and no