Recruitment: Strategic Plan or Strategic Initiatives

RUNNING HEADER: PROVIDING HEALTH SERVICES IN A RURAL COMMUNITY Module 2: Capstone Project Milestone Providing Health Services in a Rural Community: A Report on Project Feasibility Jeron Sherbak HCM580: Strategic Management in Healthcare (Capstone) Colorado State University – Global Campus Dr. Tracy Smith May 24, 2018 1 PROVIDING HEALTH SERVICES IN A RURAL COMMUNITY Providing Health Services in a Rural Community: A Report on Project Feasibility Introduction A. Pocahontas Memorial Hospital—Pocahontas County, West Virginia Pocahontas Memorial Hospital. (2018). History of our hospital. Retrieved from https://www.pmhwv.org/history/ B. Comprehensive satellite health clinic—potential project Pocahontas Memorial Hospital (2016). Community Health Needs Assessment. The Center for Rural Health Development, 1-14. Retrieved from https://www.pmhwv.org/wpcontent/uploads/2018/05/Pocahontas-Memorial-Hospital-CHNA-2016.pdf C. Can PMH support this project? National Advisory Committee on Rural Health and Human Services (2014). Rural implications of the Affordable Care Act Outreach, Education, and Enrollment. Retrieved from https://www.hrsa.gov/advisorycommittees/rural/publications/ruralimplications.pdf Assessment A. Stakeholders a. Internal b. External 2 PROVIDING HEALTH SERVICES IN A RURAL COMMUNITY 3 c. Can we get buy-in from these stakeholders? Kenny, A., Hyett, N., Sawtell, J., Dickson-Swift, V., Farmer, J., & O’Meara, P. (2013). Community participation in rural health: A scoping review. BMC Health Services Research, 13, 64. doi:http://dx.doi.org.csuglobal.idm.oclc.org/10.1186/1472-6963-13-64 Nimegeer, A., Farmer, J., Munoz, S. A., & Currie, M. (2016). Community participation for rural healthcare design: Description and critique of a method. Health & Social Care in the Community, 24(2), 175-183. doi:http://dx.doi.org.csuglobal.idm.oclc.org/10.1111/hsc.12196 Sheikhattari, P., & Kamangar, F. (2010). How can primary health care system and community-based participatory research be complementary? International Journal of Preventive Medicine, 1(1) Retrieved from https://csuglobal.idm.oclc.org/login?url=https://search-proquestcom.csuglobal.idm.oclc.org/docview/1287091389?accountid=38569 B. Environmental challenges McCann, S., Ryan, A. A., & McKenna, H. (2005). The challenges associated with providing community care for people with complex needs in rural areas: A qualitative investigation. Health & Social Care in the Community, 13(5), 462-469. Retrieved from https://csuglobal.idm.oclc.org/login?url=https://search-proquestcom.csuglobal.idm.oclc.org/docview/61370624?accountid=38569 1. Internal 2. External PROVIDING HEALTH SERVICES IN A RURAL COMMUNITY 4 C. Market analysis D. SWOT analysis Daemmrich, A. (2016). Using the SWOT framework in the healthcare sector. London: Ivey Management Services, a division of Richard Ivey School of Business. Retrieved from ABI/INFORM Collection Retrieved from https://csuglobal.idm.oclc.org/login?url=https://search-proquestcom.csuglobal.idm.oclc.org/docview/1804196289?accountid=38569 Van Wijngaarden, J. H., Scholten, G. M., & van Wijk, K. P. (2012). Strategic analysis for health care organizations: the suitability of the SWOT-analysis. International Journal of Health Planning & Management, 27(1), 34-49. doi:10.1002/hpm.1032 Recommendation and Implementation A. Attracting potential associates Cohn, T. J., & Hastings, S. L. (2013). Building a practice in rural settings: Special considerations. Journal of Mental Health Counseling, 35(3), 228-244. Retrieved from https://csuglobal.idm.oclc.org/login?url=https://search-proquestcom.csuglobal.idm.oclc.org/docview/1404761300?accountid=38569 National Rural HealthAssociation (2018). About Rural Health Care. Retrieved from https://www.ruralhealthweb.org/about-nrha/about-rural-health-care B. Is it feasible to develop satellite clinic? PROVIDING HEALTH SERVICES IN A RURAL COMMUNITY 5 Farmer, J., Currie, M., Kenny, A., & Munoz, S. (2015). An exploration of the longer-term impacts of community participation in rural health services design. Social Science & Medicine, 141, 64. Retrieved from https://csuglobal.idm.oclc.org/login?url=https://search-proquestcom.csuglobal.idm.oclc.org/docview/1707552329?accountid=38569 C. What support and resources will add value to this potential project? D. Strategic initiative Choudhary, A. (2012). Community hospital healthcare system: A strategic management case study. Journal of The International Academy for Case Studies, 18(2), 39-45. Kenny, A., Hyett, N., Sawtell, J., Dickson-Swift, V., Farmer, J., & O’Meara, P. (2013). Community participation in rural health: A scoping review. BMC Health Services Research, 13, 64. doi:http://dx.doi.org.csuglobal.idm.oclc.org/10.1186/1472-6963-1364 a. Short term strategies b. Long term strategies E. What benchmarks can be used to monitor this project? F. How will we know this project is successful? Conclusion A. Restate purpose PROVIDING HEALTH SERVICES IN A RURAL COMMUNITY B. Recommendations 6 Running head: STRATEGIC THINKING MAP: MARKET ANALYSIS Module 3: Capstone Project Assignment Jeron Sherbak HCM580: Strategic Management in Healthcare (Capstone) Colorado State University – Global Campus Dr. Tracy Smith June 8, 2018 1 STRATEGIC THINKING MAP: MARKET ANALYSIS 2 Strategic Thinking Map: Market Analysis The project case study in the situation focuses on Pocahontas County. First, the county is experiencing depression in its economy. Health access is also insufficient with the levels of the attraction of health professionals recorded as poor. The region has a total of eight rivers on a 942 square-mile-region. The census of the county per 2010 was 9131 people. 98% were Caucasian, 78% were African Americans, 43% were Hispanic, 14% were Asian, and 0.07% was Native American (Alken, 2015). The Pocahontas Memorial Hospital and the Pocahontas Center are the only hospital and nursing home in the county. The county is experiencing a shortage of healthcare providers. However, the ratios for dentists and physicians are 8,851: 1 and 8,508: 1 respectively. These ratios are higher than those of the rate of Americans to physicians. The average household in the county earns an income of $26,401 (Alken, 2015). Market Survey and Description The county is facing a few issues in the healthcare sector. Some of these factors include: limited access to health benefits, a depressed local exonomy, fewer healthcare providers, and a vast problem in attracting health professionals. There is only one hospital, Pocohontas Memorial Hospital, and one nursing home, Pocahontas Center, in the county. Therefore, if a resident from the furthest location from the hospital requires medical attention, he/she must travel a long distance before receiving health care (Alken, 2015). The ratio for dentists is 8,851 to 1. The ratio for primary care physicians is 8,508 to 1 (County Health Roadmaps & Rankings, n.d.). The physician-to-population ratios are expressively higher than the United States overall ratio. The county is suffering from a depressed economy that might affect the medical services provided. Also, most physicians are not attracted to working in the county because they will be overworked. STRATEGIC THINKING MAP: MARKET ANALYSIS 3 Demand Forecasting Pocahontas County has a high demand for more healthcare-related services. First, the market has a high need for more medical centers due to the inaccessibility of healthcare to its citizens. The county, even though struggling economically, should create strategies that will assist the county to improve and add a few health care centers. Recruitment and retention in rural areas is a challenge that is faced across the country. It is estimated that 65 percent of rural US counties lack adequate health professional workforces (Lee and Nichols, 2014). Rural hospital managers’ ability to recruit and retain physicians affects their capacity to deliver essential medical care to rural areas (Cohn and Harlow, 2009). A new center can contribute to the reduction of the pressure existent on the only medical center available to its citizens. The new center will turn into a source of income for the county (Erickson, 2017). It would also be a benefit if the county marketed itself better to healthcare professionals through incentives and a conducive environment for them to work. Lee and Nichols (2014) advise that there are “three main reasons for rural physician practice’s unpopularity: lifestyle, medical practice, and competitive issues. They go on to say that the practice hours are usually longer and more demanding for on-call schedules compared to their urban colleagues. The payer mix is a downside and reimbursements are also less in these areas. The county can opt to increase the number of professionals to offer more care to more patients while reducing the work overload on the available professionals already in the county serving it’s patients. Accessibility to healthcare means that the citizens of the county can possibly receive specialized medical attention whenever they need and have services available to them that may not have been in their area before. In turn, the patients contribute to the economy of the county by paying for their STRATEGIC THINKING MAP: MARKET ANALYSIS 4 services through insurance and similar services. This can be a win for the patients as well as the county serving its citizens. Since the county has eight rivers, diversity in activities like farming and tourism can assist the process of coming out of a depression for the county. Also, by marketing itself through the available natural resources, the county can receive more clients as visitors to their county. Managing the county as a rural destination should be managed and represented by the local community. Determining what all stakeholders want out of tourism and how they will promote and sell this strategy will benefit everyone. Pocahontas county has natural attractions that may be appealing to tourists that could meet their cultural or recreational needs (Stetic, 2012). However, some uncertainties might occur in the demand forecasting. First, the county government might not be ready or be in a position to fund a new medical center during a depression. Since a new center requires a large amount of funding, the county government can decide not to venture into the transaction because of the initial costs involved. Health professionals may choose not to give in to the marketing strategies from prior experiences with the county. Tourism can flourish the area—given time to allow the growth and expansion of service to take place. Pocahontas County’s population could keep growing due to other factors equating to its government focusing on expansion on other issues rather than the healthcare issues Pocahontas county is facing (Hiriyappa, 2015). Market Planning The county is in dire need of sufficient healthcare services. Therefore, barriers to healthcare access require the introduction of another health care center. The average American physician handles no more than a thousand patients. For the county, this means that every physician should receive help from at least eight other physicians or dentists ((McQuarrie, 2015). The county must STRATEGIC THINKING MAP: MARKET ANALYSIS 5 invest in adding its incentives to the professionals and reducing their work overload to attract health professionals to the county. Having more healthcare professionals in the county will equate to better and faster healthcare services which, in turn, makes healthcare accessible to all citizens of the county. Healthcare managers should be engaging the chief executive officer (CEO) in recruitment strategies and retention efforts. Developing a recruitment team will help with strategies on marketing, compensation, and advancement opportunities available with the positions that are available. Recruiting and marketing teams should come together to develop compelling material and programs. Seeking out pre-med students, students in residency programs, and residents that may be looking to return to their rural homes are all strategies that can be implemented (Lee and Nichols, 2014). Tourism strategies may also help Pocahontas county gain funding in order to meet this need and should be considered as a market strategy. Conclusion The Pocahontas County is a ready market for healthcare services. The lack of such services creates a high demand in the county. However, since the county is suffering economy wise, it can benefit from diversity through the use of its natural resources for activities like farming and tourism which can boost its revenues that it can, in turn, use to develop not only new healthcare centers but also different medical amenities for the county. Diversity also increases sources of income for the citizens of the county and its government. More access to healthcare leads to a healthier people who can work effectively towards a better future for the county. STRATEGIC THINKING MAP: MARKET ANALYSIS Strategic Thinking Map Economy Diversity New Source of Income for County New Medical Center More Health Professionals Better Access to Medical Care Demand Supplied 6 STRATEGIC THINKING MAP: MARKET ANALYSIS 7 References Alken, D. (2015). Industry Analysis. United States: Lulu.com. County Health Roadmaps & Rankings. (n.d.). Retrieved from http://www.countyhealthrankings.org/sites/default/files/state/downloads/2012 %20County%20 Health%20Ranking%20West%20Virginia%20Data%20-%20v2.xls Erickson, G. S. (2017). New Methods of Market Research and Analysis. United States: Edward Elgar Publishing. Hiriyappa, B. (2015). Strategic Analysis. Mumbai: B Hiriyappa. Lee, D.,M., & Nichols, T. (2014). Physician recruitment and retention in rural and underserved areas. International Journal of Health Care Quality Assurance, 27(7), 642-52. Retrieved from https://csuglobal.idm.oclc.org/login?url=https://search-proquestcom.csuglobal.idm.oclc.org/docview/1660689410?accountid=38569 McQuarrie, E. F. (2015). The Market Research Toolbox: A Concise Guide for Beginners. United States: SAGE Publications. Stetic, S. (2012). Specific features of rural tourism destinations management. Journal of Settlements and Spatial Planning, 131-137. Retrieved from https://csuglobal.idm.oclc.org/login?url=https://search-proquestcom.csuglobal.idm.oclc.org/docview/1326738227?accountid=38569 Running head: STRATEGIC THINKING MAP: MARKET ANALYSIS Module 3: Capstone Project Assignment Jeron Sherbak HCM580: Strategic Management in Healthcare (Capstone) Colorado State University – Global Campus Dr. Tracy Smith June 8, 2018 1 STRATEGIC THINKING MAP: MARKET ANALYSIS 2 Strategic Thinking Map: Market Analysis The project case study in the situation focuses on Pocahontas County. First, the county is experiencing depression in its economy. Health access is also insufficient with the levels of the attraction of health professionals recorded as poor. The region has a total of eight rivers on a 942 square-mile-region. The census of the county per 2010 was 9131 people. 98% were Caucasian, 78% were African Americans, 43% were Hispanic, 14% were Asian, and 0.07% was Native American (Alken, 2015). The Pocahontas Memorial Hospital and the Pocahontas Center are the only hospital and nursing home in the county. The county is experiencing a shortage of healthcare providers. However, the ratios for dentists and physicians are 8,851: 1 and 8,508: 1 respectively. These ratios are higher than those of the rate of Americans to physicians. The average household in the county earns an income of $26,401 (Alken, 2015). Market Survey and Description The county is facing a few issues in the healthcare sector. Some of these factors include: limited access to health benefits, a depressed local exonomy, fewer healthcare providers, and a vast problem in attracting health professionals. There is only one hospital, Pocohontas Memorial Hospital, and one nursing home, Pocahontas Center, in the county. Therefore, if a resident from the furthest location from the hospital requires medical attention, he/she must travel a long distance before receiving health care (Alken, 2015). The ratio for dentists is 8,851 to 1. The ratio for primary care physicians is 8,508 to 1 (County Health Roadmaps & Rankings, n.d.). The physician-to-population ratios are expressively higher than the United States overall ratio. The county is suffering from a depressed economy that might affect the medical services provided. Also, most physicians are not attracted to working in the county because they will be overworked. STRATEGIC THINKING MAP: MARKET ANALYSIS 3 Demand Forecasting Pocahontas County has a high demand for more healthcare-related services. First, the market has a high need for more medical centers due to the inaccessibility of healthcare to its citizens. The county, even though struggling economically, should create strategies that will assist the county to improve and add a few health care centers. Recruitment and retention in rural areas is a challenge that is faced across the country. It is estimated that 65 percent of rural US counties lack adequate health professional workforces (Lee and Nichols, 2014). Rural hospital managers’ ability to recruit and retain physicians affects their capacity to deliver essential medical care to rural areas (Cohn and Harlow, 2009). A new center can contribute to the reduction of the pressure existent on the only medical center available to its citizens. The new center will turn into a source of income for the county (Erickson, 2017). It would also be a benefit if the county marketed itself better to healthcare professionals through incentives and a conducive environment for them to work. Lee and Nichols (2014) advise that there are “three main reasons for rural physician practice’s unpopularity: lifestyle, medical practice, and competitive issues. They go on to say that the practice hours are usually longer and more demanding for on-call schedules compared to their urban colleagues. The payer mix is a downside and reimbursements are also less in these areas. The county can opt to increase the number of professionals to offer more care to more patients while reducing the work overload on the available professionals already in the county serving it’s patients. Accessibility to healthcare means that the citizens of the county can possibly receive specialized medical attention whenever they need and have services available to them that may not have been in their area before. In turn, the patients contribute to the economy of the county by paying for their STRATEGIC THINKING MAP: MARKET ANALYSIS 4 services through insurance and similar services. This can be a win for the patients as well as the county serving its citizens. Since the county has eight rivers, diversity in activities like farming and tourism can assist the process of coming out of a depression for the county. Also, by marketing itself through the available natural resources, the county can receive more clients as visitors to their county. Managing the county as a rural destination should be managed and represented by the local community. Determining what all stakeholders want out of tourism and how they will promote and sell this strategy will benefit everyone. Pocahontas county has natural attractions that may be appealing to tourists that could meet their cultural or recreational needs (Stetic, 2012). However, some uncertainties might occur in the demand forecasting. First, the county government might not be ready or be in a position to fund a new medical center during a depression. Since a new center requires a large amount of funding, the county government can decide not to venture into the transaction because of the initial costs involved. Health professionals may choose not to give in to the marketing strategies from prior experiences with the county. Tourism can flourish the area—given time to allow the growth and expansion of service to take place. Pocahontas County’s population could keep growing due to other factors equating to its government focusing on expansion on other issues rather than the healthcare issues Pocahontas county is facing (Hiriyappa, 2015). Market Planning The county is in dire need of sufficient healthcare services. Therefore, barriers to healthcare access require the introduction of another health care center. The average American physician handles no more than a thousand patients. For the county, this means that every physician should receive help from at least eight other physicians or dentists ((McQuarrie, 2015). The county must STRATEGIC THINKING MAP: MARKET ANALYSIS 5 invest in adding its incentives to the professionals and reducing their work overload to attract health professionals to the county. Having more healthcare professionals in the county will equate to better and faster healthcare services which, in turn, makes healthcare accessible to all citizens of the county. Healthcare managers should be engaging the chief executive officer (CEO) in recruitment strategies and retention efforts. Developing a recruitment team will help with strategies on marketing, compensation, and advancement opportunities available with the positions that are available. Recruiting and marketing teams should come together to develop compelling material and programs. Seeking out pre-med students, students in residency programs, and residents that may be looking to return to their rural homes are all strategies that can be implemented (Lee and Nichols, 2014). Tourism strategies may also help Pocahontas county gain funding in order to meet this need and should be considered as a market strategy. Conclusion The Pocahontas County is a ready market for healthcare services. The lack of such services creates a high demand in the county. However, since the county is suffering economy wise, it can benefit from diversity through the use of its natural resources for activities like farming and tourism which can boost its revenues that it can, in turn, use to develop not only new healthcare centers but also different medical amenities for the county. Diversity also increases sources of income for the citizens of the county and its government. More access to healthcare leads to a healthier people who can work effectively towards a better future for the county. STRATEGIC THINKING MAP: MARKET ANALYSIS Strategic Thinking Map Economy Diversity New Source of Income for County New Medical Center More Health Professionals Better Access to Medical Care Demand Supplied 6 STRATEGIC THINKING MAP: MARKET ANALYSIS 7 References Alken, D. (2015). Industry Analysis. United States: Lulu.com. County Health Roadmaps & Rankings. (n.d.). Retrieved from http://www.countyhealthrankings.org/sites/default/files/state/downloads/2012 %20County%20 Health%20Ranking%20West%20Virginia%20Data%20-%20v2.xls Erickson, G. S. (2017). New Methods of Market Research and Analysis. United States: Edward Elgar Publishing. Hiriyappa, B. (2015). Strategic Analysis. Mumbai: B Hiriyappa. Lee, D.,M., & Nichols, T. (2014). Physician recruitment and retention in rural and underserved areas. International Journal of Health Care Quality Assurance, 27(7), 642-52. Retrieved from https://csuglobal.idm.oclc.org/login?url=https://search-proquestcom.csuglobal.idm.oclc.org/docview/1660689410?accountid=38569 McQuarrie, E. F. (2015). The Market Research Toolbox: A Concise Guide for Beginners. United States: SAGE Publications. Stetic, S. (2012). Specific features of rural tourism destinations management. Journal of Settlements and Spatial Planning, 131-137. Retrieved from https://csuglobal.idm.oclc.org/login?url=https://search-proquestcom.csuglobal.idm.oclc.org/docview/1326738227?accountid=38569 1 Running head: SWOT ANALYSIS Module 4: Capstone Project Assignment Jeron Sherbak HCM580: Strategic Management in Healthcare (Capstone) Colorado State University – Global Campus Dr. Tracy Smith June 13, 2018 2 SWOT ANALYSIS SWOT Analysis for Pocahontas Memorial Hospital A SWOT analysis reviews various aspects both within an organization and the external environment. A SWOT analysis breaks down to: Strengths, Weaknesses, Opportunities, and Threats to the organization. This is one of many analyses an organization can use in order to prepare for a strategic change (Ginter et. al, 2013). Strengths Pocahontas Memorial Hospital (PMH) has three strengths coming from within the organization. PMH is enriched in its core values. It has a strong commitment to excellence and customer service with their mission and values. The hospital mission looks to be a collaborative partner to improve health of the community, be a leader in patient education, prevention, and outreach, foster a culture that exceeds expectation. In achieving the mission, they state that they will uphold the following values: strive for performance improvement, respect the dignity of every individual, promote an environment that is receptive to new and creative ways to achieve excellence in all services provided, and continue their mission of compassion, mutual trust and cooperation in which their values are based (pmhwv.org, 2018). Another strength for the PMH is the rural health clinic. Within PMH there is a rural health clinic that helps serve the rural communities in the Buckeye, West Virginia area. The clinic is open to the public and is located within the hospital. This helps patients gain access to ancillary services in conjunction with their primary care. A few of the ancillary services offered are laboratory and radiology. This helps bridge the gap of needed healthcare in rural communities by having a hospital pick up any services that the rural clinic cannot support. This provides whole person care to their patients and streamlines the care patient’s need for chronic illnesses or disease management. Lastly, PMH offers a wide range of services. In addition to the SWOT ANALYSIS 3 rural health clinic, the hospital offers: case management, diabetes education and management, wound care services, emergency care, rehabilitation, respiratory, radiology, and hospice respite care. Weaknesses Even though there are great strengths within PMH, there are weaknesses also. The first is the small size of the hospital. This is only a 25-bed hospital with a trauma level ranking of four (Capstone Case Study Information, n.d.). If there was any form a large-scale tragedy or issue, the hospital may not be able to handle this situation. The next two weaknesses come from the environment around PMH. The rural environment makes transportation a challenge for residents to make their appointments (National Advisory Committee on Rural Heath and human Services, 2014). This could cause issues with physicians maintaining full schedules and having a continued stream of income for the hospital. Lastly, the national shortage of healthcare professionals working in rural areas directly affects the way PMH recruits and hires healthcare workers (National Rural HealthAssociation, 2018). Opportunities PMH has a few areas that can be beneficial. The Patient Protection and Affordable Care Act expanded Medicaid benefits to more citizens. This could increase the number of potential patients to the hospital, even though this will have a low reimbursement rate, could help increase revenue for PMH. There are also federally based organizations that can help provide funds for rural communities to help focus on the healthcare. This can help with expanding to a satellite clinic for PMH (National Advisory Committee on Rural Health and Human Services, 2014). Threats SWOT ANALYSIS 4 All organizations can be threatened by external factors. PMH is threatened by the average income in the county. The average income in Pocahontas County is $26,401 a year (Capstone Case Study Information, n.d.). The lack of income to cover the cost of healthcare services threatens the organization’s ability to have a sufficient budget. There are many times hospitals will have to absorb the cost of care when patients are not able to pay for the services rendered. There is a higher risk to the organization when the average population has a lower socioeconomic status. Another threat that PMH faces is the strict nature of Centers for Medicare and Medicaid Service regulations for rural healthcare clinics. It is very important for healthcare organizations to follow these rules in order to be reimbursed fully by Medicare and/or Medicaid (Centers of Medicare and Medicaid Service, 2018). 5 SWOT ANALYSIS References Capstone Project Case Study Information. (n.d.). Centers of Medicare and Medicaid Services. (2018). Rural Health Clinics. Retrieved from https://www.cms.gov/Medicare/Provider-Enrollment-andCertification/GuidanceforLawsAndRegulations/RHC.html County Health Roadmaps & Rankings. (n.d.). Retrieved from

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http://www.countyhealthrankings.org/sites/default/files/state/downloads/2012%20County %20 Health%20Ranking%20West%20Virginia%20Data%20-%20v2.xls Ginter, P.M. (2013). The Strategic Management of Health Care Organizations (7th Ed.). San Francisco, CA: Jossey-Bass. Pocahontas Memorial Hospital. (2018). Retrieved from www.pmhwv.org. National Advisory Committee on Rural Health and Human Services (2014). Rural implications of the Affordable Care Act Outreach, Education, and Enrollment. Retrieved from https://www.hrsa.gov/advisorycommittees/rural/publications/ruralimplications.pdf National Rural HealthAssociation (2018). About Rural Health Care. Retrieved from https://www.ruralhealthweb.org/about-nrha/about-rural-health-care