HCM5310Assesment3

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Feb 20, 2024

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F easibility Study 1 Feasibility Study Professor Gaze Marcia Clarke HCM-FPX5310 Capella University January 2, 2024

F easibility Study 2 History of the hospital Established in the early 1950s to cater to the inhabitants of Arlington and the broader North Texas region, Arlington Memorial Hospital commenced its journey as a 75-bed healthcare facility. Since its inception, the hospital has evolved into a highly regarded medical institution in Texas. Through ongoing efforts, Arlington Memorial Hospital has consistently enhanced its infrastructure and offerings to address the evolving healthcare requirements of the communities it serves. Arlington Hospital Administration Upon joining Texas Health Resources, Arlington Memorial Hospital experienced a significant surge in success. In the year 2000, the hospital marked a milestone by inaugurating a medical office block. This facility incorporated operating rooms, special procedure rooms, an emergency room, a fitness center, a diagnostic imaging center, and a rehabilitation center. Arlington Memorial is unwavering in its commitment to collaborating with citizens and organizations to effect sustainable improvements in the health status of underserved populations. This dedication aligns with their mission statement: "To advance the health of the people in the communities we serve." To fulfill this mission, Texas Health Arlington Memorial established a Community Health Council, comprising various local entities such as Arlington's School District, County personnel, the City of Arlington, social workers, and shelters in the North Texas area. This collaborative committee convenes regularly to identify and address community needs, evaluating existing services and programs in the process. Financial problems at the hospital In 1997, the board of members at the hospital deliberated on the prospect of affiliating with Texas Health Resources, an organization that shared similar values and beliefs with Arlington Memorial. The major patience bases The hospital serves a clientele consisting of residents from Arlington and the broader North Texas area. Arlington, with an estimated population of 392,100 people, faces certain demographic challenges, with approximately 28% of individuals under the age of 18 and 8% of those aged 65 or over living in poverty. Despite these challenges, the health services offered in this region encompass a range of critical facilities, such as surgical room services, a Behavioral Health Unit, an Emergency Unit, and a Labor and Delivery Unit. Meet the staff Arlington Memorial stands as a non-profit, community hospital with a capacity of 420 beds, dedicated to delivering high-quality and compassionate healthcare services. The hospital's staff includes approximately 450 physicians on the medical staff, along with a workforce of 2,900 employees and the invaluable support of over 400 volunteers. Sources of income Arlington Memorial provides a diverse range of services, including comprehensive cardiac care, specialized women's and children's services, an advanced imaging center, extensive rehabilitation services, emergency services, health maintenance, and disease prevention classes. In addition to these outpatient offerings, the hospital provides a spectrum of inpatient services. These encompass respiratory therapy, social services, and dedicated nursing units for critical

F easibility Study 3 care, hemodialysis, and plasmapheresis. The inpatient care further extends to medical, surgical, gynecology, pediatrics, oncology, neurology, and orthopedics. Possible programs Developing a strategic feasibility plan is a prudent approach for improving the hospital's income and revenue. The two options that are outlined provide avenues for enhancing profitability while maintaining ethical standards: Route 1: Inpatient Service Cost Analysis and Bed Addition  Objective: Evaluate the cost-effectiveness of inpatient services and explore the potential of adding 40 new beds.  Actions:  Conduct a comprehensive analysis of the cost structure associated with inpatient services, including overheads, staffing, and resources.  Compare the cost of services with market rates and competitor pricing to identify areas for improvement or adjustment.  Assess the demand for inpatient services in the community and analyze whether expanding bed capacity aligns with market needs.  Develop strategies to optimize operational efficiency, potentially leading to reduced costs or increased reimbursement rates.  Consider the financial implications, including initial investment and projected returns, associated with adding 40 new beds. Route 2: Medical Equipment and Resource Audit  Objective: Perform a periodic audit on medical equipment and pharmaceutical resources to prevent exploitation and enhance efficiency.  Actions:  Conduct a comprehensive audit of medical equipment to ensure proper functioning, identify any underutilized assets, and assess the need for upgrades or replacements.  Review pharmaceutical procurement processes to identify opportunities for cost savings without compromising the quality of patient care.  Implement a shrink walk program, involving regular and systematic checks on hospital resources to prevent theft or misuse.  Establish protocols for reporting and addressing any identified issues promptly.  Consider negotiating bulk purchases for pharmaceuticals and exploring cost-effective alternatives without compromising patient care. Key Considerations for Both Routes:  Ensure compliance with ethical standards and patient care priorities throughout the implementation of strategies.  Engage stakeholders, including staff, physicians, and administration, in the decision- making process.  Monitor and measure the effectiveness of implemented changes through key performance indicators.  Continuously assess and adapt strategies based on evolving market dynamics and healthcare trends.

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F easibility Study 4 By combining financial analysis with ethical considerations, these routes aim to enhance the hospital's financial performance while maintaining a focus on providing quality and compassionate healthcare services. Program outcomes that are expected This initiative will effectively address various interconnected needs within the organization. Given the expanding population in Arlington and the North Texas area, there is a constrained availability of healthcare resources. The hospital faces the challenge of accommodating the growing population's rising demand for healthcare services. Consequently, the addition of 40 beds to the hospital's inpatient area is a strategic measure to enhance the intake capacity for patients. Simultaneously, a thorough analysis of service costs is anticipated to provide long-term benefits by assisting the hospital in covering equipment acquisition expenses. Ultimately, this will contribute to operational cost efficiency for the hospital. Goals and benefits The program's objectives are designed to gauge the efficiency and effectiveness of the strategic feasibility plan. The plan, aimed at benefiting both the hospital and the community, seeks to elevate healthcare provisions for the residents. By guiding and generating substantial profits, the plan aims to support the hospital's operational costs and lay the groundwork for future developments that will revolutionize patient care. The precision in executing this Strategic feasibility plan is essential for achieving the outlined goals and ensuring the sustained well-being of both the hospital and the community it serves. Targets a. By the closing fiscal year, Arlington Memorial will have enhanced the inpatient services profits by 20%. b. By adding 40 new beds to the inpatient area will increase the revenue by 8%. c. By conducting the shrink walks regularly will reflect on the purchasing and operating cost. And by the closing fiscal, the exploitation of the hospital’s resources will be reduced by 25% Mission statement and the organization Guided by their mission statement to enhance the health of the communities they serve (THAM, 2019), the organization manifests its commitment through the provision of exceptional patient care by its physicians and staff. The initiative begins with a comprehensive reevaluation of the cost of services, aligning them more reasonably with market standards. Addressing the challenge of managing an excess number of patients, the addition of 40 more beds is poised to bolster revenue and facilitate the delivery of outstanding care to patients. In response to the escalating healthcare needs driven by the growing population in the area, the organization recognizes the imperative to optimize healthcare resources. The introduction of the shrink walk, conducted regularly, is envisioned to mitigate resource exploitation and concurrently contribute to increased revenue for the hospital. By strategically implementing these ideas, the organization not only anticipates enhanced revenue but also stays true to its mission statement, positioning itself as a community partner dedicated to guiding and delivering exceptional care.

F easibility Study 5 Compatibility This plan serves as a valuable support system for the existing programs and services within the facility, contributing to a significant increase in revenue for the organization. The adjustment to a more reasonable cost of services not only improves the quality of care but also facilitates a higher intake of patients. The implementation of shrink walks is expected to result in a reduction in operating costs while fostering accountability across all departments. Furthermore, the addition of 40 new beds to the inpatient area is strategically designed to alleviate overcrowding, ultimately elevating the level of patient care within the hospital. This comprehensive approach aims to enhance both operational efficiency and the overall healthcare experience for the patients served by the organization. Getting the competitive advantage Texas Health Arlington Memorial holds a competitive advantage as it is situated in close proximity to the medical city of Arlington, where the cost of services tends to be relatively high in comparison to the level of care provided. To leverage this advantage, the hospital is strategically reevaluating the cost of its services to align them more reasonably with market standards. This initiative not only enhances the competitiveness of the hospital but also ensures that the cost of care is more in line with the quality of service delivered. Furthermore, the addition of 40 new beds in the inpatient area is anticipated to contribute significantly to the level of patient care. This enhancement not only addresses the growing demand for healthcare resources in the region but also positions the hospital to achieve a high patient retention rate. By expanding its capacity and maintaining competitive pricing, Texas Health Arlington Memorial is well-positioned to continue providing quality care while effectively meeting the needs of the community it serves. Economic impact and the program success Economics plays a pivotal role in shaping the dynamics of the organization, offering avenues for improving existing standards and contributing to the betterment of society. Recognizing economic considerations, the organization seeks to enhance efficiency and maintain societal well-being. A strategic approach involves reducing the overall cost of wages, avoiding job cuts, and addressing challenges posed by employer Health Insurance Mandates and the potential risk of unemployment. In regions of Texas, including Arlington and the North Texas area, where healthcare resources are limited and the population is growing, economic factors significantly impact Texas Health Arlington Memorial. The increased demand for healthcare resources necessitates a proactive response, involving programmatic adjustments through rebranding and restructuring the cost of services. However, the success of the program hinges on the availability of funds. Obtaining capital is crucial for program implementation, and failure to secure financial resources may impede the organization's ability to sustain and increase revenue. Potential challenges include irregular cash flow from government sources and insurance companies. Notably, as consumers spend approximately 13% of their income on healthcare bills, delays in payments can be anticipated, particularly with the escalating population and high operating costs. Despite these economic challenges, the organization's strategic position and commitment to addressing the healthcare needs of the growing population place it in a favorable position to successfully implement the program. The emphasis on rebranding, cost restructuring, and financial planning aligns with the organization's mission to navigate economic complexities while providing quality healthcare services to the community.

F easibility Study 6 Pros and Cons for the program Funding possible sources Successfully implementing the program will necessitate securing funds from various potential sources. The organization should establish a dedicated group of members tasked with identifying and pursuing these funding avenues. Potential funding sources include:  Local, State, and Federal Governments: Explore opportunities for grants or subsidies from local, state, and federal government entities to support healthcare initiatives.  Grant Programs: Investigate and apply for grants from foundations, institutions, or government agencies that offer funding for healthcare-related projects.  Community Benefit Investments: Collaborate with community benefit programs that invest in initiatives aimed at improving healthcare and well-being within the community.  Philanthropic Organizations: Seek support from philanthropic foundations and organizations that align with the mission and goals of the healthcare program.  Businesses: Explore partnerships with local businesses that may contribute financially or through in-kind support to promote community health.  Social Impact Organizations: Connect with social impact organizations that prioritize investments in healthcare initiatives to create positive community outcomes.  Hospital Revenue:

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F easibility Study 7 Leverage existing hospital revenue streams to allocate resources towards the program. This may include optimizing operational efficiency and reallocating funds from profitable services. Establishing a diversified funding strategy that taps into these potential sources will enhance the organization's financial resilience and increase the likelihood of successfully implementing the program. The group of members responsible for securing funds should develop clear communication and engagement strategies tailored to each funding source. Cost for implementing the new programs Implementing and sustaining the program will impact the organization financially, with expenditures associated with promotional activities, the addition of 40 new inpatient beds, hiring additional staff for the expansion, and the necessary rebranding efforts as the hospital introduces these programs to the surrounding community. The estimated costs for the programs include: Cost estimates Current marketing approach The hospital adheres to its organizational marketing motto, emphasizing that the strength of a community lies in the health and well-being of its members. Arlington Memorial recognizes

F easibility Study 8 the need for an enhanced marketing strategy in the face of local competition. Collaborating with Texas Health Resources' operational leadership, the hospital is working on a more consumer- centric marketing approach. The forthcoming marketing strategy entails restructuring some positions while elevating others. The channel strategy shifts its focus towards the operational side of the organization rather than a holistic approach. This channel marketing strategy aims to highlight the diverse services and products offered by the organization across all sectors, including hospitals, standalone facilities, and mobile units. The goal is to redefine the hospital not merely as a physical location for services but as a provider of exceptional patient care, altering the perception of the hospital from being the product to being the hub for superior healthcare services. Target demographic This program holds significance not only for the organization but also for the community it serves. In healthcare, effective marketing is crucial for gaining a competitive advantage in the targeted area. The expansion of services necessitates a rebranding effort within the organization. A crucial aspect of this process involves identifying the target audience, determining who the brand aims to communicate with, and attracting a specific demographic. The rebranding process in healthcare marketing is multifaceted, and community demographics indicate a growing population, leading to a steady increase in demand for healthcare resources in the city. Through strategic investment, the hospital aims to facilitate future improvements that prioritize value- based care for the community, ultimately contributing to increased revenue. This program positions the hospital to meet the rising healthcare needs of the community while simultaneously achieving a 40% growth in revenue, ensuring the sustainability of service delivery in the future. By reorganizing service pricing, the community gains access to both quality and affordable healthcare. Moreover, the expansion of the hospital's bed capacity enhances the overall healthcare experience, fostering more effective and accessible health services for the community. Competitors This initiative aligns seamlessly with the administrative goal of generating sufficient revenue to cover operational costs and support future development endeavors geared towards delivering value-based care. The program stands out by differentiating the amenities offered from competitors through the regulation of healthcare workflows. This involves defining best practices in domestic budgets and service prices, establishing clear financial guidelines, and ensuring consistent adherence through monthly audits. With a focus on achieving high-quality and cost-effective care, the program leverages the hospital's robust IT financial systems. It further strengthens the integration of these systems into the daily work of the entire staff, making them the default choice. The program is meticulous in confirming no misappropriation of funds, ensuring that the right medical equipment and medicines are employed in treating the appropriate patients. This meticulous approach contributes to improved patient outcomes, making service delivery more efficient and effective, thereby providing the hospital with a notable competitive advantage over its counterparts.

F easibility Study 9 Regulation and taxes The hospital is required to obtain a Certificate of Need (CON), a regulatory program that mandates hospitals to submit applications and secure approval from the state government before undertaking expansions in capacity, establishing new centers, or making substantial capital expenditures. Risk management The completion of the program presents several potential risks. One significant risk is the possibility of staff not responding positively to the plan. There's a concern that some team members may consider moving to other hospitals, and others might become discouraged, particularly in instances where disciplinary actions are taken due to evidence of misused funds. It's crucial for all employees to fully comprehend the guidelines pertaining to internal spending to mitigate the risk of duplicative costs, unnecessary use of expensive resources, and better management of operational costs. Another risk involves the potential impact on the quality of care due to internal monitoring of procured health resources. While the plan doesn't discourage the restriction of resources, any situations that do not align with the protection of patients' right to healthcare need to be discouraged to mitigate this risk. A critical aspect of risk management is the possibility of the program deviating significantly from the expected or desired results. This could occur if outcomes are altered, leading to unexpected possibilities. To manage this risk effectively, real-time risk management should be integrated into all phases of the program. This includes proactive risk identification to detect potential failures before they occur, risk evaluation to assess the possible impact of identified risks, and risk allocation to formulate contingency plans for mitigating these potential risks (Hutter & Power, 2005). By adopting these measures, the organization can enhance its ability to navigate and respond to risks throughout the program's implementation. Space needed for the new program The implementation of the proposed program will necessitate adequate space adjustments to align with the hospital's feasibility plan, encompassing both physical and operational considerations. Special attention has been given to ensuring that the recommended arrangements are not only well-organized in terms of size but also operationally efficient. These adjustments are made while adhering to the urban design codes outlined in the Hospital Master Plan. The chosen location and size of the building have been carefully considered to facilitate variable physician circulation and patient flow. Notably, the absence of a current marketing department allows for the seamless integration of the marketing team into the program. Additionally, the expansion in staff to accommodate increased patient volumes has been factored into the planning, ensuring that the additional workforce can be easily accommodated within the hospital's operational framework. Conclusion and recommendations The analysis indicates that the proposed plan is not only feasible but also aligns effectively with the organizational goals of Arlington Memorial Hospital. The anticipated outcomes, as articulated in the plan, include an enhancement of inpatient services profits by 20% by the close of the fiscal year. The addition of 40 new beds in the inpatient area is expected to contribute to an 8% increase in revenue. The regular implementation of shrink walks is foreseen to have a positive impact on purchasing and operating costs. By the end of the fiscal year, the

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F easibility Study 10 plan aims to reduce the exploitation of the hospital's resources by 25%. These anticipated outcomes suggest that the plan is strategically sound and has the potential to yield positive financial and operational results for Arlington Memorial Hospital.

F easibility Study 11

HCM5310Assesment3

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