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HCA470PPweek3.pptxInternal Audit and External Analysis of a Health Care Organization
HCA 470
Professor Klense
7/31/2020
Lauryn Tyzbir, Anthony Abrego, Stefanie Williams
Dignity Health
Dignity Health Medical centers have a long history of giving care to those in need.
Dating all the way back to 1854, there were eight nuns that came together in San Francisco that vowed to care for those in their city
Then in 1986 they decided to merge two separate congregations together, and Dignity Health was born. They used the word dignity to convey an overall respect for everyone’s well-being and health.
They formed a medical facility called St. Mary’s Hospital which is still in operation today. This is the oldest running hospital in San Francisco and has treated those who contracted typhoid, influenza, and cholera.
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Mission and Vision Statement
“As CommonSpirit Health, we make the healing presence of God known in our world by improving the health of the people we serve, especially those who are vulnerable, while we advance social justice for all. A healthier future for all, inspired by faith, driven by innovation and powered by our humanity” (Dignity Health, n.d.).
At Dignity Health Medical Centers their mission shows where they started and what they want to do in the future. Dignity Health facilities strive to promote innovation, compassion, patient-centered care, teamwork, and have a faith-based practice. Dignity Health uses their faith and morals to grow and shape their mission, vision, and values.
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Locations and Scope of Services
Dignity Health facilities has been around for a long time and have stayed true to the original purpose from 1854. Since their mission, vision, and values are so strong they were able to grow from a single facility to 400 care sites, 39 of which are hospitals, and they now span across 22 different states.
Staying true to their faith, patients, employees, and community they have been able to become one of the largest healthcare organizations in the nation. The strength in their mission, vision, and values helped them to plan for the growth that they were able to achieve successfully.
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Scope of Services
Cardiology
Emergency
Neurological Conditions
Orthopedics
Oncology
Women’s Services
They have over 100 different services and treatments that they offer at their facilities. They range from general physical care with outpatient facilities to in patient treatments and surgeries.
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Financial Performance and Condition
In 2012 their overall net income was around $132.5 million. This was lower than the previous fiscal year in 2011. Now “their revenue fell nearly 7% to $6.7 billion in the six months ended Dec. 31, compared with $7.2 billion in the prior-year period. The system's expenses were $6.7 billion in the 2018 period and $6.9 billion in the prior-year period. Dignity generated $13 million in operating income in the latter half of 2018, down 96% from $338 million in the prior-year period” (Bannow, 2019).
“Salaries, wages and benefits represented 52.1% of Dignity's net patient and premium revenue in the 2018 period, compared with 49.5% in the prior-year period” (Bannow, 2019).
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Major Resources and Competencies
Dignity Health has many resources that both staff and their patients that are tangible: financial, organizational, technological, and physical. They are also intangible: human, creative, and perpetucal.
Their core competencies are patient care and procedural skills, medical knowledge, practice-based learning and improvement, system-based practice, professionalism, and interpersonal skills and communication.
They take pride in making sure that their facilities provide top quality care for an affordable cost to their patients. They focus on education for their staff so they can grow and be the best they can be.
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Internal Value Chain
Suppliers (Physicians)
Marketing and Promotion
ER, Admitting, and Patient Intake
Tests, Diagnosis, Treatment, and Referral
Discharge Planning and Short-Term Stay
Referral and Follow-Up
CUSTOMERS (Patients, Payers, Employers)
Clinical, Financial, and Management Information Systems (EMR, CPOE)
(Moseley, 2018)
Financial Management, Payer Contracting, Billing
Governance, Stakeholder, and Public Relations
Medical Research, Medical Student Training
Legal, Compliance, Patient Advocacy, Patient Satisfaction
Facilities, Security, Maintenance, Housekeeping
Human Resource Management, Medical Staff Relations, Nurse Recruiting
Risk Management, Case Management, Quality Assurance
“In analyzing its own value chain, a firm is looking for the points at which the most cost is incurred and the most value added. Every activity does both to some degree. No activities are free and, if they are not contributing (directly or indi-rectly) to product or service values, they should not be part of the value chain. The purpose of the analysis is to find opportunities for reducing costs or adding more value—in ways that the competi-tion cannot easily copy. It is possible to describe a methodology for accomplishing this” (Moseley, 2018).
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References
Bannow, T. (2019, February 20). Dignity Health saw rocky end to 2018 as revenue and investments tumble. Modern Healthcare.
https://www.modernhealthcare.com/article/20190220/NEWS/190229994/dignity-health-saw-rocky-end-to-2018-as- revenue-and-investments-tumble.
Dignity Health, D. (n.d.). Dignity. Dignity Health | Culture.
https://dignityphysiciancareers.org/careers/Culture/.
Dignity Health. (n.d.). Our History: Rooted in Kindness. Dignity Health. https://www.dignityhealth.org/about
-us/our-organization/mission-vision-and-values.
Moseley, G. B., III. (2018). Managing health care business strategy (2nd ed.). Burlington, MA: Jones and Bartlett
Learning. ISBN-13: 9781284081107 https://www.gcumedia.com/digital-resources/jones-and- bartlett/2017/managing-health-care-business-strategy_2e.php
