Healthcare organizations face many challenges in not only delivering care but also meeting the needs of the consumer. Pocahontas Memorial Hospital (PMH) is a Level IV trauma center servicing the south eastern part of West Virginia is no different. PHM services Pocahontas County’s population of 8,719 with diabetes education, community outreach, emergency services, skilled rehabilitation services and laboratory services, just to name a few, in a 25 bed critical care hospital and rural clinic setting (PMH, 2016). PMH is considering expanding care to include a satellite clinic to help meet the needs of its residents. This paper will discuss the feasibility of opening the satellite clinic with information regarding internal and external …show more content…
Increasing the statement to include PMH’s commitment to all residents and providing a positive experience could be a plus (Ginter et. al, 2013). By starting a satellite clinic, residents in the communities outside PMH’s geographic location will feel more inclusive. Additionally, making the mission and values statement align with total health and wellness with a focus on primary/preventative care will also add to PMH’s success. Assessment In order for the project to be successful, there must be buy-in from those who are affected. Those stakeholders, according to Friedman and Miles (2006) are any group or individual who can affect or is affected by the achievement of the organization objectives. Consideration should be given to both internal and external stakeholders when strategic changes are made (Ginter et. al, 2013). Internal & External Stakeholders In the case of a PMH satellite clinic, the patients and their families, along with employees and the board of directors serve as internal stakeholders. Patients and families, along with some employees, may find the satellite clinic is closer to their residence than the original PMH location increasing access to healthcare. Additionally, the workload for employees may be reduced in the original location as the satellite clinic absorbs some of the load which could lead to reduced
Patton Fuller Community Hospital (PFCH) has been a not for profit healthcare facility since 1975 with a focus on providing the highest quality of healthcare. PFCH specializes in the following services; emergency medical care, specialized surgical procedures, baby delivery and prenatal care, physical therapy, and has a well-established radiology department. Being one of the primary healthcare facilities in their area, PFCH has raised the bar by providing a diverse selection of health programs that support the local community. This paper will review the current business systems in place, suggest improvements and provide how those changes could overall improve PFCH, both internally and externally.
Since most specialty procedures are inpatient services, EMC’s inpatient occupancy rate suffers. The occupancy rate for Emanuel Medical Center – fifty percent – is far below that of its competitors and industry benchmarks. To accompany this, EMC (on average) receives a lower reimbursement for in-patient Medicare services per patient seen in comparison to its competitors. A result such as this is correlated with directly to the fewer amount of specialty services that EMC offers. In order for Emanuel Medical Center to be able to compete with other hospitals in its service area, it is imperative that EMC evaluates what services they currently offer and are capable to offer in the future to add value to the hospital, increase its revenue stream, and expand its patient mix. Currently, Emanuel Medical Center has not succumbed to its increasing financial pressurealthough EMC has had a negative operating income for five straight years. A negative operating income places EMC at a disadvantage because it limits the hospitals ability to renovate its aging building or hire new specialists to offer revenue enhancing procedures. EMC’s competitors, on the other hand, have large sources of revenue due to their mergers with large healthcare networks such as Catholic Healthcare West. Another competitor, Kaiser Permanente Modesto Medical Center, has extremely large financial resources due to the fact
This week’s case looks at the critical situation occurring at Riverview Regional Medical Center located in Etowah County, Alabama. The medical center, located near a strong competitor, is run by a veteran in the hospital management market, Mr Matt Hayes. Hayes is actively in the process of developing new ideas and revolutionary steps in an attempt to remain competitive in the market and regain profitability. The overall performance of Riverview Regional Medical Center appears to have decreased throughout multiple departments except outpatient surgical procedures, outpatient CT imagining, MRI imagining and inpatient MRI scans.
For the purpose of this paper Chesapeake Regional Medical Center (CRMC) has been chosen to discuss the organizational structure. CRMC is an independent, community focused organization that has been founded in 1960 by the community members. The mission of CRMC includes the improvement of health and well-being of the citizens it serves. The hospital incorporates the following major core values in the delivery of patient care: service, dignity, excellence, justice, and innovation. The future vision of the hospital
Strategic Planning is an essential first step in the development of a result-base accountability system,” (Schilder, 2013, p. 1). In strategic planning an organization must know their goals, missions, and how to reach them. Health care facilities are in huge demand for the elderly and for people who lives in low-income communities. A person who receives good quality health care services can prevent the spread of contagious diseases. This paper will describe the need of the community, population it is serving, and a brief description of the facility.
Government Relations: Sister Mary Theresa (along with other Mt. Mercy administrative members) decided to pursue a “satellite hospital” as part of its long-term strategic plan. MEDICO (which
Arroyo Fresco (AF) currently provides services through eleven clinics and four mobile service vans across western Arizona. The three counties that are served through AF provide high quality primary care and preventative services to demographic areas with diverse geography, culture, income, and other varying factors (“Arroyo Fresco,” 2006). The facility guides its decision making process for organizational strategies with the combination of FOCUS and SWOT analysis. This allows for a well-rounded check and balance system to manage and prepare for current and future strategies for short term and long term processes. The increase in financial demands, consumer
A comprehensive satellite health clinic will reduce admissions, as well as re-admissions to the current single hospital within the county. This extra resource will reduce the possibility of competitors moving into the area, specifically those from neighboring hospitals that could bring the needed services that PMH is lacking and looking to provide. Additionally, consumers feeling forced to travel out of the area for care, or those facing the potential of being transferred out of the area due to the severity of the case as a result of inadequate primary and preventative care, or lack of space will diminish through these efforts.
A SWOT-Analysis is a useful strategic tool for PMH to utilize when determining whether a rural satellite clinic will be a profitable market venture. A SWOT-Analysis is a diagram that considers organizations’ internal competencies (strengths and weaknesses) and external developments (opportunities and threats) affecting the institution (Van Wijngaarden, Scholten, & Van Wijk, 2012). Therefore a SWOT analysis for PMH’s satellite clinic project includes the following strengths: PMH current rural health clinic is successful and provides patients with increased access to outpatient health care services even after business hours and on weekends; offers a patient portal for customers to electronically access their health information; and gives patients access to rotating specialty care services (i.e. podiatry, nephrology, and surgery) (PMH, n.d.). Also, PMH has built strong relationships throughout Pocahontas County that increases public perceptions for their institution and acceptability for the developing of new business ventures (PMH, n.d.). Finally, PMH has an in-house billing center that assists patients with their health care payments and offers a Payment Assistance Program to those patients who have difficulty paying their bills (PMH, n.d.).
An organization such as the Oregon Association of Hospitals and Health Systems (OAHHS) is established to help Oregon hospitals understand how to best serve their unique communities, while continuing to reach state-wide goals. OAHHS currently has a primary goal of helping Oregon hospitals to reach the Triple Aim determined by healthcare reform: improving the quality of patient care and population health, while reducing the per capita costs. This type of organization completes ongoing analyses of their business, on a regular basis to ensure that they are communicating the most up-to-date information to the hospitals of their state. A SWOT analysis is one type on analysis that can help them to determine internal and external factors, including environmental and marketing challenges that may need addressed.
Stakeholders are groups or individuals that can affect or can be affected by a policy, such as Medicaid. There are many stakeholders that have the ability to affect change when it comes to the elderly and Medicaid. There are also many Stakeholders that are affected by Medicaid as a policy.
Stakeholders have a significant influence on the aims of an organisation. They are the people who are affected by or interested in the business. In some organisations the shareholders are stakeholders, and at times have some of the decision power. In trade organisations, customers are also considered stakeholders; therefore their needs are part of the organisation’s overall objectives.
One of the key factors contributing to a projects success is identifying the correct key stakeholders early in the project process and engaging with them to draw on their knowledge.There are different types of stakeholders in projects and evaluating their characteristics and managing their interrelationships appropriately have a strong impact on the project success. (Celar S; Turic M; Vickovic L (2010)).
Stakeholders are individuals or groups that partake, or assert, possession, privileges, or benefits in a, organization and its accomplishments, previously currently, and in the upcoming (Barrett, 2001). These requested privileges or benefits are the result of communications with, or activities reserved by the organization, and they must be lawful or ethical, separate or combined Stakeholders with comparable benefits, entitlements, or privileges can be categorized as fitting into the similar collection: personnel, investors, and clients (Barrett, 2001). The better the impact these groups have on client’s lives and the extra community assets with which they are assigned, and it becomes vital that they are responsible (Barrett, 2001).
Stakeholders are an integral part of a project. They are the end-users or clients, the people from whom requirements will be drawn, the people who will influence the design and, ultimately, the people who will reap the benefits of your completed project. Stakeholders are any individual, group or business with a vested interest (a stake) in the success of an organization is considered to be a stakeholder. A stakeholder is typically concerned with an organization delivering intended results and meeting its financial objectives. It is extremely important to involve stakeholders in all phases of your project for two reasons: Firstly, experience shows that their involvement in the project significantly increases your chances of success by building in a