"> (Answered) Case Study - Background Reading - Strategic Management - Banks The CEO of St. The CFO is projecting a $3.7 million operating loss this year, which... - Tutorials Prime

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(Answered) Case Study - Background Reading - Strategic Management - Banks The CEO of St. The CFO is projecting a $3.7 million operating loss this year, which...


Case Study - Background Reading - Strategic Management - Banks The CEO of St. The CFO is projecting a $3.7 million operating loss this year, which...


I Need to get case study 1 done please help. The question is attached to the PDF I attached to the question.Case Study – Background Reading – Strategic Management - Banks

 

The CEO of St. Sebastian Health System, a moderate-sized hospital system in a mid-sized, Midwest city

 

has hired you to help turn things around. The CFO is projecting a $3.7 million operating loss this year,

 

which will be more than offset by non-operating income. However, the board has made it clear that the

 

situation must improve. If the system cannot produce a positive operating margin in 2017, someone else

 

is going to be the CEO. The CEO and CFO have asked you to recommend strategic approaches to selling

 

their services in the community that will help turn the financial ship around.

 

Your Health System

 

St. Sebastian is a community-based health system. The senior management team has an average tenure

 

of 17 years. The exception is the Chief Medical Officer (CMO). She has been in her position for two years

 

and is the fourth CMO in that role in the past ten years. The CEO and COO have each been in their

 

current roles for ten years. The system is comprised of the following:

 

1.

 

Two large, acute care hospitals

 

2.

 

Two long term care facilities

 

3.

 

Two skilled nursing facilities

 

4.

 

One long-term acute-care hospital (LTAC)

 

5.

 

Four geographically distributed outpatient centers

 

6.

 

Four Urgent Care Centers

 

7.

 

Two free-standing ambulatory surgery centers (ASCs)

 

8.

 

A 400 member employed physician group that includes 180 Primary Care Providers (PCPs). All 28

 

PCP practices are certified Level III Patient Centered Medical Homes by NCQA.

 

The remainder of the 1,000 member medical staff is generally comprised of large, independent groups

 

who have varying degrees of ‘loyalty’ to the system. The Radiology and Emergency groups, for example

 

do 100% of their work at St. Sebastian and have no ownership of any outside facilities. The

 

Gastroenterology group, on the other hand, does work at the hospital, but also owns their own,

 

freestanding endoscopy center. The orthopedic group does 75% of their work at St. Sebastian, but

 

maintains privileges at other facilities. They do not own their own ASC.

 

In the current year, St. Sebastian is projecting 220,000 patient visits (combined IP and OP) with an

 

average cost per visit of $1,727. They have an average charge per visit of $4,545.

 

Over the past ten years, St. Sebastian has been active in pursuing a number of different strategic

 

projects including:

 

1.

 

They have established ‘clinical institutes’ in cardiovascular, orthopedic, oncology, maternity and

 

neurologic care. Each of these has been built through a co-management agreement between

 

the system and the internal or external physician group who would be most logical. Each

 

institute is led by a dyad of an administrator and medical director.

 

2.

 

Five years

 

ago, they consolidated maternity programs to one facility, a move that justified

 

investing in a Level III Neonatal Intensive Care Unit (NICU)

 

3.

 

They have established a research division in the hopes of working with national pharmaceutical

 

companies and/or tertiary care hospitals in the Midwest.

 

4.

 

They have established a Physician Hospital Organization (PHO) and intend to become an

 

Accountable Care Organization (ACO) that can participate in the Medicare Shared Savings

 


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