Case Study For Healthcare Compliance-Assignment help

Module 2 Case Study – Last Chance Hospital: The Real Picture Behind the Scenes (text chapter 5)
Assignment Documents
See attached file, “Last Chance Hospital”
Instructions for this Assignment
Using Microsoft Word, use your resources to map the strategic planning steps taken for the assigned case study, next, offer an alternative plan that could offer a better outcome.
Your paper should be a minimum of 2 pages written in APA format, with a minimum of 2 scholarly sources.
If you are not familiar with APA writing style, see the attached tutorial.
Submission Format
Your paper should be double-spaced and include a centered title. Any sources used should be properly cited in APA format.
Submit to the assigned DropBox.
Use the following format when naming your file: your First Initial and Last Name with the Assignment Name.
Example: JDoeModule1Assignment.docx
Grading Criteria
This assignment is worth 100 points. Please refer to the grading rubric.
Rubric Criteria
Percentage of Score
Fully answered question(s)/criteria assigned
40
APA format
15
Used at least the required number of sources
10
Paper met the length required
15
Critical Thinking skills
20
Late -0
100
Introduction to Health Care Management, Third Edition Sharon B. Buchbinder and Nancy H. Shanks Case Study Guide
© 2017 Jones & Bartlett Learning, LLC 1
Last Chance Hospital: The “Real Picture” Behind the Scenes
CASE FOR CHAPTER 5
By Susan Casciani
The Operating Room (OR) director accomplished the decrease in operating budget by reducing
staff (both clinical and administrative), cutting back on inventory levels, and consolidating
surgeon block times (the blocks of OR time reserved for each specific surgeon), such that each
surgeon now had all of their block times on the same day. Surgeons were upset about their lack
of flexibility for scheduling time, and began to seek OR privileges at competing hospitals.
Anesthesiologists were frustrated with the lack of administrative support in scheduling and the
reduction of clinical support staff, and showed their discontent by showing up late for each
surgery. Patients were upset because they often had to be rescheduled or were delayed for hours
due to a lack of equipment or staff.
Graveyard was able to decrease nursing vacancy not due to increased recruitment and
retention, but due to decreased staff positions. The OR director’s clinical staff cuts in the OR,
combined with graveyard’s replacement of many floor RNs with lesser qualified staff, led to
fewer nursing openings to fill. As a result of this change of staffing on the floors, patient
complaints had increased significantly.
The remainder of the senior management staff, although not “directly involved” with the
strategy, tried to support Marvelous Marvin’s goals by applying a physician-focused approach to
their day-to-day decisions. This was achieved by turning prime patient parking spaces into
physician parking. Additional key physician leadership positions were also created, costing
hundreds of thousands of dollars, and physician support staff had nearly doubled, requiring
Introduction to Health Care Management, Third Edition Sharon B. Buchbinder and Nancy H. Shanks Case Study Guide
© 2017 Jones & Bartlett Learning, LLC 2
patient waiting areas to be reduced in size to make room for the increase in staff.
Meanwhile, with the increase in information available due in part to the Internet, patients
were becoming increasingly more knowledgeable and powerful in health care decision-making.
They were no longer relying solely on physicians for their health care decisions, but had become
accidental partners with them in things such as the choice of hospital. As such, the consumer-
physician partnership had become an incredibly powerful market force, one that Last Chance
Hospital had not planned for.
Resources
Association for Strategic Planning, http://www.strategyassociation.org/
Fineran, C., & Matson, N. (2015). After the planning is over. Trustee, 68(2), 6−7.
Lenert, L. (2010). Transforming healthcare through patient empowerment. Information
Knowledge Systems Management, 8(1−4), 159−175. doi:10.3233/IKS-2009-0158
Society for Healthcare Strategy and Market Development of the American Hospital Association,
http://www.shsmd.org/
Strategic Planning Basics, Balanced Scorecard Institute,
http://balancedscorecard.org/Resources/Strategic-Planning-Basics
Applied Sciences
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