From the historical patient volume by geographical location, age and sex, treatment, and discharge diagnosis, HSPG compared the trend over the past several years compared with the socioeconomic population. Using options in the amount and rate of changes in the next five, ten, and twenty years, HSPG assisted the hospital’s medical and administrative leadership in defining the resources required. The discussions also addressed HSPG’s evaluation of the current facility and the future capital costs of the individual options.
A health care provider serves patients that come
from the immediately surrounding areas, as well as
some from farther away.
Meeting the population’s health care and related
program needs will be enhanced by improvement in locally available medical programs and facilities.
CASE STUDY: ACADEMIC COMMUNITY HOSPITAL
Mercy Health System
Projected patient population for a new hospital
Health & Hospitals, Republic of Albania
World Bank Strategic Plans
Projected volume of inpatients and outpatients, beds needed by service
Small Hospital, Big Ideas
Projected market, patient volumes, beds and outpatient volumes
COMMUNITY HEALTH NEEDS ASSESSMENTS
RELATED CLIENT LIST
HOW HAVE CHANGES IN THE MARKET CREATED A CHALLENGE?
WHAT SOLUTIONS ARE IN LINE WITH YOUR SHORT AND
HOW DOES THIS CHANGE CREATE A NEW OPPORTUNITY?
HSPG reviews the provider’s inpatient and outpatient volumes based upon diagnosis-related groups (DRGs) and visit volume relationships to patient age, sex, and residence location. Based on comparison with comparative populations and the experience of their providers, as well as information obtained from interviews with the provider’s medical staff and management leaders, projected patient volumes for the next five, ten, and fifteen years form a basis for medical programs and facilities planning.
A decade after moving from its original location in the center of a mid-western city to a fast growing suburb, a 260-bed academic, community hospital lost its specialized patient volume in cardiac and orthopedic services through failure to keep pace with a competitive fast growing hospital system. Assuming achievable growth strategies, what will be the patient volume and resulting demand upon facility resources?
The strategy discussions were completed with a consensus that the hospital continue to offer a full range of general medical and surgical programs with an emphasis upon acute cardiology, neurology and orthopedics. The programs would offer high quality care to the growing suburban population, compete effectively with nearby suburban hospitals, and serve the clinical and research needs of the hospital’s teaching programs.