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advantages and disadvantages of setting up a hospital
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The challenges discussed must be overcome and recommendations for solutions for ensuring success of expansion with a satellite clinic. Strategies. Increasing the availability of care for the community to focus healthy lifestyles, providing job security for employees and sustained viability for investors is the goal of PMH with the satellite clinic. Recent healthcare reforms provide PMH with several opportunities to expand, with the ACA increasing the number of ensured patients, which will increase payments (Bradley, Gandhi, Neumark, Garland, & Retchin, 2012). The SWOT identified two major threats facing PMH is loss of key staff and government policy changes, including MACRA, resulting in reduced reimbursements. With PMH currently understaffed …show more content…
A very value-adding viable strategy for rural healthcare organizations, including PMH, is the use of Telehealth to increase access for patients (Weinstein, et al., 2014). Telehealth technologies include videoconferencing, remote patient monitoring and mhealth (mobile health) applications to drive volume by offering better patient access to healthcare to provide quality care and attract providers and staff to PMH. This will also help with compliance to reforms requiring upgrades to IT infrastructures. Tele-health technologies will allow PMH to connect with other providers for consultations on patients, relieve providers and staff when overwhelmed with patients, and enable providers to remotely connect with patients (Mueller, Potter, MacKinney, & Ward, …show more content…
After conducting an analysis and research on PMH, the business environment, and potential challenges the options for addressing the obstacles for feasibility of a satellite clinic were addressed. The challenges can be overcome with strategic a plans, which makes this projected clinic feasible. Plans for both short and long-term implementation need to be addressed, as well as benchmarks to prove the benefits of the satellite clinic in Pocahontas County. The study recommends the expansion of the satellite clinic for PMH to remain competitive, maintain market share, and provide adequate patient access for the community within a reasonable drive. The study reviewed the business environmental challenges, a market analysis, and a SWOT analysis, which suggests that Pocahontas Memorial Hospital partner with an academic medical institution to increase future new hires for healthcare professionals, overcoming one of the biggest challenges for rural healthcare
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 ...
The health care organization with which I am familiar and involved is Kaiser Permanente where I work as an Emergency Room Registered Nurse and later promoted to management. Kaiser Permanente was founded in 1945, is the nation’s largest not-for-profit health plan, serving 9.1 million members, with headquarters in Oakland, California. At Kaiser Permanente, physicians are responsible for medical decisions, continuously developing and refining medical practices to ensure that care is delivered in the most effective manner possible. Kaiser Permanente combines a nonprofit insurance plan with its own hospitals and clinics, is the kind of holistic health system that President Obama’s health care law encourages. It still operates in a half-dozen states from Maryland to Hawaii and is looking to expand...
The PPACA has turned to healthcare field upside-down. This is due to the new laws and regulations that were put in place. Some of the changes occurring due to the PPACA include increasing access to care, a revised pay structure, increasing technologies, and creating a healthcare system that is safer for Americans (Harrington, 2010). These requirement and new laws made Centura Health look at their policies and the way they are providing care. Centura Health used these requirements and laws to create a new strategy they labeled the 2020 Centura Health Strategy. This strategy is creating major changes throughout every one of Centura Health’s facilities.
The other problems are the modalities that the hospital should employ so as to resolve the issue. While experts are in agreement over the need to find a lasting solution to the problem, they are, however, far from getting a standard stand on how to approach the matter. The implication is that even if the management is to find a ground, it is likely to be a partially binding since some people will oppose it while others will support it. That is a variable that serves to complicate an already complicated
Some critics have stated that there is not yet any quantifiable improvement in patient outcomes in comparison to the traditional model. Additionally some critics have voiced that some “practices may receive recognition without making fundamental change”.4 Another prominent flaw is the lack of funding to convert practices into PCMH. The cost to cut down patient flow, reconfiguring medical record systems, and get approval from insurers is more than many sites can handle financially. For the PCMH model to be accessible to some practices with the hopes of implementing such a program, capital funding would need to be made available from federal, state, and local entities. This limits many providers because many practices are not able to provide the necessary capital to start such a program. In addition to medical practices not having the necessary capital, providers must then work with a decreased patient load with the anticipation of possible reimbursement in the future.3 These points make it clear that the transition to a PCMH model would require hard work and commitment from the involved providers to make it
...ng and growing population will surely contribute to these challenges. A comprehensive understanding of the landscape for each of these areas is vital for successful development and implementation of a telemedicine program.
...and his vision in successfully transforming the medical center to a tertiary care facility. However, in 2008 under Ron Henderson, the medical center expenses began to skyrocket and revenues failed to keep up. Also, a hospital census indicated that, on average, Medicare patients consisted of 58% and Medicaid patients consisted of 18% which caused the medical center to suffer from reductions in reimbursements. Although noted by solid evidence that utilization was experiencing a steep decline, Mr. Henderson added 127 new positions to the medical center. In 2009, Mr. Henderson was fired after the board of trustees realized that this financial bind of an $8.6 million deficit was caused by Mr. Henderson. In order for the new CEO, Richard Reynolds, to succeed at his new job title, he must create a benchmarking process adopting certain goals to remain a worthy competitor.
support medical practice in rural/remote regions: what are the conditions for success? Implement Sci. 2006 Aug 24;1:18.
The VA and MTF felt they needed to make the change with emphasizing team-based care. The VA provides care to approximately 8 million beneficiaries with 5.2 of the beneficiaries receiving primary care services. Between 2009 and 2011 there has been 1,000 primary care practices converted to the PCHM model. During that time the VA experienced a 4% decrease in hospitalization. At one of the MTF’s in San Antonio the emergency room saw a 14 percent of reduction in use of emergency room and urgent care. In all the those cases, the physicians leaded the health care team but ancillary services all played their part from case management to admin services it was all in team
The purpose of this paper is to examine the Heritage Valley Medical Center case study. The paper will start off with a brief background of Heritage Valley, along with a summary of the major problems and issues faced there. Next, the author will explain the role that was chosen while addressing the challenges of Heritage Valley and their reasoning in doing so. The author will then identify the strengths and weaknesses of Heritage Valley and offer to select the best alternative and recommended solutions, which will be followed by a brief description of the evaluation plan that could be used to measure the effectiveness of the recommended solution.
Over 350 primary care practices and 1900 primary care physicians participated in the Project, which accounted as the largest demonstration project in the country. The main objectives of MiPCT were to provide better care management, self-management support, care coordination and linkages to community services ("About MiPCT", 2018). As of November 2015, 581 case managers participated in the MiPCT project to serve 1,158,650 patients across 355 PCMH practices (Rajt et al., 2015). To optimize the patient engagement, MiPCT classified case managers into three levels: moderate, complex, and hybrid roles. Patients are stratified based on their health risk levels and primary care services utilization (Beisel et al., 2012). Moderate case managers are responsible for patients with low- or mid-level health risks while complex case managers contact with high ‐complexity, high ‐cost patients. MiPCT designates one moderate and one complex case managers to every 2,500 patients within the network. In some small primary care practices with less than 2,500 patients, a hybrid case manager, who could manage both complex and moderate risk patients, is assigned to the entire team to facilitate developing individual comprehensive care plans
Marketing is an ongoing process. The NPs need to revisit the marketing plan often to ensure the U I service is compatible and able to provide all the services that clinic was intended to provide in a cost-effective and quality care manner. Starting a independent clinic would be challenging for the novice NP; but with right partnership, careful implementation of the plan, frequent evaluation of the services and commitment, it could be satisfying and rewarding endeavor.
Opportunities: Technology, add new specialty (i.e., dentistry), Federally Qualified Health Center (FQHC) or merge with Children’s Health System
... that is faced by Mayo Clinic during the current time which is a strategic alternative that should be incorporated into the strategic plan before increasing the global activities abroad.
Imagine the ability to obtain healthcare services from almost anywhere in the world where you have access to a phone or computer. Now, imagine being able to provide nursing assessments, diagnosis, treatments, and recommendations to your patients from your home to almost anywhere in the world. Lauren Stokowski (2008) noted in her article that one fourth of the United States has rural residents. That number may appear small in comparison to the urban residences; however, rural residents have a tendency to to have “higher poverty rates, larger percentage of elderly, and tend to be in poorer health”. Could telenursing be a solution?