With 17 existing hospitals and ____ physician practices, the Greater New Orleans Region of Louisiana is not a practical choice for Kaiser Permanente expansion. The four parishes: Plaquemines, Jefferson, St. Bernard, and Orleans would not make for a successful business venture. This report examines how the Kaiser Permanente Brand and Strategy Division assessed the region and determined the region could not realize and expand the mission and vision for Kaiser Permanente….. PEST Analysis Part of our decision was determined by the completion of a PEST analysis, or a diagnosis of the environmental situation in the region. The political, economic, social, and technological climate of the region tells us how the environment would …show more content…
The Greater New Orleans Area has a population of about 1,251,849 people. Louisiana has the third lowest state property tax at 0.46 percent, and Plaquemines has the lowest property tax of the four at 0.402 percent. This bodes well for purchasing a building in the region, as Kaiser Permanente would pay lower property taxes. However, there are more pressing concerns: the state has a large deficit, just announcing a forecast shortfall of $530 million in Medicaid due to a jump in enrollees in the state program run by five private insurance companies. Louisiana was also just listed as the fourth worst state in terms of access to mental illness care, but one of the states with the highest prevalence of mental illness. There are 18 hospitals in the region, with three major health systems and four stand alone hospitals that service St. Bernard, Jefferson, and Plaquemines, the parishes farther from the city center. Blue Cross Blue Shield is the predominant provider network, covering 214,790 enrollees, or 65 percent of the market share (Becker, …show more content…
The region contains a majority of high school graduates with some college, but 14.2 percent have less than a high school education. When the four regions are averaged, there is a slightly higher percentage of white or caucasian citizens in the demographic at 46.4 percent than the 40.1 percent black or african american citizens. The average population density falls at 965.5 per square mile, but the four fall very differently with Orleans at 2,274 per square mile and Plaquemines at 30 per square mile, bringing it and St. Bernard below 1,000 persons, the definition of a rural territory. The area is growing each year, with an average change of 9.5 percent, Jefferson parish leading the charge with a 23.7 percent change between 2010 and 2014 (U.S. Census, 2014). The residents of the region are not very healthy: 29.7 percent are obese, 24.7 percent smoke, and 36.6 percent have hypertension (LBRFSS, 2013). In a study by the City of New Orleans Health Department, the breakdown by type of insurance coverage is as follows: the largest share of patients were uninsured (41.2%), followed by Medicaid (24.1%), and privately insured (14.1%), however this data covers more parishes than just our four. “In 2010 specifically, 81% of individuals residing in Orleans Parish reported health insurance coverage where 54% reported private insurance coverage compared to 36% with coverage from public programs
According to the federal Agency for Healthcare Research and Quality, they have assessed the nation’s health system annually since 2003, reported that, in 2015 the health care delivery system has made progress to achieve the three aims of better care, smarter spending, and healthier people (City of White Plains Health Equity Report, 2017). However, they continue to promote health equality and reach the goal of New York State being the healthiest. But most importantly aiming to reduce or eliminate racial, ethnic, and socioeconomic health
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.
Membership Services (MSD) at Kaiser Permanente used to be a modest department of sixty staff. However, over the past few years the department has doubled in size, creating minor departmental reorganization. In addition the increase of departmental staffing, several challenges became apparent. The changes included primary job function, as well as the introduction of new network system software which slowed down the processes of other departments. These departments included Claims (who pay the bills for service providers outside of the Kaiser Permanente network), and Patient Business Services (who send invoices to members for services received within Kaiser Permanente). Due to the unforeseen challenges created by the system upgrade, it was decided that MSD would process the calls for both of the affected departments. Unfortunately, this created a catastrophic event of MSD receiving numerous phone calls from upset members—who had received bills a year after the service had been provided. The average Monday call volume had risen from 1,800 to 2,600 calls per day. The average handling time for each phone call had risen as well—from an acceptable standard of 5.6 minutes to an unfavorable 7.2 minutes. The department continued to be kept inundated with these types of calls for the two years that these changes have been effect.
Shilpa Medicare shall be part of a healthier and happier future for all kind of people irrespective of their economic status. Every human being shall be cared for and we shall provide them hope during the turbulent times of their lives. Our hard work, diligence, sincerity, more than two decades of experience and honesty, backed by intelligent planning, shall forge a synergy of thoughts and action. Shilpa Medicare shall maintain the best quality by continuous improvement in the system to ensure regulatory compliance to meet the international standards, simultaneously keeping in mind the environmental health. In accomplishing our mission we shall stand by our values, which run in the very existence of our organization.
In order for a health care organization to maintain optimal function, the promotion of change is continuously necessary. Within the health care delivery system, there are a number of different techniques that nurses can use to determine where changes need to be made. One technique is called a SWOT analysis, which involves an evaluation of an organization’s strengths, weaknesses, opportunities and threats (Harrison, 2010).
“KP is the largest non-profit health care delivery system in the United States, and operates in 8 states and the District of Columbia. KP is made up of 3 entities: the Kaiser Foundation Health Plan (KFHP), Kaiser Foundation Hospitals (KFH), and the regional Permanente Medical Groups,” (Selevan, Kindermann, Pines, and Fields (2015). Selevan al et (2015) state that the members of Kaiser Permanente can be compared to other insurance companies in regards to age, race, and employment status, although the members are known to have lower income levels. Additionally, they found that Kaiser Permanente’s model of care focuses on improving the health of patients, promoting population
Henceforth, Mississippi leads the nation in a number of health care problems, especially in the Mississippi Delta because the majority of the residents is living under the poverty line and cannot afford decent healthcare. In addition, Michael Harrington wrote in...
Competitive advantage matters greatly to those responsible for the management of healthcare institutions. Together with rapidly escalating healthcare costs, increasingly complex medical technologies, and growing regulatory and legal pressures, healthcare organizations face a critical need to improve the quality of care at reduced costs (Cu...
SWOT analysis is a necessary tool for business that allows corporations to analyze where their strengths, weaknesses, opportunities and threats lie. The SWOT tool contains paramount information about the industry and helps the executives of the business make decisions that are necessary for the business’s survival and success.
One reason health care costs are increasing are due to an increase reliance on the emergency department (ED) where many medical conditions could have been prevented or directed to a low-cost health clinic for care. Not only does this take away human capital for people who have actual medical emergencies, but also wastes hospital resources where many of these visit are billed frequently to Medicare, Medicaid, and low-cost health insurance (Choudhry et al., 2007). This problem can be attributed to people who live under the poverty line that cannot afford healthcare or qualify for Medicare and Medicaid. According to the U.S. Census Bureau’s Income, Poverty, and Health Insurance Coverage in the United States: 2012 report, the official poverty rate was at a staggering 15.0 percent, or approximately 46.5 million people are in poverty with an income of less ...
Located in Cleveland, Ohio, the Cleveland Clinic is an academic hospital that offers many specialties of medicine to its patients. The Cleveland Clinic also operates affiliated facilities across the world in Florida, Canada, Nevada, and Abu Dhabi. Four physicians started Cleveland Clinic in 1921 as a collaboration to share expertise in various specialties, allowing patients to come to one location for care. They also placed a high emphasis on the academic culture for advancement and improved patient care. A fire at the Clinic in 1929 killed 123 people, including one of its founders. The main facility has more than 1,400 beds and includes hotels on campus for those who are visiting or staying with patients.
The growing number of uninsured and underinsured is on the rise. In 1979, 11 million African americans were uninsured (Jaffe 10). Today, the number is 15 million and it is increasing every year (Jaffe 11). According to the Department of Health and Human Services, thirteen million blacks in America have health care and fourteen million do not (Fitzgerald 31). Also, those who are insured today may be at risk tomorrow if their employer drops coverage, or the head of the household changes or loses their job. Most blacks in the United States who are uninsured simply cannot receive health care at an affordable price because their employer does not offer it and self-insurance cost much more. The lack of adequate insurance can be devastating to families both in financial terms and in terms of timely access to needed health care (Jaffe 12). Altogether, collection agencies report every year that most blacks are in debt due to unpaid medical bills, because they are not insured or they are underinsured.
My current employer, Mayo Clinic, is a world renowned not-for-profit hospital that has been established for 150 years. Mayo Clinic is the first and biggest integrated not-for-profit medical group practice in the world and is a well-known brand name that is recognized world-wide. Working for an organization where the primary value is the needs of the patient come first, the organizations domain is held to a higher standard. The mission statement is to encourage hope and contribute to health and well-being by providing the best care to all patients through integrated clinical practice, education and research (Strategic statement of Mayo Clinic, 2012). The vision statement is that Mayo Clinic will offer an unparalleled experience as the most trusted partner for health care (Strategic statement of Mayo Clinic, 2012). In the medical field, innovations, research and technology motivate the business to perform and deliver care in a new standard. Mayo Clinic has a logo of three shields that are interlocked, presenting patient care, research and education.
WellStar Health Systems is currently the preeminent and largest health care provider in Metro Atlanta. WellStar Health Systems is a not-for-profit institution that is composed of 5 hospitals and an abundance of physician groups. Physician specialty groups included within WellStar are: ENT, Psychiatry, Endocrinology, Pulmonary Medicine, Infectious Disease, General Surgery, Rehabilitation, Pathology, and Rheumatology. WellStar’s organizational design is composed of internal and external factors that define the organization’s size, organizational structure, and processes. Internal and external factors are the basis for influencing managerial conclusions in decision-making. These factors vary from organization to organization and are the rationale for understanding WellStar’s strengths, weaknesses, opportunities, and threats. Understanding these variables is a necessity for the sake of WellStar’s survival
Healthcare organizations are designed to meet the healthcare needs of individuals and promote a healthy community. The three healthcare organizations that interest me are: The Heart Hospital Baylor of Plano, Texas Health Center for Diagnostics & Surgery Plan, and Parkland Health and Hospital System. Due to evolving healthcare industry, focusing on just patients and physicians is no longer a marketing strategy. According to Mycek (2015), “Marketing teams need to expand their consideration set and focus on the new 5 P’s of Healthcare Marketing” (p. 1). The new 5 P’s of marketing now impact the marketing potential of healthcare organizations by offering changes in sales rep – physician access, purchasing, formulary decision making, and growing patient empowerment. The new 5 P’s of marketing are: Physicians, Patients, Payers, Public, and The Presence of Politics.