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Advantages and disadvantages of setting up a hospital
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The challenges discussed must be overcome and recommendations for solutions for ensuring success of expansion with a satellite clinic. Strategies. Increasing the availability of care for the community to focus healthy lifestyles, providing job security for employees and sustained viability for investors is the goal of PMH with the satellite clinic. Recent healthcare reforms provide PMH with several opportunities to expand, with the ACA increasing the number of ensured patients, which will increase payments (Bradley, Gandhi, Neumark, Garland, & Retchin, 2012). The SWOT identified two major threats facing PMH is loss of key staff and government policy changes, including MACRA, resulting in reduced reimbursements. With PMH currently understaffed …show more content…
A very value-adding viable strategy for rural healthcare organizations, including PMH, is the use of Telehealth to increase access for patients (Weinstein, et al., 2014). Telehealth technologies include videoconferencing, remote patient monitoring and mhealth (mobile health) applications to drive volume by offering better patient access to healthcare to provide quality care and attract providers and staff to PMH. This will also help with compliance to reforms requiring upgrades to IT infrastructures. Tele-health technologies will allow PMH to connect with other providers for consultations on patients, relieve providers and staff when overwhelmed with patients, and enable providers to remotely connect with patients (Mueller, Potter, MacKinney, & Ward, …show more content…
After conducting an analysis and research on PMH, the business environment, and potential challenges the options for addressing the obstacles for feasibility of a satellite clinic were addressed. The challenges can be overcome with strategic a plans, which makes this projected clinic feasible. Plans for both short and long-term implementation need to be addressed, as well as benchmarks to prove the benefits of the satellite clinic in Pocahontas County. The study recommends the expansion of the satellite clinic for PMH to remain competitive, maintain market share, and provide adequate patient access for the community within a reasonable drive. The study reviewed the business environmental challenges, a market analysis, and a SWOT analysis, which suggests that Pocahontas Memorial Hospital partner with an academic medical institution to increase future new hires for healthcare professionals, overcoming one of the biggest challenges for rural healthcare
Another consideration that the clinic should take into account is the external environment. The seasonal patient volume and the bank agreement may be the main aspects of concentration. Although the relationship between the bank and the clinic is defined in the case, Alpine Clinic should consider alternative solutions or alternative organizations to finance its needs. Also, the clinic should estimate the possible changes in the economic environment in the next years and the impact of them in the serving population of the clinic.
Background Information In implementing a strategic plan for Coastal Medical Center, our consulting team has conducted many analyses and formed numerous strategies in order for Coastal Medical Center to be successful. Such assessments include an internal analysis, external analysis, gap analysis, and SWOT analysis. In conducting these analyses, our consulting team was able to better understand the internal environment, external environment, where the organization currently stands in terms of performance, and the major strengths, weaknesses, opportunities and threats that oppose the Coastal Medical Center. From our inquiry, we will be able to establish a strategic plan that best fits the organization’s needs.
Problem Statement: Should Dr. Roger Mahon, Pate Memorial Hospital (PMH) administrator, take action, if any, to compete with the newly established clinic, located five blocks north of PMH’s clinic?
Determined healthcare systems routinely examine their environments internally and externally to locate significant trends and forces in the present and for the future which will have an effect on their performance goals and mission efforts. These healthcare systems understand who their stakeholders are, their needs and how best to meet those expectations and needs. These systems give attention to specific efforts on accomplishing goals that acquire opportunities in the whole environment while they continue to adjust their internal structures and functions. Precise aims are dealt with by uninterrupted sequences for performance improvements. Strategic directions for systems originate from the mission and directives. Strategic directions are identified by observing key stakeholders, addressing their interests and being proactive about responding to current, as well as, future shifts and trends in the systems’ entire environment (Skinner, 2001).
In addition to this business plan, we must also address the financial issues plaguing this organization. To illustrate some of these issues lets look at some of the trends here at OCB and within our Industry: For example, OCB’s clinic operations profitability in 1990 was 60%, and now in 1996 our profitability is only 37%, which is down 23 percentage points! We can blame some of this on rising costs of overhead, consumables, etc, however this is happening as the industry as a whole is growing 5% annually, and as our customer base, largely senior citizens, population is growing at almost 1% as year. We should be capitalizing on these industry trends, however, as you all know, not all the trends work in our favor. For example, our lifeblood, the Insurance company’s managed care organizations, and government healthcare reimbursement programs shows a downward trend of allowable payments for our services (DRGs) For example in 1995 the DRG price of ...
65% of NCH’s patient revenues are derived from Medicare or Medicaid. Importantly, these government programs are subject to frequent and substantial changes. Nursing and physical therapist shortages are expected to worsen. In fact, the American Physical Therapy Association (2014) claims there will be a physical therapist shortage of up to 28,000 by 2020. Moreover, Carnevale, Smith, and Gulish (2015) reported there will be a shortage of nearly 100,000 nurses by 2020.
There has been a shortage of physicians, lack of inpatient beds, problems with ambulatory services, as well as not having proper methods of dealing with patient overflow, all in the past 10 years (Cummings & francescutti, 2006, p.101). The area of concern that have been worse...
Objective 1: Improve services in the region area where the nonprofit organization is located by 40% by the end of the year. The health services within the organization needs improvement. To evaluate, we will need to determine how much funding available to improve services and to order new medical equipment. Each facility administration will keep account of the number of medical equipment supplies over the course of each year. Each facility will need to be addressed and examined to see what the needs are in each facility. To measure improve services, we will have surveys to give to the patients and families to ask how they feel bout new current healthcare services. The improve services will have better hands on medical help and quality and efficient medical technology equipment. Data will be
Over the last 5 years the healthcare system has begun to transform. This transformation includes a focus change to preventative care to the new health conscious consumers and the reduction of healthcare costs (PR Newswire, 2013). This change comes from the consumers of healthcare as well as new laws such as the Patient Protection and Affordable Care Act (PPACA). This has created a need for hospitals to enter in partnerships to create hospital systems such as Centura Health. These hospital systems are expanding the continuum of care to include everything from preventative care, emergency care, and finally end-of-life care. This creates a need to monitor competition and create ideation plans to increase likelihood the consumer will use Centura Health over the competitors.
For decades, individuals living in rural areas have been considered medically underserved. Access to healthcare is a problem that has been increasing for individuals in rural America due to aging populations, declining economies, rural hospital closures, rising healthcare costs, healthcare provider shortages and difficulties attracting and retaining healthcare personnel and physicians (Bauer, 2002). This population experience more health disparities than t...
...e crucial change needed in health services delivery, with the aim of transforming the current deteriorated system into a true “health care” system. (ANA, 2010)
The VA and MTF felt they needed to make the change with emphasizing team-based care. The VA provides care to approximately 8 million beneficiaries with 5.2 of the beneficiaries receiving primary care services. Between 2009 and 2011 there has been 1,000 primary care practices converted to the PCHM model. During that time the VA experienced a 4% decrease in hospitalization. At one of the MTF’s in San Antonio the emergency room saw a 14 percent of reduction in use of emergency room and urgent care. In all the those cases, the physicians leaded the health care team but ancillary services all played their part from case management to admin services it was all in team
Marketing is an ongoing process. The NPs need to revisit the marketing plan often to ensure the U I service is compatible and able to provide all the services that clinic was intended to provide in a cost-effective and quality care manner. Starting a independent clinic would be challenging for the novice NP; but with right partnership, careful implementation of the plan, frequent evaluation of the services and commitment, it could be satisfying and rewarding endeavor.
Over 350 primary care practices and 1900 primary care physicians participated in the Project, which accounted as the largest demonstration project in the country. The main objectives of MiPCT were to provide better care management, self-management support, care coordination and linkages to community services ("About MiPCT", 2018). As of November 2015, 581 case managers participated in the MiPCT project to serve 1,158,650 patients across 355 PCMH practices (Rajt et al., 2015). To optimize the patient engagement, MiPCT classified case managers into three levels: moderate, complex, and hybrid roles. Patients are stratified based on their health risk levels and primary care services utilization (Beisel et al., 2012). Moderate case managers are responsible for patients with low- or mid-level health risks while complex case managers contact with high ‐complexity, high ‐cost patients. MiPCT designates one moderate and one complex case managers to every 2,500 patients within the network. In some small primary care practices with less than 2,500 patients, a hybrid case manager, who could manage both complex and moderate risk patients, is assigned to the entire team to facilitate developing individual comprehensive care plans
Opportunities: Technology, add new specialty (i.e., dentistry), Federally Qualified Health Center (FQHC) or merge with Children’s Health System