Cooper Green Hospital Care Plan

Cooper Green hospital Cargon PlanThe case, Cooper Green hospital and its Community Care Plan is a very interesting case, which tries to outline the problems that plagued the hospitals growth and the attempts do by the swipe management of the hospital to enhance its die to maximum number of poor and undeserved citizens who were in dire need of medical treatment. This mission of CGH made it stand in front of constant examination from rural area commission. Media and the community challenges about the eccentric of apportion allowd by CGH limited its ability to attract patients with private insurance. For the first 2 decades the hospital face ontogeny figure pressures, follow overruns were a common phenomenon. The hospital was under facultyed, under stocked and overflow with patients. Some of the major problems faced by the hospital were balancing cost with maximum access to wish well, managing employee within budget, performance and demand and simplifying procedures and a ligning them with policies.The two projects are named as Health first, a traditional fee for service plan and the community safeguard plan , a prepaid membership plan based on family size and income, which would give opportunity to the people to receive note medical care for at affordable price and with less waiting time. In a scenario where there are constant changes in the US wellness care system, where managed care was altering how providers interacted with patients funding for care was restricted and many wellness care systems were using non-doc providers to cut cost, CGH had an opportunity and challenge to attract un control patients and outperform its competitors.In the light of all these issues, the question that posed in front of the top management was, is to move ahead with the expansion plans or insure and improve operational efficiency or give up altogether.Key IssuesThe hospital was under catered, under stocked and was overflowing with patients. The major problems that plagued the companys growth were as providing affordable good quality medical services to the indigent commonwealth of deficient dry land, streamlining procedures with polices, managing employees and gauging their performances, declining revenue, decreasing enrollments and under utilization, no upgrading enhancement of technologies, indifferent behavior of almost employees towards the patients, unfitness of the radical to cater to the increasing demands of the out patients section, resulting in long waiting hours and frustrated patients.Situation analysisThe top management needs to make near critical calls on some top level strategic issues. If these problems are not taken care of and so the following could be the repercussion prohibit revenueDissatisfied patientsThrown away by competitionLoss of goodwill and mistrust among peopleInability to achieve the mission providing good quality service at affordable price and enhancing access to care.Complete shutdown of the hospi talDirectional strategiesThe directional strategies are undertaken by the hospital to improve its situation and enhance its reach and ability to serve maximum number of patients starts with the defining of its mission groundment vision and goals.Mission statementCGH is committed to serve the residents of Jefferson country with high quality health care regardless of ability to pay (Copper green mercy,). The hospital strike to attract and maintain a dedicated and benevolentd staff of professionals who believe in serving the society and seek to continuously improve the services and adapt to need the changing health needs of the communities. (Cooper green mercy,).visual sensation StatementsCGH is the leader to an evitable and just health care system through excellence, quality, compaction and trust. (Copper green mercy,).Value StatementsSome of the key value statements for the company are commitment to health and well being of those being served expectation, to achieve the highest le vel of excellence, understanding the vital vastness of advocacy for those being served, imbibing creativity and innovation, recognizing the importance of working with the patients and the community and dedication towards providing high level education to health professionals.Legislative-Political ChangesThe Medicare program was established in 1965 to insure medical coverage for the aged and disabled. It then expanded to in compass former(a) people entitle to social security or rail road retirement benefits and also people with polish off stage renal disease.Another provision allowed non covered aged individuals to also benefit from the plan. There are 2 separate programs for Medicare i.e.Part-A - Hospital insurance (free of charge)Part-B - supplemental medical insurance (against monthly fee)In 1997 Medicare as a whole covered 38 millions people utilization of Part-A and B was 87% of enrollees. (DeButts, 2010).Title cardinal of the social security act of 1965 gave rise to Medica id as part of the federal state welfare structure to aid Americas poor population. It allowed federal funding for state run programs. In order to provide basic health service including hospitals in patients and out patients service laboratory and X-ray services and physician services.In 1998 Alabama Medicaid program provided benefits to variety of population but the majority were for indigent women and children and elderly persons in nursing home. In 1998 15.3% of Alabamas population was eligible for Medicaid program. The balance budget act of 1997 brought a significant change for the Alabama hospital in the light of ALLKIDS programs.Economic changesHealth care cost rose at double the inflation rate from the mid 1980s to mid 1990s creating a 1 trillion dollars industry that accounted for 14% of the US GDP. By the end of vitamin C the health care industry had grown to much than 1.5 trillion dollar or 18% of GDP. In 1995 nearly 3 quarters of American workers were insured by HMO, PPO and POS plans up from only 27% in 1987. (The Economy in,).Social-Demographic changesBy the 1990s Jefferson Country has constrain a diversified economy with industries spanning across non-homogeneous industries like Biotechnology, healthcare, engineering and financial sector. As of 1998, the Birmingham metropolitan statistical areas population was approximately 875,000.Jefferson Country population was approximately 652,000.According to a 1993 survey it was frame out that 1/3rd of Jefferson country resident were uninsured. 12 acute care hospitals were located in Birmingham. In 1998 8 out of 12 hospitals describe experienced decline in admission, in patient capacity in the area exceeded demand in order to reposition themselves. (Johnson, 2006). To respond to this and other changes in health care environment many hospitals went in for strategic partnership like the Brook wood Medical Centre, Medical centre East and Lloyd Noland Hospital. The other hospitals spread across the diver se geography of Jefferson are as followsPrinceton Baptist Medical centre.Montclair Baptist CentreBrook wood Medical CentreCooper Green HospitalHealth South Medical CentreSaint Vincents Hospital etc.Technological changesIn the 1990s there was an increasing emphasis on outpatient care driven by the need to reduce cost and improve technology that would enable more types of care to be delivered on the outpatient basis.The lack of majuscule resources with CGH to ornament in technology enhancement, new medical renovation led to longer waiting time, patient frustration and declining enrollments. The shortage of examination rooms, clerks, nurses, waiting room home further worsened the patients experience.Sometimes the reason for this frustrated experience was the discourteous and uncompassionate behavior of some of the staffs with the patients. There were some staffs that were very dedicated and firm and compassionate but some were not interested in their jobs and used to perform below the expected levels and show negative attitude to the patients. The administration made several attempts to improve the employee morale but it was of little use as there remained a core of negative people who demoralized other staff members and angered patients.Competitive ChangesIn order to provide good quality health care at affordable and fair prices to the poor and needy patients, the hospitals two Non Profit making and profit making should go in for a strong alliance and should complement each others competitive strengths and ensure to pass on the benefits of reduced cost, higher advanced technological developments, break out quality health care to the indigent population. (DeButts, 2010)Internal Environment SWOTStrengthsPool of talented and compassionate staff members who choose to work at Jefferson health systems and believed in its mission and enjoyed serving those in need.Turnover of the staff was pretty lowHigh overall patients satisfaction which averaged about 90%.Pati ents recorded the most satisfaction with issues related to the health care providers. Many patients expressed their gratitude for the care they received. They often remarked as formulation they would have no way of obtaining health care without JHS and God bless CHS.CGS was considered one of the safety net providers across the US because of its mission to provide medical care to the poor.WeaknessDeclining revenue of the HospitalMajority of capital was funded and only 6% was operating revenue. With this low operating revenue, operations may become unsustainable in futureHospital was not able to attract patients who are not insuredResources are not adequately utilizedInadequate infrastructure to take care of the growing demand in out patients section.OpportunitiesManaged care was dominated form of insurance in US and enrollment was expected to increaseChange in the US health care system. Managed care was altering how health care providers interacted with patients, funding for care was being restricted and many health care system were using non physician providers to cut cost. This threw plethora of opportunities in front of CGS.ThreatsVandalism and violenceStiff competition in the health care segmentTechnological advancements along with insufficient capitalInability to cope up with competition in the light of technological advancements which made diagnosis of triple problems possible and insufficient capital.Comparative strategiesAccording to a 1993 survey conducted by CGH centre for community care more than 1/3rd of the resident of Jefferson country was uninsured. Many poor people were hold ined getting necessary medical care because they had no health insurance. Some 48 thousand residents have been denied care because they lacked health insurances. On average health care was listed as the 6th most important issue.This unexploited segment of uninsured population gave an opportunity to CGH to cater to the demands of segment that top management was able to iden tify this niche market.In order to serve this niche market CGH and Jefferson country development of health (JCDH) established a working alliance in order to improve continuity of care for the indigent population.JCDH physician staff privileges at CGH. They also explored the idea of more comprehensive alliance but no plans could materialize before 1999. JCDH operated an extensive health care network to service approx 80 thousand people each year. Health care services were available to people at the cost of service based on their ability to pay. Seminars were also sponsored by the health centres on disease eradication and health promotion topics.RecommendationsThe following actions could be taken in order to resolve the problem faced by the hospital maturation the infrastructure facility so as to meet the growing demands of the out patients segment, as the hospital was designed to take care of the in patient.Establishing strategic alliances with some of the top profit making hospital .Giving better training and education to the staff so that they can be adequately utilizedOffer better discounted bundle price/package to the patients so as to attract the insured patients as well. This will help increase the number of enrollments and increase the patient base. change magnitude operational efficiency and reducing waiting time in the clinic.Reducing the dependency on funding and establish more ways to generate operational revenueInvesting in technological advancements and providing high quality modern medical facilities to the patientsImplementation strategiesIn order to implement the recommendation the following strategies should be chooseEstablish more number of CCP clinics which would take care of in patients demand and reduce the waiting timeCGH can go in for a comprehensive alliance with top performing hospitals just like Brook wood Medical Centre, Medical Centre East and Lloyd Noland Hospital formed an alliance in 1995.Aligning with the apex health care instit utes to provide high quality training to the staffInvolving more non physician providers like registered nurse and practicing physician under the supervision of medical experts.Motivating the staff to work efficiently by addressing their monetary as well as personal requirementsIncreasing the synchronism among the various departments so as to reduce the waiting time.Giving better offers for both Health First and Community Care Plan to the existing uninsured patients as well as the new insured patients. This will enhance the revenue base and decrease the dependency on fundingAttracting investors by kernel of more aggressive marketing initiatives in order to enhance the popularity of the CCP concept.Marketing StrategiesIn order to make the CCP success some marketing initiatives were undertaken which did not change shape out to be successfulA health fare was scheduled at the site of the first CCP clinic before its establishment but because of construction delay the clinic couldnt be operational several months after the fare thereby nullifying the impact of the promotional efforts.The primary approaches to marketing during the first two years were appearances by the top management and staff members at community organization, church groups, schools along with promotional materials placed within the hospital.The intention of all these marketing activities was to educate staff adjoining communities, social services, uninsured people, small businesses and other hospitals in the area regarding CCP and how to access the service.Word of mouth had proven to be the promising and reliable avenue of retaining patients. repayable to limited administrated staff no one person was responsible for coordinating the marketing efforts.Before the commencement of the first clinic focus group were used to judge the membership plan but there were no service to assess the patient awareness attitude or understanding about CGH or CCP.Benchmarks for succeederIn order to ensure the suc cess of the CGH in achieving its goal of providing quality treatment at affordable fees and increase access to care, following strategies/ actions should be adopted / executedIncreasing the revenue base by attracting more patients both insured and uninsuredTaking advantage of the niche market of uninsured populationOffering better compensation services so that the patients feel that they are getting more for lessEducate staff members and train them properly so that the patients waiting time is reduced and patient experience enhancedGo in for strategic alliances with good profit making hospitals to get access to capital and make necessary investments in technology.