Decisions for your hospital.
After reviewing all reading and video material, navigate to the simulation site.Links to an external site.
Click on the “Decision” tab (top right of the navigation bar) and input data to make decisions for your hospital.
Once all decisions are entered, click the button at the bottom to “send your decisions” for processing. Don\’t submit it. You can input the decisions and save it, please.
This assignment is graded as complete / incomplete. Full marks will be awarded for a completed decision, regardless of the decision’s outcome for your hospital.
Please remember to attend or review the simulation debrief each week following a decision round. Debriefs are designed to help you understand and improve your strategy in the simulation.
https://www.megalearning.com
Login Information
Username: RED107
Password: 6YW9PT
Mega Learning Business Simulations. (2021). Information overview [Video]. YouTube. https://www.youtube.com/embed/_nBBODENsUU
Mega Learning. (2021). Introduction to the simulation [pdf]. Mega Learning Healthcare Strategy Challenge.
Mega Learning. (2021). Information overview handout [pdf]. Mega Learning Healthcare Strategy Challenge.
Mega Learning. (2021). Glossary of terms [pdf]. Mega Learning Healthcare Strategy Challenge.
Can you respond to my classmate/teammate\’s perspective on making a simulation decision on this assignment? We are required to discuss our perspective each week on a decision. Below is his response. This can be typed in 2 paragraphs with no citations, title page, or reference page.
Central objective: Learning how to balance quality of care, financial viability, and employee well-being. The questions I will be focusing on are from Unit 1, Topic 4 – “Preparing for the First Decision,”
Background: As one of the three competing hospitals in the community, there are contributable reasons why we may face some of the challenges that need attention and proactive approaches to combat them. For example, there are a limited number of providers and nurses available to work, along with a worsening opioid epidemic affecting the hospital.
Our hospital has 3 lines of service:
Inpatient care
Outpatient care
Emergency care.
1. I was looking at the current financial situation within the simulation.
I was looking at the hospital’s financial situation via metrics such as the net revenue and the net income margin. The net revenue seems to be more than the net income. Could this be a sign that the hospital is spending too much on expenses more than generating profit?
The key areas that can be analyzed are some of the sources of income that will help the healthcare system stay afloat.
Critical areas of income that are relevant:
1. Telemedicine
Suggested strategy: Since telemedicine usage is expected to increase by 60% next year for outpatient and emergency care, can we focus on improving digital literacy, such as apps available for patients to access their medical information? For example, increasing telehealth utilization focuses on providing end users with always-on and instant access that can be used anywhere (Cirrus MD, 2024).
2. Payer mix in the community
Private vs. Public insurance payers
Private-insured patients come primarily from outpatient care.
Suggested strategy: Improve patient engagement, improve patient flow, increase the accessibility of telehealth service, optimize waiting times, and ensure timely care delivery for outpatient care (Olena, 2022).
What is the current HR situation?
The HR model will allow us to look at some critical aspects of developing a value proposition to attract, retain, and develop employees. Considering the following factors for attracting and engaging employees: talent compensation, learning & development, onboarding, team leadership, and overtime.
Do we have the right headcount
These numbers consist of the total from all three lines of service, i.e. inpatient care, outpatient care, and emergency care.
Nurse headcount – 850
MD, NP, and other providers headcount – 550
What is the current attrition, burnout, overtime
Nurse burnout rate – 7.69%
Nurse attrition – 149
Nurse attrition rate – 17.55%
Nurse hiring target – 149
Nurse KPI’s overtime index – 1.00
MD, NP, and other providers burnout rate – 12.05%
MD, NP, and other providers attrition – 51
MD, NP, and other providers hiring target – 51
MD, NP, and other providers attrition rate – 9.27%
MD, NP, and other providers overtime index – 1.00
3. What adjustment could we make?
4. How could you improve performance on the six winning criteria?
5 How could you define a strategy for the organization and differentiate from other organizations?
Based on the numbers of the current attrition, burnout, and overtime provided, any contribution on questions 3-5 will be much appreciated. I am at a writer’s block now.
Paper Format: APA
Answer preview to decisions for your hospital.
APA
600 WORDS
