Shouldice Hospital Limited Group Case Study Feb. 14th, 2012 Brief Synopsis In 1982 Shouldice hospital comprised of 89 beds and performed 6,850 hernia operations while being staffed by 12 full time surgeons, 7 assistant surgeons, an anesthesiologist and 30 nurses in addition to support staff. The Shouldice hospital employed unique surgical techniques and post operation routines which led to a speedier recovery and a lower than average hernia reoccurrence rate. The hospital had gained a reputation for providing a quality service and relied mostly on word of mouth marketing. Many of their patients were from Ontario (56%) and the US (42%) with a smaller percentage (2%) travelling from Europe or other provinces in Canada. Shouldice performed two types of hernia operations which they classified as primary (first time occurrences) and secondary (reoccurrences or repairs).
The company was #18 in the 2010 Fortune 500 list of the largest companies in the U.S., and is the largest company that has operations solely in the United States. Mengxiao Wang A. introduction * Name of the chief Executive officer: Larry J. Merlo * Location of the Home office: Woonsocket, Rhode Island, U.S. * Ending date of latest fiscal year: Dec. 31, 2011 * Description of the company’s principle products or services: CVS Caremark is the largest pharmacy health care provider in the United States with integrated offerings across the entire spectrum of pharmacy care. Through their unique suite of assets, they are reinventing pharmacy to offer innovative solutions that help people on their path to better health. At the same time, they are highly focused on lowering overall health care costs for plan members and payers. CVS Caremark operates more than 7,300 CVS/pharmacy stores; serves in excess of 60 million plan members as a leading pharmacy benefit manager (PBM); and cares for patients through the nations largest retail health clinic system at our approximately 600 MinuteClinic locations.
At MGH the decline was 87.6% in 1988 to 78.4% in 1993 as well. Because of their high medical cost and lack of primary care physicians, 30% of the hospitals revenues were at risk, giving the opportunity to other hospitals to provide these services and create price competition based on Chapter 495. The reduction of gross patient service revenue at MGH and BWH were affected by the changes in government programs such as Medicare, Medicaid and the enactment of chapter 495. These programs along with many insurance companies adopted the Prospective Payment System (PPS) which began monitoring hospital charges and refusing payment for unnecessary services. The hospitals were receiving a standardized payment for each service
THE ADMITTING SYSTEM CRASHES Disaster Recovery case Emily D. Orellana Danita Hunter Health Information System Week 8 Jones Regional Medical Center (JRMC) is a large academic health center. With 900 beds, JRMC had 47,000 admissions in 2007. JRMC frequently has occupancy in excess of 100 percent; requiring diversion of ambulances. In addition, JRMC had 1,300,000 ambulatory and emergency room visits in 2007. JRMC is internationally renowned for its research and teaching programs.
My topic proposal is the overuse of the emergency department. It’s an issue that every hospital in America is grappling with. Emergency room visits nationwide are on the rise, even as the total number of emergency rooms is falling. Add this to the fact that, according to the Center for Disease Control and Prevention's recent publication, National Hospital Ambulatory Medical Care Survey: 2006 Emergency Department Summary, only 15.9 million out of 119 million visits to the emergency room in 2006 was urgent or emergent. Going to an emergency room instead of scheduling a doctor's appointment has become a trend in this country.
Medicare and Medicaid both offer acute and long-term health care services for dually eligible individuals. One major weakness of Medicare is it does not provide insurance coverage for services such as, acute dental care, transportation services, and vision care. Another service is not provided by Medicare is long-term-care. Medicare mainly provides coverage for elderly individuals over the age of 65 years-old. Medicaid major weakness is it is more costly than Medicare, and in order for married individuals to receive Medicaid they must be financially broke.
The credit card companies take this nearly free money from the government and loan it out to us as consumers at a 7 percent rate if you have a good credit standing. If you fall under the category of bad credit like most Americans they charge you 18 percent or more depending on your credit standing and how often you pay your bill. Credit card companies are entitled to a fair percentage but not the excessive earnings they receive from charging us the consumers. Lastly the spending habits of Americans are poor because almost all Americans live out of their means. With poor spending habits passed down from generation to generation, and family to family all we learn and know is how to borrow and dig a hole deeper in
BACKGROUND Victoria Hospital, London was owned by Victoria Hospital Corporation, comprising approximately 130 corporate members. In 1995 the hospital had 650 in-patient beds designated for acute care and rehabilitation, further the hospital operated a network of ambulatory services including clinics, day surgery and one day medical stays. The hospital’s area of expertise included women’s and children’s care, cardiac services, and life support/trauma services. It employed about 4000 people and trained 1100 students from 20 health related disciplines. Since the hospital had two campuses, management’s longstanding objective was to consolidate on Westminster campus in order to reduce operating cost and enhance co-ordination of service.
Since the uninsured are frequently unable to pay for the care they receive, the costs for their care are shifted to government programs or private plans, or to the charity of providers, even if unintended. The costly administrative excesses of private health plans, especially when contrasted to government programs, have been well documented. This fragmented system of funding care places an even greater administrative and financial burden on the providers of health care. (McCanne DR, 2004) Although the exact amount is disputed, most policy analysts agree that replacing this fragmented system of funding care with a single, universal, publicly administered insurance program could recover 200 billion dollars or more, which are currently being wasted on useless and sometimes detrimental administrative
Today millions of Americans cannot afford the sufficient health care they need. The price of health insurance is costing us the people thousands of dollars. Therefore, I believe the government should provide health care to all citizens regardless of their ability to pay for that care. Some rich people may prefer to pay for medical treatment, while the government must necessarily subsidize the health care for children, senior citizens, the unemployed and the homeless, as these groups cannot provide for themselves and, are extremely financially vulnerable. However, working adults can use the benefits of the medical insurance, which will give them an opportunity for a decent medical service and reduce the general taxation burden.