Introduction.Healthcare Organizations Face Many Challenges

An organization such as the Pocahontas Memorial Hospital (PMH) is established to be a primary care source for a rural community, serving 5% of the state’s population (Pocahontas Memorial Hospital, 2013). PMH wishes to deliver compassionate care and promote healthy lifestyles through working collaboratively with other healthcare facilities, and delivering adequate patient education, while sustaining financial viability (Pocahontas Memorial Hospital, 2016). This organization would like to offer a comprehensive satellite health clinic within Pocahontas County, as the strategy to intervene existing weaknesses and threats to the health of the community of Pocahontas County.

In mid-April 2000, Sherri Worth was faced with some very unsettling news about Pate Memorial Clinic’s future with a competitor potentially moving into the area. Worth was the assistant administrator at Pate Memorial Hospital (PMH) and was also responsible for the Pate Health Clinic (PHC). A study by the competitor was being done to see whether sufficient demand existed to establish a clinic 5 blocks north of PHC. The two biggest concerns in regards to the new competition were:

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.

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).

In the same county of Etowah, there are three competitors: Gadsden Regional Medical Center, HealthSouth Corporation and Mountain View Hospital. Of the three mentioned institutes, Gadsden Regional medical Center (GRMC) is the main competitor that targets the same population as Riverview Regional Medical Center (RRMC). Both centers share medical professional privileges and both share the same geographic location. However, RRMC maintains the advantage of being owned and managed by Health Management Associates (HMA) which has proven to be reliable and successful in the management of rural health care organizations and continuously improve revenue.

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

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

Advance the profession of medical group practice management and cooperate with other health organizations to improve health delivery to the public.

"Stability is a momentary respite in the endless movement and creativity of essential change. Although occasional stability is necessary, stability over time is the enemy of creativity and movement" (Porter-O'grady & Malloch, pg. 114, 2016). There are a few ways that one of our organizational leaders keeps chaos in the organization. While I am not sure that any one individual has to try to keep chaos in the healthcare institution because of the changes that are coming down the pipe with healthcare reform. This individual is our chief operating officer, she has keep chaos in our organization fairly consistently since taking this position. In 2014 our clinic merged with a larger healthcare system and later that year we changed to EPIC our operating

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.

With the population seeking health care continuing to rise, the dependence on healthcare facilities such as hospitals is proving to be inadequate. Not only are the resources constrained, but some of the conditions can be adequately addressed in other places(Notaro, 2012). As such, it is important that different models of providing healthcare be adopted. Using the coordinated care models such as the patient-centered medical homes (PCMHs) can help to improve the accessibility of healthcare. By using such models, the medical practitioners are provided with the opportunity to focus on individualized care to patients that enhance

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.).

Pocahontas County, West Virginia, has chosen to investigate the possibility of building a satellite facility as a component of the yearly key arranging process. The center will help grow mind inhabitants of this country region. This report was directed to evaluate if this was conceivable alongside any proposals for this present venture's achievability. PMH is a clinic with center esteems and a statement of purpose concentrated on enhancing human services through patient training, avoidance, and effort inside the association (Pocahontas Memorial Hospital, 2017). The healthcare facility as of now runs a center inside the hospital that gives research centered around administrations, immunizations, and month to month center concentrated on various illnesses.

The potential of a competing neighboring clinic poses an obstacle in the progress towards achieving DHC's service and profitability objectives. There are also unfavorable demographic shifts out of urban and into suburban areas, which cause a need to adjust the focus of the target market.

The present challenges for the healthcare industry are significant. With a population that is forever aging, escalating costs, and the unsure impact of the Affordable Care Act, healthcare providers are under tremendous pressure to meet the needs of their patients while maintaining or even reducing costs. One such organization feeling this pressure is BayCare which is a leading not-for-profit health care system that connects individuals and families to a wide range of services at 13 hospitals and hundreds of other convenient locations throughout the Tampa Bay and central Florida regions. Inpatient and outpatient services include acute care, primary care, imaging, laboratory, behavioral health, home care, and wellness. With over 3,100 practicing physicians and more than 58,500 surgeries performed annually, their budget for operating room supplies exceeds $80 million annually across all facilities. Morton Plant Hospital is faced with the challenge of reducing overall operating costs without sacrificing their high standards of patient care and safety. The hospital realized that surgical waste represented a huge opportunity to address. By providing visibility to information that was otherwise hidden, a case cart system would be able to track surgical materials issued, used, and returned; including between doctors, procedures, and locations. This could help the hospital to achieve a number of objectives including: guarantying that all material issued to the OR was accounted for