Key Issues
Stakeholders
insurers
community
govt.
nurse-pt ratio required
EMTALA
Hosp employees
staff
clinicians (docs, nurses)
docs
nurses
admin
Financial
losing money
federal pressure to reduce HC expenditures
rising costs
benchmarked
drastic decrease in non-operating rev
investment
more than they should be?
decreased reim
Medi-Cal low reim
medicare
HMOs
incr in uncollectable debt
uninsured pt pop
SWOT
Strength
Pt satisfaction is high
outpt services
SNF with 90% occupancy
Assisted living is at 100% with waiting list
good cost control
doctor-admitted pts have ins
incr donations
Weakness
ED
over capacity
poor efficiency
increased waiting times
decreased quality
uninsured/underinsured
poor occupancy rate: 50%
known as a low cost provider
PPE
small hosp: only 145 beds
semi-private rooms
lack of technology
Staff
physician concerns
decreased salaries
docs might not want to take call in the ED
dx second-guessed by HMO directors
refusals
difficulty admitting insured pts
refusal to treat Medi-Cal pts
cost exceeds reim
staffing shortages
recently had to incr nurse pay 27% to recruit
Opportunity
excess capacity
Threat
EMTALA bad press
forgot to take temp
nursing pressure from understaffing?
damage control needed
competitors
for profit
integrated sys like Kaiser
100 miles east of San Fransisco
high COL
competition for pts
pt pop
3rd largest uninsured pt pop
EMTALA
sicker pts
older pts
Strategies
partnerships
IT with other hosps
pro
con
purchasing power
pro
con
Hospital-wide
close hosp
new hosp
merger
Pro
Con
sell hospital
pro
con
ED
close ED
pro: incr paying pts
con: decrease total pts
outsource ED mgmt
Within hosp
change ops
change pt mix
change payor mix
Federally funded clinic