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...
... middle of paper ...
...tion to potential solutions to make their strategy succeed.
Works Cited
Abraham, S.C. (2012). Strategic planning for organizations. Retrieved from
https://content.ashford.edu/books/AUMGT450.12.1/sections/
Carlsen, J., Andersson, T. D. (2011). Strategic SWOT analysis of public, private and not-for-
profit festival organisations. International Journal of Event and Festival Management,
2(1), 83-97. doi:http://dx.doi.org/10.1108/17582951111116632
London, M, Mone, E. (2012). Leadership for today and the future. (1st. ed.). San Diego, CA:
Bridgepoint Education, Inc.
McDonald, M., Payne, A. (2006). Marketing plans for service businesses: A complete guide.
Retrieved from http://site.ebrary.com/lib/ashford/docID=10138720
West Virginia Health Right. (2013). About us. Retrieved from
http://www.wvhealthright.org/history
Describe the differences between nonprofit and for-profit hospitals. William & Torres provided a table to reflect hospital ownership, and noted that some hospitals, while owned by one type of entity, may be operating under a contract by another entity, such as a hospital management company (Williams & Torres, page 185). Some of the largest groups of hospitals in the nation are nonprofit community hospitals (Williams & Torrens, page 185). Nonprofit entities, including hospitals, function under special provisions of corporation law in each state, and under federal and state tax provisions that recognize their community service function (Williams & Torrens, page 185).
Objective 1: Improve services in the region area where the nonprofit organization is located by 40% by the end of the year. The health services within the organization needs improvement. To evaluate, we will need to determine how much funding available to improve services and to order new medical equipment. Each facility administration will keep account of the number of medical equipment supplies over the course of each year. Each facility will need to be addressed and examined to see what the needs are in each facility. To measure improve services, we will have surveys to give to the patients and families to ask how they feel bout new current healthcare services. The improve services will have better hands on medical help and quality and efficient medical technology equipment. Data will be
Doctor Sidney Garfield and Henry Kaiser’s partnership that goes all the way back to the 1930’s became a revolutionary network of healthcare providers working with the insurance company. Kaiser Permanente’s formative years were amidst the Great Depression and Dr. Garfield was charged with task of supplying medical care to thousands of Los Angeles Aqueduct workers. Being the Depression, financing was very difficult so Dr. Garfield simply charged 5 cents a day for each employee to the insurance company of the contractor. This was the essential birth of prepayment in the health insurance system, but that alone was not enough. Due to the potential patient load, Dr. Garfield focused upon preventative safety measures rather than simply reactionary care. This fundamental philosophy of innovation and the focus on health as opposed to mending has been the hallmark of modern Kaiser Permanente. The advertising campaign and slogan “Live Well and Thrive” encourages this very philosophy a...
Pierce, Jon L. and John W. Newstrom (2011) 6th edition. Leaders and the Leadership Process.
Davidson, Stephen M. Still Broken: Understanding the U.S. Health Care System. Stanford, CA: Stanford Business, 2010. Print.
Plaza Home Health Services is a director in supplying home health services in Georgetown by Nancy Edwards and Jennifer Moore joint ownership. Their promise to provide excellent home health service has mandated that their assistance be retained at the maximum grade, well above the competitor. The administrators are relentlessly seeking approaches to strengthen their position in the market through economic control and deeper efforts in constructing a brand that would be well-known as equal with unparalleled quality home health service (Fortenberry, 2010).
James attributes the constancy of IHC's mission, its commitment to the community and its collaborative culture to the organization's historical roots. For example, he says, "Acting for one's own benefit, at the expense of the collective good, violates the principles on which IHC was founded and is still strongly frowned upon by leaders and staff at the organization. (Born et al., 2008). " In addition, an important part of IHC's mission is to provide residents "with access to health services, regardless of ability to pay." IHC provides more than $85 million in uncompensated care annually (excluding bad debts, which amount to more than $75 million per
Health care in West Virginia is outrageously expensive. They even tried to take it away from us by passing the the medicare bill. To solve this problem we must hit it at the source. Greedy politicians, horrible hospitals, and outrageous insurance policies.
Kouzes, J., & Posner, B., (2007). The leadership challenge, (4th ed.). San Francisco, CA: Jossey-
Mlls, D. Q. (2005). Leadership How to Lead, How to Live. Boston: Harvad Business School Press.
Louisiana is consistently at the bottom of national health outcome rankings. The Ochsner Health System is committed to establishing a population health strategy to improve these health statistics by enhancing the quality and cost of health care among employees, patients, and community members. To achieve this, Ochsner outlined the “Plan to Win” initiative, which included proving the organization's value, serving more patients, making care affordable, and shaping the future.
In this model, Advanced Practice Registered Nurses, specifically nurse practitioners, are a fundamental resource for providing primary care. Grants provide the funding that enables both PCMH and NMHC models to improve access to underserved populations, allowing each to focus their efforts on prevention, coordination, the management of chronic disease and information (ANA, 2010). NMHCs also serve as critical access points to reducing hospital admissions and preventable visits to the emergency room, which equate to millions of dollars in savings each year (American Association of Colleges of Nursing [AACN],
Lack of adequate access to health care is a problem that is very prominent in the Shreveport area. The amount of people who are currently suffering severe debilitating complications from a normally treatable chronic disease solely due to their inability to consistently see a medical provider is inexcusable. While the patient I interviewed reported that she consistently sees the same provider, can afford her medications, and feels she has had an overall positive experience with the health care system, this is not the norm for most patients. But it should be the goal for every current and future provider. I will strive to provide the same accessibility and level of care to my community in the future.
Northouse, P. (2010). Leadership: Theory and practice (5th ed.). Thousand Oaks, CA: Sage Publications, Inc.
Lussier, R.N. & Achua, C.F. (2010). Leadership: Theory, application, skill development (5th ed.). Mason, OH: South-Western.