Evaluate the Demand for the New Service Line in the Market Area Defined in the Case Study

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Currently the existing programs and service lines for the organization are aligned as complimentary components of the new service line and will enhance the success of the new service lines for all three specialty areas. They are outlined below:

- Ensuring that patient care is of consistently high quality and that the environment is safe for patients, visitors, and staff.

- Ensuring that hospital operations are conducted in an efficient manner.

- Ensuring that service excellence for patients and staff.

- Creating a positive learning environment for hospital and medical staff with emphasis on innovation and achievement.

Focusing on the board members and involvement is also the key to success for

serving as a complementary components of the new service line.

- Mrs. Promo has undergraduate degree in marketing. Involved with the local chamber of commerce and recognizes the importance of good healthcare services in attracting new business and industry to the area.

- Mrs. Lopez undergraduate degree in journalism: priorities ensuring that adequate healthcare services are available to all minority groups.

- Mr. Holland CPA interested in national healthcare policy and legislation, related to healthcare finance.

- Dr. Joint orthopedic surgeon planning to open a branch office near the hospital campus.

- Dr. Sharp general surgeon. Interest in cancer services planning to recruit a subspecialty-trained oncologic surgeon.

Trinity’s Commitment— We are committed to serving the community in a capacity that permits every patient to receive the care and support that they require.

Quality and Safety— At Trinity Community Hospital we endeavor to provide high quality services while ensuring the safety of patients, visitors, and staff.

Service Excellence— We will continue to strive to exceed the service expectations of our patients, visitors, employees, and physicians.

Staff Achievement— We will provide opportunities for the enhancement of the skills and expertise of all staff members.

Growth and Profitability— Striving to grow service volume, to operate efficiently, and generate sufficient capital for investment.

WHAT SETS US APART FROM THE REST OF THE MEDICAL COMMUNITY

Trinity Community Hospital is a 150-bed, not-for-profit hospital offering:

- Broad range of medical, surgical, and support services to the community.

- Patient-friendly, pleasant environment

- Facilitate a soothing environment

- Nourishing and delectable cuisine

- Providing exceptional care and services

- Modern, high-tech laboratory

- Surgery and endoscopy suites

- Newest digital equipment; robotic surgery

- Newly renovated patient rooms

- Physician locater service

4. Analyze the financial and operating data to determine the financial feasibility of instituting the new service line.

Below in the first three graphs is the current utilization trend and revenue with this year’s data as well as previous historical data which shows every column has a decrease in every category with the exception of Medicare, Medicaid, and Self Pay. The last graph is predicted data with the new service lines being implemented within the organization and increase in utilization and revenue.

Utilization Trends

2 Years Prior

1 Year Prior

Current Year

Discharges

7,100

6,700

6,100

ALOS

4.3

4.1

4

Patient Days

28,400

27,470

26,230

ADC

77.8

75.3

71.9

Surgeries

12,500

11,800

10,950

OP Visits

95,000

90,800

89,400

ED Visits

32,000

31,200

28,900

2 Years Prior

1 Year Prior

Current Year

Revenue

$461,500,000

$435,500,000

$427,000,000

Margin

$23,075,000

$4,355,000

($1,495,000)

AR Days

55

56

60

2 Years Prior

1 Year Prior

Current Year

Medicare