Community Needs Assessment Management Action Plan March, 2012 through June, 2015

Transcription

1 Community Needs Assessment Management Action Plan March, through June, 2015 Strategic : Promote Hospital Services throughout Service Area and Attract Patients from Outside Carthage 1.0 DOCTOR AVAILABILITY Increase physician availability, lower wait time, increase doctors who take call, increase the supply of primary care physicians 1.1 Monitor clinic physician availability, wait times for appointments and in office wait High Clinic Manager July June, 2015 $2,500 (New money) Need to investigate emd capability for reports versus manual process. times; increase apt. as needed 1.1a Increased Specialty Clinic activity for Urology June, 2013 $72,000 (new money on top of $100,000 already budgeted) 1.2 Develop outreach initiatives focused on areas of the County with the lowest market share 1.2a Hamilton and Sutter should be a priority for establishing relationships High Ada June, June, 2015 $15,000 ($10,000 in current budget; $5,000 new money) $51,000 With the retiring of the urology provider in nearby town, took over the provider records and increased our clinic frequency from every-other week to ever week. Especially Hamilton Still evaluating possible site location and if feasible for this area. 1.2b Promote clinics and hospital services through health fairs and community events Ongoing Already doing this; ties to the first priority area. 1

2 Sports physicals planned for this year in both Hamilton & Carthage Co-Sponsor the family fair with the Health Department for kids Held a health screening day in conjunction with the Farm Bureau for members. 1.2c Direct mail to community informing clinic hours and services available Ongoing $8,868 Currently putting Specialty clinics schedule calendar monthly in the paper. Fall $5,000 Mail something to the households but have specific schedule on the mailing for walk in hours availability 1.3 Develop business plan to see if other clinic sites within Hancock County are viable High Ada May, December 2015 $5,000 (New money) 1.3a Evaluate opportunity to move selected specialty clinic hours between different MH clinic locations 1.3b Evaluate opportunity to open additional clinics in Hancock County OB and surgery; evaluating having a clinic in Hamilton May 2013 $100,000 $35,000 Have opened clinic in Augusta 1.4 Consider strategic opportunities to align with joint physician recruiting High Ada Now June, 2015 Currently working on this. 1.4a Work with other local hospitals on recruitment needs Ongoing Recruited new surgeon for our facility to replace retiring provider 2

3 who was previously shared with another local hospital 1.4b Create an open door policy for independent or small group physicians who may prefer to be employed by a hospital Doing this now and would need to be on a worked RVU or productivity basis. Would be paid based on volume. 1.5 Explore telemedicine opportunities Looking at matching grants to increase inpatient clinical consult availability Unless done through Ed or psychiatric program. Acuity levels of patient mix and telemedicine ICU is not something we are ready to take on. 1.6 Recruit for General Surgeon, Family Practice and Internal Medicine or General Practitioner 1.6a Monitor specialty clinic availability and increase as needed High Ada Now July, $50,000 Recruiter fee Recruited general surgeon and added Full time Physician Assistant in Nauvoo 1.6b Expanded Nauvoo Clinic November, Recruited a fulltime midlevel provider in place of part-time physician at Nauvoo clinic location. 1.7 Monitor current physician satisfaction and employee contracts to ensure physician and extender resources High Ada Now July, 2015 Doing it Physician availability and the right compliment of physicians that we need. 1.7a Determine appropriate recruitment number (per clinic demand), service need, and 3

4 timeline 1.7b Develop a detailed recruitment plan-include costs, scripting for interviews, site visit schedule, and deal breakers for providers visiting community This is an on-going process. 1.7c Monitor access issues at hospital owned practice 1.8 Combine compensation reviews and professional development opportunities to increase employee engagement to ensure access to care through healthcare employee workforce. 1.8a Complete compensation study to determine fair market wages High Dan Now December, September, $100,000 (above current budget for remainder of fiscal year) 1.8b Conduct an employee satisfaction survey topics to drive employee lead focus groups 1.8c Begin process of developing succession plans for key staff positions Fall On going Do this year and then every other year because annual would be too frequent. There has been discussions about this but there is no formal plan or strategic development to address it so that is #1 to tackle 4

5 2.0 ADVERSE HABITS lower the prevalence of unhealthy habits 2.1 Work with other entities on promoting healthy lifestyles. ed partnership with local schools for daily health tips and quarterly newsletter for distribution on health habits for students. 3.0 PREVENTION Increase prevention service use through community wellness and prevention seminars. 3.1 Sponsor health screenings at local On going to do 6 per yr churches, schools and community centers Felt we already do this but are not well attended. Continue to do more in the community focusing on offering events on site to meet tax exempt need. 3.2 Establish a specialty care referral program with the Hancock County health department Fall The specialty clinic calendar is now posted on health department website and trying to get them to refer to specialists that come here. 3.3 Rotate Wellness Programs at different clinic sites Medium Clinic Manager July, June, 2015 $2,500 (new money) Would be getting patients in the door at different clinic settings focusing on Hamilton to increase market share in that area. 3.4 Evaluate the potential and opportunity to participate in other healthcare entities High Ada Now June, 2013 $5,000 5

6 3.4a Collaborative Care Organizations Ongoing Currently looking at possibilities through the IL Critical Access Hospital Network to collaborate with other CAH hospitals to for some form on collaborative care organization 3.4b Physician based Medical Home Education held July 11, 2013 Provided Board and Provider education session at offsite location to educate and evaluate what it would involve to be a part of the health care organization Physician based medical home with providers acting as consultants to any care needs. Coordinates all care and work through physician. 4. REDUCE KILLER DISEASE Increase use of cancer detection services and support educational efforts. 4.1 Improve disease rates for Breast and Colon Cancer and other diseases. Send annual reminders to patients for required screenings. 5. URGENT CARE Increase urgent care resources. 5.1 Improve access to urgent care ed after hours program at Rural Health Clinic for walk-in appointments in evenings and Saturday mornings. 6. DIABETES Reduce the incident of diabetes 6

7 as well as provide diabetes education. 6.1 Promote diabetic education $17,500 Increased Diabetic Education service availability from part time to full time. Developed Diabetic Spotlight annual program held offsite location for attendees to learn diabetic nutrition, managing care, etc. Promote diabetic education services TOTAL ESTIMATED FINANCIAL IMPACT $383,368 $86,000 7