Cooper Green Hospital Care Plan

Cooper Green infirmary C ar jut outThe case, Cooper Green infirmary and its Community C ar Plan is a very interesting case, which tries to outline the problems that plagued the infirmarys growth and the attempts do by the run forethought of the hospital to enhance its reach to maximum number of abject and undeserved citizens who were in dire need of medical checkup examination manipulation. This mission of CGH made it stand in earlier of ageless scrutiny from country commission. Media and the community challenges about the persona of oversee provided by CGH limited its top executive to close in patients with private damages. For the first 2 decades the hospital face increasing reckon pressures, court overruns were a common phenomenon. The hospital was downstairs rounded, under stocked and spill out with patients. Some of the major problems faced by the hospital were balancing make up with maximum access to occupy, managing employee within budget, performance an d demand and simplifying procedures and aligning them with policies.The ii visualises are named as Health first, a traditional fee for armed service plan and the community make do plan , a prepaid genial station plan buttd on family size and income, which would give opportunity to the raft to receive quality medical supervise for at inexpensive terms and with less time lag time. In a scenario where there are constant changes in the US puff upness parcel out system, where managed care was altering how providers interacted with patients reenforcement for care was restricted and many salubriousness care systems were using non- medico providers to concentrate cost, CGH had an opportunity and challenge to attract uninsurable patients and outperform its competitors.In the igniter of all these issues, the question that posed in front of the top prudence was, is to move ahead with the expansion plans or hold and improve useable efficiency or give up altogether.Key Is suesThe hospital was understaffed, under stocked and was overflowing with patients. The major problems that plagued the troupes growth were as providing affordable intimately quality medical run to the poor population of deficient country, streamlining procedures with polices, managing employees and gauging their performances, declining taxation, decrease enrollments and under utilization, no upgrading enhancement of technologies, indifferent behavior of some employees towards the patients, inability of the infrastructure to cater to the increasing demands of the out patients section, resulting in long postponement hours and frustrated patients.Situation analysisThe top management needs to pee-pee some critical calls on some top take strategic issues. If these problems are non taken care of then the following could be the repercussionNegative revenueDissatisfied patientsThrown away by competitionLoss of goodwill and mistrust among tribeInability to bring home the bacon th e mission providing good quality service at affordable toll and enhancing access to care.Complete shutdown of the hospitalDirectional strategiesThe directional strategies are undertaken by the hospital to improve its position and enhance its reach and ability to serve maximum number of patients starts with the defining of its mission bring upment imagery and goals.Mission enouncementCGH 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 utilise and compassionated staff of professionals who conceptualize in religious service 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 StatementsSom e of the key value statements for the company are commitment to health and well being of those being served expectation, to strike the highest level of excellence, understanding the vital importance of advocacy for those being served, absorb creativity and innovation, recognizing the importance of working(a) 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 some opposite people entitle to social security or rail highway retirement benefits and also people with end stage renal disease.another(prenominal) provision allowed non covered aged individuals to also benefit from the plan. There are 2 separate programs for Medicare i.e.Part-A - Hospital policy (free of charge)Part-B - supplemental medical insurance (against monthly fee)In 1997 Medicare as a whole cove red 38 millions people utilization of Part-A and B was 87% of enrollees. (DeButts, 2010).Title XIX of the social security act of 1965 gave rise to Medicaid as part of the federal state welfare structure to aid Americas poor population. It allowed federal funding for state run programs. In gild to provide basic health service including hospitals in patients and out patients service laboratory and X-ray services and medico services.In 1998 aluminum Medicaid program provided benefits to variety of population but the mass were for poverty-stricken women and children and elderly persons in nursing home. In 1998 15.3% of Alabamas population was legal 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 twice the inflation rate from the mid mid-eighties to mid nineties creating a 1 trillion dollars persistence that accounted for 14% of the US GDP. By the e nd of century the health care industry had grown to much(prenominal) 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 countrified has become a diversified economy with industries spanning across various industries same Biotechnology, healthcare, engineering and financial sector. As of 1998, the Birmingham metropolitan statistical areas population was rough 875,000.Jefferson Country population was approximately 652,000.According to a 1993 play along it was appoint out that 1/third of Jefferson country resident were uninsured. 12 acute care hospitals were located in Birmingham. In 1998 8 out of 12 hospitals reported see to itd decline in admission, in patient strength in the area exceeded demand in order to reposition themselves. (Johnson, 2006). To suffice to this and other changes in health care environmen t many hospitals went in for strategic alliance alike the Brook wood aesculapian Centre, medical examination centre East and Lloyd Noland Hospital. The other hospitals spread across the diverse geographics 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 capital resources with CGH to invest 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 quadrangle further worsened the patients experience.Sometimes the reason for this frustrated experience was the abrupt and uncompassionate beha vior of some of the staffs with the patients. There were some staffs that were very dedicated and loyal and compassionate but some were not interested in their jobs and used to perform below the expected levels and show negative strength to the patients. The administration made several attempts to improve the employee morale but it was of scant(p) 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 both Non Profit reservation and lettuce making should go in for a strong alliance and should musical accompaniment each others competitive strengths and ensure to pass on the benefits of reduced cost, higher(prenominal) advanced technological developments, better quality health care to the indigent population. (DeButts, 2010)Internal Environment SWOTStrengthsPool of talented and compassionate s taff 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%.Patients recorded the most satisfaction with issues colligate to the health care providers. Many patients expressed their gratitude for the care they received. They often remarked as saying they would have no way of obtaining health care without JHS and idol 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 operate 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 development demand in out patients section.Opportunitie sManaged 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 particleTechnological advancements along with insufficient capitalInability to screw up with competition in the light of technological advancements which made diagnosis of multiple 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 delayed acquiring necessary medical care because they had no health insurance. Some 48 thousand residents have been denied care because they lacked h ealth 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 identify this respite 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 oecumenical alliance but no plans could materialize before 1999. JCDH operated an extensive health care network to service approx 80 thousand people either 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 hospitalDeve loping the infrastructure facility so as to obtain 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. bragging(a) better check intoing and education to the staff so that they can be adequately utilizedOffer better discounted bundle price/ piece of land to the patients so as to attract the insured patients as well. This will servicing increase the number of enrollments and increase the patient base.Increasing 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 adoptiveEstablish more number of CCP clinics which would take care of in patients de mand 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 institutes 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 synchronization among the various departments so as to reduce the waiting time.Giving better offers for both Health premier(prenominal) 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 means of more aggressive market initiatives in order to enhance the popularity of the CCP concept.Marketing Strateg iesIn order to make the CCP success some marketing initiatives were undertaken which did not unloosen out to be successfulA health fare was plan at the site of the first CCP clinic before its establishment but because of social structure 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 geezerhood were appearances by the top management and staff members at community organization, perform groups, schools along with promotional materials placed within the hospital.The intention of all these marketing activities was to educate staff neighboring 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.Due to limited administrated staff no one person was responsible for coordinating the marketing efforts.Before the root of the first clinic focus group were used to assess the membership plan but there were no service to assess the patient sentience attitude or understanding about CGH or CCP.Benchmarks for SuccessIn order to ensure the success 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 tincture 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.