Appalachian Home Health Services Is Facing A Staffing Issue

One of their issues with staffing physicians is the local competition. They are either employed with other managed care facilities, contractually obligated to another facility, or have other priorities. Due to the number of patients, they are outgrowing their current facility and looking to expand. They have found an ideal location, but would have to invest $500,000 to remodel as well as $479,000 to purchase the building. Although the new location would appeal to Medicaid patients and the insured population, Mrs. Marrs is unsure if the time is perfect to expand.

Cindy has worked the majority of her professional career in the customer service industry. She is passionate about helping others and being part of a team. Her references said that she is a strong person, dependable, has great work ethic, and willing to do anything she is asked. Cindy wants to continue to grow professionally with a company where she is part of the team and she can call home. Gaps in employment have been due to illness and the passing of immediate family members.

The hospital that the clinic is attached to is opening a brand new facility and has decided to expand their community support by opening a family medicine clinic that will utilize the hospital resources. The community is a wide range of working classes, low income, poor, and rural families that must travel some distance to reach health care providers. Attracting patients that need primary care and continued health care will drive referrals to the ancillary departments in the hospital. This increases revenue for the hospital.

When it comes to Blake Memorial Hospital they are having issues that need to be resolved so that they will be able to keep their doors open for the public. Blake Memorial is having financial issues due to the poor neighborhood that they are surrounded by and the lack of funds. Also, they are in competition with a local acute care hospital named St. Barmabas (Rakish et al., 2010). Even though they have tried to see the possibility of starting a joint venture, but St. Barnabas wanted no part in it. With the local government not wanting to help fix the problem with lack of funding and the low income neighborhood what is Blake Memorial to do?

Competition in the home health field is intense, particularly in rural areas, where the need for services is in more demand. Because services are expensive to provide, it is critical for agencies to generate a volume of visits sufficient to cover fixed expenses plus make a small profit. Competition is primarily between another company Care One, Inc., a multicounty operation that has been established in the area for well over 10 years. AHHS surpassed them in total number of visits after its second year of operation and has been progressively growing. Many of the physicians in the area, however, continue to use Care One, and Care One receives more referrals from the local hospitals than AHHS. Currently AHHS has 32 employees, including 15 registered nurses, 8 nursing aides, 1 physical therapist, I speech language therapist, and 7 administrative staff.

The nurse manager I selected to interview is a Baccalaureate degree nurse and has attended several in-house training sessions related to her position within the hospital. She attended Lenoir Rhyne University to obtain her BSN and has been employed with the institution for 13 years and has been in nursing for nearly 20 years. She is currently certified as a Certified Emergency Nurse (CEN) and is also a Sexual Assault Nurse Examiner. The Hospital that she is employed with is a private hospital she manages a 15 bed emergency department and 6 bed express care facility, which also holds several involuntary commitments for several hours at a time waiting on placement.

Instead of providing the care they thought they would be providing, they were reigning in members to a program with the promise of improved health while they felt their own health was being neglected or jeopardized due to added stress, no time for breaks or guaranteed family time. Corporate compliance was called anonymously with complaints of working conditions and a state wide meeting was held with the RN case managers to gather information. Staff was assured that their concerns were being heard and efforts would be made to improve the current state of affairs.

 Discuss the ways in which Lanesha, Grandma Marietta and Hannah Healthcare approach this situation from totally different perspectives.

3. One source of MHHS’s cash flow problems are the steady staff salaries and benefits in the face of a seasonal industry. Ms. Ringer uses the promise of regular employment for full and part time staff as a recruitment tool, despite the variation in demand for home health services, which is higher in the winter months, but markedly decreased in summer. The seasonal nature of the home health industry, coupled with the steady labor expense, which she is actively expanding, requires Ms. Ringer to utilize a line of credit to cover her staff salaries, as they are not being covered by patient care.

The recruitment and selection process’s procedures and policies at St Jude’s nursing home can be altered in order to appeal to a wider range of legal context, by conforming to the UK laws and regulations. One would believe that the current staff turnover problem is actually being caused by the policies for recruitment and selection.

In all industries, competition among businesses has long been encouraged as a mechanism to increase value for patients. In other words, competition ensures the provision of better products and services to satisfy the needs of customers (Glover & Rivers, 2009). In the health care industry, competition has an impact on many relational perspectives. There have been several studies examining the relationships between competition and quality of health care, competition and health care system costs, and competition and patient satisfaction. Some elements of competition in health care are price, quality, convenience, and superior products and

The most difficult things to make this choice were the condition of the employee, the discrimination and getting around the legal consequences. Nowadays, we are supposed to live in an environment without discrimination and firing her would be an evidence of the opposite.

The problem at hand was brought to light when in the case study when it said, “Jane reveals that the nurse recruiter assured her that there have been exceptions to the policy that prohibits new employees from changing positions until the 90-day probationary period has been completed” (Values Based Decision Making). The issue at hand is the fact that the recruiter told Jane that she could get out of waiting the ninety-day probationary period; this could cause tension between Jane and the job she is currently in and with other candidates, because it would look like the recruiter was using favoritism. In order for anyone to make any decision, it is important to understand the rule that states that new employees who have not worked for ninety-days

3. One source of MHHS’s cash flow problems are the steady staff salaries and benefits in the face of a seasonal industry. Ms. Ringer uses the promise of regular employment for full and part time staff as a recruitment tool, despite the variation in demand for home health services, which is higher in the winter months, but markedly decreased in summer. The seasonal nature of the home health industry, coupled with the steady labor expense, which she is actively expanding, requires Ms. Ringer to utilize a line of credit to cover her staff salaries, as they are not being covered by patient care.

The unhealthy hospital case is about a hospital named Blake Memorial that has been in a very bad shape, lacks in providing the best quality of care, is in debt, and financially imbalanced. It is important for a healthcare set up to maintain balance in the financial system so the stakeholders and customers who are the patients their interests are met. If the hospital is lacking in providing the best quality of care for its community and the community is in high needs of the care than the CEO’s of the hospitals need to make a change. The patients (customers) look for getting the best services and better results from a hospital and the stakeholder’s looks for better profitable gain from their business by running the hospitals. In this case