This essay focuses on Merging Hospitals. Include a general description of why hospitals have been merging for the past number of years. Largest integrating hospitals in chicago.
Firstly, What is a merging hospital/merging HIM department.
Secondly, Include a general description of why hospitals have been merging for the past number of years.
Thirdly, How many integrate hospital systems there are in the US?,in Chicago?
Firstly, Why are hospitals integrating? ( pretty much for financial reasons)
Secondly, Why is there a need for departments to merge and how can it be done while maintaining the organization’s standards?
Thirdly, What the process is on a big-picture level.
In addition, Include a graph/chart.
Moreover, Write the question down and then the answer under it.
Furthermore, Include as many sources (doesn’t matter how much)
you might find information on the AHA website along with some articles
This is a presentation so you should include powerpoint slides.
Hospital leaders consistently indicate in interviews that hospital mergers can result in substantial benefits, and their views are supported by our econometric analyses.
In structure interviews with this study’s authors, these leaders describe several mechanisms through which mergers decrease costs, including benefits of scale, reduced costs of capital, and clinical standardization.
While these cost reductions most greatly benefit the acquired hospitals,
the benefits of scale inure to the acquirers as well.
These views are confirmed in our empirical analyses,
which find a statistically significant 2.5 percent reduction in annual operating expenses per admission at acquired hospitals.
We also estimate a statistically significant decline in revenue per admission following acquisition,
which appears inconsistent with studies that link hospital consolidation with higher prices paid by managed care organizations.
Hospital leaders also noted substantial quality benefits from hospital mergers,
again due to standardization of clinical protocols as well as from investments made to upgrade services
at acquired hospitals, deployment or recruitment of additional medical staff to the acquired hospitals,
and concentrating provision of complex services at a limited number of system hospitals to benefit from increased volume.
Our empirical analyses find modest support for these effects:
our measures of changes in outcomes post-merger indicate some improvement,
but by statistically insignificant amounts.
This finding is perhaps not surprising, given the relative imprecision of publicly available measures of hospital quality
as well as the time that it takes to implement quality-enhancing operational changes.
In the Federal Trade Commission’s (FTC) recent statement
closing its investigation of and challenge to Cabell Huntington Hospital’s
proposed acquisition of St. Mary’s Medical Center in Huntington,
West Virginia, the FTC expressed skepticism regarding the benefits of the acquisition, asserting: