Hospital Expansion Analysis

Hospital Expansion abridgmentCase Study 1 The Case for Open Heart operating theater at Cabarrus Memorial Hospital- Chemplavil Brief Introduction Cabarrus Memorial Hospital (CMH) is a large, public hospital located in compass north Carolina, that prides itself in cultivating a never wavering commitment to its comm building blocky. Having first on the loose(p)ed in 1935, everywhere time CMH has found powerful allies in both Mr. Cannon, possessor of Cannon Mills with considerable political and financial influence, and Duke University Medical Center, with who they devour formed an educational affiliation and unique teaching arrangement. Due to the boards disappointment to foresee several front-hand issues, CMH finds itself at a crossroad of sorts. Currently CMH does not have their own rough heart surgical process course of study, compelling patients to judge open heart surgery or coronary angioplasties elsewhere. Concerned with the marvellous burden placed on the members of their community and their families to travel to such furthermost lengths to receive adequate trouble, the board of trustees is considering adding a computer course of studyme of this caliber to their repertory of cardiac services. A SWOT analysis and service area geomorphologic analysis (Porter) was performed to determine if CMH should apply for a certificate of need (CON) to open a saucy cardiovascular service program moving forward. news of Key Issues The potential implementation of a full-service cardiac surgery program in CMH required careful consideration of its existing service area, antagonist from competition, need for cardiovascular surgeries, the role of Duke in the proposal, relevant costs, and the likeliness of getting approval from North Carolinas DHHS for the CON.Evaluation of CMHs underway service area was mainly based upon zip code analysis of current cardiac catheterization and radiation oncology patients, pinpointing Concord and Kannapolis as major source s of patient coverage. With Mr. Cannons help, extensive securities industry maturation st prisegies should promote their newly enhanced cardiovascular care and help CMH strain their territory to include farther communities like Rowan County and Stanley County, shaking take away bordering service area competition like University, Stanly, and Memorial Hospitals.Study of the nation epidemiology points to an inevitably growing need for expanded cardiovascular services, namely open heart surgeries and angioplasties. Projections indicated the at-risk population growth over the next ten age will grow by 31.2% in Cabarrus county, location of CMH. The growing rate of the target, at-risk service area population (45-64) will likely lead to higher(prenominal) rates of open heart procedures (1.39 in North Carolina currently).Proposed costs of the program would total at $2.87 million for year one, $3.81 million for year deuce and $6.24 million for year iii. However, it is known that CMH ha s competent reserve cash to pay the whole purport without even acquiring a loan found on these inventions alone, CMH will reach their break-even point rather quickly, likely sometime(prenominal) after year three, making the addition of a cardiac unit a profitable endeavor.The existing open heart surgery programs in Charlotte, Winston-Salem, and Greensboro are 25 to 60 miles from the service population. This incredulous distance has created mental confusion and an immense burden for many patients who seek continuity of care as travel times whitethorn take up to two hours. It whitethorn be wise to consider swiftly bring on root town hero, Dr. Christy, as part of the new cardiovascular surgery medical staff to embolden the communitys support of CMH and put its patients at ease. Duke can watch its educational affiliation with CMH, and cases needing specialized care would still be referred to Duke.The DHHS of North Carolina awards the CON to centers that achieve an 80% utilizat ion rate for the cardiac surgery entourage. Unfortunately, open heart cases from Cabarrus County and Rowan County currently however around precisely around 73% utilization. CMH will need to make use of reconciling strategies such as the expansion of scope planning that would include market development, product development and market penetration strategies to substantially increase their current volume to hit that threshold.Situational Analysis SWOT analysis issued detailed findings of the strengths and weaknesses of the sexual environment, in addition to the opportunities and threats of the external environment, regarding the current cardiac care CMH provides (Ginter, Peter).showing I SWOT AnalysisRecommendation CMHs status as a modern, well equipped facility implies that it has the necessary infrastructure to build a cardiac unit, pending a few structural additions. CMHs renovation project would total $3,273,180, and no loans will be needed due to its sufficient reserve fund. P ending a two-year trial run, CMH should track the added schoolwide care that would result from the opening of one heart surgical suite for adult patients, while moving angioplasty to the current cardiac catheterization laboratory. The proposed duration of this project would likely take 3 years and would require the assignment of three dedicated cardiac surgical ICU beds as well as seven telemetry beds to support the open heart program with an almost raise 400 proposed procedures per year from the onset of the program.Benchmarks for Success and Contingency Plans Implementation of this new program will complicated, but justified. The board should create and follow an movement and strategic plan to oversee the creation of this new surgery program. Timelines, benchmarks, and a balanced scorecard will be employ to monitor the march on of the plan, and to ensure the standards are being met (Bloomquist P, Yeager). Written reports, like a GANTT chart, which may plot the incurred heart operations against time, can also be used to monitor planning, costs, effectiveness, and resources used by the program (Cellucci L, 2009). Taking corrective follow through will be dependent on evaluation criteria that will be created by the board and redirection will take place if necessary. If added comprehensive care progress is not being met according to the typifyion and strategic plans, program strategies will be outsourced to an outside consultant. If Dr. Christy is not satisfied with CMHs offer and relocates elsewhere, CMH may be pressed to ask the two surgeons from Duke Medical Center to act as interim on-call heart surgeons or even come on full time to continue the program. If the programs restraining forces continue to outweigh its driving forces, and fails to provide the proposed benefits, termination of the program may be likely.ReferencesBloomquist P, Yeager J. Using Balanced Scorecards to reorient Organizational Strategies. Healthcare Executive Jan/Feb 2008. pp.24-2 8.Cellucci, L. W., Wiggins, C. (2010). Essential Techniques for Healthcare Managers. Health tribunal Press Chicago.Ginter, Peter M. Strategic Management of Health Care Organizations. San Francisco, caliph Jossey-Bass, 2015. Print.