This document provides a report on Pocahontas Memorial Hospital's proposal to build a satellite clinic. It assesses the feasibility of the clinic by identifying stakeholders, environmental challenges, conducting a market analysis, and performing a SWOT analysis. The report finds that key stakeholders include employees, patients, families, and the board of directors. Challenges include staffing shortages, outdated equipment, and funding constraints due to the rural environment and low population incomes. However, the market analysis shows an opportunity for increased patients and revenues under healthcare reforms. The SWOT analysis identifies strengths in community health focus and clinic experience, but also weaknesses in size, transportation barriers, and staffing shortages. Overall recommendations support the satellite clinic to expand
We don’t have a functional competitive market in health care in the U.S. Consequently, many of the attributes of competitive markets that are beneficial in our lives are not present in health care. One significant negative externality of a dysfunctional market is an inability to discern quality. Consumerism is critical. This presentation outlines the path toward better strategic thinking in U.S. healthcare. We must 1) embrace the Theory of the Firm – you’ll find you’re actually embracing your mission! 2) Institutionalize the promise of globalization 3) Build partnerships – become a market-maker not a market-taker 4) Be a contrarian 5) Focus on the consumer – make them smarter and they will reward you!
We don’t have a functional competitive market in health care in the U.S. Consequently, many of the attributes of competitive markets that are beneficial in our lives are not present in health care. One significant negative externality of a dysfunctional market is an inability to discern quality. Consumerism is critical. This presentation outlines the path toward better strategic thinking in U.S. healthcare. We must 1) embrace the Theory of the Firm – you’ll find you’re actually embracing your mission! 2) Institutionalize the promise of globalization 3) Build partnerships – become a market-maker not a market-taker 4) Be a contrarian 5) Focus on the consumer – make them smarter and they will reward you!
The system of delivery within health care has always been on the change and rise due
to technology along with self-care, health care, development, education, and creating a healthy society. As the old saying goes, “where there is good health there is also good financial wealth” and this is where the formation of the ACA took place and a new integrated delivery system created.
Introduction
The big business of health care is growing in a massive rate more now than ever according to The Center for Health Workforce Studies a non-profit organization located in Rensselaer, New York the organization report that, “While total U.S. employment dropped by over 2% between 2000 and 2010, health care employment grew by more than 25% during the same period. More than 13% of the U.S. labor force worked in the health sector or in a health occupation (19 million jobs out of 143 million jobs in U.S. labor force). The health care sector is projected to add over 4.2 million jobs between 2010 and 2020, with 63% of those in ambulatory settings (offices of health practitioners, home health, and other non-institutional settings” (2012, CHWS). Health care is booming in all areas of study and research from Holistic to Western Medicine which include purchasing and supply. Unfortunately this is based off the demand for more Physicians that are not available where there is a need. The health care industry believe it or not includes the food industry and health and fitness as well.
The matter of ethics within the health care industry always needs to be address along with the quality of care for patients. Within this working essay paper I will discuss the matter of; Care & Service Provider, Ethics (codes and values), Mal-Distribution Physician Labor Forces. Even though the health care industry is growing the mal-distribution of health care is still evident in some rural areas. This factor of not having proper care delivered to impoverish neighborhoods and communities is another issue that still plagues the United States. David Cutler the online journal reporter for PBS News Hour stated, “About 10, 15 percent. Just to give you one example, Duke University Hospital has 900 hospital beds and 1,300 billing clerks. The typical Canadian hospital has a handful of billing clerks. Single-payer systems have fewer administrative needs. That’s not to say they’re better, but that’s just on one dimension that they clearly cost less. What a lot of those people are doing in America is they are figuring out how to bill different insurers for different systems, figuring out how to collect money from people, all of that sort of stuff” (2013). The need for health care workers is great, but the balance is off regarding where the needs are not being meet.
This presentation from the 2014 ASHRM Conference analyzes the legal, regulatory and clinical risks related to meaningful consent and offers ways to mitigate them.
This monograph provides an assessment of the current hospital-physician landscape and outlines an innovative vehicle for advancing hospital-physician relationships that has the potential to improve care delivery and coordination, clinical quality, and patient cost. Our findings and recommendations address:• Changes in the market place.• The concept of an integrated medical staff model.• The role of operational clinical integration, enabled by an Electronic Medical• Record, toward creating virtual medical staffs.• Benefits to the hospital, physicians, patients and community.• What boards and senior management can do to move toward the model.
Health Rosetta Case Study - City of Kirkland, WashingtonDave Chase
City of Kirkland, WA is a suburb of Seattle that was, like municipalities, struggling with healthcare costs and feared the coming Cadillac Tax. Their "moonshot" goal was to improve health benefits while eliminating healthcare cost inflation
Marketing proposal to Hartford HealthcareArchit Patel
The presentation is a brief description to the proposed marketing strategy for the Hartford healthcare specifically targeting on the New Health Enhancement Program proposed for Connecticut state employees.
Using the case study below, develop a written report of your market .pdfmanjan6
Using the case study below, develop a written report of your market analysis. Include a visual
diagram of your overall market analysis use of strategic thinking maps (see diagram in the
Module) as a tool to assist with the different facets of the strategic planning process.
The map is to be used as a supplement for your written market analysis. The market analysis
produced will be used in the final submission of your Capstone Project.
Your well-written market analysis should meet the following requirements:
Be 3-4 pages in length, not including the cover, abstract (optional), or reference pages.
Utilize headings to organize the content.
Include the strategic thinking map in addition to/or as a part of the 3-4 pages of content.
Include a minimum of four references with associated in-text citations.
The circumstances in Pocahontas County resonate in many rural communities across the country:
• A depressed local economy
• Substantial barriers to health access
• Difficulty in attracting health professionals.
Portrait of Pocahontas County
Pocahontas County is located in the southeast region of West Virginia. The county has a total of
942 square miles and is the site of the head waters for eight rivers: Cherry River, Cranberry
River, Elk River, Ganley River, Greenbriar River, Tygart Valley River, Williams River, and
Shaver Fork of the Cheat River. Pocahontas County consists of the following towns: Arborale,
Bartow, Buckeye, Cass, Dunmore, Durbin, Greenbank, Hillsboro, Marlington, and Slatyfork.
As of the 2010 Census there are 9,131 people residing in Pocahontas County. The racial makeup
is 98% Caucasian, .78% African American, .43% Hispanic, .14% Asian, and .07% Native
American. The median income for a household within the county is $26,401.
Access to Health Services
Pocahontas County has a shortage of healthcare providers. There is one hospital, Pocahontas
Memorial Hospital, and one nursing home, Pocahontas Center. The ratio for dentists is 8,851 to
1. The ratio for primary care physicians is 8508 to 1 (County Health Roadmaps & Rankings,
n.d.). The county’s physician-to-population ratio is significantly higher than the Unites States
overall ratio.
Pocahontas Memorial Hospital is a 25-bed, level-4 trauma center. A rural health clinic is located
within the hospital. The health clinic offers laboratory services, immunizations, disease
management, and monthly specialty clinics (cardiology, podiatry, and nephrology).
For more information about Pocahontas Memorial Hospital, visit the following website:
http://www.pmhwv.org/
Solution
Health care Limitations
Executive summary
The health care industry which is also known as the health economy or the medical industry is a
broad industry which specializes in the delivery of services regarding treatment of diseases,
conducting diagnostic services and therapies to identify various diseases so at to understand the
kind of treatment to be subjected to such diseases (World Health Organization. (2002). the
industr.
The system of delivery within health care has always been on the change and rise due
to technology along with self-care, health care, development, education, and creating a healthy society. As the old saying goes, “where there is good health there is also good financial wealth” and this is where the formation of the ACA took place and a new integrated delivery system created.
Introduction
The big business of health care is growing in a massive rate more now than ever according to The Center for Health Workforce Studies a non-profit organization located in Rensselaer, New York the organization report that, “While total U.S. employment dropped by over 2% between 2000 and 2010, health care employment grew by more than 25% during the same period. More than 13% of the U.S. labor force worked in the health sector or in a health occupation (19 million jobs out of 143 million jobs in U.S. labor force). The health care sector is projected to add over 4.2 million jobs between 2010 and 2020, with 63% of those in ambulatory settings (offices of health practitioners, home health, and other non-institutional settings” (2012, CHWS). Health care is booming in all areas of study and research from Holistic to Western Medicine which include purchasing and supply. Unfortunately this is based off the demand for more Physicians that are not available where there is a need. The health care industry believe it or not includes the food industry and health and fitness as well.
The matter of ethics within the health care industry always needs to be address along with the quality of care for patients. Within this working essay paper I will discuss the matter of; Care & Service Provider, Ethics (codes and values), Mal-Distribution Physician Labor Forces. Even though the health care industry is growing the mal-distribution of health care is still evident in some rural areas. This factor of not having proper care delivered to impoverish neighborhoods and communities is another issue that still plagues the United States. David Cutler the online journal reporter for PBS News Hour stated, “About 10, 15 percent. Just to give you one example, Duke University Hospital has 900 hospital beds and 1,300 billing clerks. The typical Canadian hospital has a handful of billing clerks. Single-payer systems have fewer administrative needs. That’s not to say they’re better, but that’s just on one dimension that they clearly cost less. What a lot of those people are doing in America is they are figuring out how to bill different insurers for different systems, figuring out how to collect money from people, all of that sort of stuff” (2013). The need for health care workers is great, but the balance is off regarding where the needs are not being meet.
This presentation from the 2014 ASHRM Conference analyzes the legal, regulatory and clinical risks related to meaningful consent and offers ways to mitigate them.
This monograph provides an assessment of the current hospital-physician landscape and outlines an innovative vehicle for advancing hospital-physician relationships that has the potential to improve care delivery and coordination, clinical quality, and patient cost. Our findings and recommendations address:• Changes in the market place.• The concept of an integrated medical staff model.• The role of operational clinical integration, enabled by an Electronic Medical• Record, toward creating virtual medical staffs.• Benefits to the hospital, physicians, patients and community.• What boards and senior management can do to move toward the model.
Health Rosetta Case Study - City of Kirkland, WashingtonDave Chase
City of Kirkland, WA is a suburb of Seattle that was, like municipalities, struggling with healthcare costs and feared the coming Cadillac Tax. Their "moonshot" goal was to improve health benefits while eliminating healthcare cost inflation
Marketing proposal to Hartford HealthcareArchit Patel
The presentation is a brief description to the proposed marketing strategy for the Hartford healthcare specifically targeting on the New Health Enhancement Program proposed for Connecticut state employees.
Using the case study below, develop a written report of your market .pdfmanjan6
Using the case study below, develop a written report of your market analysis. Include a visual
diagram of your overall market analysis use of strategic thinking maps (see diagram in the
Module) as a tool to assist with the different facets of the strategic planning process.
The map is to be used as a supplement for your written market analysis. The market analysis
produced will be used in the final submission of your Capstone Project.
Your well-written market analysis should meet the following requirements:
Be 3-4 pages in length, not including the cover, abstract (optional), or reference pages.
Utilize headings to organize the content.
Include the strategic thinking map in addition to/or as a part of the 3-4 pages of content.
Include a minimum of four references with associated in-text citations.
The circumstances in Pocahontas County resonate in many rural communities across the country:
• A depressed local economy
• Substantial barriers to health access
• Difficulty in attracting health professionals.
Portrait of Pocahontas County
Pocahontas County is located in the southeast region of West Virginia. The county has a total of
942 square miles and is the site of the head waters for eight rivers: Cherry River, Cranberry
River, Elk River, Ganley River, Greenbriar River, Tygart Valley River, Williams River, and
Shaver Fork of the Cheat River. Pocahontas County consists of the following towns: Arborale,
Bartow, Buckeye, Cass, Dunmore, Durbin, Greenbank, Hillsboro, Marlington, and Slatyfork.
As of the 2010 Census there are 9,131 people residing in Pocahontas County. The racial makeup
is 98% Caucasian, .78% African American, .43% Hispanic, .14% Asian, and .07% Native
American. The median income for a household within the county is $26,401.
Access to Health Services
Pocahontas County has a shortage of healthcare providers. There is one hospital, Pocahontas
Memorial Hospital, and one nursing home, Pocahontas Center. The ratio for dentists is 8,851 to
1. The ratio for primary care physicians is 8508 to 1 (County Health Roadmaps & Rankings,
n.d.). The county’s physician-to-population ratio is significantly higher than the Unites States
overall ratio.
Pocahontas Memorial Hospital is a 25-bed, level-4 trauma center. A rural health clinic is located
within the hospital. The health clinic offers laboratory services, immunizations, disease
management, and monthly specialty clinics (cardiology, podiatry, and nephrology).
For more information about Pocahontas Memorial Hospital, visit the following website:
http://www.pmhwv.org/
Solution
Health care Limitations
Executive summary
The health care industry which is also known as the health economy or the medical industry is a
broad industry which specializes in the delivery of services regarding treatment of diseases,
conducting diagnostic services and therapies to identify various diseases so at to understand the
kind of treatment to be subjected to such diseases (World Health Organization. (2002). the
industr.
Budget RESEARCHBudget Template - page 1 of 2GRANT(For Internal Use.docxAASTHA76
Budget RESEARCHBudget Template - page 1 of 2GRANT(For Internal Use Only - see specific sponsoringTitle:Union County of Georgia cancer prevention programagency for the proper forms)Date:12-May-17RFA no.PI:Project Period:2017/2018Budget Period:2017-2018Year 1Field researchResearch assitants( Salaries & benefits)250,000Transport120,000Research tools( questionaires and interviews)50,000420,000Screening actvitiesLocal hospital staff service fees80,000Electricity consumed by equipment20,000Maintenace expenses40,000140,000MarketingNutrionists service fees150,000Local gym service15,000Formation of chamber fo commerce180,000Education workshops ( schools and community centers)50,000395,000
pasterme:
rate as of 7/1/05
subject to change
confirm with the SPH
Business Office
pasterme:
part-time student rate as of 7/1/04 subject to change confirm with the SPH Business Office
pasterme:
rate subject to change Please review all budgets with the SPH
Business Office.
Running head: COMMUNITY COALITION 1
COMMUNITY COALITION 3
Community Coalition
Kimberly Crawford
Kaplan University
January 8, 2018
Community Coalition
1. Choose 5 partnerships to engage and explain why you would invite each of these people//organizations to be a part of the coalition.
The creation of community health promotion and education programs takes into consideration several agencies or parties who help in the achievement of the desired health goals. Each of the partners will address its roles using different approaches depending on their area of expertise. This is an important factor to consider as different institutions address health promotion using different approaches and perspectives. The overall outcome from the contribution of every partner should be able to restore and promote the physical, emotional, spiritual, psychological, and social wellness of the community in relation to the health issue being suffered (Minelli, & Breckon, 2009). Chronic diseases are currently the leading causes of death in the community due to their complexity and the severe effects on human health. The community health promotion and education program will be provided by the ‘Health Concerns Coalition’ which will be made up of the following partners; community religious groups, Cancer Supportive Care Foundation, an association of cancer-survivor patients, nutritional organizations, and the local authority.
1. Cancer Supportive Care Foundation – This is an important part of the coalition as it will offer technical expertise in education and diagnosis of chronic diseases. The foundation team will include medical experts who will diagnose the community members of any chronic illnesses. Examinations for diseases such as breast cancer, prostate cancer, diabetes and blood pressure will be conducted by this partner as they will provide modern machines needed for the diagnosis of chronic illnesses.
2. Community religious groups – Community religious groups ca ...
In the coming years the United States will find themselves going through a number of changes within the Social Security Administration which will affect the Health Care Industry as we know it “Hospital size has long been an area of discussion and debate in the U.S. healthcare industry. Questions have consistently focused on cost management or efficiency in large versus small hospitals. A persistent question among researchers is whether efficiencies are associated with larger facilities through economies of scale, or if there are alternate scenarios that play a significant part in hospital cost and efficiency” (2009, JHM). Since the Affordable Health Care Act was established it made obtaining health care much more affordable and accessible, but at the same time there has to be some cut back.
Running head LEGACY HEALTH SWOT ANALYSIS 1Legacy Health S.docxcharisellington63520
Running head: LEGACY HEALTH SWOT ANALYSIS
1
Legacy Health SWOT Analysis
Melody Bradley, Ali Ervilus, Laura Hingson, Richard Lex, Mika Sunago
Leadership and Management in Nursing and Health Care NUR 587
April 22, 2013
Dr. Jodi Protokowicz, PhD, RN
Legacy Health SWOT Analysis
Introduction
Health care reform has challenged the state of Oregon and its regional health care providers. These challenges have created the need to approach strategic planning from a long-term and short-term perspective. Legacy Health is positioned at the center of Oregon’s reform challenges and opportunities. Transformation is an organizational reality. A strength-based analysis supports discovery into our readiness to engage current and future challenges. This paper offers a summary of organizational strengths, weakness, external opportunities and threats as well as suggestions for strategic planning.
Strengths Weaknesses Opportunities Threats (SWOT) Analysis
A SWOT analysis is a valuable tool used by organizations to brainstorm on where the organization is doing its best and where the organization needs to improve (Chapman, 2012). By doing a assessment of Legacy Health structure and policies, the following SWOT analysis has been developed.
Legacy Health’s Strengths
Legacy Health is an organization with many locations throughout Oregon and Southwest Washington, operating in different areas of health care consisting of hospitals, clinics, imaging locations, laboratory, drug testing sites, physical therapy locations, and hospice (legacy health, 2012). By providing the different services, Legacy Health can meet the needs of the community in different ways, focusing on improving the health of its employees and the communities it serves.
Legacy Health’s Weaknesses
Although Legacy Health has a large percentage of bachelor degree prepared nurses (52.59%) there is a low percentage of masters prepared nurses (3.51%) this could be considered a weakness because higher educated nurses use evidence-based practice to provide the most up-to-date and quality care for patients (Altmann, 2011). By increasing the amount of master’s prepared nurses the organization can ensure that the safest and quality care to the communities that they serve.
External Opportunities
Marriner-Tomey (2009) punctuates the importance of an assessment of external factors that create organizational opportunities. Aligning a thoughtful assessment and a responsible plan positions Legacy Health to respond to historical, existing, and future external factors in a way that can have a positive influence on our resources and our outcomes.
Technological
Legacy Health has implemented EPIC as the electronic medical record (EMR) in 2011 in all six hospitals as part of the meaningful use incentive promoted by Obamacare. Legacy’s strategic plan includes optimizing EMR use by timely updates on the EPIC. Legacy is slatedto implement its biggest upgrading of EPIC version in spring 2014. Recent JOINT .
A Case Study forBecky Skinner, RRT, BSSpecialized Care Coo.docxevonnehoggarth79783
A Case Study for
Becky Skinner, RRT, BS
Specialized Care Coordinator
University of Iowa Hospitals and Clinics
May 30, 2013
UIHC Human Capital Strategies to Comply and Thrive Under The Patient Protection Affordable Care Act Regulations
Table of Contents
Mission & Vision 3
History of the University of Iowa Hospitals & Clinics 4
Fiscal Year 2012 Facts 4
Statement of Problem or Challenge 5
Research and Background Data 7
Implications PPACA Has on UIHC Human Capital Management 11
Resolution Proposal 14
Summary and Conclusion 17
Appendix A: SWOT Analysis 19
Appendix B: Corporate Parenting Strategy 27
Appendix C: Portfolio Analysis 35
References 45
History of the University of Iowa Hospitals & ClinicsVision:
World Class People.
· Building on our greatest strength.
World Class Medicine.
· Creating a new standard of excellence in integrated patient care, research and education.
For Iowa and the World.
· Making a difference in quality of life and health for generations.Mission:
Simply stated, our mission is: Changing Medicine. Changing Lives.®
University of Iowa Health Care is changing medicine through Pioneering discovery
· Innovative inter-professional education
· Delivery of superb clinical care
· An extraordinary patient experience in a multi-disciplinary, collaborative, team-based environment
University of Iowa Health Care is changing lives by
· Preventing and curing disease
· Improving health and well-being
· Assuring access to care for people in Iowa and throughout the world
In 1873 The University of Iowa began providing medical services when it reached an agreement with Sisters of Mercy to operate a small hospital in the area. It began with two wards, one for women and the other for men containing four private rooms and a surgical amphitheater. In 1865 this agreement was terminated when the Sisters of Mercy moved across town and opened up Mercy Hospital. Today, the University of Iowa Hospitals and Clinics is a public -teaching hospital affiliated with the University of Iowa and a Level 1 trauma center. It has 711 beds including a 190-bed UI Children’s Hospital (About Us, n.d.). On an average day, there are close to 9,000 individuals providing care to patients, including employees, students and volunteers (About Us, n.d.). Fiscal Year 2012 Facts
There were 32,000 patients admitted to the hospital for in-patient care with 59,000 emergency room visits. In the 200 outpatient clinics of the UIHC, 977,337 clinic visits were counted. In addition to the 1,300 volunteers of UIHC, it employed during FY2012:
· 1,548 physicians, residents, and fellows
· 8,221 non-physician employees of whom 1,845 are professional nurses (About Us, n.d.)
Since U.S. News & World Report began to rank hospitals in 1990, UIHC has made the list as one of the best and has over 271 physicians ranked as “Best Doctors in America”.
Place logo
or logotype here,
otherwise
delete this.
Delete text and place photo here.
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Running head A REVIEW OF KEY CURRENT HEALTHCARE ISSUES QUALITY A.docxtoddr4
Running head: A REVIEW OF KEY CURRENT HEALTHCARE ISSUES: QUALITY AND VALUE IN THE U.S’S HEALTHCARE SYSTEM 1
A REVIEW OF KEY CURRENT HEALTHCARE ISSUES: QUALITY AND VALUE IN THE U.S’S HEALTHCARE SYSTEM
A Review of Key Current Healthcare Issues: Quality and Value in the U.S's Healthcare System
Student's Name
Institution Affiliation
Date
A Review of Key Current Healthcare Issues: Quality and Value in the U.S's Healthcare System
Healthcare regulations, funds, workload, and technology continue to complicate and inconvenient the U.S healthcare system. However, the quality and value of care tops. In the United States of America, despite significant healthcare transformation efforts, poor care lingers a considerable concern.
America is second to none in terms of healthcare expenditure across the globe. Ironically, evidence shows that its citizens do not receive the most appropriate care, or at least, which they need. For instance, Graban (2018) documents that preventive care is underutilized in the country, which is escalating the budget of managing advanced diseases. On the other hand, patients of chronic ailments such as diabetes, hypertension, and cardiac complications, do not also usually get treatments that are proven and effective (Wiler, Pines, & Ward, 2019). According to Strome (2019), this case is particularly true and event rampant to the persons that insured, uninsured, or under-insured. The lack of proper coordination of chronic diseases patients' care would only source more or exuberate poor healthcare. The unsurprising healthcare system's underlying fragmentation only fuels the issue given that many health care providers hardly have the payment support such related gears, necessary for effective communication and coordination to improve patient care.
While a significant number of patients miss medically necessary care, other clients get unnecessary or even unsafe attention. Research depicts terrific variations in hospital inpatient lengths of stay, specialists' visits, testing and procedures, and costs — not just by United States' unalike geographic areas, but from one health institution to another in the same town (Wiler, Pines, & Ward, 2019). Though limited, evidence on the most effective treatments and procedures, on the best way of informing providers about the efficacy of different treatments, and on the failures of detecting and reducing errors further underwrite the gaps care's quality and effectiveness (Strome, 2019). The concerns are especially pertinent to the Americans of the lower social classes as well as to those from diverse demographic and ethnic groups are usually frequent victims of a lot of incongruences in health and health care.
The implication of Poor Patient Care
Poor quality care impacts both patients and providers negatively. For patients, it reduces their survival changes, aggravates illnesses, and leads to unnecessary mortalities (Graban, 2018). To providers, such issu.
Running head A REVIEW OF KEY CURRENT HEALTHCARE ISSUES QUALITY A.docxhealdkathaleen
Running head: A REVIEW OF KEY CURRENT HEALTHCARE ISSUES: QUALITY AND VALUE IN THE U.S’S HEALTHCARE SYSTEM 1
A REVIEW OF KEY CURRENT HEALTHCARE ISSUES: QUALITY AND VALUE IN THE U.S’S HEALTHCARE SYSTEM
A Review of Key Current Healthcare Issues: Quality and Value in the U.S's Healthcare System
Student's Name
Institution Affiliation
Date
A Review of Key Current Healthcare Issues: Quality and Value in the U.S's Healthcare System
Healthcare regulations, funds, workload, and technology continue to complicate and inconvenient the U.S healthcare system. However, the quality and value of care tops. In the United States of America, despite significant healthcare transformation efforts, poor care lingers a considerable concern.
America is second to none in terms of healthcare expenditure across the globe. Ironically, evidence shows that its citizens do not receive the most appropriate care, or at least, which they need. For instance, Graban (2018) documents that preventive care is underutilized in the country, which is escalating the budget of managing advanced diseases. On the other hand, patients of chronic ailments such as diabetes, hypertension, and cardiac complications, do not also usually get treatments that are proven and effective (Wiler, Pines, & Ward, 2019). According to Strome (2019), this case is particularly true and event rampant to the persons that insured, uninsured, or under-insured. The lack of proper coordination of chronic diseases patients' care would only source more or exuberate poor healthcare. The unsurprising healthcare system's underlying fragmentation only fuels the issue given that many health care providers hardly have the payment support such related gears, necessary for effective communication and coordination to improve patient care.
While a significant number of patients miss medically necessary care, other clients get unnecessary or even unsafe attention. Research depicts terrific variations in hospital inpatient lengths of stay, specialists' visits, testing and procedures, and costs — not just by United States' unalike geographic areas, but from one health institution to another in the same town (Wiler, Pines, & Ward, 2019). Though limited, evidence on the most effective treatments and procedures, on the best way of informing providers about the efficacy of different treatments, and on the failures of detecting and reducing errors further underwrite the gaps care's quality and effectiveness (Strome, 2019). The concerns are especially pertinent to the Americans of the lower social classes as well as to those from diverse demographic and ethnic groups are usually frequent victims of a lot of incongruences in health and health care.
The implication of Poor Patient Care
Poor quality care impacts both patients and providers negatively. For patients, it reduces their survival changes, aggravates illnesses, and leads to unnecessary mortalities (Graban, 2018). To providers, such issu ...
Module 1Module 2Module 3Module 4MHA506 - Health Care S.docxroushhsiu
Module 1
Module 2
Module 3
Module 4
MHA506 - Health Care System Organization
X
X
X
MHA507 - Health Care Delivery Systems
X
X
X
MHM525 - Marketing in Healthcare
X
MHM502 - Health Care Finance
X
MHM514 - Health Information Systems
X
MHM522 - Legal Aspects of Health Administration
X
Title: Organizational Structure and Functions
Common services or functions they can share
Blood banks; same blood banks can be used, in GAH, and in community clinic.
The pharmacy can also be one area that will be shared because they will need to bring the medicines that will be required (DeCoske, Tryon & White, 2011).
Operating rooms can also be shared between both sectors, and these will save money and resources.
Explain the organizational relationships between the structure blocks
Horizontal linkages; in these linkages, every person in the organization has an equal relationship (Talbot & Verrinder, 2010).
They are most needed when there is a need for coordination that is close in all the organization segments.
Vertical linkages; these linkages tie subordinates and supervisors together.
The supervisor is in charge of evaluating and providing guidance towards any improvement necessary.
How (if appropriate) will you integrate the services of physicians whose specialty is in geriatric treatment within the GAH /CC?
Geriatrics is a specialty that has its focus on older adults' health care with aim of promoting their health (Talbot & Verrinder, 2010).
There is no specific age for a patient to be under the care of a geriatric physician.
The first thing will be published on the hospital website about geriatrics. The second thing will be researching the best geriatrics in California.
Define the mission statement for the GAH and Community Clinic
The mission statement for Golden Age Hospital and the Community Clinic is a specialized facility for geriatric and education offers (Andrews, Jelley & Jelley, 2013).
It will also be focused on compassionate delivery of care that is client-cantered to the elderly population and the caregivers.
It is also aimed at expanding services according to the seniors at their residential places.
Prepare a simple organizational diagram, depicting the organizational structure (blocks) of the existing Mission Hospital (MVH), Children’s Hospital (CHOC), and the proposed Golden Age Hospital (GAH), and the community clinic (CC) (Harris, 2015).
C.E.O
Public Health Officer
Doctors
Workers
Nurses
Pharmaceuticals
Surgeons
Geriatrics
What is the recommended hospital size (number of beds)?
Taking into consideration the Orange County and its branches, the elderly population takes about 40 percent of the overall population (Epting, 2011).
This means that out of the people of 122, they represent 48.8.
This data depicts that, on average, Golden Age Hospital is recommended to have fifty beds.
What significant services/treatments will be offered based on your survey results at the ...
Build Community/Public Health Partner Call Summary Courtney Bartlett
Lessons and tips from the peer group call on November 3, 2016, with communities/public health departments on how to work effectively with hospitals to address social determinants of health in their communities.
Chapter 4 Where Do We Want to BePrevious sectionNext sectionWilheminaRossi174
Chapter 4 Where Do We Want to Be?
Previous section
Next section
Chapter 4
Where Do We Want to Be?
Even in a country that lacks an overall, cohesive health policy, it is useful to ask: How unhappy are we with our health care, and what do we want to change? Do not expect consistent responses from the American public. When the nation was debating the Clinton health plan, a number of organizations surveyed the public. Respondents reported they believed that the health care system was in trouble. At the same time, they expressed satisfaction with their own largely employer-financed health care programs. Public support for universal coverage was strong, but individuals did not want to pay higher taxes to support it (Peterson, 1995). An ABC New/Washington Post poll in October 1993 showed the following (Schick, 1995):
• 51% of the public favored the Clinton health plan.
• 59% thought that it was better than the existing system.
• Only 19% thought that their care would get better under it, and 34% thought worse care would result.
• However, 57% were against tax increases to pay for it, whereas 40% would be willing to pay.
The American public also appears to be split over the Patient Protection and Affordable Care Act (ACA) as a whole. Data about opposition to the act can be misleading, with a significant portion of opposition coming from people who believe the ACA did not go far enough. They would prefer a public option, for example, or a single-payer system. Overall, the public is
negative about the individual mandate and the employer mandate, but is much in favor of the insurance changes that have been implemented. People are confused about the insurance exchange provisions of the act as well. An April 2013 tracking poll found that “about half the public says they do not have enough information about the health reform law to understand how it will impact their own family, a share that rises among the uninsured and low-income households” (Kaiser Family Foundation, 2013). The same poll reported that 42% of respondents did not know that the ACA was still the law of the land. Twelve percent believed it had been repealed by Congress, 7% believed it had been overturned by the Supreme Court, and 23% didn’t know whether it was still in effect or not.
Americans report being in good health more than any other OECD country. Their complaints are mostly about financial risks and to some extent access and waiting. A 2010 study of six developed countries showed that Americans were satisfied with their doctors and the availability of effective care, but were also more likely to report that the system needed to be completely rebuilt (Papanicolas, Cylus, & Smith, 2013).
4.1 Alignment with the Rest of Society
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4.1 ALIGNMENT WITH THE REST OF SOCIETY
The democratic process is likely to generate many policy experiments as we cope with advancing technology, changing demographics, political pressures, and economic fluctuations. These exper ...
Health Care Reform (The Affordable Care Act) .docxisaachwrensch
Health Care Reform (The Affordable Care Act)
“
ANA believes that health care is a basic human right (ANA, 1989, ANA, 1998, ANA 2005). Thus, ANA reaffirms its support for a restructured health care system that assures universal access to a standard package of essential health care services for all citizens and residents.”
“ANA believes that the development and implementation of health policies that reflect the six Institute of Medicine (IOM) aims (Safe/Effective/Patient-centered/Timely/Efficient/Equitable) and are based on outcomes research will ultimately save money.”
“The system must be reshaped and redirected away from the overuse of expensive, technology-driven, acute, hospital-based services in the model we now have, to one in which a balance is struck between high-tech treatment and community-based and preventive services, with emphasis on the latter. The solution is to invert the pyramid and focus more on primary care, thus ultimately requiring less costly secondary and tertiary care.”
Activity:
Please read the attached Health Policy Brief on Basic Health Program and “Nursing’s Role in healthcare reform” from American Nurse Today.
Please go to
www.rnaction.org
, go to the Take Action tab above to access the following information regarding health care reform and the new Affordable Care Act. Scroll down the page to the heading Resources and Supreme Court Challenge to learn more about the health care reform and how it affects you as a nurse and as an individual with a family. Check out all the different information.
HealthCare.gov
Keeping health care reform healthy, patients informed
New Animation Explains Changes Coming for Americans Under Obamacare
(7/13)
Health Care Transformation: The Affordable Care Act and How it Affects Nurses
(3/12)
Health Care Reform Legislation Timeline
ANA Policy and Provisions of Health Reform Law
National Conference of State Legislatures Health Reform Site
Kaiser Family Foundation Health Reform Page
The Supreme Court Decision Matters for Registered Nurses, their Families, and their Patients
ANA Analysis: Supreme Court Arguments on the ACA
ANA to Supreme Court: ‘Individual Mandate’ Needed to Make Health Reform Work
Then proceed to the Kaiser Foundation to watch the following:
http://kff.org
““Health Care Reform Hits Main Street on the Kaiser Foundation website or Youtube. (2010)
“New Animation Explains Changes Coming to Americans under Obamacare” (2013) Youtube or Kaiser Foundation
“
Health insurance Explained: YouToons Have it Covered”
(
2014) Youtube or Kaiser Foundation
If you would like more information regarding the ACA, the Kaiser Foundation is a great source and cover many issues.
http://kff.org
Link:
http://kff.org/health-reform/press-release/new-animation-explains-changes-coming-for-americans-under-obamacar.
THIS IS THE FEEDBACK I RECEEIVED. Only one patient responded to my.docxjuliennehar
THIS IS THE FEEDBACK I RECEEIVED. Only one patient responded to my post. Hope this helps
Ryan,
Inadequate levels of nursing professionals were first discussed more than 80 years ago (Whelan, n.d.). Recently, scholars have opined many reasons for the shortage of nurses. Factors such as work stress, burnout, violence against healthcare professionals, a lack of qualified nursing instructors, and nurses unable to adapt to changing technology or clinical environments have been addressed (Haddad & Toney-Butler, 2019). As many nurses may attest, doing more with less can lead to mistakes and dissatisfaction with a nursing career. Ultimately, patient care suffers.
Organizations employ various tactics to help strengthen nurse retention. Halter et al. (2017) suggest strong nursing leadership and assigning preceptors to new nurses can help minimize nursing resignation rates. At the writer’s employment, hospital administrators use several ways to retain nurses. Each quarter, a nurse is recognized for outstanding achievement by receiving a certificate, gift card, and editorial mention on the hospital’s intranet. Moreover, the hospital caters lunch for all employees, dayside and nighttime staff, twice a year for meeting quality targets. Also, the hospital uses various national celebration days such as ice cream, donuts, coffee, bagels, and candy to reward all employees. Creating a level of goodwill and institutional collaboration can help retain nurses and improve job satisfaction (Kurnat-Thoma et al., 2017).
Reference
Haddad, L.M., & Toney-Butler, T.J. (2019). Nursing shortage. StatPearls Publishing.
Halter, M., Pelone, F., Boiko, O., Beighton, C., Harris, R., Gale, J., Gourlay, S., & Drennan, V. (2017). Interventions to reduce adult nursing turnover: A systematic review of systematic reviews. The Open Nursing Journal, 11, 108-123. https://doi.org/10.2174/1874434601711010108
Kurnat-Thoma, E., Ganger, M., Peterson, K., & Channell, L. (2017). Reducing annual hospital and registered nurse staff turnover: A 10-element onboarding program intervention. SAGE Open Nursing, 3. https://doi.org/10.1177/2377960817697712
Whelan, J.C. (n.d.). Where did all the nurses go? Retrieved from https://www.nursing.upenn.edu/nhhc/workforce-issues/where-did-all-the-nurses-go/
By Thomas C. Ricketts and Erin P. Fraher
Reconfiguring Health Workforce
Policy So That Education,
Training, And Actual Delivery
Of Care Are Closely Connected
ABSTRACT There is growing consensus that the health care workforce in
the United States needs to be reconfigured to meet the needs of a health
care system that is being rapidly and permanently redesigned.
Accountable care organizations and patient-centered medical homes, for
instance, will greatly alter the mix of caregivers needed and create new
roles for existing health care workers. The focus of health system
innovation, however, has largely been on reorganizing care delivery
processes, reengineering workflows, and adopting electronic technolo ...
1. Running head: POCAHONTAS MEMORIAL HOSPITAL CLINIC REPORT 1
Pocahontas Memorial Hospital Clinic Report
Chelsey Bertram
HCM 580 – Organizational Management Strategy and Execution
Colorado State University – Global Campus
April 19, 2016
Dr. Bradley Beavais
2. POCAHONTAS MEMORIAL HOSPITAL CLINIC REPORT 2
Pocahontas Memorial Hospital Clinic Report
Pocahontas Memorial Hospital (PMH) in Pocahontas County, West Virginia, has decided
to look into the feasibility of building a satellite clinic as part of the annual strategic planning
process. The clinic would be to help expand care to the over 9,000 residents of this over 900
square mile rural county (Capstone Project Case Study Information, n.d.). This report was
conducted to asses if this was a possible along with any recommendations for this project’s
feasibility.
PMH is a hospital with core values and a mission statement focused on improving
healthcare through education, compassion, best practices, and a positive culture within the
organization (Pocahontas Memorial Hospital, n.d.). The hospital already runs a clinic within the
hospital that provides laboratory services, vaccinations, and monthly clinic focused on different
diseases. The rural population of Pocahontas County faces many challenges in obtaining much
needed healthcare. There are financial challenges; many people live in poverty, making it
difficult to pay for healthcare or have no health insurance. They also face transportation
challenges, little to no public transportation and challenging roadways, making it difficult to get
to appointments or get to care when needed (US Department of Health and Human Services,
2013). The mission of PMH is to provide care and a satellite clinic would provide healthcare to
residents not living in close enough proximity of the hospital.
Assessment of Satellite Clinic
To determine if this satellite clinic is possible there needs to be an assessment looking at
various parts. The internal and external stakeholders will need to be identified, as well as,
foreseeable challenges. A market analysis and a SWOT (Strengths, Weaknesses, Opportunities,
3. POCAHONTAS MEMORIAL HOSPITAL CLINIC REPORT 3
and Threats) analysis will be conducted to look at other important areas that will influence this
project.
Stakeholders: Internal and External
Stakeholders are people who have an interest in the organization. They can be within the
organization or people outside the organization, the important detail is that these people are those
that care about the organization and are affected by any changes. The stakeholders are those that
should be involved with any strategic changes, perhaps not each individual person in large
organizations, but their opinion should be registered (Ginter, Duncan, & Swayne, 2013).
Internal Stakeholders. Internal stakeholders are those people that work or are affected
by changes directly within the hospital. For PMH there are four groups of internal stakeholders:
employees, patients, families of patients, and the Executive Board or Board of Directors.
Employees for PMH will be the one of the first affected by the satellite clinic. Some employees
may be able to work closer to home if they are able to transfer. Others will notice the anticipated
workload change, becoming lighter. But all level of employees from orderlies and cafeteria staff
to physicians will notice the change (Ginter, et all, 2013).
The current patients will see changes as well. These patients may be able to receive care
closer to their home, making it more encouraging to receive the care they need. Others that are
closer to the hospital and the current clinic could see less of a wait time, since there would be
fewer patients using the same facility. This could encourage patients to seek care, as it doesn’t
take as long to receive care.
The families of patients are also stakeholders. This is because the families assist with care
at home in many cases, thus if a person can receive care easier and quicker than before, the care
4. POCAHONTAS MEMORIAL HOSPITAL CLINIC REPORT 4
at home can be supported. Also since many families in rural American communities share or
have limited vehicles for transportation, there would be less drive time with the satellite clinic,
thus limiting interference with other family member’s work and school schedules (Cook & Hoas,
2008).
The Executive Board or Board of Directors has a vested interest in the potential satellite
clinic since they make most of the decisions regarding strategic planning. The Board would want
to know and be assured that this change would continue to support the mission statement of the
organization and fund the hospital. For many healthcare organizations funding is a large concern
(Healthcare Financial Management, 2013).
External Stakeholders. Stakeholders outside the organization also need
acknowledgment since the change influences them and they can influence the change. For an
organization like PMH the community of the whole county is a stakeholders, as well as, potential
donors or investors for the clinic. The community will more than likely be full of patients or
potential patients, but as a whole they can influence the decision. Research supports the idea that
the community be involved in the decisions about clinics and healthcare support, especially in
rural communities. Town hall type meetings or other open forums allow the members to speak
up on either side of the decision (Farmer & Nimegeer, 2014).
The potential donors or investors are the people who ultimately make the clinic happen,
since without funds the clinic couldn’t happen. They want to be assured that they would get a
return on their investment or the donation will be used in a way they approve. Thus proposals
would need to be presented and potentially adjusted to suite all involved with the clinic (Ginter,
et all, 2013).
5. POCAHONTAS MEMORIAL HOSPITAL CLINIC REPORT 5
Environmental Challenges
For a project like this proposed satellite clinic for PMH, there needs to be a realization
about the challenges that are currently being faced and those that can be face at this new clinic.
Staffing challenges such as work load and equipment that is out of date, funding challenge and
community involvement are the biggest challenges. These will impact the already struggling
staffing problem.
Staffing Challenges. Many people who work in healthcare do report that since there is a
shortage of staff, the work load is extremely difficult to handle. PMH has a patient to doctor
tratio of 8,508 to 1, meaning there are about two physicians in the county. This ratio is higher
than the overall nationwide ratio (Capstone Project Case Study Information, n.d.). There is no
current data for PMH on the ratio of nursing staff and other members of a healthcare team to
make a full assessment of workload. But to follow the trend nationwide, there is shortage is all
levels of healthcare staff. The lack of employees creates more work for those that are employed
at the hospital. This overload leads to low retention rates, mental health illnesses including
depression and anxiety for staff, and poor work habits (Darkwa, Newman, Kawakab, &
Chowdhury, 2015).
The staff many times deals with old equipment or inadequate equipment, this too affect
workload. If the machines designed to help with testing don’t work properly or isn’t available in
the center, then staff may wait for the machinery to be fixed or develop another test that may not
be as accurate. This increases workload. Many healthcare personal who work in rural
environments report that having inadequate equipment is one of the hardest parts of working in
the environment because it adds to their already large workloads (Darkwa, et all, 2015).
6. POCAHONTAS MEMORIAL HOSPITAL CLINIC REPORT 6
Funding. Many rural healthcare organizations do not typically acquire large enough
revenue to support expansion or updating much of the equipment. The organizations support a
smaller population that usually has government funded healthcare, verse counterparts in urban
areas that have a larger population that can be insured through a private insurance company thus
larger revenues. This is especially challenging as healthcare has been moving towards the focus
of better quality care for lower costs (Solving the rural healthcare revenue conundrum, 2013).
Community Involvement. The typical rural community is very close and doesn’t like
change; they also have fear about healthcare because of the cost associated with it. The satellite
clinic will need community members to use it, to make it worthwhile. The community may be
more aware of what exactly the clinic should provide, since the community members may be
more in tune with challenges that they themselves or neighbors deal with in regards to healthcare
such as substance abuse or diabetes (Farmer & Nimegeer, 2014).
Market Analysis
As Pocahontas Memorial Hospital is looking at creating a new rural healthcare clinic in
the county it is important to look at the market and create a full analysis to make a decision. A
market analysis is made up of five different parts: an overview of the industry, target market,
competition, projections, and any regulations related to the market.
Overview of Industry. The healthcare industry has been going through many changes
due to new laws or acts and increased public interest. But it continues to be an industry of
growth. That is because the United States continues to increase spending on healthcare while
underperforming when compared to other developed countries. The United States fails to achieve
better health outcomes than countries like the United Kingdom, Switzerland, and Australia. In
7. POCAHONTAS MEMORIAL HOSPITAL CLINIC REPORT 7
four editions of a report by The Commonwealth Fund, the Untitled States finished last or near
last in many categories like access to care, efficiency and equity of healthcare (2014). The
United States spends $4,197 per capita on healthcare, more than double for the Organization for
Economic Co-Operation Development (OECD) average (OECD, 2015). The passing of the
Patient Protection and Affordable Care Act (PPACA) is expected in decrease cost for both
individuals and the government overall, while increasing quality of care, leading to an increase in
quality of life (The Commonwealth Fund, 2014). That can be part of the motivation of
Pocahontas Memorial Hospital’s interest in creating a clinic.
Target Market. For PMH is the only hospital in the whole county for 9,131 residents,
according to the 2010 Census. Thus the market is the residents of this small rural county in West
Virginia. The population is majority Caucasian with limited/lower income levels – the median
income is $26,401 per household (Capstone Project Case Study Information, n.d).
Analysis of Competition. PMH is the only hospital in the county, but it does not mean
there is no competition. The six counties surrounding Pocahontas County all have county
hospitals, which many be more convenient for the residents living at the opposite end of the
county to travel to. A cursory look at the hospitals it appears that the other hospitals are all of
similar (small) size with similar challenges regarding market. There also appears to be no private
practices in the county for additional competition (County Health Roadmaps & Rankings, n.d.).
But that does not mean that the hospital needs to become lax about care or competition, a
hospital still needs to strive to improve health while overcoming their challenges.
Projections. Healthcare is in a period of change, especially with the PPACA requiring
residents to have health insurance or face stiff penalties from the federal government, thus
8. POCAHONTAS MEMORIAL HOSPITAL CLINIC REPORT 8
meaning healthcare organizations will see an increase in patients (The Commonwealth Fund,
2014). The idea of reaching Pocahontas County residents, who do not live in the direct area of
Pocahontas Memorial Hospital, would increase the number of patients seen. The healthcare
industry is expected to continue to grow in the future, even with the projections of staffing
shortages in most areas, including the United States (The Commonwealth Fund, 2014).
Regulations. The healthcare industry has many regulations protecting patients in many
aspects of their care, but the operation of a rural clinic has its own regulations. The Centers for
Medicare and Medicaid Services (CMS) has a long list of regulations that must be followed in
order to receive payment from Medicare and/or Medicaid. The regulations require compliance
with any and all federal, state, and local laws that affect healthcare, the location, the building, the
responsibilities of staff, even how the clinic is evaluated. In recent edits the staff of a rural clinic
or center needs to be compromised of at least on physician and one physician’s assistant or nurse
practitioner, plus the option to have a social worker and a certified mid-wife (Centers for
Medicare and Medicaid Services, 2015).
SWOT Analysis
A SWOT analysis looks at various aspects both within an organization and the external
environment. SWOT breaks down to: Strengths, Weaknesses, Opportunities, and Threats to the
Organization. This is one of many analyses an organization can conduct on themselves when
preparing for a strategic change (Ginter, et all 2013).
Strengths. For PMH there are three strengths for the hospital, they are all points coming
from within the organization. The first is the focus the organization has on creating a healthy
lifestyle. It is a part of the mission statement for PMH (Pocahontas Memorial Hospital, n.d.).
9. POCAHONTAS MEMORIAL HOSPITAL CLINIC REPORT 9
Another strength is how the hospital already has the clinic within the hospital providing many
different items such as laboratory services, rotating clinics, and immunizations (Capstone Project
Case Study Information, n.d.). This shows how, the proposed satellite clinic would have an
example to follow. The final strength is how the ratio of physicians to patients is higher than the
national average, showing that the hospital has a positive reputation within a medical community
and the Pocahontas County (Capstone Case Study Information, n.d.)
Weaknesses. Even with the great strengths, there are weaknesses there too. The first is
the small size of the hospital; it is only 25 bed and low trauma level – level 4 (Capstone Case
Study Information, n.d.). If there was any form of large scale tragedy the hospital may not be
able to handle the situation. The next two are weaknesses from the environment that directly
weaken the hospital. The rural environment makes transportation a challenge for residents to
attend appointments (U.S. Department of Health & Human Services, 2013). This makes it
difficult for the hospital to maintain full schedules, supporting the revenue (Capstone Case Study
Information, n.d.). The last is the already apparent national shortage of healthcare professionals,
which is even more challenged in a rural environment. (U.S. Department of Health & Human
Services, 2013).
Opportunity. PMH does also have areas that can be beneficial. The first being how
PPACA is expanding Medicaid benefits to more people, which would increase the number of
potential patients to the hospital, even with the low reimbursement rate, could increase revenue
(U.S. Department of Health & Human Services, 2013). There are also federally based
organizations that provide funds for rural communities to help focus on healthcare which can
help with the expansion of the satellite clinic (U.S. Department of Health & Human Services,
2013).
10. POCAHONTAS MEMORIAL HOSPITAL CLINIC REPORT 10
Threats to the Organization. All organizations can be threatened by external forces.
PMH is not without threats. The first is the average income for Pocahontas County of $26,401 a
year (Capstone Case Study Information, n.d.). The lack of means to cover the cost of healthcare
threatens the organizations ability to have a sufficient budget. There are many times that
hospitals have to absorb the cost of care when insurance or an individual cannot pay for it, there
is a higher risk of this when the average population is of a lower socioeconomic status. The other
threat is the strictness of the CMS regulations for rural healthcare clinics. It is highly important
for any healthcare organization to follow these rules to be reimbursed by Medicare and/or
Medicaid (Centers of Medicare and Medicaid Service, 2015).
Recommendations and Implementation
In order to decide if this clinic will work, there needs to be solutions created to overcome
challenges such as those discussed above, as wells as recommendations for value adding
support, plans for implementation – both short and long term, and suggested evaluations and
benchmarks for this project.
Strategies for Potential Weaknesses orThreats. The first weakness is the small size of
the PMH. The current size of the hospital is 25 beds (Capstone Case Study Information, n.d.).
One way that the hospital is looking at overcoming that weakness is the proposed satellite clinic,
which would increase the number of patients the hospital system can care for. The second
location would help patients located in other regions of the county; PMH is located in the
southeast region (Capstone Case Study Information, n.d.). But with the current plan of expanding
via the satellite clinic there is little chance of expanding the current hospital’s capacity.
11. POCAHONTAS MEMORIAL HOSPITAL CLINIC REPORT 11
The second threat is the strict regulation from the CMS on rural health clinics. The
document on describing all details of the clinic must be followed in order to receive
reimbursement for care of patients with Medicare and/or Medicaid (Centers of Medicare and
Medicaid Services, 2015). The best way to overcome this challenge is to review the most current
version of the document and follow the regulations step by step.
The third weakness or challenge is the rural environment of Pocahontas County. The
rural area compromises patients ability to receive any form of care (emergency or regular care)
(U.S. Department of Health & Human Services, 2013). The proposed satellite clinic would help
those patients living in areas far away from PMH, as long as this clinic becomes a reality. If the
clinic doesn’t happen, one way to assist with this challenge would be to provide phone or email
appointments for questions or care that doesn’t require physical testing or examination.
One more threat or weakness is the lower socioeconomic statues of the county. This lack
of funds of the population affects the budget of the hospital. If the hospital overall budget does
not provide funds to build a clinic that will be a challenge. But there are some ways to assist the
organization reach its goal. The key is to work with the community to make it be a part of the
new clinic. Some hospitals have reach out to local banks to process the loan with success. Others
reach out to large volunteer organizations (like Rotary Club) that have chapters nerby, with the
ability to donate a larger sum of money from the organization as a whole (Nayak, 2013). It may
take a combination of these and other tools to help raise the funds needed to start on this
endeavor.
The last treat or weakness is the shortage of healthcare employees, even though PMH’s
physician to patient ratio is above that of the nation, there is no statement of the number of other
12. POCAHONTAS MEMORIAL HOSPITAL CLINIC REPORT 12
healthcare providers like nurses, technicians, and therapists (Capstone Case Study Information,
n.d.). The rural environment of Pocahontas County adds to the challenge; there is a lower rate of
retention for rural environments for healthcare professions. The biggest complaints from
healthcare workers in rural environments steam from higher workloads, inadequate equipment,
and culture. Some ways of encouraging employees to stay include pay and/or benefits package
and having equipment that is of good quality that would be higher or in line with those seen in an
urban area. The equipment at bare minimum must pass the same level of quality assurance and
control when tested by an outside facility (Olusegn, 2012).
Financially based incentives aren’t the only items that work and do not always work,
especially since many rural environments have limited budgets. One of the best ways to attract or
retain employees is to recruit employees from a similar rural background. The employees that
come from a similar background have an understanding of the culture and the challenges that are
a part of a rural community, thus there will be less of a “culture shock” (Darkwa, Newman,
Kawkab, & Chowdhry, 2015).
Feasibility for Development of the Satellite Clinic. The feasibility of this project is
very dependent on two large details: funding and staffing. The research supports the various
ways presented to reach this goal, so yes the hospital could happen, if those two details are
completed. There are of course other important details like following the CMS regulations that
need to be followed, but following regulations is an easier challenge then finding staff and initial
sources of money for the clinic.
Value-Adding Strategies. Value-adding strategies are a way of going “above and
beyond” the requirements or standard practices. They can be done pre-appointment, at the
13. POCAHONTAS MEMORIAL HOSPITAL CLINIC REPORT 13
appointment, and post-appointment (Ginter, Duncan, & Swyane, 2013). Pre-appointment
strategies should include the option to make appointments through an online calendar, slots of
time saved for patients who need an appointment the next day or walk it, and the ability to
collect basic information before the appointment to easy traffic and make it more convenient.
During the appointment using a timing or computer system that minimizes wait times for patients
in either the waiting room or in the actual office, comfortable and sanitary wait rooms, and space
for parents, spouses or family members to be in the appointment room if the patient needs or
wants someone there with them, all would add value to the clinic. Finally, after the appointment
staff can call after a set number of days to remind of any follow up appointments and schedule,
answer any questions the patient may have, or follow up about taking medications either
currently being used or recently taken. There can even be an email account for the clinic or
individual providers so patients can email regarding small questions after the appointment.
Strategic Initiatives. The strategic initiative of PMH is to help increase the availability
of care to the members of the county through the proposed satellite clinic. This strategic decision
allows the organization to focus on strengths such as high ratio of physicians to patient and the
desire to help create health lifestyles for their patients. Then use that edge and continue forward
to help overcome the previous mentioned weaknesses or threats. The clinic supports all
stakeholders by providing care to community members, provides job security to employees, and
helps the community overcome the health challenges the community faces.
Short-term plans for implementation. In order for the plan to be successful, there are
some items that need to be addressed. Funding needs to be secured from any and all sources that
have already been discussed. The community needs to be informed and allowed to speak, town
hall meetings have been suggested as a way to do both items at once (Farmer & Nimgeer, 2015).
14. POCAHONTAS MEMORIAL HOSPITAL CLINIC REPORT 14
There needs to be a decision about location and type of clinic: mobile versus stationary, done by
the board or the team selected for this project. This decision would affect the number of
employees, type of employees, and equipment needed. If the decision is for the clinic to be
freestanding, then a contractor would be needed for the building or the renovation of location.
These are all items that are needed to be successful for the satellite clinic.
Long-term plans for implementation. Once the short term plans have been
implemented and decisions made, the success of the organization and project depends on other
items. The first will be a plan on how to recruit employees for the clinic; this will probably be a
plan that needs to be constantly running to avoid shortages in staffing. Another plan needs to be
the marketing plan, showing the county that the clinic is open and the various options available
like the other clinic. There also need to be contracts with insurance companies, even though the
population is low-income, qualifying for Medicaid, with ACA there are other insurance
companies available to residents.
Evaluations and benchmarks. Every project needs places and ways to make sure the
project is preforming to standards and allow for changes to reach those marks. For the satellite
clinic there needs to be a timeline established keeping the team(s) on track with the end result of
opening. Items to be included would be funding, purchasing land, securing equipment, hiring
employees, and a timeline just for building the clinic. Once the clinic is running there needs to
ways to make sure this project is up to PMH standards of care by comparing it to the current
standards of hospital and its clinic. One would be patient satisfaction ratings through mailed
surveys. This option is low cost, but allows for the organization to receive feedback. An
important detail is the need to write the questions so they are easy to understand by majority of
the patients (Berkowitz, 2011). Another benchmark would be to prove the clinic is being used.
15. POCAHONTAS MEMORIAL HOSPITAL CLINIC REPORT 15
This can be done with a computer system marking out appointments and rooms (Joshi, Ransom,
Nash, & Ransom, 2014). Finally, a comparison of lab testing needs to be done, by comparing
turnaround time to the other clinic, other clinics in the area. There also needs to be a quality
assurance that the test results are correct, by using an outside party to verity results regularly
(Olusegun, 2012).
Conclusion
After conducting research on PMH, the business environment, and potential challenges
there were some items that needed to be addressed in order for the satellite clinic to be feasible.
The challenges can be overcome with work, which makes this projected clinic feasible. There do
need to be plans set in place for both short and long term implementation as well as benchmarks
to prove the benefits of the satellite clinic in Pocahontas County.
16. POCAHONTAS MEMORIAL HOSPITAL CLINIC REPORT 16
References
Berkowitz, E.N. (2011). Essentials of health care marketing. Jones and Bartlett Learning.
Cook, A.F. Hoas, H. (2008). Ethics and rural healthcare: What really happens? What might help?
American Journal of Bioethics, 8(4), 52-56. Doi:10.1080/15265160802166009
Capstone Project Case Study Information [Word]. (n.d.).
Centers of Medicare and Medicaid Services (2015). Retrieved from
https://www.cms.gov/Medicare/Provider-Enrollment-and-
Certification/GuidanceforLawsAndRegulations/RHC.html
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