Appalachian Home Health Services Is A Private

Census Bureau, 2010). Many of PMH’s consumer population live below the poverty line with a median income of $26,401 (U.S. Census Bureau, 2010). In fact, many of PMH’s low-income patients are extremely poor, living 200% below the poverty line (PMH, n.d.). Thus, affording health care services and finding transportation to health care centers are both major concerns for many of PMH’s consumers (PMH, n.d.). Moreover, PMH’s competitors in surrounding areas (Bath Community Hospital and Webster County Memorial Hospital) provide similar health services to what PMH currently is providing. Thus, it is imperative for PMH’s leaders to implement innovative action plans and technologies to keep PMH ahead of the competition. Nevertheless, a competitive advantage PMH possess is they have built strong relationships within the community by supplying many outreach programs like annual health fairs, diabetes support groups, and smoking cessation classes (PMH, n.d.). Consequently, during strategic planning processes, it is paramount for PMH’s leaders to keep industry overview, target population, and competitive factors in mind to develop strategic alternatives that will assist them in implementing their rural satellite

HealthSouth got rapid growth through acquisitions in the early 1990s. In early 1990s HealthSouth has been financing over a hundred and eighty one million dollars over 50 states in United States. By the mid-1990s, HealthSouth has operated 14 inpatient and 31 freestanding outpatient rehabilitation centers in 21 states. And it continued to add new

The medical home concept is not new, as it is built on health care practice innovations that have arisen over the past 40 years (Kilo & Wasson, 2010). From these principles, a multitude of medical home projects and demonstrations across the United States have grown (PCPCC, 2011). Given the unique characteristics of each of the numerous projects promoting the PCMH model, it is difficult to obtain generalizable evidence of the effectiveness of the model (van Hasselt, et. al., 2015). However, the most fundamental aspect of the medical home model—the primary care provider – can be the source of the effective functioning of the model, and its direct benefit to the Medicare-eligible population. The role of primary care within a health care system has been tied to health services’ costs, with some evidence supporting the idea that health care delivery systems that place an emphasis on primary care have lower overall health costs (Starfield & Shi, 2004). Although the medical home model is not just about primary care, it places a priority on this type of care as a critical aspect of patient care. As a result, evidence of the success of primary care can carry through to the PCMH model.

As noted previously when someone needs help or can no longer do certain things on his or her own he or she will contact a home health aide. Home health aides are can assist the chronically ill, cognitively impaired, elderly, convalescent, or disabled without the loss of quality. With their complete range of services and products, which are tailored to fit the client’s lifestyle, he or she can become more involved in the patient’s care and help the patient feel more independent. Some services may be personal care to companionship but regardless of how big or little they are fulfilled with the awareness of proving a safe environment. Offering

In the last four decade, the cost of healthcare services has been on the rise, thereby leading to the promulgation of the Health Maintenance Organization Act of 1973 (Salmon, J. W. 1995). This act provided the opportunity to control healthcare cost, through membership of a provider network that

As previously mentioned, Presbyterian Healthcare Services, An Af liated Large Multi-specialty Group Practice and Health Plan has explored new approaches to the delivery of healthcare to their 450,000 members across the nation. They have developed 
a pilot program to test a Medical Home initiative that will demand physicians to accomplish many services for which they would not be separately paid under the typical fee schedule. But

Despite of increased pressure to reduce health care spending, enhance quality of care, and prepare for changes associated with the federal health reforms, most of the players in the industry are venturing into new grounds. These players are usually distorting the difference between businesses that have conventionally been varying. Many health care facilities are mainly using enormous systems, combining with each other, and creating extensive new doctor work forces. These facilities are exploring setups that are insurance-like such as the direct initiatives to workers that lessen the

Therefore
such
 companies
are
not
positioned
to
arrest
a
potential
hospitalization
with
care
provided
in
the
home.

 Disease
management
companies
typically
rely
on
behavioral
modification
techniques
and
training
that
 does
not
allow
them
to
actually
monitor
a
patient’s
current
health
status.

Behavioral
modification
 without
proactive
monitoring
and
intervention
has
proven
ineffective
for
disease
management
 companies
and
the
payor
sources
that
hire
them.

While
physician‐led
care
coordination
is
most
desired,
 physicians
cannot
afford
to
be
consultative
under
the
current
reimbursement
guidelines,
nor
are
there
 enough
of
them
to
do
so.

 
 The
solution
is
to
leverage
current
industries
that
have
the
infrastructure
to
coordinate
care,
the
 confidence
of
the
patient
to
better
ensure
patient
compliance
and
the
ability
to
deliver
the
care
where
 the
patient
wants
it:
in
the
home.
The
Care
Cycle
Management
industry
creates
value
for
the
patient
by
 combining
disease
management
with
care
delivery
for
effective
care
coordination
targeting
the
sickest
 patients
costing
the
healthcare
system
the
most
money.
 
 Proof
that
coordinated
care
is
working
can
be
seen
in
a
recent
study
published
about
the
success
of
 the
medical
home
model,
Proven
Health
Navigator
(PHN),
introduced
for
Medicare
Advantage
enrollees
 in
11
practices
owned
by
Geisinger
Health
Systems
(GHS),
an
integrated
health
care
system
in
 Pennsylvania.

The
medical
home
model

“Patient-centered care is a quality of personal, professional, and organizational relationships”. (Epstein & Street, 2011, p. 100). There is a general agreement that the current healthcare delivery system will not be able to meet the needs of the chronic health conditions of the increasing baby boomer population. Research has shown that there will be primary care “physician shortage of 45,400 expected by the year 2020”. (Corso & Gage, 2016, p. 192) Due to the challenges faced by the primary care workers in relation to the needs of this age group, the patient- centered medical home model was adopted (Carver & Jessie, 2011). Patients who receive care through a medical home model will have the same provider, and have access to this provider 24

Managed by the Agency for Healthcare Research and Quality (AHRQ), the “patient centered medical home” (PCMH) or “primary care medial home” is the country’s primary care system. The goal, aAccording to the AgencyAHRQ, the goal is to provide “high- quality, accessible, efficient health care for all Americans.” The mission of the medical home model is to “improve health care in Americans by transforming how primary care is organized and delivered.” However, this starts by defining what exactly a medical home is. —Iit i’s not necessarily just a physical place. It i’s also defined by the AHRQ as an organizational model that delivers the care. There are five elements of the PCMH.

Eighty-five percent of the hospitals in the United States are nonprofit entities; the remaining 15 percent are for-profit. Nonprofit hospitals are generally community owned, whereas investors own for-profit hospitals. When patients receive home health care, special services are provided, such as respiratory therapy and the delivery of drugs to the patient’s home. The number of home care agencies increased from 13,296 to 15,037 during the period 1994 to 1995. The primary customer base of home health services is individuals aged 65 and older. Services such as 24-hour assistance, food preparation, and transportation, are provided through assisted living. Assisted living facilities are among the most rapidly growing segments of the health care industry, and consumer expenditures are forecasted to reach $18 to $20 billion by the year 2000. When residents require more care than what is provided through assisted living, they are usually moved to nursing homes. These homes provide resident patients with long-term specialized care. The annual cost per patient for those living in assisted living facilities was $20,000

The paper is a presentation of a strategic analysis of hospital at home program of Presbyterian Healthcare Services in New Mexico, which seeks to improve care quality and patient satisfaction while reducing costs. The analysis identifies the key issues, conducts a situational analysis, presents strategy formulation, offers recommendations, designs the implementation of strategies, and concludes with benchmarks for success which utilize contingency plans. It is outlined how Presbyterian Healthcare Services are well suited to use the Johns Hopkins home care model. PHS will require adaptation, Market entry and competitive strategies that are rational to enter the market as outlined. As a recommendation, PHS should underline their commitment of creating a community of early adopters, and should consistently work to that end by providing guidance to more organizations. Implementation strategies are initiated in the form of service delivery and support systems that underline the implementation of the directional, adaptive, market entry and adaptive strategies. The benchmarks for success are based on how well the issues have been addressed by the integrated system, namely the results.

Utilizing connections in the general population and private areas, AHIP brings issues to light around basic issues confronting wellbeing arranges and advocates for strategies that adjust to the key needs set by the Board of Directors. A huge number of industry experts depend on AHIP to give top notch promotion, instruction, and data. The AHIP Center for Policy and Research is the exchange affiliation 's examination arm. The middle distributes research on an assortment of types of private medical coverage, regularly in light of review information accumulated from AHIP part organizations. The types of protection contemplated incorporate inability pay

A major shift regarding care delivery at a macrosystem level is occurring within the organization. The system is working towards a health model, rather than a medical model. In addition, the medical home model, in which a primary care provider (PCP) provides coordination of care for patients’ across the continuum, utilizing evidence based medicine is in the works. The medical home model assures continuity of care via coordination by the PCP. Furthermore, through the utilization of the medical home model the quality of patient care will increase concurrent with a decrease in costs (Helfgott, 2012). The medical home model is an initiative for all entities within the organization that is being cascaded from the system level.

The current marketing and communications for Plaza Home Health Services is in desperate need of upgrades. Fortunately, the owners now have the needed income to make identity improvements. This is important because (Fortenberry 2010) whenever an infusion of resources occurs such as more prosperous periods, healthcare marketers must comprehensively review their identity management efforts to determine the most productive methods for utilizing these funds to affect the greatest identity gains in the marketplace. (p.60)