Managing strategy, planning and innovation [case study: Woodbridge Community Hospital]
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Authors
Claudio-Farrington, Elizabeth
Issue Date
2012
Type
Capstone
Language
en
Keywords
Business administration
Alternative Title
Abstract
Based on my analysis, I present the following data that validates my projections. WCH currently transfers a minimum of eight patients a week (+1- 5) to other facilities for interventional cath-lab treatments. If WTC would capture these patients, the net increase in revenue for the diagnostic cardiac cath would be $3,893,000 and $6,919,000 for the interventional cardiac cath. These figures yield an estimated increase in revenue of 54%. I offer in my projections, a very conservative increase of 15% in revenue and the budget may exceed the organizations expectations.
I highly recommend this project to the Woodbridge Community Hospital. Including this service can only bring positive outcomes. Woodbridge Community Hospital will then be seen as a facility that provides a higher level of care, that employs engaged and competent talent and one who has a sound fiscal situation. In conclusion, my assessment is that WCH can sustain itself while surrounded by large corporate hospitals as an independent entity that thrives with positive outcomes should their Board of Director and Senior Leadership decide to implement the "Moderate Recommendation."