Public Health Report: Sarasota Memorial Hospital Program Analysis

This report provides an executive summary of Sarasota Memorial Hospital (SMH), focusing on its current practices and alignment with healthcare trends. It analyzes SMH's two key programs: the cardiac catheterization program and customized rehabilitation programs. The report assesses the hospital's strengths, including its high Medicare and Medicaid ratings, and its alignment with current trends such as value-based care and technological advancements. It also highlights the need for further resource allocation, stakeholder involvement, and program integration to sustain high-quality care. The analysis includes an overview of the hospital's resources, stakeholder reflections, and recommendations for optimizing resource allocation to meet the growing demands of the community. The report concludes that SMH is performing well but needs continued investment and stakeholder support to improve its programs.

Running head: PUBLIC HEALTH
Public health
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This executive summary will provide an overview of the current practices of Sarasota
Memorial hospital (SMH) and its alignment with current trends. It will also give an insight into
two existing programs and further investment needed to allocate proper resources for the
program. The main purpose is to propose or recommend resource investment in relation to two
specific programs of the organization.
Part I: Current State of Organization and Potential Changes to Align with Trends
The SMH is the largest acute care public health systems in Floria with 839 bed. There are
more than 5,000 staffs and 500 volunteers who provide different types of health services to
consumers. It is a full service health system and the hospital offers specialized health services for
cancer, neuroscience, vascular care, long term care and outpatient care (Sarasota Memorial,
2019). The historical trends in health care economics of US show that health and cost savings are
a major agenda for health care system and the US government has implemented Medicare and
Medicaid to ensure health coverage. The main driver behind such reform is the rise in health care
cost and increased health care spending. Due to this, there is a focus on implementing more value
based service so that better outcomes could be achieved (Vogenberg, 2019). In case of SMH, it
has been found that the service of the hospital is aligned to past historical trend as it is providing
good Medicare and Medicaid coverage. Because of this, the hospital has earned the distinction of
earning the highest five start ratings for quality four times from the centers for Medicare and
Medicaid (Sarasota Memorial, 2019).
Apart from historical trend, health services must prepare itself to align their service in
accordance with current trends too. Some of the current trends in US health care industry
includes the focus on value based care training, development of bundled payment for care

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improvement, high demand of home based care and intense utilization of technology to bring
profound change to patient care experiences. To better align with these current trends, it is
necessary that leaders in health care organization assess the current skills of employees, update
resources needed for diverse form of care and engage in proper administrative transformation.
This may include transforming the organizational culture, offering consumer direct health plan,
placing limits on cost and increasing access to virtual medical care (Vogenberg & Santilli, 2018).
Part II: Analysis of Current Programs
Two current programs of SMH include customized rehabilitation programs and Cardiac
Catherization program. According to the report of the organization, 1000 cardiac surgeries are
performed in the hospital every year and more than 10, 000 cardiac procedures were conducted
annually. The main inputs that is present in the hospital to operate the program includes access to
latest diagnostic options and equipments like robotically assisted instruments and specialized
cardiac units. The outcomes related to number of cardiac surgeries done so far itself reflects that
the hospital has adequate equipment and skilled health staffs to carry out the procedure. They
have skilled surgeons who have earned highest 3-star rating from the Society of Thoracic
Surgeons (Sarasota Memorial, 2019).
The second program of the organization is the rehabilitation programs. To provide
benefits to people and society through this program, it is essential to have proper funding
arrangements to run the program. Recruitment of trained rehabilitation professionals, having
adequate resource, assistive technologies and devices and more research on rehabilitation is
needed to ensure that purpose of the program is achieved. To better integrate rehabilitation
services, SMH has specially trained physicians and therapists to enable full range of service is

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available. The organization has already received many National Quality recognitions for its
rehabilitation services (Sarasota Memorial, 2019). However, the organization needs to further
integrate the system so that care quality is maintained. These include developing strong
leadership support, strengthening rehabilitation planning, rehabilitation service, research capacity
and strengthen networks. It is also recommended to foster rehabilitation networks and
partnerships (WHO, 2019).
Part III: Resource Allocation and Stakeholder Reflections
From the analysis of the programs implemented in the organization, it can be said that
that currently the organization is working well to delivery high quality care. There is good
resource and stakeholders to meet the current demand. However, to further sustain the change, it
is essential that stakeholders get involved to raise more funds for the program. This will to
enhance reach of the programs in other setting. According to Lai, Cheung and Fu (2018).,
prioritizing resource allocation is a major priority and increasing funding arrangements can help
to minimize population rise and ensure that appropriate infrastructure is available to respond to
diverse health risks overtime.

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References:
Lai, K. K., Cheung, M. T., & Fu, Y. (2018). Resource allocation in public healthcare: A team-
dea model. Journal of Systems Science and Complexity, 31(2), 463-472.
Sarasota Memorial (2019). 2018 Community Report. Retrieved from:
https://www.smh.com/Portals/0/Documents/SMHCommunityReport.pdf
Vogenberg F. R. (2019). US Healthcare Trends and Contradictions in 2019. American health &
drug benefits, 12(1), 40–47.
Vogenberg, F. R., & Santilli, J. (2018). Healthcare Trends for 2018. American health & drug
benefits, 11(1), 48–54.
WHO (2019). Rehabilitation. Retrieved from:
https://www.who.int/news-room/fact-sheets/detail/rehabilitation