The state of West Virginia advances special insight of the economic adversity our country is confronting. As the unemployment rate continues to increase so does the demand for medical care, however, numerous people still have no health insurance. West Virginia Health Right (WVHR) extends free medical care to the underserved and poor population of West Virginia. Although the benefits they offer may appear uncomplicated to many, there are numerous organizational ordeals WVHR must deal with. This paper will present an analysis of WVHR, extending a look into the strategic planning adversities its leadership contends with in addition to potential solutions to make their strategy succeed.
Free medical care is provided to the underserved, uninsured, and poor population of West Virginia by means of West Virginia Health Right (WVHR), which is a non-profit organization. The main mission or objective of the facility is to make available quality medical care to people who may not be able to receive treatment otherwise. To be able to offer such a vital service to the underserved citizens of the state, the clinic depends on its main stakeholder, the population it serves.
The principal stakeholders of WVHR present a diverse glimpse at community involvement at its finest. For example the doctors, surgeons, nurse practitioners, dentists, and dental hygienists offer their services for free. Furthermore, money that is required to keep the clinic afloat is acquired through contributions from people in the community, local businesses and hospitals, and through drug companies.
State and government grants are another key source of acquiring the money required to sustain the clinic on a daily basis. If these key stakeholders did not support t...
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...tion to potential solutions to make their strategy succeed.
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In addition to this business plan, we must also address the financial issues plaguing this organization. To illustrate some of these issues lets look at some of the trends here at OCB and within our Industry: For example, OCB’s clinic operations profitability in 1990 was 60%, and now in 1996 our profitability is only 37%, which is down 23 percentage points! We can blame some of this on rising costs of overhead, consumables, etc, however this is happening as the industry as a whole is growing 5% annually, and as our customer base, largely senior citizens, population is growing at almost 1% as year. We should be capitalizing on these industry trends, however, as you all know, not all the trends work in our favor. For example, our lifeblood, the Insurance company’s managed care organizations, and government healthcare reimbursement programs shows a downward trend of allowable payments for our services (DRGs) For example in 1995 the DRG price of ...
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Davidson, Stephen M. Still Broken: Understanding the U.S. Health Care System. Stanford, CA: Stanford Business, 2010. Print.
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...nd important in her treatment process other women may have found support in other areas of the health system which also require funding. This shows that consumer involvement can only fix so much and that there will always be a need for change and improvement.
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Lussier, R.N. & Achua, C.F. (2010). Leadership: Theory, application, skill development (5th ed.). Mason, OH: South-Western.