Amt Task1 Service Line Development Essay

3715 Words Feb 26th, 2014 15 Pages
Running head: SERVICE LINE DEVELOPMENT Business Summary for Trinity Community Hospital Orthopedic Service Line Development Background Information Trinity Community Hospital, a 150-bed hospital with 20 operating rooms and an emergency department on a 25-acre campus, is a community-owned hospital located in a growing community in the southeastern U.S. with a population of 400,000 people in the city and 900,000 in the county. The community is made up of high tech business and industry as well as retirees. It is home to several colleges and a university. The hospital is 25 years old and the campus is comprised of the main hospital with four medical office buildings (MOBs). There are two primary competitors within a 10-mile radius of Trinity …show more content…
The service lines that are part of the long-range plans for Trinity are Orthopedic, Cancer, and Obstetrics Service Lines. These service lines must be clearly distinguished from the services offered by competing hospitals in the same market. It was determined that a new orthopedic service line would be the first service line developed. Mr. Reece Morgan, CEO, and the Hospital Board must now judge whether it is more advantageous


for the hospital to build, buy, or lease the necessary facility space for the new orthopedic service line. Determining the best option for Trinity Community Hospital’s new orthopedic service line is a somewhat complicated task. However, with careful analysis of the advantages and disadvantages of each option it can be accomplished effectively. The advantages of each option

will be examined, followed by a consideration of disadvantages of each option and then a recommendation for Trinity Community Hospital. A1a. Building Advantages The following are some advantages of building a facility for the new orthopedic service line: Asset Control Deciding on the facility arrangement for a new service line is a challenging, but not an impossible assignment for a hospital CEO and Board. Nevertheless, in the current competitive market, the hospital must both educate and engage all the stakeholders, i.e., the hospital board, community leaders, hospital leaders, physicians and staff (Harris, 2013). As stated in the Five-Year Target

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